Transactional Leadership Style and Employee Performance in Selected Non-Governmental Organizations in Uganda
4Muguluma Henry, 1,3Olutayo K. Osunsan, 2Alinitwe Joshua, 1,2Naiga Sylvia, 1,4Tindimwebwa Joseline, 2Namirembe Isabella
1School of Postgraduate Studies & Research, Africa Renewal University, Uganda
2School of Business Management and IT, Africa Renewal University, Uganda
3Faculty of Business and Management, Cavendish University Uganda
4School of social sciences and Humanities, Africa Renewal University, Uganda
https://doi.org/10.47191/jefms/v8-i3-06
ABSTRACT:
This study set out to determine the relationship between leadership style and employee performance in selected non-governmental organizations in Uganda. The leadership styles focused on were: transactional leadership and employee performance. A survey was conducted by administering questionnaires to 367 employees (respondents) in selected non-governmental organizations in Kampala. Overall, the results showed a weak positive and significant association between transactional leadership style and employee performance. In other words, the odds of an employee being satisfied were higher if they were led by a transactional leader. The findings showed that transactional leadership style is weakly associated with employee performance and that it would in the long run lead to a significant negative impact on employee performance. In a nutshell, the study found out that there is a small but sure relationship between transactional leadership style, and employee performance in nongovernmental organizations in Uganda.
KEYWORDS:
Transactional leadership Styles, and employee performance.
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