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performance in Telecom Engineering companies.

STATEMENT OF THE PROBLEM In a rapidly changing world of work, a notable leadership challenge is how leadership styles can be used to ensure enhanced employee performance (Schein, 2010). According to Cavico and Mujtaba (2008), the problem of poor employee performance has been perceived during the last decades as an important element in leading. These companies faced leadership style related challenges as indicated in the literature. These challenges were mainly identified in the area of policy formulation and implementation. Mumbi (2015) recommends that Britam leadership should continually inform the employees of the benefits of Balanced Score Card (BSC) performance framework in order to ensure consistence in their performance. Mugwe (2012) established that majority of women in Nation Media Group faced gender related challenges that affected their performance thus need for leadership to intervene. Sokoro (2012) identified that the dream of retaining highly motivated and competent employees for the delivery of a world class service in the Kenya wildlife sector has not been fully attained leading to frequent realization of low performance from employees from nearly all the major sections and units of the organization. Juma, (2014) stated that the problem at Mabati rolling company is associated with leadership not involving employees in strategy implementation thus negatively affecting their performance. Nyamemba (2012) found out that Jubilee Insurance company faced challenges in terms of employee performance hence the need for leadership to invest more in Research and Development, innovations and the creation of a learning culture. The study addressed the following gaps; according to House and Aditya’s review (1997), leadership studies focus excessively on superior-subordinate relationships to the exclusion of several other functions that are related to the leader`s way of doing things. The authors recommended that future research be focused on two levels; micro-level research that focuses on the leader in relation to the subordinates and immediate superiors, and macro-level research that focuses on the total organization and its environment. Other scholars have also recommended studies on the subject of how a leadership style influences both their subordinates and organizational outcomes (Tarabishy, Solomon, Fernald, and Sashkin, 2005). Koech and Namusonge (2012) on their part pointed out that the existing literature suggests that there is a significant relationship between leadership styles and performance in an organizational context. However, the literature available especially on Kenyan companies is limited and inconclusive