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The articles addresses several themes relevant to the practice of transformative leadership. The Kenyan public sector is at crossroads: to manage by targets which has received increased criticism by leading academics in the west or promote transformative leadership that embodies autonomy and trust. The USA based leadership discourses lean heavily towards political, historical and psychological biases. The African leader finds himself at the crossroads, wondering whether or not to adopt genuine African leadership styles or imposed Western practices and in the process ends up practicing unethical chameleonic leadership.