Fostering Employee Engagement through Innovative Leadership: Lessons from Tanzanian Public Secondary Schools

Authors

  • Prisca F. Kimaryo Institute of Social Work, Dar es Salaam, Tanzania
  • Severine S. A. Kessy University of Dar es Salaam Business School, Tanzania
  • John J. Sanga University of Dar es Salaam Business School, Tanzania

Abstract

This article investigated the influence of innovative leadership on employee engagement in Tanzanian public secondary schools. Specifically, the study explored whether innovative leaders could influence organisational commitment and job involvement among employees. Conducted in three regions of mainland Tanzania, the cross-sectional survey adopted a positivist philosophy suitable for hypothesis development. Data was gathered from 386 teachers using structured, closed-ended questionnaires with a 5-point Likert scale. Structural Equation Modelling (SEM) with AMOS 23 was used for data analysis. The results revealed that innovative leadership significantly enhances both organisational commitment and job involvement among teachers. The study underscores the need for school heads to adopt innovative practices to engage teachers effectively. Social Exchange Theory (SET) is applicable in this context due to the reciprocity observed in teachers’ engagement and involvement. It is recommended that leaders in all sectors should innovate to enhance employee engagement, ensuring organisational sustainability and quality service delivery.

 

Keywords:        Teacher engagement, organisational commitment, job involvement, quality service

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Published

2024-07-24

Issue

Vol. 42 No. 1 (2024): Papers in Education and Development

Section

Articles