State businesses are essential to Kenya's Vision 2030, which seeks industrialisation and enhanced quality of life. Recent statistics from the Kenya National Treasury reveal subpar performance, characterised by substantial cumulative losses in the 2021/2022 financial year. The objective of this stud was to establish the relationship between integrative leadership style and organizational performance of commercial state corporations in Kenya. Utilising the Full Range Leadership Model and Resource-Based View Theory (RBV), the research implemented a cross-sectional survey design, gathering data from top management teams of all 52 commercial state corporations in Kenya via purposive sampling, while adhering rigorously to ethical standards during data analysis. The study results revealed that the Pearson correlation coefficient between integrative leadership style and organizational performance was R = -0.730, with a significance level (p-value) of 0.000. This robust positive connection signifies that an increase in integrative leadership style is associated with a substantial improvement in organizational effectiveness. The R Square value was 0.533, indicating that about 53.3% of the variation in organizational performance is attributable to the integrative leadership style. This conclusion underscores the significance of a successful integrative leadership style in improving several facets of organizational performance, reinforcing the notion that leadership styles promoting cooperation and employee engagement provide superior results. The study recommends that commercial state corporations in Kenya prioritise and invest in the development of integrative leadership style initiatives. Considering the favourable view and considerable influence of integrative leadership on organizational performance, training programs should specifically emphasise the enhancement of leaders' skills in staff development, promoting ethical conduct, and instilling confidence in subordinates.

Public institutions in Kenya continue to face challenges in achieving successful project implementation, largely due to the influence of organizational culture. This study examined how organizational culture affects project performance at the Kenya Agricultural and Livestock Research Organization (KALRO) in Nairobi. Specifically, it assessed the effects of decision-making processes and ethical standards on project outcomes. The study was anchored on Schein’s Model of OrganizationalCulture, Denison’s Model, and the Resource-Based View (RBV) theory. A descriptive research design was employed, with a census sampling approach involving 30 respondents drawn from a target population of 40 staff members. Data were analyzed using descriptive statistics, correlation, and regression analyses. The findings revealed a positive relationship between organizational culture dimensions and project performance. The study concludes that participatory decision-making and adherence to ethical practices significantly enhance project outcomes. It recommends that KALRO strengthen these cultural aspects to improve operational efficiency and promote sustainable project performance in public institutions.

This paper examined the role of coaching as a strategic tool for improving employee performance in devolved government systems, focusing on the County Government of Murang’a. Globally, coaching has emerged as a strategic human resource development approach that enhances employee self-awareness, skills, and goal attainment. However, in Kenya’s devolved governments, limited empirical evidence exists on how structured coaching influences performance outcomes. The research adopted a descriptive research design to assess the nature and impact of coaching practices on employee performance. The target population comprised 1,022 management-level county employees, from which a sample of 287 respondents was selected through stratified random sampling. Data were collected using structured questionnaires and analyzed using SPSS Version 20, employing both descriptive and inferential statistics. Reliability was confirmed through Cronbach’s alpha coefficients exceeding 0.7. Findings revealed that coaching had a strong positive and statistically significant relationship with employee performance (r = 0.753, p < 0.05) and accounted for 56.7% of performance variation (R² = 0.567). Coaching was found to enhance job satisfaction, skills development, teamwork, and goal achievement among county employees. The results supported Bandura’s (1986) Social Cognitive Theory, demonstrating that guided learning and feedback improve self-efficacy and organizational effectiveness. The study recommends institutionalizing coaching within county performance management frameworks, training supervisors as workplace coaches, and allocating resources for continuous coaching programs. Future research should employ longitudinal designs to explore the long-term impact of coaching on performance and examine its interaction with other learning mechanisms such as mentoring and peer learning.

This study investigates the moderating role of government intervention in the relationship between COVID-19 containment measures and the organizational performance of beverage manufacturing Small and Medium-sized Enterprises (SMEs) in Accra, Ghana. This study was anchored on Stakeholder Theory (ST). Drawing on a cross-sectional survey of 500 SME leaders, the study employed Structural Equation Modelling (SEM) to test hypothesised relationships. The results reveal a statistically significant positive impact of containment measures on the performance of beverage manufacturing SMEs in Accra, Ghana. Furthermore, government intervention significantly moderates this relationship, enhancing the effectiveness of COVID-19 containment strategies in maintaining operational performance. These findings suggest that government support is crucial in mitigating the adverse economic effects of pandemics on SMEs. The study offers practical implications for policy formulation, highlighting the need for responsive and well-targeted government assistance during public health crises.

This study examined the effect of personal, media, digital, and corporate branding strategies on the marketability of track and field athletes in selected Kenyan athletics camps, addressing their failure to benefit from effective branding despite exemplary global performance. Guided by the Athlete Brand Image theory, supported by the Social Exchange and Excellence theories, the descriptive research design targeted 1013 athletes across five North Rift camps. Data were collected from a sample of 287 athletes plus 10 coaches and managers (n=297) via questionnaires and interviews, achieving a sufficient 71% response rate. Data analysis established that all four branding strategies significantly impact marketability. Media branding demonstrated the most substantial effect, followed by corporate branding. Personal and digital branding also showed significant correlations. The study concluded that media branding is pivotal for enhancing visibility, reputation, and sponsor interest. The study recommended that athletes should focus on building an authentic personal brand by actively engaging fans through storytelling and social media. Critically, athletes should strategically use media platforms, like Instagram and Twitter, to boost visibility and reputation, and should leverage digital engagement platforms and influencer marketing to attract sponsors and enhance visibility. Developing robust corporate partnerships and sponsorships is also essential. Future studies should focus on comparative analyses of branding effectiveness between different athletic hubs in Kenya.

This study examined how technological infrastructure influences employee productivity, particularly in a post-pandemic context where remote work has become increasingly prevalent. Guided by the Technology Acceptance Model and the Resource-Based View theory, the study explored the extent to which access to digital tools, internet connectivity, IT support, and user competence contribute to employee performance outcomes. A descriptive and correlational research design was adopted, utilizing both quantitative and qualitative data. The target population comprised 123 employees, from which a sample of 94 respondents was selected through stratified random sampling. Data were collected using structured questionnaires and interviews and analyzed using descriptive statistics, regression, and thematic analysis. The findings revealed that technological infrastructure had a significant positive relationship with employee productivity (R² = 0.502, p < 0.001), indicating that improvements in digital capacity explained about 50.2% of variations in productivity levels among remote workers. Respondents reported high satisfaction with the availability of software tools, system reliability, and IT support responsiveness, which collectively enhanced timeliness, task completion, and output quality. Qualitative findings further supported these results, emphasizing that digital infrastructure promotes communication efficiency, accountability, and innovation within remote teams. However, some challenges, such as inconsistent connectivity and over-monitoring through digital tools, were noted as potential productivity constraints. The study concluded that robust technological infrastructure is critical for sustaining productivity in remote working environments. Kinde Engineering Works’ investment in modern digital systems and employee training has contributed significantly to maintaining performance consistency despite geographical dispersion. The study recommends continued infrastructure upgrades, capacity-building initiatives, and balanced remote work policies that integrate flexibility with effective supervision. These insights extend beyond Kinde Engineering Works, offering practical implications for other firms in Kenya’s ISP and engineering sectors seeking to optimize performance under digital and hybrid work models.

The airline industry is increasingly adopting digital transformation to enhance competitiveness, improve operational efficiency, and enrich customer experiences. This study investigated the effect of digital transformation initiatives on competitive advantage in the airline industry, focusing on Kenya Airways. Anchored on the Technology Acceptance Model (TAM), the research adopted a mixed-methods design with a census survey of 180 employees drawn from operations, customer service, information technology, marketing, and corporate affairs departments. Data were collected through structured questionnaires, validated through expert review and pilot testing, and analysed using descriptive statistics, Pearson correlation, and multiple regression. The results showed that digital transformation had the strongest and most significant influence on competitive advantage (r = 0.748, p < 0.01; β = 0.328, p < 0.001). Adoption of mobile and web platforms, automation of service delivery, AI/chatbots use, and digital engagement metrics were positively linked to operational efficiency, customer satisfaction, and brand positioning. The findings align with global evidence that digital tools transform customer engagement and efficiency in the aviation sector. The study concludes that digital transformation is a strategic lever for competitive positioning in Kenya’s aviation industry and recommends that Kenya Airways strengthen investments in automation, user-friendly platforms, staff digital training, and AI-powered solutions.