EFFECT OF LEADERSHIP STYLES ON EMPLOYEE PERFORMANCE IN THE AIDS SUPPORT

ORGANISATION (TASO): ACASE STUDY OF TASO GULU CENTER

By

TIBENGANA SAMUEL BAKER

Reg. Number: 13-DME-DL-012

Supervisors

Dr.Karim Ssesanga

Juliet Atwebembeire

A Proposal Submitted in Partial Fulfillment for the Requirements of the Award of Post Graduate Diploma in

Monitoring and Evaluation of Uganda Management Institute

JAN 2014

TABLE OF CONTENTS

CHAPTER ONE..................................................................................................................................... 1

1.0 Introduction............................................................................................................................ 1

1.1 Background to the Study........................................................................................................1

1.1.1 Historical Perspective.....................................................................................................1

1.1.2 Theoretical Perspective..................................................................................................1

1.1.3 Conceptual Perspective.................................................................................................2

1.1.4 Contextual Perspective..................................................................................................2

1.2 Statement of the Problem......................................................................................................2

1.3 General Objective or Purpose of the Study............................................................................3

1.4 Specific Objectives................................................................................................................. 3

1.5 Research Questions..............................................................................................................3

1.6 Research Hypotheses............................................................................................................3

1.7 Significance of the Study........................................................................................................3

1.8 Justification of the study.........................................................................................................4

1.9 Scope of the Study................................................................................................................. 4

1.10 Operational Definitions...........................................................................................................4

CHAPTER TWO.................................................................................................................................... 5

LITERATURE REVIEW......................................................................................................................... 5

2.0 Introduction............................................................................................................................ 5

2.1 Theoretical Review................................................................................................................5

2.2 Conceptual Frame work.........................................................................................................5

2.3 Actual Literature Review........................................................................................................6

2.3.1 Corporate leadership and Employee Performance........................................................6

2.3.2 Laissez-faire and Employee Performance.....................................................................6

2.3.3 Authoritative leadership style and Employee Performance............................................7

CHAPTER THREE................................................................................................................................ 9

METHODOLOGY.................................................................................................................................. 9

3.0 Introduction............................................................................................................................ 9

3.1 Research Design...................................................................................................................9

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3.2 Study population.................................................................................................................... 9

3.3 Sample size........................................................................................................................... 9

3.4 Sampling techniques..............................................................................................................9

3.5 Data collection methods.........................................................................................................9

3.6 Data Collection instruments...................................................................................................9

3.7 Pre-testing (Validity and Reliability).......................................................................................9

3.8 Procedure of Data collection................................................................................................10

3.8 Data Analysis....................................................................................................................... 10

REFERENCES.................................................................................................................................... 11

APPENDICES..................................................................................................................................... 12

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CHAPTER ONE

1.0 IntroductionThis chapter will present the background to the study, the statement of the problem, the purpose or

general objectives, the specific objectives of the study, the research questions, the hypotheses, the

scope of the study, the significance, justification and operational definition of terms and concepts.

1.1 Background to the StudyThis study will be about the effect of leadership on employee performance in TASO and much

emphasis will be put on employees and managers in the different departments that form the Centre.

1.1.1 Historical Perspective In the recent past, leadership has engaged in strong terms as a new effective approach for managing

employees and the organisation at large. Leadership is important since it affects the health of the

organisation. The concept of Human Resource Management has however gradually replaced the

traditional concept of personnel administration. This has necessitated the strategic integration of new

leadership styles into the effective management of human capital. Kenneth & Heresy (1988) assert

that, “The effective leader must be a good diagnostician and adopt style to meet the demands of the

situation in which they operate”. The amount of direction and social backup a leader gives to

surbonates depend on their style to fit the context. The centre was started in 2004 and yet the exodus

of talent from the centre reflects an administrative phenomenon where contingency of leadership,

style, situation and performance criteria have been left to suffocate on their own. As a result,

employee performance is affected due to lack of proper direction and application of strategic style in

managing everyday work. Other scholars like Ejuu (2003), Obondo (2004), Senteza (2004) and others

researched about performance phenomena and how it was affected by various elements/Variables

such as Leadership, Motivation and others. All the history of leadership and how it affects

performance dates as back as early as the 17th century (Cole 2004) where towards the end of that

century we started noticing a shift from treating humans as machines and rather see them as human

capital necessary for the achievement of different work tasks.

1.1.2 Theoretical PerspectiveThe theory that guided the study was fiedler’s (1964) contingency theory which stated that, the

leader’s ability to lead depends upon various situational factors, including the leader’s preferred style,

the capabilities and behaviours of that depend heavily on the situational factors. This theory

propounded that the intimate approach to management by focusing on the situation first rather than

organisational means, to apply a specific leadership style that will stimulate individual performance.

For this particular study, the above theory will be used to explore performance needs in relation to its

propositions to applicable situations.

The theory also states that employees can develop a sense of obligation, according to the norm of

reciprocity, an employee might engage in organisational citizenship behaviours or counter productive

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work behaviours as a mutual action rewarding past leadership practices, especially those directed at

employee improvement and organisational status.

1.1.3 Conceptual Perspective The dependent variable in this study will be performance which is defined as the ability of

employees/workers to meet organisational tasks, requirements and objectives through strategic

investment into organising executing and accomplishing roles and duties in the minimum time

possible (Adair 2005). Performance can also be defined as executing defined duties, meeting

deadlines, team input and achieving departmental goals. The above leads to efficiency, specialisation,

effective feedback and good organisational relations (Armstrong 2005).

Leadership will be the independent variable in this study. Leadership is defined according to Cole

(1997) as the ability to employ managerial competencies to organise performance processes by

inspiring, igniting and motivating teams to meet set organisational goals. An operational map for

leadership will be drawn along; corporate style, authoritative style and laissez faire style.

1.1.4 Contextual PerspectiveAt TASO, employee performance is critical to the achievement of its mission which is “to contribute to

a process of preventing HIV infection, restoring hope and improving the quality of life of persons,

families and communities affected by HIV infection and disease. Employees at different level perform

different functions with deadlines and numerous performance targets. However, due to the beaucracy,

organisational polities and use of administrative procedures to management tend to affect the

integration of appropriate style into specific situations. In addition, poor organisational structures and

systems questions normally lead to slow adoption to strategic performance and this requires

sometimes a change in leadership style. It also undermine meeting deadlines (Kirega 2006), team

input, executing defined duties and achieving goals and objectives important for stimulating employee

performance.

1.2 Statement of the ProblemEmployee performance, which includes executing defined duties, meeting deadlines, team input, and

achieving oragnisational goals. In any institution or organisation like TASO, for it to be healthy it needs

sound leadership styles which include corporate approaches, authoritative approaches and Laissez

faire approaches to leadership. TASO Gulu has had many of its staff/employees leave for other

organisations because of the internal factors of which leadership is one of them. In 2012, TASO Gulu

lost two staff to other organisation and in 2013 one staff also left. Some scholars like Namutebi (2005)

and Kamugisha (2006) pointed at a lot of authoritative leadership tendencies as a breeding ground for

poor innovation decreased committement, poor team spirit which hugely affects performance. The

inability to meet performance targets due to lack of strategic interventions of specific leadership styles

to specific situations is thought to be problem that needs to be addressed. TASO Gulu in 2012 and

2013 registered some decline in the number of clients served that generated donor concerns and

affected the donor support to TASO Gulu and TASO Global as well.

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1.3 General Objective or Purpose of the StudyEffect of leadership styles on employee performance in TASO

1.4 Specific Objectivesi. To investigate the effect of corporate style of leadership on employee performance in

TASO Gulu

ii. To establish the effect of the Laissez faire leadership style on employee performance in

TASO Gulu

iii. To analyse the effect of authoritative leadership style on employee performance in TASO

Gulu

1.5 Research Questionsi. What is the relationship between corporate leadership and employee performance in

TASO Gulu

ii. What is the relationship between the laissez faire leadership style and employee

performance in TASO Gulu

iii. To what extent does the authoritative style affect the employee performance in TASO

Gulu

1.6 Research Hypothesesi. The corporate leadership style positively affects employee performance in TASO Gulu

ii. The laissez faire leadership style positively affects employee performance in TASO Gulu

iii. The authoritative style affects employee performance in TASO Gulu

1.7 Significance of the StudyThe study will enable the researcher to make recommendations to Senior Management of TASO,

Managers in other organisations/institutions on what leadership styles to be applied in order to get

effective performance from their workers.

The study will helpful to managers and leaders in organisations by employing leadership styles in

relevant situations effectively. This will help to reduce on wastage of resources and internal conflicts in

the working environment.

The report will be a source of reference for other researchers intending to study the effect of

leadership styles on employee performance.

1.8 Justification of the studyMany researchers have written about effect of leadership styles on employee performance in different

organisations but no research has been on the same topic at TASO Gulu. Besides that it would be

important to point out the facts on leadership styles applied in the organisation.

1.9 Scope of the StudyThe study will be conducted at TASO Gulu Center. The respondents will include Managers,

Departmental Heads, Permanent staff and Volunteers. The study will look at how corporate

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leadership, authoritative leadership and laissez faire leadership styles stimulates the execution of

defined duties, meeting of deadlines and achieving goals. The study will cover the period of academic

year 2013/2014.

1.10 Operational DefinitionsPerformance: the act of performing, of doing something successfully; using knowledge as

distinguished from merely possessing it.

Leadership: is the process of influencing a group toward the achievement of goals. Leadership

involves power by influence and most successful leaders are those who can successfully influence

the way other people influence themselves.

Leadership Styles: Leadership style is the manner and approach of providing direction,

implementing plans, and motivating people.

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CHAPTER TWO

LITERATURE REVIEW

2.0 IntroductionThis chapter will give more light on key study themes or areas by looking at different written works

that provide information, different sources of information including internet, reports, journals and

books are of main focus in this chapter however the researcher will be able to show, the theoretical

review, and Conceptual frame work.

2.1 Theoretical ReviewFiedler’s (1964) contingency theory directed the study variables by the assertion that; the leader’s

ability to lead is contingent upon various situational factors, including the leader’s preferred style, the

capabilities and behaviors of workers that depend heavily on the situational factors. This theory

propounds the intimate approach to management by focusing on situation first rather than

organizational means, to apply a specific leadership style that will stimulate individual performance.

The first assumption here is that; an individual who attempts to influence others must use both

directive (task) and supportive (relationship) behaviors.

The second assumption here will be any leadership style depends on a specific situation; by this

Fiedler implied that, the behavioral patterns of the leader will help him/her acquire competences

needed for effectiveness in using the styles in their relevant situations and thus effectiveness in

performance. Leadership is one of the great intangibles of the business world. It is a skill most people

would love to possess, but one that defies close definition.

2.2 Conceptual Frame workFigure 2.2 Effect of Leadership on employee Performance

Independent Variable Dependent Variable

Extraneous Variable

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Leadership Styles

i. Corporateii. Laissez Faire

iii. Authoritative

Internal and External politics

i. Local Political procedures

ii. Working Environment

Performance

i. Executing defined duties

ii. Meeting deadlinesiii. Team inputiv. Achieving

organisational goals

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2.3 Actual Literature Review

2.3.1 Corporate leadership and Employee Performance

Performance effectiveness derives from human aspirations and human values that are invisible roots

of organizational values, they determine the rational for which organizations exist. The task of a leader

in the organization in this case will be too nurture the roots of organizational values, which consists of

nothing but a basic human aspiration, that is the will to give Maurik (2001). The essence here is that

corporate leadership is the methodology to be used in according responsibility however the challenge

that lays in this aspect is that, only giving power to the subordinates may not be wise enough since

delegation, empowerment and specialization are calculated risks. Therefore in this study the

researcher will investigate more on what types of situations require the use of corporate approach.

Kirega (2006) Uganda's national economic recovery program asserts the need for some type of

corporate approach needed to have efficiency and proper employee management that will lead to

improved performance. In the other perspective, Henderson (1998) identified supervision as a

corporate strategy to promoting a positive organization. He contended that the opportunity of

supervision provides to promote not only performance but also personhood.

The roles of recognition, training, employee involvement, and communication have been

demonstrated to promote both organizational and employee effectiveness as noted by Nkata (2005).

2.3.2 Laissez-faire and Employee Performance The leader's ability to lead is contingent upon various situational factors, including the leader's

preferred style. Contingency theories to leadership support a great deal of empirical freedom to

leadership, (laissez-faire style) North house (2001). Many researchers have tested it and have found it

to be valid and reliable in explaining how effective leadership can be achieved. It emphasizes the

importance of focusing on inter personal relationships between the leader's style and the demands of

various situations and employees. It carries the belief that the most effective leadership style depends

on the ability to allow some degree of freedom to employees in administering any leadership style.

The problem with the above in the African context is that laissez-faire has been hardly practiced in

totality due to the interference of politics and well as North house believes in it, what he does not

explore satisfactorily the major applicable points of this style, something the researcher intends to

explore. This study will aim to investigate further on how laissez-faire may contribute to employee

performance. On the other hand, much has been written in regard to the relation of positive self and

effective management. Kerns (2004) discussed the relationship of values to organizational leadership

and his study was hugely in support of the laissez-faire style in bridging the gap between the

employer and employee where his concern was solely on the fact that laissez-faire would create a

positive environment through which employees and employers felt like a family regardless of their

positions.

Quick and Macik-Frey (2007), in an article outlining the correspondence between individual

performance and organizational well-being, suggested that healthy organizations promoted quality

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connections to others as characterized by open and honest leadership, cohesiveness and shared

mission. Dutton and Heaphy (2003) outlined the power of what they term high quality connections.

They provided data that suggested that such positive relationships built on effective leadership in

organizations, promote the exchange of resources, the development of organizational identity and

meaning, promote the growth of the employees, and promote learning in the organization.

2.3.3 Authoritative leadership style and Employee Performance In this style, the leader has absolute power over his staff or team workers have little opportunity for

making suggestions, even if these would be in the team or organization's interest, (Armstrong 2002).

The leader tells the workers to come along with him and should be a change catalyst. And Cole

(2000) also asserts that, it works in situations where change is needed to be fostered, sometimes in

doing away with conflicts like strikes, application of self confidence and many more. If applied in its

suitable situation, it brings about effectiveness in performance. However leadership is characterized

by a large workforce, this means that for leadership styles to be effective, it should base on the

effectiveness of the leadership arm.

These styles will vary according to situation occurring in the organization, rather than the need to

coarse employees to perform. Therefore this calls for the leader's understanding of the organization

and the people or his employees rather than relaying on what should be done. It is unfortunate that

the above authorities focused on the use of authoritative style in dilemmas like strikes, since this will

create a mind set in individuals that will automatically reject the style. TASO Gulu with its managerial

and administrative arms seeks to have better outputs from its workers but so much as not been

achieved because of the underlining leadership issues which the researcher intends to investigate on.

Applying Henderson and Gysbers (1998) taxonomy can organize the many interrelated functions of

leadership in organisations and he went further to illustrate the application of principles of

administrative functions where the leader operating from the authoritative organizational perspective

focuses on how the organization’s policies and procedures ensure that there is work done in the most

positive and most effective approaches possible to induce better performance.

Indeed, questions like: what are the resources needed to promote the flow of experience for the

counselor? Resources include everything from parking places to office space, from personnel policies

to paperwork, from salary to a working copy machine. Do the policies of the organization promote the

well-being of the staff by attending to the issues of work life and family life balance, promotion of

protection from vicarious trauma, and professional and personal development opportunities?

Likewise, it is the administrative function of management to see the agency from the client’s

perspective. Do the policies, procedures, and practices of the department promote the positive

engagement of the client in the process of administration? How long does it take to get an

appointment? Are services available at times, in locations, and in languages, that address the

objectives of the organisation? Such issues prompt the researcher to carry out this a study.

CHAPTER THREE

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METHODOLOGY

3.0 IntroductionThe study is designed to examine the effect of leadership on employee performance in TASO. In this

chapter the researcher explains the different methods that will be used to carry out the investigation

and interpreting data related to the study by discussing choices related to research design, study

population, sampling techniques, data collection methods, instruments, data quality control, data

analysis, procedure that will be followed in the study and other ethical consideration.

3.1 Research DesignThe research method in terms of achieving the objectives of this study will be both quantitative and

Qualitative. The sources of data for this study will be primary (Key respondents) and secondary

sources such as books, journals, and publications and an empirical survey.

Questionnaire as an instrument to collect data will be designed by the researcher and distributed to

Managers, Heads of Departments, Permanent staff and volunteers.

3.2 Study population The study will be conducted among managers, Heads of Departments, employees and volunteers of

TASO Gulu who are involved in leadership management and decision making.

3.3 Sample size With the study population of 72 respondents and using the Sample Size formula (SS), the sample size

will be 60 respondents taking the percentage at 80.

3.4 Sampling techniques The researcher will use simple random sampling techniques where a list of all employees will be

obtained from the Human Resource Officer and respondents picked randomly. The researcher will

review most recent publications and journals of the organisation relevant to the study.

3.5 Data collection methods The researcher will use a questionnaire as tool for obtaining primary data from the respondents and

reviewing organisational documents relevant to the study to obtain secondary data.

3.6 Data Collection instrumentsAll the respondents will fill in questionnaires. The researcher will use the questionnaires because the

selected population is literate and time for collecting data is limited. The researcher will develop both

closed ended and open questionnaires.

3.7 Pre-testing (Validity and Reliability) Validity of the questionnaire will be obtained by presenting it to at least one professional person,

including the researcher’s supervisor because according to Amin (2005) content and construct validity

is determined by expert judgment. Beside to ensure reliability the questionnaire will be pre tested to a

small group of staffs before going in to actual data collection.

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3.8 Procedure of Data collection The researcher will obtain a letter of introduction from Uganda Management Institute (UMI).

Thereafter the researcher will contact the Center Manager to seek permission to conduct the research

at TASO Gulu.

Then respondents will be informed about the study and obtain their consent before filling in the

questionnaire. Completed Questionnaires will be collected from the respondents and then edited to

ensure completeness.

3.8 Data Analysis Data will be entered into the computer using a statistical package (Epi Data), cleaned and then

analysed using SPSS and Epi Info. The statistical packages the researcher intends to use are easily

available and easy to use.

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REFERENCES

Adair, J. (2005). Not bosses but leaders: How to lead the way to success. MPG book Limited.

Bodmin, Cornwall

Amin, M.E (2004). Statistical inference for social science research. Kampala, Makerere University

Bass, B. M. (1985). Leadership and Performance beyond Expectations. New York, Free Press.

BLANCHARD, K. 2006. Leading at a higher level. (Presentation at the Global Satellite programme

Lessons in Leadership. Tshwane University of Technology. October 2006. Pretoria).

Carter, M (2008). Overview of Leadership in Organization

CHARLTON, G. 2003. Human Habits of highly effective organisations. Pretoria:Van Schaik publishers

Creswell, J.W. (2009). Research design, qualitative, quantitative, and mixed methods approaches.

(3rd ed.) Thousand Oaks, CA: Sage Publishers.

Daniel, G. (2002). The New leaders: Transforming the art of leadership into the science of results.

Little brown, Zancaster press, London.

Kirega, V.P.G. (2006). Kampala City handbook, Gava Associated Services, Kampala Uganda

Mullins, J. (2002). Management and organizational behavior: Library of congress cataloguing in

publication data, United Kingdom.

http://WWW.Managementhelp.org.com Northouse, P.G. (2001) Leadership: Theory and practice.

Sage publication, Inc. London

Paul Hersey and Kenneth H. Blanchard, Management of Organization behavior: Utilizing Human

Resources, (Englewood Cliffs, NJ: Prentice-Hall, 1988).

REMENYI, D. MONEY, A. & TWITE, A. 1995. Effective Measurement & Management of IT Costs &

Benefits. Butterworth-Heinemann: Oxford.

Stongdill, R.M. (1948). Personal factors associated with leadership. Japanese research program.

University of Michigan press.

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APPENDICES

Appendix 1: Questionnaire

The Questionnaire will have questions to address the specific objectives below;

i. To investigate the effect of corporate style of leadership on employee performance in TASO Gulu

ii. To establish the effect of the Laissez faire leadership style on employee performance in TASO Gulu

iii. To analyse the effect of authoritative leadership style on employee performance in TASO Gulu

Appendix 2: Work plan and Time frame

Activity Duration (days) Dates

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Pretesting the tool                                               20-Jan-14

Administering the Questionnaire                                               21-27-Jan-2014

Creating an Entry

Screen/Database

                                              28-29-Jan-2014

Data Entry and Cleaning                                               30-31-Jan-2014

Analysis                                               3-5-Feb-2014

Report Writing and Presentation                                               6-19-Feb-2014

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Appendix 3: Budget

Item Quantity Unit Cost Total Cost

Travel Expenses 5 100,000 500,000

Data entry and Analysis 60 5,000 300,000

Photocopying 60 1,000 60,000

Report production (Printing and Binding) 3 90,000 270,000

Other Expenses 1 200,000 200,000

Total Amount     1,330,000

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