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The research objectives of this study were two. The first one was to determine the influence of idealizing influence on employee job performance. The second objective of the study was to determine if employee work value congruence moderated the relationship between transformational leadership style and employee job performance. This study adopted the positivism research philosophy and correlation research design. The target population of the study was 676 lower-level managers from 52 insurance companies operating in Kenya as of 2017. A sample size of 245 was drawn using a stratified random sampling technique and systematic sampling. 245 questionnaires were distributed out of which 211 were completed and returned representing a response rate of 86% which was deemed as adequate for a correlation research design. The analysis of variance was used to test the hypothesis. The study concluded that idealized influence significantly predicted employee job performance. In addition, the study inferred that employee work value congruence had a significant moderating effect on the relationship between transformational leadership and employee job performance among lower-level managers in the Insurance sector in Kenya. The study recommended that leaders should observe values that are congruent with that of their organization and socialize their employees on the same so that there is enhanced transformational leadership effectiveness.

This study examined the influence of supportive and participative path-goal leadership styles, and the moderating role of task structure on employee performance of coffee trading companies in Kenya. The study was guided by the positivism philosophy and used a descriptive correlational research design. The population comprised 180 senior managers of coffee trading companies in Kenya, and a sample size of 139 was determined using stratified random sampling.  Primary data was collected using questionnaires. The response rate was 84%. The descriptive statistics were means and standard deviations while the inferential analysis included factor analysis, correlational analysis, chi-square, and regression analysis. Results of multiple linear regression analysis revealed that supportive leadership style did not significantly predict employee performance, R2= 0.001, F(1, 110) = 0.118,  p? .05, ? = -0.040, p ? .05 but that participative leadership style significantly predicted employee performance, R2= 0.865, F(1, 115) = 735.111, p ?.05, ? = 0.943, p?05.  Task structure was found to moderate the relationship between path-goal leadership styles and employee performance, R2= 0.094, F(5, 101) = 6.92, p ?.05, ? = 0.208,  p? .05.  The study recommends that leaders of coffee trading companies should apply a participative leadership style with their employees with constant communication and consultation in order to achieve optimal performance.

The study sought to examine the extent to which directive and achievement-oriented path-goal leadership styles influence employee performance of coffee trading companies in Kenya. The positivism philosophy was adopted and the design used was a descriptive correlational research design. The population for the study was 180 senior managers of coffee trading companies in Kenya. Descriptive and inferential statistics were used to analyze the data. The descriptive statistics were mean and standard deviation while the inferential statistical analysis included correlational analysis, chi-square and multiple linear regression analysis. The results of the multiple linear regression analysis revealed that directive leadership style negatively and significantly predict employee performance, R2= 0.035, F(1, 114) = 4.141,  p? .05, ? = -0.153, p? .05. Multiple linear regression analysis further revealed that achievement-oriented leadership style positively and significantly predicted employee performance, R2= 0.161, F(1, 116) = 20.686, p ?. .05, ? = 0.391, p? .05. The study provided a unique contribution to the theory and practice of leadership by contributing to knowledge in the application of Path-goal leadership styles in coffee trading companies. The study findings led to the conclusion that the use of a directive leadership style in coffee trading companies can adversely affect performance and leaders should exercise caution if they have to use this style.

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.

This study had two research questions as follows: What is the influence of inspirational motivation on employee job performance? To what extent does employee work value congruence moderate the relationship between transformational leadership and employee job performance? This study adopted the positivism research philosophy and correlation research design. The target population of the study was 676 lower-level managers from 52 insurance companies operating in Kenya as of 2017. A sample size of 245 was drawn using a stratified random sampling technique and systematic sampling. 245 questionnaires were distributed out of which 211 were completed and returned representing a response rate of 86% which was deemed as adequate for a correlation research design. The analysis of variance was used to test the hypothesis. The study concluded that inspirational motivation significantly predicted employee job performance. In addition, it was deduced that employee work value congruence had a significant moderating effect on the relationship between transformational leadership and employee job performance among lower-level managers in the insurance sector in Kenya. The study recommended that employees should tailor their values to fit into the culture and values of the organization for the organization to profit from transformational leadership.

The study sought to examine the extent to which directive and achievement-oriented path-goal leadership styles influence employee performance of coffee trading companies in Kenya. The positivism philosophy was adopted and the design used was a descriptive correlational research design. The population for the study was 180 senior managers of coffee trading companies in Kenya. Descriptive and inferential statistics were used to analyze the data. The descriptive statistics were mean and standard deviation while the inferential statistical analysis included correlational analysis, chi-square and multiple linear regression analysis. The results of the multiple linear regression analysis revealed that directive leadership style negatively and significantly predict employee performance, R2= 0.035, F(1, 114) = 4.141,  p? .05, ? = -0.153, p? .05. Multiple linear regression analysis further revealed that achievement-oriented leadership style positively and significantly predicted employee performance, R2= 0.161, F(1, 116) = 20.686, p ?. .05, ? = 0.391, p? .05. The study provided a unique contribution to the theory and practice of leadership by contributing to knowledge in the application of Path-goal leadership styles in coffee trading companies. The study findings led to the conclusion that the use of a directive leadership style in coffee trading companies can adversely affect performance and leaders should exercise caution if they have to use this style.

This study had two research questions as follows: What is the influence of inspirational motivation on employee job performance? To what extent does employee work value congruence moderate the relationship between transformational leadership and employee job performance? This study adopted the positivism research philosophy and correlation research design. The target population of the study was 676 lower-level managers from 52 insurance companies operating in Kenya as of 2017. A sample size of 245 was drawn using a stratified random sampling technique and systematic sampling. 245 questionnaires were distributed out of which 211 were completed and returned representing a response rate of 86% which was deemed as adequate for a correlation research design. The analysis of variance was used to test the hypothesis. The study concluded that inspirational motivation significantly predicted employee job performance. In addition, it was deduced that employee work value congruence had a significant moderating effect on the relationship between transformational leadership and employee job performance among lower-level managers in the insurance sector in Kenya. The study recommended that employees should tailor their values to fit into the culture and values of the organization for the organization to profit from transformational leadership.

The issue of leadership influences the performance in many areas and although the area has been researched the relationship between the style that leaders adopt and its impact on performance is not well known. This is because employees respond differently to every style and if you combine whole style it emerges that some styles yield better in certain sectors and poorly in certain areas. This is why this study sought to examine how leaders who adopt passive styles influence performance in the county government.

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.

The research objectives of this study were two. The first one was to determine the influence of idealizing influence on employee job performance. The second objective of the study was to determine if employee work value congruence moderated the relationship between transformational leadership style and employee job performance. This study adopted the positivism research philosophy and correlation research design. The target population of the study was 676 lower-level managers from 52 insurance companies operating in Kenya as of 2017. A sample size of 245 was drawn using a stratified random sampling technique and systematic sampling. 245 questionnaires were distributed out of which 211 were completed and returned representing a response rate of 86% which was deemed as adequate for a correlation research design. The analysis of variance was used to test the hypothesis. The study concluded that idealized influence significantly predicted employee job performance. In addition, the study inferred that employee work value congruence had a significant moderating effect on the relationship between transformational leadership and employee job performance among lower-level managers in the Insurance sector in Kenya. The study recommended that leaders should observe values that are congruent with that of their organization and socialize their employees on the same so that there is enhanced transformational leadership effectiveness.