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The purpose of this study was to assess the effect of indirect investment on the performance of real estate in Nairobi County Kenya. The independent variables for indirect investment were: investment trusts, exchange-traded funds, commingled funds, and infrastructure funds. The dependent variable was the performance of real estate in Nairobi County Kenya. Secondary data was collected from the real estate’s online sources and some from the company offices and analyzed using multiple regression analysis. Both descriptive statistics and inferential statistics were determined. The study was only able to collect secondary data from 45 real estate companies out of the target population of 69 registered by KPDA in 2015 as it was hard to get data of the rest either from online sources or from the company offices. With the aid of STATA 12.0 software and Excel software, quantitative results were tabulated and presented in the form of charts, bar graphs, and narratives. The study found an existing relationship between the performance of the real estate sector and the Investment Trust Fund, the Exchange Trust Fund, the Commingled Fund, Infrastructure Fund. The study concludes that most of the coefficients were significant. The study also concludes that there is a relationship between the performance of the real estate sector and the Investment Trust Fund, Exchange Trust Fund, Commingled Fund, Infrastructure Fund when these components are considered together, they affect Performance.

Despite the theoretical foundation that links Transformational leadership (TFL) with innovation behavior, previous studies have overlooked on Transformational leadership and innovation behavior at the individual level relationship but paid less attention to how transformational leadership qualities of top leaders would advance innovative work behavior within the organizational setting. To date, the impact of Transformational leadership at a top executive level on employee’s innovative work behavior (IWB) within an organizational setting has not been dealt with in-depth. However, using transformational leadership theory, this study uncovers the pivotal role of innovation culture (IC) and managerial innovation (MI) in the relationship between CEO transformational leadership and employee’s innovation behavior in SMEs. A cross-sectional design with a total of 434 employees from 24 SMEs operating from Rwanda was analyzed using structural equation modeling to evaluate the relationship between the variables developed in the study. The findings of this study support our hypothesized model.