Significance of self-leadership dimension of adaptive leadership on organizational performance of commercial banks in Kenya

The study assessed the significance of self-leadership on the performance of commercial banks in Kenya. The study was grounded on the Adaptive Leadership Theory and adopted the post-positivist research philosophy. A mixed-method approach was used to conduct the investigation, adopting the census method. Self-leadership was measured through two sub-variables: building leadership capabilities and emotional intelligence. The study targeted 394 top-level managers. Primary data was collected through self-administered online questionnaires. Qualitative data from open-ended questions was analyzed thematically, while quantitative data was examined using descriptive and inferential statistics in SPSS (version 29). Inferential analysis employed Pearson correlation, multiple linear regression, and stepwise regression. The correlation results revealed r (314) = 0.826, p < 0.002. The results indicated that self-leadership explained 22.3% (R² = 0.223) of the variation in commercial banks' performance in Kenya. Additionally, the regression ANOVA for self-leadership showed a significant relationship between self-leadership and organizational performance, F (1,312) = 499.18, p < 0.001, confirming that the model is statistically significant in predicting the relationship between self-leadership and the performance of commercial banks in Kenya. The regression coefficient for self-leadership revealed β = 0.328, t (314) = 3.770, p < 0.02, which was less than the p < 0.05 threshold set for the study. Consequently, the null hypothesis was rejected, indicating that self-leadership significantly contributed to the performance of commercial banks in Kenya. The study recommends the incorporation of both self-leadership dimensions to improve organizational performance. Self-leadership can be nurtured through tailored training programs geared towards cognitive-behavioural change and improved emotional intelligence among managers. Bank management can also establish structured mentorship programmes to support staff and enhance career growth opportunities, and incorporate emotional-intelligence assessment tools during recruitment to ensure the selection of managers with high emotional intelligence. This study was limited to commercial banks in Kenya; similar studies in other financial institutions are recommended to allow generalization of findings.