The hotel industry is a vital sector in Kenya’s economy, contributing significantly to job creation, “foreign currency earnings, tax revenue, and overall economic stability. Despite its importance, the industry faces internal and external challenges that threaten its competitiveness and sustainability. This study aimed to examine the relationship between leader traits and performance of four and five star hotels in Kenya. Grounded in The Resource Based View, and supported by The Big Five Personality Theory. The study used a cross sectional research design and target population of all 68 four and five star hotels in Kenya. The study collected data from three respondents per hotel who were a line manager, supervisor, and one subordinate staff member, yielding a sample size of 204 respondents. Data collection employed questionnaires, and quantitative analysis involved descriptive statistics and regression models. Findings revealed a statistically significant positive relationship between leader traits and hotel performance, with leader traits accounting for about 22% of the variance in performance. While leader traits had a positive but modest direct effect on performance with a path coefficient (B = 0.136, p = 0.029). Based on these insights, the study recommends that hotel management implement leadership development programs emphasizing empathy and openness among supervisors. It advocates systematic identification and enhancement of critical leader traits and encourages structured, fair recognition and constructive feedback systems. The study recommends that hotel management implement targeted leadership development programs emphasizing empathy and openness to new ideas. Cultivating these traits will empower supervisors to foster innovation, adapt to industry trends, and build stronger team relationships, ultimately driving continuous improvement and bolstering overall hotel performance in a competitive hospitality sector.”