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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.

This study examines the influence of transformational leadership and organizational learning on employee performance, mediated by affective commitment, in Cement Company X, Rembang Regency. Using a quantitative approach with 163 respondents, data were analyzed through Structural Equation Modeling (SEM) with Partial Least Squares (PLS). The results indicate that both transformational leadership (? = 0.369, p < 0.001) and organizational learning (? = 0.265, p = 0.012) significantly enhance employee performance. Affective commitment partially mediates these relationships, with mediation effects of 0.129 (p = 0.035) for transformational leadership and 0.093 (p = 0.047) for organizational learning. Transformational leadership, measured through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass & Avolio, 1994), fosters emotional bonds (? = 0.490, p < 0.001), while organizational learning (Watkins & Marsick, 1993) strengthens employee competencies and affective ties (? = 0.352, p < 0.001). Affective commitment itself significantly boosts performance (? = 0.263, p = 0.019). These findings align with prior research (Park et al., 2022; Naim & Lenka, 2020) and highlight the dual pathways—direct and mediated—through which leadership and learning culture drive performance in Indonesia’s competitive cement industry. The study underscores the importance of fostering transformational leadership practices and a robust learning environment to cultivate employee engagement and achieve organizational goals.Keyowrd: Transformational leadership, Organizational learning, Affective commitment, Employee performance, PLS-SEM, Cement industry

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.

The main aim of this study was to assess the efficacy of different leadership styles on the performance of organisations in the banking sector of South Africa. The outcomes are expected to be utilised in order to construct leadership development initiatives, which will facilitate the cultivation of leadership competencies that contribute to the success of a company. The research conducted a synthesis of 50 empirical studies through the use of secondary source content analysis. A one-sample t-test was used to assess the presence of a statistically significant association between organisational success and a manager's lifestyle. A unidirectional analysis of variance (ANOVA) was conducted to determine the correlation between different leadership styles and organisational performance. The Pearson's Correlation Coefficient was employed to examine the correlation between leadership styles and organisational performance. Research has confirmed that Transformational leadership has a positive impact on financial success, customer satisfaction, and staff engagement. Transformational leaders foster innovation and exceptional performance through their inspiring vision and tailored assistance. Transactional leadership ensures operational stability and adherence to regulations, but it does not have a substantial impact on staff engagement and innovation. Servant leadership emphasises the establishment of a supportive work environment through the enhancement of staff morale and customer service. An optimal approach for enhancing organisational performance in the South African Banking sector is to adopt a well-rounded strategy that incorporates transformational, transactional, and servant leadership principles. The Transformational leadership style has been determined to be the most effective in the banking sector, as it has shown the highest improvement in organisational performance. Banks executives and managers should consider embracing transformational leadership, cultivating innovation, and allocating resources towards staff development.

This study examines the relationship between contextual and personality factors and leadership behavior. Understanding the dynamics of explorative and exploitative leadership behavior is critical in today's organizations. Data from an empirical study of N=139 German leaders from different industries show significant positive correlations between emotional stability, openness to experience and explorative leadership behavior. In addition, perceived environmental uncertainty and autonomy are significant factors that positively influence explorative leadership behavior. These findings offer recommendations for leaders and organizations in turbulent times and highlight the complex interplay of context, personality and leadership behavior.

This study aims to investigate the effect of transformational leadership on sustainable employee performance mediated by organizational commitment and green motivation. The respondents of this explanatory research are 110 employees of two local governments. The data was harvested through questionnaires and analyzed using PLS-SEM. This study finds that transformational leadership positively and significantly influences sustainable employee performance. Organizational commitment practices partially mediate the effect of transformational leadership on sustainable employee performance and green motivation is unable to mediate the effect of transformational leadership on sustainable employee performance.

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.  

The study aims to examine the effect of an innovative work environment on the innovative work behaviour of employees. To broaden the concept of the study, related literature was reviewed. The study used a descriptive assessment and correlational research design and the population of the study was all employees from the two colleges (DWCL and DWCV). The data was gathered through research questionnaires and used inferential statistics to analyze the data. The study found that the innovative work environment and innovative work behaviour are high but not very high. The ANOVA result suggests that there is a significant correlation between an innovative work environment and the innovative work behaviour of employees. It recommends that nurturing innovative work behaviour is to nurture an innovative workplace. The study recognizes its limitation and recommends further investigation concerning different dimensions of innovative work environments and their effect on work performance.

The study's main aim was to determine the mediating effect of adaptive leadership on the relationship between ambidextrous leadership and employee ambidexterity with adaptive leadership as a mediator. The study used explanatory research with a cross-sectional survey design. Primary data on ambidextrous leadership, adaptive leadership and employee ambidexterity was collected from structured questionnaires. A survey was carried out on 100 employees of banks in Indonesia. The research hypothesis was tested using structural equation modeling partial least square analysis. The study found that adaptive leadership enhanced and significantly mediated the relationship between ambidextrous leadership and employee ambidexterity. Furthermore, ambidextrous leadership significantly enhances adaptive leadership, and directly adaptive leadership also increases employee ambidexterity. Thus, adaptive leadership perfectly mediates between ambidextrous leadership and employee ambidexterity.

With the drive for enhanced financial inclusion of the population through encouraging savings and investments in a bid to spur economic growth and attain the Sustainable Development Goals (SDGs), the critical role played by Savings and Credit Cooperative Societies (SACCOs) in developing countries in this endeavor cannot be gainsaid. It is worth noting that the extent to which such entities will contribute to economic development depends on the leadership paradigm utilized in guiding their operations and the extent to which they are innovative in their undertakings. This may further depend on the moderating effects of various factors, among them competitor orientation, especially in developing countries like Kenya, where the SACCO sector has grown tremendously with many deposit-taking SACCOs licensed to operate by the government. This study sought to establish the influence of transformational leadership on innovation in Deposit Taking SACCOs as moderated by competitor orientation in developing countries with a focus on Kenya. The study utilized descriptive and correlation research designs where 49 respondents, drawn from all the 7 Deposit-taking SACCOs in the Western region of Kenya, were targeted. Structured questionnaires were employed for data collection. The study used descriptive and inferential statistics to analyze data. Findings revealed that transformational leadership had a positive and significant influence on innovation. Further, competitor orientation had a positive but insignificant moderating effect on the relationship between transformational leadership and innovation. The study recommends that managers utilize transformational leadership practices in their undertakings to encourage innovation that ensures firm competitiveness. They should also focus on competitor orientation to support the firms’ innovative efforts.

The purpose of this study is to understand the characteristics of Follower's Personal Mastery in the construction industry where followers are the givers of ideas and knowledge. We recognize the construction industry as one of the project-based organizations, has stiff competition criteria and the need for innovation in a short time span, so this research is very important because innovation results from the exchange of ideas and knowledge between leaders and followers ( Nahapiet & Ghoshal, 1998) through the Leader-member Exchange (LMX) mechanism (Dewanto, 2013). Leaders are known to have comprehensive general knowledge, while followers are known to have deep specialized knowledge (Hobday, 2000; Dewanto, 2013). The higher the Follower's Personal Mastery level, the higher the quality of the exchange of ideas and knowledge that is exchanged between followers and leaders. We chose research conducted in a construction State-Owned Enterprise (BUMN) in Indonesia which has many branches throughout the region, so that it is able to represent the construction industry. This study involved all 121 projects spread across Indonesia that existed at the time of data collection. The analytical method used in this research is descriptive statistical analysis, and the participation rate is 97.52 percent. The findings show that Follower’s Personal Mastery Variables has a high level with a mean of 4.56, especially In-Process Behavior 4.77 and Output Behavior 4.73.

The purpose of this study is to examine and analyze (1) the effect of transformational leadership on readiness to change, (2) the effect of transformational leadership on employee motivation, (3) the effect of readiness to change on employee performance, (4) the effect of employee motivation on employee performance, (5) the effect of transformational leadership on performance mediated by a readiness to change and (6) the effect of transformational leadership on employee performance mediated by employee motivation. The technique in this study uses a survey with 80 employees of PT. Lestari Main Karsa as a sample. The statistical method uses Partial Least Square (PLS). This study examines several hypotheses which include transformational leadership, readiness to change, employee motivation, and employee performance. The results of this study indicate that transformational leadership positively affects employee readiness to change. Transformational leadership also has a positive effect on employee motivation. The other hypotheses are that readiness to change has a positive effect on employee performance, and work motivation also has a positive effect. The mediating role of readiness to change and work motivation also has a positive effect on the relationship of transformational leadership to employee performance. Transformational leadership, readiness to change, and work motivation have a positive effect on performance. This study can be used as a guide for the company in improving employee performance.

The goal of human resource management research is to establish the impact of LMX on employee performance in health education institutions through job satisfaction and innovation moderated by knowledge exchange. It is critical for an organization's success to be able to apply LMX theory to work satisfaction, innovation, and knowledge exchange. Knowledge Sharing was used as a moderating variable in this study. Employees' inventive behavior is encouraged by the act of exchanging knowledge and collectively developing new knowledge, which involves synergistic teamwork between individuals. Quantitative research was used in this study. Questionnaires were distributed as part of the data collection process. The author enlisted the help of three Palangka Raya-based health education institutions as correspondents. On 75 respondents, data was collected using simple random sampling, and data was analyzed using descriptive statistical analysis and inferential statistical analysis. The findings revealed a link between LMX, innovation, and the moderating of knowledge sharing on performance. As a result of the findings, it is critical to use LMX and innovation in order to boost employee performance.

The purpose of this study was to examine transformational leadership and organizational justice on employee performance with the role of job satisfaction as a mediation. This research was conducted on the employee of police officers are part of Indonesian police officers, especially located in Blitar, East Java, Indonesia with a total sample used in this study is 176 respondents. Questionnaires are used in this study for the data collection method, the data is analyzed using Structural Equation Model and Partial Least Square. The results show; (1) There is a positive and significant influence between transformational leadership on employee performance, (2) There is a positive and significant influence between transformational leadership on job satisfaction, and (3) There is a positive and significant influence between organizational justice on employee performance, (4) There is positive and significant influence between organizational justice towards job satisfaction, (5) There is positive and significant influence between job satisfaction on employee performance, (6) There is positive and significant influence between transformational leadership on employee performance through job satisfaction, (7) There is positive and no significant influence between organizational justice on employee performance through job satisfaction.

This study aims to understand the predictors of firm performance, namely by examining the direct influence of transformational leadership, HRM digitalization, and organizational commitment. The sample which becomes the respondents of this study is the owners or managers of creative MSMEs in Bandung, West Java, with the number of samples of 125 respondents. The data is collected using survey method, namely by giving the questionnaires to the respondents. The data is analyzed using multiple linear regression analysis with SPSS 25 software. The findings prove that transformational leadership, HRM digitalization, and organizational commitment are able to predict firm performance, both partially and simultaneously.

This research examines and analyzes the impact of Islamic Work Ethics and Transformational Leadership on Job Performance with Mediating Role of Intrinsic Motivation. The method used in this research is the Quantitative method through questionnaire responses. 40 respondents are used as a sample of this research. The data analysis method of this research is Structural Equation Model (SEM) which utilize Partial Least Square (PLS). The results of the data analytics in this research are: (1) The Islamic Work Ethic do not have any positive significant impact on Job Performance. (2) Islamic Work Ethic do not have any positive significant impact on the Intrinsic Motivation. (3) Transformational Leadership has a positive significant impact on Job Performance. (4) Transformational Leadership has a positive significant impact on Intrinsic Motivation. (5) Intrinsic Motivation has a positive significant impact on Job Performance. (6) Intrinsic Motivation does not mediate the relations between Islamic Work Ethics and Job Performance. (7) Intrinsic Motivation mediates the relations between Transformational Leadership and Job Performance

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.

Employee innovativeness in the workplace is one of the crucial factors that positively improve the long-term success of the organization. In this respect, this study proposed to investigate some of the antecedents of the innovative work behaviors in the Kurdistan Region of Iraq (KRG). To do this a survey questionnaire has been organized and in total 189 data have been collected from various companies in KRG to analyze the proposed model. The data have been evaluated by the SPSS software program, by regression analysis. The results revealed that training, supervisor support, and supportive culture have significant effects on employee innovative behaviors. Among the variables, supervisor support has the strongest impact on employee innovative behaviors. Accordingly, residential leaders are recommended to provide positive support to their followers to have innovative behaviors in the organizations.

The high quality and productivity of employees reflect the company's success in running its production business. This research was conducted to analyze the direct influence of leadership on operational performance (product quality and productivity) and to analyze the indirect influence of leadership on operational performance (product quality and productivity) mediated by Quality Improvement (Process Control and Teamwork) at PT Pindad (Persero). This research is categorized as survey research. Sampling in this study used cluster sampling with a total sample of 110 respondents. Data collection methods using questionnaires and interviews, data analysis used is SEM-PLS with Smart PLS 3.0 software. The results of the study indicate that leadership has a positive and significant influence on operational performance. Process control and teamwork have a role in mediating the relationship between leadership and operational performance.

Organizations are experiencing increased challenges due to changed environmental circumstances that threaten their survival including institutions of higher learning. There is therefore a growing concern for universities to be strategically aligned so as to meet the growing challenges of the societies in which they operate by creating ecosystems that drive industrialization through the generation of new knowledge, technology transfer and support of new start-ups. Additionally, concerns have been raised as regards the quality and relevance of services offered by the universities in Kenya. Owing to these limitations, there is a need for the higher education sector to consider inspirational motivation practices between the leaders and their followers so as to enhance performance. This study, therefore, sought to establish the effect of inspirational motivation on the academic performance of selected universities in Kenya. The study was anchored on transformational leadership theory. Positivism research philosophy was adopted where explanatory and descriptive research designs were used for guiding the collection and analysis of data. Primary data was collected from deans of schools and chairmen of departments in the selected universities. The study established a significant positive effect of inspirational motivation on academic performance of universities at p<0.05; t=8.057 and hence concluded that inspirational motivation positively affects university academic performance of selected universities in Kenya.