Purpose The purpose of this study is to explore gender gaps, values and practices in a Sub-Saharan African (SSA) country, specifically to identify gender inequality in Kenyan leadership and propose suggestions for advancing gender equity. Design/methodology/approach This Kenya study replicated the research design of the Global Leadership and Organizational Behaviour Effectiveness Project for gathering country data. It sampled middle and upper management in the commercial sector (finance and agriculture) and added the civic sectors of health care and education, using quantitative research (267 managers in over 100 organizations) and qualitative research design (30 interviewees from 23 organizations). Findings Gender had no apparent effect on leadership attributes nor on preferred modes of leadership. Statistical and thematic analysis revealed conflicting values and behaviours regarding gender equality and leadership. A high cultural dimension score on practices reflects a traditional leadership approach for male dominance, referred to as the Bwana Kubwa model. However, a high value score for gender equality reflects a more contemporary perspective, identified as the Inspirational Idealist. The gender gap presents a cultural paradox and a leadership constraint. Research limitations/implications The Inspirational Idealist model advances African leadership theory as it identifies a preferred value-based paradigm of effective performance-based leadership. This is contrary to the prevalent patriarchal practices of the Bwana Kubwa (Big Boss) model, which reflects biased gendered preference. Practical implications Male and female leaders need to challenge the status quo and align leadership practices with the articulated cultural values expressed as an Inspirational Idealist model. It has considerable relevance to advancing African leadership theory and informing culturally relevant policies and contextualized practices focused on gender equity in leadership. Originality/value This research on practices and values pertaining to gender equality of Kenyan managers is the first in-depth managerial leadership study of any SSA country. It is unique in that it broadened the scope of study to include professional sectors, gender, age and ethnicity variables.