Relationship between Transformational Leadership Attributes and Social Action in Mck Kaaga Synod, Kenya

Abstract

Social action entails leaders being proactive in bringing about positive change in their communities. Through charisma, vision, and sheer willpower, transformational leaders try to mould society into their own image. They want to envision society as a better environment for all people. Religious scholars, sociologists, and political economists have always wondered how transformative leadership traits and social action are related. Accordingly, this study sought to delve deeper into the relationship between transformational leadership and social action. Specifically, it examined the relationship between transformational attributes and social action in MCK Kaaga Synod. The objectives of the study are:

• To examine the practice of transformational leadership
• To examine the influence of church-initiated social action among the residents within the geographical area of Mck kaaga Synod
• To is to examine the relationship that exists between transformational leadership and social action

This study used a descriptive survey design with qualitative and quantitative approaches. The descriptive survey approach was used since it thoroughly describes the issue under exploration. It is especially useful in studies where there is a need to gather information, summarize, present, and interpret the data. The study population comprised the 6771 church leaders in MCK Kaaga synod. The sample size was 384, randomly selected using Cochran's sample size formula. Through the use of surveys and an interview schedule, data were gathered. A mixed method approach combining both qualitative and quantitative methodologies was used for the data analysis. Themes and patterns were used to analyse qualitative data, while descriptive statistics for percentages and mean were used to analyse quantitative data. A P-value cut-off of 0.05 was used as the benchmark for predictive value while analysing the association between the variables using linear regression. After analysis, the data were presented in tables and figures. The study established that transformational leadership attributes have a significant, positive relationship with charisma, having a regression coefficient of 0.0123 p<0.005, and social influence with a coefficient of 0.024, p<0.005.

Moreover, the vision was positively correlated with social action programmes, with a regression coefficient of 0.0431, p<0.005. Additionally, a delegation was positively correlated with social action programmes, with a regression coefficient of 0.0254, p<0.005, with executional distribution, and has a significant relationship with social action programmes in MCK Kaaga synod, with r=0.0422, p<0.005.  However, the transformational leadership attribute of transactional has no significant relationship with social action, with r=0.0.0647, p<0.005 in MCK Kaaga synod.