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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.

To stay competitive and viable in today's rapidly evolving and highly hostile market climate, companies need to concentrate more on innovation. In this regard, the specific quality of transformational leadership has been strongly linked to organizational innovativeness. However, the purpose of this study is to examine the relationship between transformational leadership and the innovation behavior of employees. The literature review developed in the current study is fundamentally centered on how transformational leaders value innovation by facilitating organizational learning to foster innovative behavior among employees. Corporate social responsibilities as an organizational level factor that can drive employee attitudes were also examined as a moderating effect in this relationship. The rationale of the relationship of the variables is supported by both transformational leadership theory (TFL) and social exchange theory (SET). Data were collected from corporate social responsibility engaged SMEs operating in Rwanda. Using Cranach’s alpha reliability and validity were tested while structural equation modeling (SEM) was used in analyzing data. The findings of this study intend to fill some gaps in the current literature such as the introduction of CSR in the relationship between top managerial level leadership, organizational learning, and innovation behavior of employees, also introducing SET to explain such important relationship