Effect of emotional intelligence on transformational leadership in public corporations; a case of Kenya pipeline company in western region

Abstract

High-performing companies, particularly those functioning in competitive and dynamic industries like the energy sector, require transformational leadership. The connection between emotional intelligence (EI) and transformative leadership in Kenya. Pipeline Company Limited (KPC), a vital company in the country's energy infrastructure, was investigated in this study. Low staff morale and disengagement are signs of leadership issues at KPC, according to recent assessments. These issues may be caused by leaders' lack of emotional intelligence. Even though research from throughout the world has shown how Emotional Intelligence (EI) affects transformative leadership, there are still few studies that concentrate on Kenya, especially in public companies like KPC. With regard to transformational leadership at KPC, The main goals of the study were to look into the impacts of social awareness, self-regulation, self-awareness, and social skills. The theories of internal control, transformational leadership, and emotional intelligence served as the study's compass. For the study, a descriptive research design was used. The sample size was established using the stratified random sampling technique and consisted of 90 respondents. Data for the study was gathered via a questionnaire. Pilot study conducted by Nairobi Branch. The data was analyzed using inferential statistics and descriptive statistics (mean, standard deviation, and frequencies).The results show that transformative leadership at Kenya Pipeline Company is strongly influenced by self-awareness. With high mean scores in self-reflection, feedback-seeking, and emotional management, descriptive analysis showed that most leaders understand how their strengths, shortcomings, and emotional awareness influence their leadership style. With a statistically significant coefficient (β = 0.412, p < 0.05), regression analysis further supported the substantial positive association between transformational leadership and self-awareness, suggesting that more self-awareness improves leadership effectiveness. Similarly, it was discovered that transformational leadership was significantly impacted by self-regulation, social awareness, and social skills (coefficients of β = 0.389 (p < 0.05), β = 0.356 (p < 0.05), and β = 0.421 (p < 0.05), respectively). These results imply that transformational leadership traits are more likely to be displayed by leaders who are able to control their emotions, comprehend team dynamics, and communicate well. To enhance transformational leadership, the study recommends targeted leadership development programs that prioritize emotional intelligence, self-regulation techniques, and communication skills. . Mentorship programs and organized feedback systems should also be put in place to help leaders become more self-aware and improve their methods of leading.