Leadership styles, managerial support and employee satisfaction of county government employees in Kenya

Purpose The purpose of this paper is to examine the moderating effect of MS on the relationship between leadership styles and employee job satisfaction among county employees in Kenya. Design/methodology/approach The study design was survey-based and quantitative, where data were collected using a structured questionnaire. Correlation and regression analysis were used to test hypotheses. Out of 188 employees, 174 duly filled out and returned them, accounting for a 93% response rate. Findings The findings indicate a positive and significant relationship between leadership styles and employee job satisfaction. The study did not find support for the moderating effect of managerial support on the relationship between leadership styles and employee satisfaction (ES). Research limitations/implications The reliance on self-reported data in the study may have introduced biases, including social desirability and perceptual distortion, underscoring the need for objective metrics and data triangulation. Moreover, the effect of management support may be entangled with workplace culture and resource availability, complicating the assessment of its moderating role. The cross-sectional, single-site design further limits the ability to draw causal conclusions. To address these limitations, future research should adopt longitudinal approaches across varied organizational settings. Additionally, the model’s low explanatory power (R2 < 0.05) suggests missing variables, pointing to the need for incorporating broader contextual and individual-level factors in future studies. Practical implications The paper provides empirical insights on the significant role of leadership styles, especially transactional leadership, in improving ES in the public sector. This implies that the county government should invest in management development programs and leadership development workshops. The investment can equip leaders to effectively implement and foster a supportive work environment, driving ES. Originality/value The study introduces a more nuanced understanding of Social Exchange Theory (SET), demonstrating that leadership style can directly influence ES. While SET emphasizes resources and emotional exchange between leaders and employees, we show that transactional leadership, characterized by clear structure, enhances the relationship. This advances SET by clarifying contextual boundaries where leadership alone suffices. The research offers practical advice that allows organizations to optimize leadership approaches based on their specific operational environment.