Moderating Role of Organizational Culture on the Relationship between Transformational Leadership and Performance of Deposit-Taking Saccos in Nairobi County, Kenya

Abstract

The study focuses on determining how an organization’s culture moderates the link between transformational leadership and deposit-taking saccos (DTSACCOs) performance regarding Nairobi City County from a Kenyan perspective. The theory of transformational leadership, contingency theory, and the theory of organizational culture anchored this study. The design adopted a census with primary data applied. Furthermore, testing the hypothesis was based on a regression model at a 95% confidence level. According to the study, organizational culture significantly moderates the relationship between transformational leadership and organizational performance. The research will aid in developing the overall sustainability, competitiveness, allure, and performance of the deposit-taking SACCOs sector both within the nation and outside. In addition, leaders should put the best leadership that satisfies the market needs and adopt the best acceptable culture that satisfies customers in the current and potential brackets. Thus, to successfully direct the improvement of corporate culture in pursuit of desired organizational goals, transformational leadership attributes must be appropriate and effectively executed.