Peter Polycarp Ogendi Sitima, Susan Were, Gregory Namusonge


Theoretical and empirical assertion have inconclusive arguments on the influence of transactional leadership in difference sectors. Different conceptualizations on the effect of leadership have been explored where some studies have been significant or not and/or positive or not. Further, these empirical studies have been limited to direct influence of leadership style on organizational performance. Hence, the current study examined the moderating effect of organizational culture on the influence of transactional leadership style on organizational performance of National Youth Service in Kenya. The study was anchored on leader member exchange theory. It adopted descriptive research design and drew primary data through administration of questionnaires. The data was analyzed through descriptive and inferential statistics and presented in figures and tables. Results of the study revealed statistically positive significant effect of transactional leadership style on organizational performance of National Youth Service in Kenya. Further, organizational culture had positive statistically moderating effect on the influence of transactional leadership style on organizational performance of National Youth Service. It was concluded that positive changes in transactional leadership style had positive multiplier effect on organizational performance of National Youth Service in Kenya. It was recommended that the leadership of NYS should integrate individual, organizational, social, and environmental developments to create sustainable leadership.


Key words: Transactional Leadership Style, Organizational Culture, Organizational Performance

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