Assessment of The Role of Transformational Leadership In The Adaptation of Eco Green Energy Among Petrol Stations in Nairobi County, Kenya
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Date
2025-12-15
Authors
Naomi Njoroge
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Publisher
PAC University
Abstract
Adopting eco-green energy has become increasingly imperative in the global effort to combat climate change and environmental degradation. Transformational leadership has demonstrated remarkable efficacy in driving sustainability, particularly in large organizations and the energy sector. However, its application among small and medium-sized enterprises such as petrol station bussineses within Kenya's energy sector remains underexplored. This study aimed to bridge this gap by examining how Transformational Leadership influences the adoption of eco-green energy practices among petrol stations in Nairobi County, focusing on the roles of individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence. A mixed-methods descriptive study design was employed, targeting a population of 300 petrol station managers, service personnel, and 10 officers from the National Environment Management Authority (NEMA), the Energy and Petroleum Regulatory Authority (EPRA). A sample of 102 respondents was selected using stratified random and census sampling techniques. Data analysis involved both descriptive statistics and regression analysis. Descriptive results revealed that respondents perceived transformational leadership as a critical factor in fostering ecogreen energy adoption. Regression analysis provided empirical evidence supporting this perception. Individualized consideration significantly influenced eco-green energy adoption (R = 0.453, R² = 0.205, β = 1.2002, p < 0.00001), confirming that personalized mentorship and support enhance sustainability initiatives. Intellectual stimulation also had a significant positive effect (R = 0.464, R² = 0.215, β = 1.2863, p < 0.00001), indicating that encouraging critical thinking and innovation is crucial for green energy transitions. Inspirational motivation contributed positively (R = 0.417, R² = 0.174, β = 1.1100, p < 0.00005), highlighting the role of vision-setting and motivation in sustainability efforts. Similarly, idealized influence exhibited a strong impact (R = 0.451, R² = 0.203, β = 1.2976,p < 0.00001), demonstrating that leadership role modeling significantly drives eco-green adoption. The study concluded that transformational leadership is a key driver in the transition towards sustainable energy practices in the Kenyan petroleum sector. Leaders who provide individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence
significantly contribute to green energy adoption. However, external factors such as government incentives, financial constraints, and infrastructural limitations also influence adoption rates, suggesting a need for a supportive regulatory environment. Based on these findings, the study recommends integrating transformational leadership training into energy sector policies to accelerate eco-green energy adoption. Public private partnerships should be leveraged to provide financial and infrastructural support for petrol stations transitioning to sustainable practices. Future research should explore the moderating effects of policy incentives, technological advancements, and consumer behavior on the relationship between transformational leadership and eco-green energy adoption.