This study examines the relationship between participation in decision making and job satisfaction
among academic staff in public University of Nairobi. This study was conducted on the positivism
approach to research. The study adopted a descriptive survey research design. The population of
the study was all non-management members of academic staff at the school of Business, University
of Nairobi. A structured questionnaire was prepared and distributed to all selected respondents.
The study comprised of two major variables, namely participation in decision making, which was
the independent variable and job satisfaction which was the dependent variable. A five point scale
was used to collect data and analysis was based on averages, percentage, correlation coefficient and
linier regression.
The findings indicate that a significantly strong positive correlation was found to exist between job
satisfaction and participation in decision-making (r=0.888). The findings indicate also a positively
strong correlation between participation in decision-making and job satisfaction in relation to
general working conditions (r=0.640); pay and promotion potential (r=0.703); use of skills and
abilities (r=0.895); job design (r=0.750); and job feedback (r=0.632). The findings indicate that the
level of job satisfaction for workers at the SOB increases proportionately with an increase in their
level of participation in decision-making.
Keyword: decision making, participation in decision making, job satisfaction

Without effective leadership, the process of creating an environment that is positive for fostering Relationships and conducive to effective production would falter and the organization would suffer loss, either monetary, personnel, or production. This study on the leadership effectiveness in the Kenya union of sugar plantation and allied workers (KUSPAW) aimed at determining the effectiveness of Trade Union leadership and determining the factors influencing the leadership effectiveness. A descriptive survey research design was used. Stratified sampling using the proportionate allocation method was used to determine the size of each stratum (national board members, branch officials and shop stewards). A structured questionnaire was used to collect primary data. The data was analyzed descriptively using the distribution (frequency), central tendency (Mean and mode) and dispersion (range, variance and standard deviation).The results revealed that the KUSPAW leadership’s ‘laissez-faire’ and ‘Management by exception: passive’ had acceptable scores of 0.5 and 0.6 respectively against a benchmark of 0-1. The leadership also has an acceptable score in contingent reward (2.9) measured against a 2-3 validated benchmark. The two leadership styles that did not meet the expectations are ‘Management by exception: active’ and
transformational leadership with scores of 2.4 and 2.9 measured against benchmarks of 1-2 and 3.0-3.75
respectively. The outcomes ratings (3.0) also failed to attain the benchmark in excess of 3.5. The study concludes that the KUSPAW leadership is relatively ineffective and recommends that the whole leadership is taken through a leadership course, albeit refresher for those with the training.
Keywords: leadership, leadership effectiveness, trade unions