This study examines the impact of leadership
style on employees performance in an organization. It went ahead in
ascertaining the relationship between employees’ performance and productivity,
which is the hallmark of the organization goals and objectives. The study
revealed that there is significance relationship between leadership style and
employees’ performance in the attainment of organization goals and objectives. Effective
leadership and management are widely heralded as key priority for national and
regional development, yet the process by which they are enhanced by training
and development and how they impact upon performance remain poorly understood.
There is lack of reliable data to link management and leadership development
with leadership capability and individual and organizational performance and the
evidence ‘suggest a more complex relationship between them’ than often assumed.
Leadership exists on many levels; throughout all aspects of the society. The
common purpose that motivates leaders is the overall accomplishment of the
organization or the system. After recognizing leadership as a system, it
becomes clear that an understanding of the relationship between leaders and
their constituents is essential. In addition, developing and maintaining
successful organizations require leaders to understand the culture of the organization
to adapt to the challenges of the environment and to respect the constituents
that make up the organization.The responsibility of leadership extends from the
executive officers and beyond “the-local levels of the public. The possibilities
and limitations of leaders must be understood so that the workers can
intelligently strengthen and support “good” leadership. Many have described the
skills and the tasks necessary to be a leader and it is likely that these
skills are widely distributed throughout the society. An important question is
how this reservoir can be tapped.
A leadership style is a leader’s
way of providing direction, implementing plans and motivating people.
Leadership styles include autocratic, bureaucratic, charismatic, participative,
transactional, laissez-faire, task-oriented, people-oriented, servant, and
transformational styles. These styles can be grouped into three broad
categories of authoritarian, democratic or liberal leadership. This study
investigated the leadership styles librarians in regional libraries based in
Arusha, Tanzania apply as well as the impact of the styles on the performance
of their libraries. From the foregoing, the authors conclude that their a 50-50
preference and use of both liberal and democratic leadership styles by the
library leaders in the regional libraries in Arusha. None of the leaders use
authoritarian leadership style. The liberal and democratic leadership styles
are suitable for these libraries because their staff are highly trained and
have been leaders in their own countries before joining the regional
institutions. Thus, they are capable to make valuable contributions to the
strategic and operational agenda of the libraries. These leadership styles have
enhanced the performance of the libraries by mainstreaming the contribution of
the staff to the vision and mission of the libraries and their parent
organisations; enhanced the quality and effectiveness of the services delivered
by the libraries; improved cost-effectiveness and efficiency of the service
delivery approaches; and increased the capacity of the libraries to grow by
managing change through innovation. Authoritarian leadership is not suitable
for the libraries of the regional institutions in Arusha, Tanzania.
work is a finding that examines the impact of leadership style on
organizational productivity in study of Benue links Nigeria limited Makurdi.
The objective of the study is to examine the impact of transformational
leadership style on productivity, impact of transactional leadership style on
productivity and impact of laissez-faire leadership style on productivity. The
research problem among others includes the style of leadership that improve
productivity and ones that hampers productivity. The population of this study
involve 232 staffs of the study organization with the sample size of 147.
Probability sampling techniques was adopted and the questionnaire method was
used in collecting the data. Data were analysed using simple percentage and SPSS.
The findings show that there is a significant relationship between
transformational leadership style and productivity, hypothesis 2 shows a
stronger relationship between transactional and productivity, also hypothesis 3
shows that there is a strong relationship between laissez-faire leadership and
productivity. It is recommended that transformational and transactional
leadership style should be more adhered to since it have strong effect on
organizational productivity and leaders with laissez-faire leadership style
should always be available for group members for consultation and feedback.