Task Oriented Leadership and Employee Job Satisfaction in Public Development Finance Institutions in Kenya

Leadership style is a critical determinant of employee job satisfaction, yet findings on task-oriented leadership vary across contexts. This study investigated the influence of task-oriented leadership on employee job satisfaction in Kenya’s public development finance institutions (DFIs), a context underrepresented in existing literature. The study adopted the positivism research philosophy and cause and effect research design. The population was 1,738 operational and middle-level managers from the seven public DFIs in Kenya. A sample size of 326 was drawn using proportionate stratified and simple random sampling techniques. Primary data was collected using a semi- structured questionnaire. Linear regression analysis was used to test the hypotheses. Data presentation was done using tables. A response rate of 90.5 percent was obtained. The research findings showed that visioning had a positive and statistically significant influence on employee job satisfaction in the public development finance institutions in Kenya (R2 = .248, β =.441, t(293) = 9.820, p=.000). Similarly, goal setting had a positive and statistically significant influence on employee job satisfaction in public development finance institutions in Kenya (R2 = .310, β =.496, t (293) = 11.467, p=.000). Leading had a positive and statistically significant influence on employee job satisfaction in the public development finance institutions in Kenya (R2 = .285, β =.462, t(293) = 10.800, p=.000). This study concluded visioning, goal setting, and leading statistically and significantly influenced employee job satisfaction in public development finance institutions in Kenya. This study recommends that leaders in development finance institutions should improve employee job satisfaction through setting clear and achievable goals, structured processes, and valuing their subordinates over tasks.