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Access to clean and safe water remains a critical development priority under Sustainable Development Goal (SDG) 6. However, water service providers in Sub-Saharan Africa, including Kenya, continue to experience performance challenges associated with governance, infrastructure limitations, and leadership effectiveness. This study examined the moderating effect of employee engagement on the relationship between exemplary transformational leadership and the performance of selected water and sewerage companies in Kenya. Grounded in transformational leadership theory, the three-component theory of work engagement, and the balanced scorecard framework, the study adopted a positivist philosophy and a quantitative cross-sectional survey design. Data were collected from 328 employees drawn from 13 public water companies operating under the Athi Water Works Development Agency using structured questionnaires. Exemplary transformational leadership was measured through three practices—modeling the way, challenging the process, and empowering followers—while employee engagement was assessed through vigor, dedication, and absorption. Organizational performance was evaluated using indicators of service quality, economic efficiency, and operational sustainability. Descriptive statistics, Pearson correlation, and moderated multiple regression analysis were conducted using SPSS version 27. The findings revealed that exemplary transformational leadership and employee engagement significantly and positively influenced water company performance. Importantly, employee engagement significantly moderated the relationship between exemplary transformational leadership and performance (β = −0.689, p < .05), indicating a buffering effect in which leadership had a stronger impact under conditions of low engagement. The study contributes to leadership and public sector management literature by empirically validating the moderating role of employee engagement within Kenya’s water sector. It recommends integrating employee engagement strategies with leadership development initiatives to enhance service delivery, operational efficiency, and long-term sustainability in water utilities.

The leadership of the agro-processing project entails applying leadership abilities, understanding of agriculture, and project management concepts to meet the project's goals while catering to the interests of stakeholders. Nevertheless, numerous agro-processing initiatives encounter financial and resource limitations, human resource management difficulties, technological and knowledge deficiencies, and leadership and decision-making hurdles. The research aimed to evaluate the influence of leadership styles of Laissez-Faire, Transformational and Transactional Leadership approach on performance of Agro-processing Projects in Musanze District, Rwanda. The research was based on Resource-Based View (RBV) theory. The research employed descriptive survey and correlational research methodologies. Structured questionnaires and interview guides were utilized to gather both quantitative and qualitative data from 208 participants, chosen using a mix of stratified, random, and purposive sampling, from a target population of 433 stakeholders involved in the SPF agricultural development initiative. The pilot study sought to improve the validity and reliability of the research instruments by pre-testing the questionnaire and interview guide on 21 participants, representing 10% of the sample size. Validity was verified via expert assessment, resulting in a content validity index of 0.76, while reliability was determined through the split-half method, attaining a Cronbach’s alpha coefficient of 0.90, indicating the instruments' reliability and suitability for data collection. Descriptive statistics including percentage, frequency, mean, and standard deviation, along with inferential statistics such as correlation and regression, were performed at a significance level of 0.05 using Stata/MP 13.0, while thematic content analysis of qualitative data was conducted for triangulation purposes. The results for three hypotheses were examined at an ? = 0.05 significance level, yielding the following outcomes: laissez-faire leadership (P = 0.000<0.05), transformational leadership (P = 0.000<0.05) and, transactional leadership (P = 0.000<0.05) does not significantly affect performance were all rejected. The research findings indicate that agricultural initiatives have greatly benefited from the adoption of improved leadership approaches specifically laissez-faire, transformational, and transactional to guarantee successful project execution and sustainability. It is suggested that the SPF project focus on inclusive leadership styles such as laissez-faire, transformational, and transactional to maintain success, while also investing in the training of their employees, particularly their project managers, inspiring workers, continuing to blend these leadership styles, and collaborating with research institutions for a promising future and advancement. Future studies ought to emphasize qualitative insights and long-term effects, exploring the impact of community participation, assessing the financial sustainability of agro-processing initiatives, and analyzing the consequences of climate change.

This study analyzes the influence of transformational leadership on employee performance across generations (Generation X, Y, and Z) with motivation as a mediating variable, in PT. BCA, Tbk Regional Office VII Malang City. The challenge faced is the difference in generational characteristics that require different leadership approaches to create a productive work environment.The research method used is a quantitative approach with Partial Least Square-Structural Equation Modeling (PLS-SEM) analysis. Data was collected through questionnaires distributed to employees and analyzed using SmartPLS software. The results of the study show that transformational leadership has a significant positive effect on the motivation and performance of Generation X and Y employees. However, in Generation Z, motivation does not significantly mediate the influence of transformational leadership on performance.These findings show that Generation X is more influenced by financial rewards and compensation, while Generation Y is more motivated by appropriate benefits and appreciation. On the other hand, Generation Z needs leaders with clear direction and charisma rather than traditional incentive-based motivation. Therefore, organizations need to adapt their leadership styles based on the specific needs of each generation to optimally improve employee performance.

This study was conducted to determine the relationship among individuals' innovative competencies, management innovation, and organizational performance. This quantitative study was conducted with 531 business employees operating in various sectors at national and international levels, and the survey method was preferred as the data collection tool. The developed hypotheses within the scope of the study were tested by using Statistical Package for the Social Sciences (SPSS). As a result, significant findings were obtained in the relationship and impact analysis dimensions among innovation competencies, management innovation, and organizational performance. The results depict that innovation competencies and management innovation have a positive and significant effect on organizational performance (?=0.470, p<0.01; ?=0.503, p<0.01, respectively). Additionally, it was concluded that management innovation has a positive and significant mediating effect on the relationship between innovation competence and organizational performance (?=0.175; p<0.01).

Coffee production in Kenya has plummeted, hurting the economy and worsening social inequality and poverty. Kenyan coffee marketing cooperative associations have failed to boost exports. Coffee is Kenya's main cash crop. Coffee is the country's principal foreign exchange earner, rural employment source, food security source, and revenue source. The reduction in coffee export earnings shows that coffee marketing cooperatives are inefficient and less flexible. This study examines how shared vision affects organizational ambidexterity. This transformational leadership-based study used exploratory and cross-sectional survey methodologies. The target audience was Kenyan coffee marketing cooperatives. The sample size was 242 Kenyan coffee marketing cooperative societies. A self-administered, semi-structured questionnaire collected primary data from cooperative society managers. The data was analyzed using descriptive and inferential statistics. Results show that shared vision favorably impacts organizational ambidexterity (R = 0.547, R2 = 0.299), explaining 29.9% of variation. Further, shared vision significantly affected organizational ambidexterity (P-value = 0.00). The study found that shared vision affected organizational ambidexterity. Thus, managers of coffee marketing cooperative societies should constantly discuss their vision with other employees to improve ambidexterity.  

This study examined the various leadership styles used at marine services companies in Sub-Saharan Africa. A quantitative structured closed-ended questionnaire was used to gather data from its sample respondent. The target population was 215 employees. However, every second element was selected systematically to produce a sample size of 107. The findings of this study showed that the overwhelming majority of respondents agreed that their managers practice transactional leadership styles. On the other hand, most respondents disagreed that their managers practice laissez-faire and transformational leadership styles. Based on the findings, the company's management should teach and train staff to perform their responsibilities efficiently. Furthermore, the management of the marines services company is advised to be proactive, assist staff, build connections, give resources, and avoid a laissez-faire leadership approach.

Aim of this research is to investigate the relationship between intentional leadership styles and innovation. Research, was held in Istanbul Sisli, at the one of Turkey's largest logistics company. A total of 7000 people, including 1200 mid-level executives and 100 senior executives, are in operation. The survey was conducted with the participation of 100 senior managers. Working with this content is a case study. As a result of analysis of research data; it was found that there was a significant positive relationship between the general leadership scale and the autocracy, democracy, humanism, bureaucracy and charismatic subordinate to it. Another meaningful relationship was found between leadership scale sub-dimensions and autocracy and innovation scale. A statistically significant difference was not found between the variables except this.