John Ngatia Githui2024-08-142024-08-142024-08-14https://repo.pacuniversity.ac.ke/handle/123456789/4475Health should address the resource shortage hindering the successful implementation of SL. The study's findings contribute to the limited knowledge about SL in nursing practice. Further research could be conducted on the impact of other leadership styles on INLs’ work performance. The research could also be conducted on a large scale in all five-quality sate Leadership in organizations has a critical and central role in assisting teams and members to face challenges and work towards realizing set organizational goals and targets. Leaders in organizations are expected to promote changes through vision, mission and strategies that are beneficial to organizations. This study entailed a diagnostic analysis of the influence of transformational leadership on performance contracting process in road agencies in Kenya. Research objectives were; to determine the influence of transformational leadership, in reference to its four I’s which were idealized influence, inspirational motivation, intellectual stimulation and individualized consideration on performance contracting process in road agencies in Kenya. Additionally, the study investigated mediating and moderating roles of collaboration and macro-environmental factors respectively to the relationship between transformational leadership and performance contracting process in these organizations. The theories that guided the study included transformational leadership theory, new public management theory, public value theory and system theory. The research adopted pragmatism philosophical framework and descriptive research design. The target population for the research was all staff members in top management (job group 1 and 2) and other officers in job group 5 (five) and above for the three road agencies in Kenya. The study adopted the three (3) road agencies in Kenya as units of analysis which included Kenya National Highway Authority (KeNHA), Kenya Urban Roads Authority (KURA) and Kenya Rural Roads Authority (KeRRA). The target population was approximately 1519 for the three road agencies with a sample size of 214 respondents. Descriptive and inferential statistics were used for data analysis where regression was computed to determine correlations and relationships between independent and dependent variables. Hypothesis testing was done at 5% significance level using the multiple linear regression model. Observed results indicated that transformational leadership with its four elements which included idealized influence, inspiration motivation, intellectual motivation and individualized consideration were practiced in the three road agencies in Kenya. All null hypotheses were rejected as p values obtained were less than p<0.05 threshold of significance level and the study concluded that the three elements of transformational leadership which were idealized influence, intellectual stimulation and individualized consideration had a significant influence on performance contracting process in road agencies in Kenya when regressed together. All the four elements of transformational leadership when regressed individually, were noted to have significant influence on performance contracting process and the related outcomes. The relationship between transformational leadership and performance contracting process in road agencies in Kenya was noted to be partially mediated by collaboration as p value was (p< 0.05). Macro-environmental factors such as political, economic and environmental factors were noted to have a moderating influence on the relationship between transformational leadership and performance contracting process in road agencies in Kenya as p <0.005. The study recommended that policy makers in road agencies should develop and implement programmes that are aimed at mentorship, training, capacity building and establishing appropriate leadership in place to inspire and motivate their employees to perform their tasks and duties as assigned in the performance contracting process. The study identified further areas of research as overall organizational performance, operationalization of other variables such as organizational culture, leadership styles, strategies and other moderating or intervening variables lite zones of Malawi and at different levels of nursing leadership.enThesis