Abstract:
This study examined the influence of specific
dimensions of transformational leadership on the sustainability
performance of manufacturing firms in Kenya. The research was
hinged on the Stakeholder theory and the Resource-Based View
(RBV). A cross-sectional design was employed, with data collected
from 351 managers via an online survey. Hierarchical multiple
regression analysis revealed that inspirational motivation (b =
0.15, t = 3.76, p < .001), intellectual stimulation (b = 0.09, t =
2.05, p = .041) and individualized consideration (b = 0.18, t =
5.82, p < .001) had significant positive effects on sustainability
performance. In contrast, idealized influence (b = -0.02, t = -0.53,
p = .594) showed no significant effect. These findings underscore
the importance of transformational leadership in advancing
sustainability within the manufacturing sector and suggest that
targeted leadership development may enhance organizational
outcomes.
