Influence of principals' self-management on the organisational commitment of teachers in secondary school in county governments in Kenya
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Abstract
Committed employees are likely to work harder and more efficiently, and stay in their jobs longer than less committed employees. Research indicate that the leader’s self-management may influence the organizational commitment of employees as they feel good about working with such leaders since they are more likely to react to problems in a more controlled manner and may be more accommodative to different views of the subordinates. The purpose of this study was to investigate the influence of principals’ (head of secondary schools) self-management on the organizational commitment (OC) of teachers as moderated by teachers’ self-efficacy. The dependent variable in this study is OC, while the independent variable is self-management (a dimension of emotional intelligence) and the moderating variable is teachers’ self-efficacy. This study hypothesized that principal’s self-management has no significant relationship on teachers’ OC. Simple random sampling was used to draw a sample of 120 principals and 480 teachers from secondary schools in Nairobi, Machakos, Kajiado, and Kiambu counties in Kenya. A survey questionnaire was used to collect data from the respondents. Collected data was analyzed through independent samples t-test, descriptive statistics, correlation analysis and multiple regression. The study established that principals’ self-management had a significant correlation with teachers’ OC. It also established that teachers’ self-efficacy moderated the relationship between principals’ self-management and teachers’ OC and that self-efficacy had positive influence on teachers OC. This study makes useful contribution in the advancement of knowledge on the influence of principals’ self-management on teachers’ OC in Kenya.
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