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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.

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.

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.  

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.

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 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.  

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.