REFLECTIONS ON ORGANISATIONAL LEADERSHIP ON IMPLEMENTATION OF ELECTRONIC PROJECT MONITORING INFORMATION SYSTEM IN PUBLIC TERTIARY INSTITUTIONS IN KENYA
Abstract
The principal objective of the study reported in this article was to empirically assess
on the influence of organisational leadership on the implementation of Electronic Project
Monitoring Information System (e-ProMIS) in Public Tertiary Institutions in Kenya. The population
of the study comprised members of staff from public tertiary institutions in Kenya. A sample of 210
members of staff was selected using stratified and simple random sampling techniques.
Questionnaire with both open and closed-ended items with Likert-type interval scale anchored on a
five point scale was used to collect data. Descriptive statistics showthe overall mean for
organisational leadership in Public Tertiary Institutions in Kenya was 2.53 and standard deviation
of 0.51. The most dominant leadership style is transactional leadership (M=2.75, SD=0.66) while
transformational leadership has (M=2.45, SD=0.59). Results from inferential statistics indicate
that r is equal to 0.515, implying that organisational leadership has a moderately strong influence
on implementation of e-ProMIS. The value of R squared is 0.296, indicating that organisational
leadership explains 29.6% of the variation in the implementation of electronic project monitoring
information system in public tertiary institutions in Kenya. The 7 coefficient of transformational
leadership style is 0.315 while that of transactional leadership style is 0.360. These results indicate
that transactional leadership had a stronger influence than transformational leadership on
implementation of e-ProMIS. The findings for both transactional and transformational leadership
styles were statistically significant with coefficients ((7=0.315, t=4.524, p=0.000<0.05) and
(7=0.360, t=5.075, p=0.000<0.05) respectively. This implies that every unit change in
implementation of e-ProMIS is associated with 31.5% changes in transformational leadership and
36.0% changes in transactional leadership. The overall F statistics was (2,159) =33.410 at level of
significance p = 0.000<0.05 suggesting that there was a statistically significant relationship
between organisational leadership and implementation of electronic project monitoring information
system in public tertiary institutions in Kenya.
on the influence of organisational leadership on the implementation of Electronic Project
Monitoring Information System (e-ProMIS) in Public Tertiary Institutions in Kenya. The population
of the study comprised members of staff from public tertiary institutions in Kenya. A sample of 210
members of staff was selected using stratified and simple random sampling techniques.
Questionnaire with both open and closed-ended items with Likert-type interval scale anchored on a
five point scale was used to collect data. Descriptive statistics showthe overall mean for
organisational leadership in Public Tertiary Institutions in Kenya was 2.53 and standard deviation
of 0.51. The most dominant leadership style is transactional leadership (M=2.75, SD=0.66) while
transformational leadership has (M=2.45, SD=0.59). Results from inferential statistics indicate
that r is equal to 0.515, implying that organisational leadership has a moderately strong influence
on implementation of e-ProMIS. The value of R squared is 0.296, indicating that organisational
leadership explains 29.6% of the variation in the implementation of electronic project monitoring
information system in public tertiary institutions in Kenya. The 7 coefficient of transformational
leadership style is 0.315 while that of transactional leadership style is 0.360. These results indicate
that transactional leadership had a stronger influence than transformational leadership on
implementation of e-ProMIS. The findings for both transactional and transformational leadership
styles were statistically significant with coefficients ((7=0.315, t=4.524, p=0.000<0.05) and
(7=0.360, t=5.075, p=0.000<0.05) respectively. This implies that every unit change in
implementation of e-ProMIS is associated with 31.5% changes in transformational leadership and
36.0% changes in transactional leadership. The overall F statistics was (2,159) =33.410 at level of
significance p = 0.000<0.05 suggesting that there was a statistically significant relationship
between organisational leadership and implementation of electronic project monitoring information
system in public tertiary institutions in Kenya.
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