| dc.description.abstract | Social action involves leaders being proactive in engendering positive change in their communities. Transformational leaders seek to shape society in their own image through charisma, vision and sheer will power. This study seeks to analyse transformational leadership in the context of social action with reference to the Kaaga synod of the Methodist Church of Kenya (MCK). The objectives of the study were: To examine the practice of transformational leadership; to assess the contribution of transformational leadership in enhancing the church initiated social action among the residents within the geographical area of the MCK Kaaga synod and to examine the relationship that exists between transformational leadership and social action. The study was guided by Transformational Leadership Theory. The study utilized descriptive survey design. In Kaaga synod whose population stands at 6771, 384 members were randomly selected for interviews through simple random sampling. Data was collected by using questionnaires and interview schedules. The study used mixed methods both quantitative and qualitative to describe the findings. A sample of 384 respondents drawn from church leaders from the location of study participated in the collection of data using questionnaires and interviews. The data collected was coded and analysed though SPSS and Microsoft Excel programs to describe the findings and emerging trends and insights. Thematic analysis of the qualitative data was triangulated with the quantitative data and meanings and conclusions. The findings indicate that MCK Kaaga synod scored below average on the total mean score and average on individual attributes of transformational leadership, of the maximum possible score of 72, the mean score was 50, just below 54 which is the minimum cut off. Using regression analysis, the study established that transformational leadership has a significant positive relationship with provision of education services with a regression coefficient of 0.0123 p<0.005. Additionally, transformational leadership was significantly correlated with economic empowerment programs, with a coefficient of 0.0231, p<0.005. Moreover, transformational leadership was positively correlated with OVC programs, with a regression coefficient of 0.0341, p<0.005. However, transformational leadership had no significant relationship with provision of medical services r=0.1605, p<0.005, and widows care programs, r=0.1590, p<0.005 in Kaaga synod. In conclusion training on transformational leadership, social action is recommended. Further study in the transformative nature of the social action is also prescribed. Policy formulation that will embed transformational leadership model in the church should be arrived at in MCK Kaaga synod and possibly the whole of MCK. | en_US |
