Influence of Regulatory Frameworks on Leadership-Driven Performance Outcomes in Kenya’s Domestic Aviation Sector
DOI:
https://doi.org/10.53819/81018102t7065Abstract
The performance trajectory of Kenya’s domestic aviation sector has been marked by persistent inefficiencies, financial instability, and strategic stagnation, despite the sector's critical role in national development and regional integration. This study examined how the regulatory framework moderates the relationship between innovative leadership practices and organisational performance among domestic commercial airlines in Kenya. Guided by Resource-Based View and Institutional Theory, the study conceptualized innovative leadership as comprising strategic visioning, employee empowerment, adaptability, and digital transformation initiatives, while the regulatory framework was analyzed as a moderating force shaping the leadership–performance linkage. A positivist philosophy and cross-sectional survey design were adopted, targeting 170 senior and middle-level managers across all 17 licensed domestic airlines in Kenya. Data were collected using structured questionnaires and analyzed through descriptive statistics, correlation, and hierarchical multiple regression models. The findings revealed that innovative leadership practices exert a strong positive influence on organisational performance (r = 0.800, p < 0.01), confirming that leadership capabilities function as strategic resources within the Kenyan aviation context. Additionally, the regulatory framework demonstrated a significant positive association with performance (r = 0.702, p < 0.01) and was found to significantly moderate the relationship between leadership practices and organisational outcomes (β = 0.031, p = 0.027). The regression model showed that incorporating the regulatory framework and its interaction with leadership practices enhanced explanatory power from 64% to 72.6%. These results suggest that while innovative leadership practices are instrumental in driving operational efficiency, financial sustainability, and customer satisfaction, their effectiveness is contingent upon an enabling regulatory environment. The study concludes that Kenya’s aviation performance challenges are not solely attributable to internal leadership deficits or external regulatory rigidity, but to the interaction between these factors. Recommendations include the institutionalization of innovation-oriented leadership frameworks within airlines, regulatory reforms by the Kenya Civil Aviation Authority to foster an innovation-friendly policy environment, and strategic alignment between leadership initiatives and regulatory structures. The study contributes to aviation management literature by highlighting the conditional role of regulatory frameworks in shaping leadership effectiveness and organisational performance within a highly regulated sector in a developing economy.
Keywords: Innovative leadership, regulatory frameworks, organisational performance, employee empowerment, airline competitiveness, operational efficiency.
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