Moderating Effect of CSR on Transformational Leadership and Organizational Performance of State Corporations in Kenya

William Suley Menges, Rodney Manyike


The purpose of this study was to assess the associated relationships between transformational leadership, corporate social responsibility, and organizational performance. A total of 217 questionnaires were gathered from employees operating the various key state energy corporations in Kenya and then were analyzed using structural equation modelling (SEM). Findings - The results of studies show that moderating’s does not significantly affect the relationship between organizational performance, transformational leadership. The results of the data further show that first, transformational leadership did not have a positive influence on organizational performance. Second, transformational leadership did have a positive influence on corporate social responsibility. Third, corporate social responsibility did have a positive influence on organizational performance. These findings may aid future researchers in their quest in understanding the inherent relationships that lie between the variables in question and may provide a platform for managers in their efforts to improve organizational performance.

Keywords: Transformational Leadership, Corporate Social Responsibility, and Organizational Performance

DOI: 10.7176/EJBM/11-35-10

Publication date: December 31st 2019

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ISSN (Paper)2222-1905 ISSN (Online)2222-2839

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