Abstract: This paper addresses the impediments faced by women in leadership in Kenya in 2006-2016 as they become transformational leaders. The theoretical perspective is based on the transformational leadership theory. It seeks to understand the barriers that female leaders faced when becoming transformational leaders in the Kenyan organizational environment. This paper is developed from a discussion of a committee of subject matter experts’ perceptions and experiences as they discussed the key barriers that female leaders faced.

Read more in the June 2018 issue of the ISM Journal of International Business (Pages 53-55).

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