Public Administration

Effect of Leadership Style on Employee Performance

Effect of Leadership Style on Employee Performance

ABSTRACT

This research examines the effect of leadership style on employee performance. The main objective of this study is to investigate the effect of leadership style on the employee performance; also, it is to determine the influence of leadership style on employee performance. Identify the type of leadership style existing in the organization. To identify the leadership style that will enhance employee performance in an organization. Simple random sampling technique and Taro Yamen’s formula were used to draw the population and sample. The population of the study was 316 of which the total sample size drawn was 300. The method of data collection was both primary and secondary. The study utilized questionnaire administered by the researcher with response supplied by the respondents. The findings show that there is an implication of leadership style on employee performance. It was recommended that The leader should endeavour at all times to create a good working relationship between him and the organizational members since it is believed that his attitude influences employee’s productivity, The leadership style in organization should avoid any behaviour that would have adverse effect on the employees that could cause low productivity, absenteeism production, below standard as a result of inappropriate leadership and A conducive work environment should be created by management and ensure that adequate technology and facilities are available for the employees to execute their job, without which production will never rise. It is worthy to note that manual labour does not improve employee performance.

REFERENCES

BAADOM, S. B. (2003), Management: A Strategic Approach, Bori Ogoni, Fresher Printers and Publishers.

Barrow (2009) Leadership styles: their impact on job outcomes in Ethiopian banking industry. ZENITH International Journal of Business Economics & Management Research, 5(2), 41-52.

Bass, B. M. &Avolio, B. J. (2004). The implications of transactional and transformational leadership for individual, team, and organizational development. Research in Organizational Change and Development, 4:231-272.

Bass, B. M., Avolio, B. J, Jung, D, &Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88:207-218.

BEACH P.S. (2002), Personnel: the Management of People at Work. (Third edition) Macmillan Publishing Company New-York.

BLAKE, ROBERT.AND MOUTON, JANE (2002), the Managerial Gride: Taxas, Gulf Publishing Company.

Brand, C., Heyl, G. and Maritz, D. (2000). Leadership In Meyer, M. And Botha, E. (Eds). Organisational Development and Transformation In South Africa. Durban: Butterworths.

Cartwright et al (2005). Adding to leader-follower transactions: The augmenting effect of charismatic leadership. ONR Technical Report No.3. Binghamton, NY: Center for Leadership Studies, State University of New York

Cheng and Chan, (2002). Transformational leadership, self-efficacy, group cohesiveness, commitment, and Performance. Journal of Organizational Change Management, 17:144-159.



Copyright © 2023 Author(s) retain the copyright of this article.
This article is published under the terms of the Creative Commons Attribution License 4.0