THE INFLUENCE OF LEADERSHIP STYLES ON ORGANISATIONAL PERFORMANCE:
A CASE STUDY OF UGANDA POLICE FORCE NAGURU

BY

AMBASIIZE PHIONAH
J21B42/292

A DISSERTATION SUBMITTED TO THE SCHOOL OF BUSINESS IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF BACHELORS
 OF HUMAN RESOURCE MANAGEMENT OF UGANDA 
CHRISTIAN UNIVERSITY, MUKONO.

2023

DECLARATION 

To the best of my knowledge, I solemnly declare that this research is a result of my personal efforts, original work and has never been submitted / published to any institution/University for any award. All rights reserved upon my responsibility.
 
Name…………………………………..……….……….. 
Signature………………………………………………….. 
Date……………………………………….………………… 

APPROVAL
This is to certify that this research report was done by  Ambasiize Phionah, Reg No: J21B42/292 on the topic “Leadership styles on organizational performance at Uganda police force Naguru.” was done under my supervision and is hereby approved for submission for the award of a Bachelors Degree of Human Resource Management of Uganda Christian University. 
SUPERVISOR: MADAM BETTY NAMAKULA
Signature ……………………………

Date…………………………………. 

ACKNOWLEDGEMENT 
The preparation of this research is an exasperating exercise that I attribute to many   people. The following are some of whom I am indebted to; 
The first person in this struggle is my supervisor Madam Namakula Betty who has been so 
instrumental in academic and social spheres. I am so grateful for her relentless efforts to  direct me in all these arenas.
 In a special way, I would like to extend my vote of thanks to my mother Mrs Scovia Badidi for her role in nurturing me and modelling me in a responsible manner and in educating me. 
I would like also to thank my brothers, my friends for their contribution as I worked upon this research.

ABSTRACT 

The study examined the influence of leadership styles on organizational performance at Uganda police force Naguru.The objective of the study were,( i)To examine the different leadership styles practised in Uganda Police Force.ii)To establish factors affecting organizational performance in Uganda policy Force iii)To access the relationship between leadership styles and organizational performance. The study used  was descriptive in nature. It focused on quantitative data which was analyzed accordingly so as to study the research objectives. The design was to be preferred because the researcher was based on the views of respondents to reach at conclusions and make recommendations. A sample of 52 employees at Uganda police force Naguru was used, data was analyzed using frequencies and percentages were derived for easy interpretation tables and figures were used.
 The findings indicated that Uganda Police Naguru practice leadership styles that is to say Autocratic, transformational and democratic  and have improved the employee performance in the organization to work effectively.
The findings indicated that leadership style is essential leading factor in the organizational performance of Uganda police force Naguru that is to say, different leadership styles increase productivity which also enhances job satisfaction and increase knowledge and skills when performing the work. And the findings show that democratic and transformational leadership have a considerable positive effect on organizational performance.
 Moreover, the findings finally recommended that leadership styles have partial mediation impact in the relationship to the organizational performance for Naguru Uganda Police Force which contributes to the achievement of its objectives and the improvement of performance. It was revealed  that they are other factors that affect organizational performance at Uganda police force Naguru besides Government policy, institutional resources, and such factors include enough tools and equipment, clear organizational policies and procedures, reward and motivation among others.  Management should devise means of increasing the commitment of employees towards the leadership styles at Uganda police force. 

TABLE OF CONTENT.
DECLARATION
APPROVAL
ACKNOWLEDGEMENT
ABSTRACT
LIST OF FIGURES
LIST OF TABLES
CHAPTER ONE
1.0 Introduction
1.1 Background to the study
1.1.1 Historical Background
1.1.2 Theoretical background
1.1.3 Conceptual background.
1.1.4 Contextual background
1.2 Problem Statement
1.3 Purpose of the study
1.4 Objectives
1.5 Research questions
1.6 Scope
1.6.1 Content scope
1.6.2 Geographical scope
1.6.3Time scope
1.7 Significance of the study.
1.8 Conceptual frame work
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
2.1 Leadership style
2.2 The different leadership styles used in organizations
2.2.1Transactional leadership
2.2.2Transformational leadership
2.2.3. Autocratic Leadership
2.2.4. Democratic Leadership
2.3. Relationship between Leadership Styles and Organizational Performance
2.3.1Transformational leadership style and organizational performance
2.3.2Transactional leadership style and organizational performance
2.3.3. Democratic leadership and organizational performance
2.3.4. Autocratic Leadership and Organizational Performance
2.4. Factors that affecting organizational performance, they are both internal and external factors and they include,
2.4.1Organizational Performance.
2.4.2 Organizational Culture.
2.4.3. Human Resources Management (HRM).
2.4.4. Organizational Structure.
2.4.5. Institutional Resources.
2.4.6. Workplace Environment.
2.4.7. Environmental Factors.
2.4.8. Government Policy
CHAPTER THREE
METHODOLOGY
3.0 Introduction
3.1 Research design
3.2 Study population
3.3 Sample size
3.4 Sample strategies
3.4.1 Sample selection
3.4.2 Sampling procedures
3.5 Source of data
3.5.1 Primary data
3.5.2 Secondary data
3.6 Data collection method
3.6.1 Survey
3.7 Validity and reliability of research
3.8. Data Analysis and Ethical presentation
3.8.1 Data Analysis.
3.8.2 Ethical consideration
CHAPTER FOUR:
PRESENTATION, ANALYSIS AND DISCUSSION OF THE FINDINGS
4.0 Introduction
4.1Findings on demographic characteristics of respondents
4.2 The different leadership styles used in Uganda Police Naguru
CHAPTER FIVE
ANALYSIS AND DISCUSSION OF FINDINGS
5.0 Introduction
5.1 Discussion of the findings
5.1.1 Different leadership styles practiced at Uganda police force Naguru
5.1.2 Factors influence organizational performance at Uganda police force Naguru
5.1.3 The relationship between leadership styles and organizational performance qt Uganda police force Naguru.
5.2 Conclusions.
5.3 Recommendations
5.4 Area of further research
5.5 Limitations.
References

LIST OF FIGURES

Figure 1:showing the gender of respondents.
Figure 2: The bar graph below represents the information above.
Figure 3: A pie chart represents the information above.
Figure 4: The bar graph shows the level of management.
Figure 5: The graph below represents above information.

LIST OF TABLES
Table 1: Background Information about the respondents
Table 2: Shows different leadership styles used in Uganda Police Naguru
Table 3. shows the factors affecting organizational performance in Uganda police force Naguru
Table 4:  shows relationship between leadership styles and organizational performance in Uganda police force Naguru.

CHAPTER ONE
1.0 Introduction
This study examined the influence of leadership styles on organizational performance at Uganda police Headquarters Naguru. This chapter focused on the background of study, the statement problem, objectives research questions, justification, scope, limitations of the study and conceptual frame work.
1.1 Background to the study
1.1.1 Historical Background
Leadership lies in the Latin word for hand. According to Hartley, (2012), leadership as theoretical discipline deals with harmonizing large numbers of people in order to achieve a common set of goals. The first business schools were recognized in the United States to develop a normative theory of organizational administration.
Leadership style has been a topic of interest for researchers and managers for decades. Many studies have been conducted to investigate the impact of leadership styles on various aspects of organizational performance. However, there is still a lack of consensus on which leadership style is most effective for improving employee performance.
Some leadership styles, such as transformational leadership and servant leadership, have been found to be associated with higher employee performance, job satisfaction, and commitment. These leadership styles emphasize collaboration, empowerment, and development of employees' skills and abilities. On the other hand, autocratic leadership, which emphasizes strict control and top-down decision-making, has been found to be associated with lower employee satisfaction and higher turnover rates.
Despite these findings, there is still a need for more research to identify the specific leadership styles that are most effective for different types of organizations and employees. This study aims to contribute to the existing literature by examining the relationship between leadership styles and organizational performance, with a focus on identifying the most effective leadership style for improving organizational performance in different organizational contexts.
The first research on the significance of leadership was done in the1920s, it was noted that favorable attitudes towards supervision achieving employee job satisfaction (Avolio&Bass, 2002). During the 1950s and 1960s, managers used their leadership styles to increase employees’ level of job satisfaction (Northouse, 2004). Implication of leadership was to meet employees’ job satisfaction (Bass, 2002). Yousef (2000) showed that leadership style was positively relative to job satisfaction hence managers were to adopt appropriate leadership style in order to improve it. Leadership styles force a range of factors such as job satisfaction, performance, turnover intention, and stress, therefore leadership styles have influence on job satisfaction in an organization (Lok and Crawford, 2004).
1.1.2 Theoretical background
This study was guided by contingency theory advanced by Fiedler in 1967.  This study was guided by the Contingency theory by Fielder (1967), viewed that manager’s ability to lead is contingent upon various situational factors, including capabilities and behaviors of workers that depend heavily on the situational factors. It advocates for intimate approach to leadership through focusing on situation first rather than organizational means. It is assumed that an individual influences other through both directive and supportive (relationship) behaviors. Fiedler (1967) articulated that behavioral forms of manager will help attain competences for effectiveness during use of styles in their relevant situations. Contingency theory guided the study by showing the significance of structures, processes and systems in organizations.   
 1.1.3 Conceptual background.
“Leadership styles” is measured by; Delegative, autocratic, and democratic styles while Employee performance is measured in terms of executing well-defined duties, service delivery, efficiency and effectiveness, timeliness and responsiveness and achieving departmental goals at Naguru police headquarters. Leadership style is among the critical practices towards organizational effectiveness. Leadership style is a method of managing an organization. It is an approach where managers in proper allocation of resource and division of subordinates to achieve organizational goals (Quang, 2002; Hartzell, 2006). David Mann (2005) articulates that effectiveness of any organization is greatly relied on level of workers’ commitment to the organization. The performance progress can be traced back to the dawn of human refinement. According to the managers’ power, Leadership styles can be categorized into autocratic, democratic, transformation, authoritative, and Delegative. These styles can be recognized by influence managers have on inferiors. (Mullins, 2008; Rollin son, 2005) articulated that power is a potential process to influence people. (North use 2004) observed that rights allow individual to take decisions about specific matters. Managers will effective when they know and understand the appropriate usage of power (Hersey et al., 2001). Accordingly, performance is practically implementing duties, team work input, and achieving organizational goals. Armstrong (2005) viewed that performance leads to achieve organizational objectives and goals. Leadership and performance should be evident through style and approach used by managers to ensure effectiveness. Leadership deals with controlling, directing techniques and methods used by managers towards motivating subordinates. According to Kavanaugh & Ninemeier (2001), observed that factors influencing leadership style include features of managers, subordinates’ characteristics and organizational environment. Characters of manager and directors such as personality, knowledge, values, and experiences shape leadership style. Organizations are born with or acquire different behaviors, culture, background, expectations, and values
1.1.4 Contextual background
The Uganda Police Force (UPF) is the national law enforcement agency of Uganda. It is responsible for maintaining law and order, preventing and detecting crime, and protecting the lives and property of Ugandan citizens. The organization is composed of a number of agencies/directorates headed by Directors, and operates through directorates which are further sub divided into departments.
The current Police Force established under Article 212 of 1995 constitution of the republic of Uganda. To ensure smooth dissemination and subsequent execution of duties, the force mains a clear chain of command that runs from the highest office at the Headquarters through to the least decorated officer at the Police Post.
The organization is composed of a number of agencies/directorates headed by Directors, and operates through directorates which are further sub divided into departments. The Uganda Police Force is headed by the Inspector General of Police (IGP), who is appointed by the President of Uganda. The IGP is responsible for the overall administration and strategic direction of the force. The force is organized into several departments and units, including Criminal Investigations Directorate, Traffic Police, Field Force Unit, Counter-Terrorism Unit, and others.
1.2 Problem Statement
The study of leadership styles on organizational performance is concerned with the impact that different leadership styles have on the overall effectiveness and success of an organization. The way in which leaders interact with their subordinates and make decisions can significantly affect the motivation, productivity, and satisfaction of employees, which in turn can impact the overall performance and success of the organization. The success of any organization is heavily dependent on the performance of its employees. One of the major factors that affect employee performance is leadership style. Leadership style refers to the approach that a leader uses to guide, direct, and manage their team. Different leadership styles can have different effects on employee motivation, job satisfaction, and overall performance. Therefore, it is important to study the influence of leadership styles on employee performance to better understand how leaders can improve their team's effectiveness. There is a need to understand how different leadership styles such as autocratic, delegative, democratic, authoritative, transformational impact organizational performance. The effectiveness of a leadership style can depend on the context, culture, and goals of an organization. It is important to identify which leadership styles are most effective in different situations and how they can be adapted to suit the needs of the organization. Therefore, the study of leadership styles on organizational performance aims at exploring the relationship between leadership styles and organizational performance and identify the factors that contribute to the success of different leadership styles in different organizational contexts. 
Despite the Uganda Police Force having in place clearly stipulated functions, the organization has continued to be in the limelight for failing to deliver on its mandate. For example, according to statistics from Government Annual Performance Review (GAPR) (2022) scorecard, service delivery in Uganda police force declined by 7% between 2020-2022 when compared to the year 2019 and this has led to lack of specialization of duties, increased insecurity in most parts of the country. This could be attributed to ineffective leadership styles.
1.3 Purpose of the study 
The purpose of this study was to investigate the influence of leadership styles on organizational performance.
1.4 Objectives
To examine the different leadership styles pratised in Uganda Police Force.
To establish factors affecting organizational performance in Uganda policy Force 
To access the relationship between leadership styles and organizational performance 
1.5 Research questions
(i)	What are the different leadership styles practiced in Uganda Police Force?
(ii)	What are the factors affecting organization performance in Uganda Police Force?
(iii)	What is the relationship between leadership styles and organizational performance?
1.6 Scope
The scope of the study covered three dimensions, that is to say content, geographical and time. And they are addressed as below
1.6.1 Content scope 
This study focused on the influence of leadership styles on organizational performance at Uganda police headquarters Naguru. It concentrated on different kinds of leadership styles as Delegative, Democratic, Authoritative, Autocratic and Transformational styles.
1.6.2 Geographical scope
The study was conducted at Uganda police headquarters Naguru, Kata lima road. P.O. Box 7055, Kampala. 
1.6.3Time scope
This study was done in the period of four months that is from May to August.
1.7 Significance of the study. 
The Directorate was able to identify the impact that leadership styles have on employee performance and the organization its self and will be able to advise the heads of departments from an informed point of view.   
The heads of departments and supervisors got to understand the effect of their leadership styles on employee performance hence enabling them to become better managers. 
This study benefited the organization through assessing the program effectiveness. The primary goal of the program evaluation was to determine whether the leadership program achieved its intended out comes.
It helped the directorate managers to measure the effectiveness of the study and also help them to identify areas of improvement and make necessary adjustment to ensure that the program met goals.
The program helped in decision making about the future of the organization in regard to its performance.
The findings of this research would enable the government to identify gaps in leadership styles as far as the Directorates are concerned and helped in planning for further training opportunities of the managers in different units and departments.
The study acted as a reference point for researchers who would pursue further research on leadership styles and employee performance in other government ministries and departments.  
The study was to attach value to the body of obtainable knowledge and perhaps led to ventures in further research hence contributing to the existing literature on both employee and organizational performance. 
Through the consequential interaction between the researcher and the respondents, the researcher improved her knowledge, skills.

1.8 Conceptual frame work
This study established the relationship between leadership styles and organizational performance in Uganda police force.
     Independent variable                                                      Dependent variable

Organizational performance
•	Executing well defined duties
•	Achieving departmental goals.
•	Service delivery
•	Efficiency and effectiveness
•	Timeliness/ responsiveness
•	Quality in terms of work done

Leadership styles
•	Democratic
•	Delegative
•	Authoritative 
•	Transformational
•	Autocratic

 

                                                       Intervening variable

•	Government policy
•	Hierarchy
•	Feedback

CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction 
This chapter presented leadership and its influence on organizational performance. A vast number of published studies and different publications have suggested a link of organizational performance levels and leadership styles in the organizations. This chapter gave an over view on relationship between the two.
2.1 Leadership style  
Leadership style was viewed as a combination of different characteristics, traits and behaviors that are used by leaders for interacting with their subordinates. (Mitonga-Monga & Coetzee, 2012). MitongaMonga and Coetzee (2012) consider leadership as the pattern associated with managerial behavior, which is designed to integrate the organizational or personal interest and effects for achieving particular objectives.    
Harris et al (2007 (Bezerra et al., 2021) also postulated that leadership style can be defined as the kind of relationship that is used by an individual so as to make people work together for a common goal or objective. According to modern leadership styles, leadership styles can be categorized as follows: (1) transformational leadership style, (2) transactional leadership style, (3) culture based leadership, (4) charismatic leadership, and (5) visionary leadership (Harris, et al., 2007). 
2.2 The different leadership styles used in organizations
2.2.1Transactional leadership
The leadership theories, by the late 1970s and early 1980s, activated to diverge from the specific perspectives of the leader, leadership context and the follower and toward practices that concentrated further on the exchanges between the followers and leaders. The transactional leadership was described as that in which leader-follower associations were grounded upon a series of agreements between followers and leaders (House & Shamir, 1993). The transactional theory was “based on reciprocity where leaders not only influence followers but are under their influence as well”. Some studies revealed that transactional leadership show a discrepancy with regard to the level of leaders‟ action and the nature of the relations with the followers. Bass and Avoid (1994) observed transactional leadership “as a type of contingent-reward leadership that had active and positive exchange between leaders and followers whereby followers were rewarded or recognized for accomplishing agreed upon objectives”. From the leader, these rewards might implicate gratitude for merit increases, bonuses and work achievement. For good work, positive support could be exchanged, merit pay for promotions, increased performance and cooperation for collegiality. The leaders could instead focus on errors, avoid responses and delay decisions. This attitude is stated as the “management-by-exception” and could be categorized as passive or active transactions. The difference between these two types of transactions is predicated on the timing of the leaders‟ involvement. In the active form, the leader continuously monitors performance and attempts to intervene proactively (Avolio & Bass, 1997). 
2.2.2Transformational leadership
 Transformational leadership distinguishes itself from the rest of the previous and contemporary theories, on the basis of its alignment to a greater good as it entails involvement of the followers in processes or activities related to personal factor towards the organization and a course that will yield certain superior social dividend. The transformational leaders raise the motivation and morality of both the follower and the leader (House & Shamir, 1993). It is considered that the transformational leaders “engage in interactions with followers based on common values, beliefs and goals”. This impacts the performance leading to the attainment of goal. As per Bass, transformational leader, “attempts to induce followers to reorder their needs by transcending self-interests and strive for higher order needs". This theory conform the Maslow (1954) higher order needs theory. Transformational leadership is a course that changes and approach targets on beliefs, values and attitudes that enlighten leaders‟ practices and the capacity to lead change. The literature suggests that followers and leaders set aside personal interests for the benefit of the group. The leader is then asked to focus on followers’ needs and input in order to transform everyone into a leader by empowering and motivating them (House & Aditya, 1997). Emphasis from the previously defined leadership theories, the ethical extents of leadership further differentiate the transformational leadership. The transformational leaders are considered by their capability to identify the need for change, gain the agreement and commitment of others, create a vision that guides change and embed the change (MacGregor Bums, 2003). These types of leaders treat subordinates individually and pursue to develop their consciousness, morals and skills by providing significance to their work and challenge. These leaders produce an appearance of convincing and encouraged vision of the future. They are “visionary leaders who seek to appeal to their followers‟ better nature and move them toward higher and more universal needs and purposes” (MacGregor Bums, 2003).
2.2.3. Autocratic Leadership 
Autocratic leadership was ﬁrst introduced by Lewin (1935) and can be used from an inclusive perspective, focusing on investing in human capital, balancing the team, and exclusively concentrating on ‘producing numbers’ (Moore et al. 2020; Wagner 1995). Similarly, this style can be very effective when the leader has high emotional intelligence and can be effective during stressful periods and when decisions must be resolved quickly (Abdullahi et al. 2020). Whether it is a high-tech company or a more traditional one, autocracy is vital to maintain deadlines and responsibilities. For this reason, they can support and lead to organizational performance (Schaeffer 2002). In addition, autocratic leaders play an important role during stressful periods (Brillo and Boonstra 2018). This leader is present in companies characterized by typical masculine cultures and hierarchical structures, high power distance, and collectivism. However, autocratic leaders do not normally allow their subordinates to have their techniques because they tend not to trust their followers’ capabilities (Abdullahi et al. 2020). One of their main characteristics is being very controlling, not considering their followers’opinions, and being very incentive in terms of work directions. (Dyczkowsk and Dyczkowski 2018; Peker et al. 2018).
 2.2.4. Democratic Leadership
 Democratic leadership or participative leadership became popular in the late 20th century, and experiments can be found in the Hawthorne works (Levitt and List 2011). This leadership style is based on centralized decision making shared by all the followers (Beerbohm 2015). The difference in this style is that it can allow participation, and it is present in democratic governments. This leader is typical in organizations with low power distance between leaders and followers, high on femininity and individualism, and low on uncertain avoidance (Abdullahi et al. 2020). Participation is at the heart of this leadership style, which is unique vis-à-vis other leaders (Caillier 2020). In start-ups and technology-based companies, this leadership style is conducive. It is recommended for innovative organizations or projects that require cooperation and correlation between various teams in the organizations (Dyczkowska and Dyczkowski 2018). Motivation is another characteristic that deﬁnes democratic leaders and leads to positive organizational performance. In this style, leaders trust and encourage their followers by implementing and sharing their ideas (Beerbohm 2015). They demonstrate developmental behaviors and give followers the ownership to choose their work methodologies (Peker et al. 2018). Democratic leadership is a normative practice (Caillier 2020). In democratic leadership, ideas play an essential role and are considered valuable regardless of the author and can be noticed in universities (Peker et al. 2018). However, democrats can present disadvantages as they can be slow in the processes, do not work on larger organizations or companies, and lead to stiffness in decision-making processes (Beerbohm 2015). Based on the above-referred premises, the following hypothesis is posed.
2.3. Relationship between Leadership Styles and Organizational Performance  
There is a considerable impact of the leadership styles on organizational performance. The leadership style influences the culture of the organization which, in turn, influences the organizational performance. Klienet al (2013) proved this fact by using four factor theory of leadership along with the data collected from 2,662 employees working in 311 organizations. The organizational culture and performance are related to the type of leadership style (Klein, et al., 2013).   
2.3.1Transformational leadership style and organizational performance   
Transformational leadership style focuses on developing the followers and considering their needs. The managers that focus on transformational leadership focus particularly on developing the overall value system of the employees, development of moralities, skills and their motivation level. The transformational leadership acts as a strong bridge between the followers and leaders, to develop clear understanding associated with the motivational level, values and interests. Bass and Avolio (1994) stated that transformational leadership demonstrates the superior leadership performance. The transformational leadership, according to Bass and Avolio (1994), occurs when the leaders broaden or elevate the interest of the employees.  The transformational leaders are the ones who encourage the employees to look beyond their self-interest. The transformational leaders are effective because of several reasons such as the leaders may be charismatic in terms of inspiring the employees, the transformational leaders may meet the emotional need of the employees or they may stimulate the employees intellectually (Bass & Avolio, 1994). Wang et al (2011) found out that the transformational leadership and individual-level follower performance are positively linked. Further, the study also indicated that transformational leadership and performance of teams at organizational level are associated positively. Xu and Wang (2010) stated that performance is the function of skills, abilities, knowledge and motivation which is directed towards a prescribed behavior. The study conducted by the above-mentioned authors indicated that transformational leadership enhances the overall development of the followers. The followers of transformational leadership associate with a self-defining and satisfying relationship with an individual or group. The idealized and behavioral charisma of the transformational leaders motivates the followers to identify with the leader (Jyoti & Bhau, 2015). The personalized relationship developed by a transformational leader develops an environment in which the employees feel happy and hence, their overall performance is improved. Hence, it can be said that transformational leadership and organizational performance are positively associated (Jyoti & Bhau, 2015). Sofi and Devanadhen (2015) stated that the transformational leadership has a significant impact on the performance of the organization.  They conducted the research on the banking organizations with the help of statistical tools such as SEM and SPSS and reached to the above conclusion that transformational leadership has a direct positive impact on the organization’s performance.    
2.3.2Transactional leadership style and organizational performance   
A leader is known as a transactional leader if he/she is always willing to give something in return (Uchenwamgbe, 2013). This can include a number of things like promotion, pay raise, performance reviews, new responsibilities etc. The major problem with this type of leadership is the expectation. Hence, transactional leadership can be defined as the exchange of targets and rewards between the management and the employees (Ojokuku, et al., 2012).  
The study by Longess (2014) revealed that transactional leadership style has a positive impact on the organizational performance. The transactional leadership style helps in creating as well as sustaining the context in which organizational and human capabilities are maximized as the employees are always able to achieve the tangible and intangible rewards. This leadership style particularly helps in creating an environment that is optimal for performance and also articulates the compelling vision that enhances the overall organizational performance (Longe, 2014). According to the research conducted by Sofi and Devanadhen (2015), transactional leadership was not found to have a direct impact on the performance of the organization. This leadership style does not encourage creativity and innovation among the employees and hence, the employees do not perform as per the expectations of the organization.   
2.3.3. Democratic leadership and organizational performance   
Tannenbaum and Schmidt (2012) have defined democratic leadership as the leadership in which the decision- making is decentralized and is shared by all the subordinates. In the democratic leadership style, the potential for weak execution and poor decision- making is high. However, the democratic leadership is also known to motivate the employees to perform better, as their views and opinions are valued. Another big problem associated with democratic leadership is the assumption that everyone involved has an equal stake in the decision making with a shared level of expertise (Rukmani, et al., 2010).  
The study by Elenkov (2002) indicated that the democratic leadership has a positive impact on organizational performance. The democratic leadership allows the employees to make decisions along with sharing them with the group and the manager. In this type of leadership style, praises and criticism are given objectively and a sense of responsibility is also developed among the employees (Elenkov, 2002). Bhargavi and Yaseen (2016) also analyzed the impact of democratic leadership on organizational performance. As per their findings, democratic leadership positively affects the performance of the organization as it provides opportunities to the employees to express and implement their creative ideas and take part in the decision- making process. This leadership style also prepares future leaders and helps the organization in the long run. Choi (2007) also stated that a democratic leader is the one who focuses on the group discussion and group participation and as a result it positively influences the performance of the followers.  
Therefore, the democratic leadership style can be used for improving the organizational performance as well as the efficiency. Hence, it can be stated that democratic leadership has a positive impact on the organizational performance. (Elenkov, 2002).  
2.3.4. Autocratic Leadership and Organizational Performance  
Autocratic leaders are classic and bossy in nature. The autocratic leaders want their subordinates to work according to them. Typically, autocratic leaders retain the decision -making rights with them (Obiwuru, et al., 2011). The autocratic leaders force their followers to execute the services and strategies according to the narrow way. Iqbal, Anwar, and Haider (2015) conducted a study to determine the impact of leadership styles on the organizational performance. The study stated that autocratic leadership is also known as the authoritarian leadership style. The autocratic leaders are less creative and only promote one- sided conversation. This severely affects the motivation and satisfaction level of the employees. The autocratic leadership style is however, known to be effective in the short term. Autocratic leadership restricts the workplace socialization and communication which is cordial for effective organizational performance. The autocratic leadership also leads to organizational conflicts which negatively affect the overall performance (Iqbal, et al., 2015). Bhargavi and Yaseen (2016) suggested that the autocratic leadership style has a positive impact on the organizational performance. This leadership style is more suitable when the projects are to be completed within provided deadlines (Bhargavi & Yaseen, 2016). Igbaekemen and Odivwri (2015) also conducted a study on the impact of leadership styles on the performance of the organizations. The author stated that an autocratic leader is the one who determines the activities, techniques and policies to the employees and expects the employees to follow the same. In addition, such leaders do not have much faith on their followers.  
2.4. Factors that affecting organizational performance, they are both internal and external factors and they include,
2.4.1Organizational Performance.
 According to (J. Cho & Dansereau, 2010), organizational performance refered to a company's performance compared to its goals and objectives. Organizational performance includes actual results or organizational outcomes that are measured against planned outcomes (Daniel R. Tomal and Kevin J. Jones, 2015). Organizational performance is very important in creating an interest in management studies. The organization focuses on continuous implementation because improving performance enables the organization to grow (Gavrea, Corina; Ilies, Liviu; Stegerean, 2011). It was important to note that organizational success or failure, both for-profit and non-profit, is based on organizational performance (Ismael Younis Abu Jarad; Nor’Aini Yuso; Davoud Nikbin, 2010). Therefore, organizations struggle to increase their performance (Shuck & Wollard, 2010). For organizations, it is important to identify and understand the factors that influence organizational processes, to take reasonable steps to make them available (Ismael Younis Abu Jarad; Nor’Aini Yuso; Davoud Nikbin, 2010).
Organizational Performance was a complex and multidimensional phenomenon in the business literature.  Ebrahim Hasan Al Khajeh (2018), Journal of Human Resources Management Research, DOI: 10.5171/2018.687849.Organizational performance comprises of the results of an organization or the actual outputs of an organization, which can be measured against intended outputs, goals and objectives. The organizational performance involves three areas associated with the organization – financial performance (return on investments, profits etc.), shareholder return (economic value added, total shareholder etc.) and the product/service market performance (market share, sales etc.) (Gavrea, et al., 2011). According to (O.-H. Cho et al., 2011), organizational performance is the result of many business factors, such as work processes, team / group relationships, business culture and policy image, leadership, and climate, which drive innovation. Creativity and honesty.
2.4.2 Organizational Culture.
A supportive organizational culture significantly contributes to the elements that improve organizational performance and reflect an organization's effectiveness or failure, particularly in the public sector, where citizens often perceive public employees as uncooperative and unwelcoming to customers. Workers can grasp the organization's history and operation thanks to the understanding of the organization's culture, according to an empirical study by Ahmed & Shafiq (2014). Further studies showed that organizational culture enhances adherence to the company's values, philosophy, or standards. Organizational culture serves as a means of control to drive behavior toward desired behaviors and away from undesired ones. 
2.4.3. Human Resources Management (HRM).
 The literature has extensively studied the topic of human resources management. It relates to how to organize an organization's productivity, more precisely, how to assign the best workers to the best jobs to make the most of their skills and aptitude. In a research Ukanwah and Ndaguba (2015) stated that an organization's effectiveness depends on its staff’s capacity to create, process, and use knowledge. This outcome is consistent with HRM experts who view a well-trained and controlled staff as a source of competitive advantages. The method in which HR are controlled in terms of motivation how well organization’s function. The extent to which the HR function is managed determines the achievement of strategic management objectives (Ylmaz and Bulut, 2015). Thus, in order to accomplish the required objectives and goals, firms must manage human resources functions efficiently and effectively (Cania, 2014).
2.4.4. Organizational Structure.
The organizational structure needed to be created and made flexible to accommodate the accomplishment of organizational objectives. The degree of formalization, the degrees of hierarchy, the level of acquisition and merger, the power concentration as well as the communication patterns are all included in the organizational structure. The goal of organizational structure, as per Maduenyi et al. (2015), is to distributing tasks across members of the team as well as coordinating their efforts to keep everyone engaged on the company's objectives. The same authors' research found that organizational structure has an influence on corporate performance, demonstrating the need for businesses to have clearly defined organizational frameworks in place in order to meet goals. If the organizational structure is efficient, this will help with communication between administrative units and could boost business performance overall. 
2.4.5. Institutional Resources.
The organization's resources must be appropriately managed and maintained so that personnel have access to the tools they need to do their jobs. Organizations planned aims and strategic goals suffered if they lacked the necessary resources to complete the work. The goal of the resource management role, according to Hastings (2010), offered knowledge and resources to assist in the purchase, in-service maintenance, as well as disposal of the tangible assets needed by the business.
2.4.6. Workplace Environment. 
A conducive workplace environment can boost employees' productivity, according to a richness of data from the literature, but a non-conducive atmosphere may put workers in danger. Four kinds of environments, inventive, leadership, as well as service—were discovered to have an impact on workers' performance and public service findings, and also that perceptions of organizational politics mediate these relationships, according to empirical research by Vashdi et al. (2012) that examined different corporate environments as well as their connection with politics and quality of public organizations. The level of satisfaction derived from the workplace environment impacts the level of happiness and productivity of workers, according to a different study by Tiawo and Idunnu (2010). However, the workplace environment offers a platform for staff members to share information throughout the organization.   
2.4.7. Environmental Factors.
A corporation must evaluate its surroundings, whether through PESTEL (Political, Economic, Social, Technical, Ecological, and Legal) study or SWOT (Strong points, Weak spots, Opportunities, and Threats) analysis, as both internal and external aspects affect organizational effectiveness. Every organization's effectiveness is based on its ability to adapt to the environment in which it functions. The setting within which a business operates has an impact on it (Chitechi, 2014). Changes in the external environment have a substantial effect on the company's achievement and success, according to Chitechi (2014). The environment is assessed to ascertain the level of opportunity or threat the organization must be aware of to influence decision-making.
2.4.8. Government Policy
Government policy is a process of action of a policy by the government or the holder of power that has an impact on the wider community. So that the impact can bring good changes for the progress of an institution or organization. Government policies are policies developed by government agencies and officials, which state whether they can be done or not done Tertychka (2021) Before discussing good governance further, it should be noted that governance has a different understanding from government. Many assume that the two terms have the same meaning, namely when good governance is achieved, good governance will also be realized. Warsito Utomo explained that the difference is that in the nuances of a monolithic, centralized politics, government is a government that relies on an authority that shows management with the highest authority. The government or government or state becomes the sole agent that dominates all government and development activities. Whereas in governance, government rests on compatibility or harmony between various components or groups or forces that exist within the State. In good governance, there is a synergy between the three existing actors, namely the government itself (public), the community.

CHAPTER THREE
METHODOLOGY
3.0 Introduction
In this chapter, the methods that were adopted in the study, are discussed, as the design and procedure of investigation. These clearly stated the findings got from the study, the chapter therefore, includes research design, population, sampling, areas of the study, and procedures for data analysis.
In order to answer the research question, quantitative approach has been utilized in this study. There are 3 types of research approaches namely; qualitative, quantitative, and mixed approach (Creswell, 2014). According to Kumar (2005), when the goal study is to find the relationship among variables, quantitative approach is usually utilized. This study utilizes quantitative approach as the objective is to determine relationship between dependent variable organizational performance and independent variable leadership styles.
3.1 Research design
Chandran (2004) defines research design as an arrangement of conditions for collection and 
analysis of data in a way that combines their relationship with the purpose of the research to 
the economy of procedures. It concerns the several considerations a researcher should think 
about and adhere when carrying out a research project.
The study was descriptive in nature. It focused on quantitative data which is analyzed accordingly so as to study the research objectives. The design is to be preferred because the researcher was based on the views of respondents to reach at conclusions and make recommendations. 
3.2 Study population
The study population was 60 police officers per the researcher’s study that included not all directorates of the police force, but the researcher’s much emphasis was on of Directorate Human resource and administration, Directorate of human rights and legal services, Directorate of IT, Directorate of finance and office support services and finally directorate of research, planning and development at Naguru.
Category /management level	Population	
Top management	20	
Middle management	30	
Support 	10	
Total 	60	
Source: primary data 2023
3.3 Sample size
The sample form a researcher used was simple random sampling where the number is from a population of 60 police officers, to a sample size of 52 members that a researcher found there at the mother unit in Naguru. 
Category /Management level	Population	Sample size 	Sampling technique.	
Top management	20	16	Simple random	
Middle management	30	28	Simple random	

Support 	10	8	Simple random	
Total 	60	52		
Source; primary data

n    =                N
                    1+N(e)2
n   =                60
                 1+60(0.05)2
n    =               60
             1+60(0.0025)
n   =          60
                 1.15
n= 52.
3.4 Sample strategies
3.4.1 Sample selection
The sampling study form to be used was, simple random because it offered opportunity for selecting respondents who were knowledgeable and have independent minds without revising any matter if asked anything that knocks the police as institution. In simple random sampling, a table of random numbers was used which helped in the researcher to chose the sample. The employees of Uganda police force were selected using simple random sampling given that these are big in number and using this method eased their selection and also gave each person to participate in the study, simple random sampling was preferred because its procedure was un biased and prevented bias in their work and made research on large populations more practical.
 3.4.2 Sampling procedures 
In order to carry out the study successfully, the researcher selected respondents basing on their willingness of the subject under investigation.
3.5 Source of data
3.5.1 Primary data
These comprises of data obtained through surveying technique that used instrument called questionnaire  used instrument called  observations from respondents that form the base for primary data.
3.5.2 Secondary data
These were mainly from existing relevant literature obtained from journals, internet newspaper, leaflets, text books and some dissertations, reports made and other investigations carried out on police performance. All these were supplementing on the primary for better analysis.
3.6 Data collection method
3.6.1 Survey 
This was used in researcher’s study, the method involved instrument called questionnaire, A survey wasdeemed suitable because it enabled respondents to gave opinions objectively without prejudice (Mchumu, 2011). The questionnaires comprise close-ended items accompanied by a list of possible alternatives from which respondents were requested to select the answers that best described their opinion about the problem of investigation and situation (Mugenda and Mugenda, 2005).According to Robson (2002) large amounts of data at relatively low costs in a short period may be collected using questionnaires alongside a big allowance of anonymity which encourages frankness from the respondents especially in sensitive issues like governance. 
A structured questionnaire containing sections as per study variables was to be designed to collect information on the subject. It was administered to the respondents.  It was  a five-point Likert scale with response choices such as, (5) Strongly Disagree, (4) Disagree, (3) Not sure, (2) Agree, (1) Strongly Agree. The Likert format will be preferred because it gives the respondents a variety of responses for choice and the format also makes it easy to tabulate the data obtained for comparison purposes. Questionnaires were distributed to the selected employees of Uganda police force with their consent.
3.7 Validity and reliability of research
The reliability of questionnaire was tested using the Pearson’s correlation coefficient. The influence of the leadership styles on the organizational performances was measured using the organizational performance scale. The reliability and credibility of the scale was to be checked using the item analysis to see if it is fairly reliable.
3.8. Data Analysis and Ethical presentation
3.8.1 Data Analysis.
Data was coded by assigning numerals to responses. The study was to employ Statistical Package for Social Scientists (SPSS) and data was to be entered into an SPSS editor. It will be edited by double entry. It will be ensured that the first entry will be the same as the second entry. This was generated a frequency code sheet for the various responses. This was used for descriptive analysis where measures of central tendency like mean, standard deviation and percentages will be computed.
3.8.2 Ethical consideration
The study followed the accepted standards of data collection and preparing that data like equal opportunities that every respondent to be given the same treatment during data collection. 
 The following ethical considerations were considered when carrying out this research on Uganda police force. These include;
Informed consent: Participants in our research were informed about the purpose of the research and their rights to participate or decline. They were also made aware of the potential risks and benefits of participating.
Confidentiality: Participants’ information was kept confidential and protected from unauthorized access. I only used the collected data for the purpose specified in the research proposal.
Inclusiveness: The research was strived to include a diverse range of participants to ensure that the perspectives of the different groups in the study area are captured.
Benefit sharing: Consideration of how the benefits of the research was shared, the community of study was made a priority. This included sharing the results of the research.
By considering the above ethical considerations, the research conducted in a responsible and respectful manner in the community being studied.
3.10 Anticipated limitations to the study
Time and resource constraints: Research required significant time and resources, including funding, personnel and equipment. I used time friendly research methods to effectively use the time available for this research.
Language barriers: I faced challenges in communicating with respondents who do not speak English and only speak Kiswahili. This led to inaccurate or incomplete data. I used the services of interpreters where needed.
 There was a problem of acquiring literature relevant to the study area this was as a result of scare published relevant information in the university library.
The researcher also faced a problem of non-response from respondents due to bias this was solved by humble and soft approach towards the respondents.
There was denial of some information especially in staff members fearing that I would reveal such information however I assured the respondents some confidentiality.

Questionnaires 
Dear sir/madam
My name is Ambasiize Phionah: I am a student of BHRM at Uganda Christian University. I am conducting a study on “the influence of leadership styles on organizational performance a case of Uganda Police Force Naguru.You have been specifically selected to participate in this study and the information collected shall be purely for academic purpose and treated with the highest level of confidentiality. The success of this study shall greatly dependent on your response. Your cooperation shall highly be appreciated.
Answer the questions below appropriately. 
SECTION A: PERSONAL DETAILS 
Kindly indicate your Gender:  
Male [] 	Female [] 
 
Which Age bracket do you belong:  
Below 25 [] 	    26-35 [] 
 
Management level 	      36-45[]               46-55[]                 Over 55years [] 	
Top management [  ]  	Middle management [  ] 	Support [  ] 	
 How long have you worked with police?  
0-5Yrs []                 6-10Yrs []               11-15Yrs []                                                16-20Yrs []                         Above 20Yrs [] 
Level of Education 
Primary [  ] 	 	Secondary [  ]  	Diploma [  ] 	 	Degree [  ] 
Masters [  ] 	 	PHD [  ] 	A-level [  ] 	 

Note: In the following sections, rate your degree of agreement on each statement under each objective using a scale of 5(Strongly Disagree), 4(Disagree), 3(Not sure), 2(Agree) and 1(Strongly Agree).

SECTION B: LEADERSHIP STYLES 
Statement 	SD (5)	D (4)	NS (3)	A (2)	SA (1)	
Democratic style   	 	 	 	 	 	
My team leader listens to the team’s views before making final decisions.	 	 	 	 	 	
My team leader encourages employee discussions.	 	 	 	 	 	
My team leader freely interacts with the team.	 	 	 	 	 	
I am happy with the level of participation during planning meetings	 	 	 	 	 	
My team leader encourages working in teams to ensure organizational success 	 	 	 	 	 	
My team leader takes pride in winning as a team.	 	 	 	 	 	
My team leader encourages communication to the team.	 	 	 	 	 	
My team leader is fair with subordinates 	 	 	 	 	 	
 My team leader provides staff with clear responsibilities and allows them to decide how to accomplish them 	 	 	 	 	 	
My team leader sets clear goals allowing people to use their initiative	 	 	 	 	 	
My team leader recognizes staff’s achievements with encouragement and support 	 	 	 	 	 	
My team leader holds periodic meetings to show support for company policy and mission	 	 	 	 	 	
My team leader stays recognizes when to delegate 	 	 	 	 	 	
My team leader demonstrates trust in others to perform effectively 	 	 	 	 	 	
Autocratic style	 	 	 	 	 	
Effectively organizes work activities 	 	 	 	 	 	
Accepts accountability for actions taken	 	 	 	 	 	
Understands the value of team work	 	 	 	 	 	
Schedules and coordinates work in a manner which ensures productivity 	 	 	 	 	 	
Makes sure staff are aware of all company policies and procedures 	 	 	 	 	 	
Demonstrates each task involved in doing the job	 	 	 	 	 	
Checks on staff’s work on a regular basis to assess their progress	 	 	 	 	 	
Tries to assign work in small easily controlled units 	 	 	 	 	 	
Sets down performance standards from each aspect of my staff’s job	 	 	 	 	 	
Ensures that information is fed directly to staff. 	 	 	 	 	 	
Uses influence to encourage two-way communication at all levels in the organization 	 	 	 	 	 	
Encourages personal contact rather than written mechanical alternatives 	 	 	 	 	 	
Encourages variety of opinion and constructive criticism	 	 	 	 	 	
Understands that every member has a different set of motivational stimuli	 	 	 	 	 	
Celebrates and rewards individual and team achievements	 	 	 	 	 	
Transformational style	 	 	 	 	 	
Provides no direction to employees 	 	 	 	 	 	
Gives employees as much freedom as possible to determine goals, make decisions and resolve problems 	 	 	 	 	 	
Spends most of his time outside the project premises	 	 	 	 	 	
Does not care what happens in the project	 	 	 	 	 	
Hardly takes any disciplinary action against any body	 	 	 	 	 	
Is absent from work when needed	 	 	 	 	 	
Gives us tasks and leaves us to accomplish them in the best  way we wish	 	 	 	 	 	
We use the trust we are accorded properly and respond with excellent performance 	 	 	 	 	 	
We are recognized for good work done	 	 	 	 	 	
Our leader avoids getting involved when issues arise	 	 	 	 	 	
Authority and control of resources is equally distributed among the team	 	 	 	 	 	

C. HOW ARE THE FOLLOWING FACTORS AFFECT ORGANIZATIONAL PERFORMANCE

Please indicate the extent to which you agree with each statement. 1= Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5= Strongly Agree.

FACTOR	SD (1)	D (2)	N (3)	A (4)	SA (5)	
Organizational culture						
Has an influence on corporate performance						
 Demonstrates the need for businesses to have clearly defined organizational frameworks in place in order to meet goals. 						
If organizational structure is efficient, this will help with communication between administrative units and could boost business performance overall.						
Human resource management						
 It assigns the best workers to the best jobs to make the most of their skills and aptitude.						
It relates to how to organize an organization's productivity, more precisely.						
 HRM experts who view a well-trained and controlled staff as a source of competitive advantages.						

Institutional resources						
Offers knowledge and resources to assist in the purchase, in-service maintenance, as well as disposal of the tangible assets needed by the organization.
						
Workplace environment						
It can boost the level of employees' productivity and happiness at the workplace.						
It impacts on workers' performance and public service findings, and also that perceptions of organizational politics.						
Offers a platform for staff members to share information throughout the organization.   						
Government policy 						
Through government policy, organization relies on an authority that shows management with the highest authority						
 Determines the scope of operations.						
 Sets plans used as a basis for making decisions						

D. ORGANISATIONAL PERFORMANCE  
Using the key below, please indicate the extent to which you agree with each statement. 1= Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5= Strongly Agree 
 Statement  	1 	2 	3 	4 	5 	
I understand the procedures and policies of my organization 	 	 	 	 	 	
I actively get involved in projects so as to benefit my organization 	 	 	 	 	 	
I always keep my superiors well informed about my work 	 	 	 	 	 	
I work well with other employees 	 	 	 	 	 	
I take part in solving problems in my organization 	 	 	 	 	 	

The following factors play a big role in organizational performance, what are major ones would you recommend to the management to enhance organizational performance, kindly tick or circle according to your opinion.
(a)	 Having clear goals and objectives
(b)	Effective communication
(c)	Continuous learning and developmentSSSS
(d)	Performance management system
(e)	Clear policies and procedures
(f)	Team work
(g)	Adoptability and flexibility
(h)	Effective leadership
(i)	Reward and motivation
(j)	Employee appraisal
(k)	Compensation
(l)	Clear policies and procedures

                                   THANK  YOU

                                           CHAPTER FOUR:  
PRESENTATION, ANALYSIS AND DISCUSSION OF THE FINDINGS 
4.0 Introduction
This chapter presented and discussed the results of analysis that has been done to look at the specific objectives of the study and in relation to the reviewed literature. The study was cried out using questionnaire with management and employees of Uganda police force Naguru
4.1Findings on demographic characteristics of respondents
This section presented the general background information about the respondents in relation to their age, gender, highest level of education, departments respondents belong to and period spent working in the company as shown in the table below;
Table 1: Background Information about the respondents
Item	Description	Frequency	Percentage (%)	
Gender	Male	31	59.6	
	Female	21	40.4	
	Total	52	100.0	
Age 	Below 25 years	6	11.5	
	26-35 years	14	26.9	
	36-45 years	18	34.6	
	46-55 years	09	17.3	
	Above 55 years	05	9.6	
	Total	52	100.0	
Level of education	Diploma	15	28.8	
	Bachelors	22	42.3	
	Masters	5	9.6	
	Others	10	19.2	
	Total	52	100.0	
Management levels	Top management	16	30.7	
	Middle management	28	53.8	
	Support management	8	15.3	
	Total	52	100.0	
Period spent working with Uganda police force.	0-5 years	12	23.1	
	6-10 years	18	34.6	
	11-15 years	10	19.2	
	16-20 years	8	15.3	
	Above 20 years	4	7.67	
	Total	52	100.0	
Gender findings.
 Source: Primary data.
Findings in table 1 above showed that majority of respondents, represented by 59.6% are male while female constituted the minority, 40.4% of the total respondents. Therefore, there were more males involved in the study compared to their female counterparts. The inclusion of both sexes in the study was to get a balanced view of responses from all the respondents.

Figure 1:showing the gender of respondents.

Age group of respondents.
Source; primary source
The table also showed that majority of respondents represented by 11.5% are below 25 years followed by 26.9% who are between 26-35 years, 34.6% are between 36-45 years, 17.3%are between 46-55years while those with above 55 years constituted with 9.6%. This implies that the Uganda Police Force Nauru’s employees are   relatively young people since most of them are below 55 years which helps in improving the work efficiency and effectiveness at work.
Figure 2: The bar graph below represents the information above.

Level of Education 
Source; Primary source
The table above further revealed that majority of respondents represented by 42.3% hold bachelor’s degrees, 28.8% who  hold diploma , 9.6% who hold masters and  followed by 19.2% who hold other qualifications like O’level and  A’level certificates . It can therefore be noted that all of the respondents are qualified enough to answer the questionnaires since they have attained different levels of education.
Figure 3: A pie chart represents the information above.

Levels of management
Source; Primary source
The table above also looked at the management levels in which the respondents operate from, majority of respondents represented by 53.8% belong to Middle management, followed by 30.7% who belong to Top management whereas 15.3% belong to Support management. This shows that the researcher was able to collect reliable information from employees in different management levels to get a variety of views on the topic understudy.
Figure 4: The bar graph shows the level of management.

Years of experience
Source: primary source
Finally, the table above shows that 34.6% each of the respondents have spent 6-10 years and 0-5 years working with Uganda Police Naguru. It was therefore be noted that majority of the respondents have reasonable experience working with the police meaning that they have vast knowledge about the topic understudy.

Figure 5: The graph below represents above information.

4.2 The different leadership styles used in Uganda Police Naguru 
Table 2 summarized  respondents’ responses on the different leadership styles used in Uganda Police Naguru by using a Likert scale where SD (Strongly disagree), D (disagree), NS (Not Sure), A (Agree) and SA (Strongly Agree).
Table 2: Shows different leadership styles used in Uganda Police Naguru 
Statements
	Extent of agreement and disagreement	
	SD(5)	D(4)	NS(3)	A(2)	SA(1)	
	F
(%)	F
(%)	F
(%)	F
(%)	F
(%)	
Democratic style						
My team leader listens to the team’s views before making final decisions.	00
00%	00
00%	8
15.4%	28
53.8%	16
30.8%	
My team leader encourages employee discussions	00
00%	00
00%	5
9.6%	26
50.0%	21
40.4%	
I am happy with the level of participation during planning meetings	00
00%	00
00%	8
15.3%	23
44.2%	21
40.4%	
My team leader encourages working in teams to ensure organizational success	00
00%	00
00%	10
19.2%	26
50.0%	16
30.8%	
My team leader takes pride in winning as a team.	00
00%	5
9.6%	6
11.5%	28
53.8%	13
25.0%	
My team leader encourages communication to the team.	00
00%	8
15.4%	00
00%	23
44.2%	21
40.4%	
Autocratic style						
Effectively organizes work activities	00
00%	   5
9.6%	6
11.5%	28
53.8%	13
52%	
Accepts accountability for actions taken	00
00%	00
00%	8
15.4%	28
53.8%	16
30.8%	
Understands the value of team work	1
1.9%	2
3.8%	9
17.3%	26
50%	14
26.9%	
Schedules and coordinates work in a manner which ensures productivity 	00
00%	00
00%	10
19.2%	18
34.6%	24
46.1%	
Makes sure staff are aware of all company policies and procedures	00
00%	2
3.8%	9
17.3%	19
36.5%	22
42.3%	
Demonstrates each task involved in doing the job	2
3.8%	2
3.8%	8
15.4%	28
53.8%	12
23.0%	
Transformation style						
Provides no direction to employees	33
64.4%	13
25%	4
7%	1
1.9%	1
1.9%	
Gives employees as much freedom as possible to determine goals, make decisions and resolve problems	0
00%	2
3.8%	6
11.5%	24
46.1%	20
38.4%	
Spends most of his time outside the project premises	17
32.6%	25
48.1%	9
17.3%	1
1.9%	0
00%	
Does not care what happens in the project	18
34.6%	24
46.1%	4
7%	2
3.8%	4
7%	
Hardly takes any disciplinary action against any body	23
44.2%	20
38.4%	9
17.3%	0
00%	0
00%	
Gives us tasks and leaves us to accomplish them in the best  way we wish	00
00%	00
00%	10
19.2%	24
46.1%	17
32.6%	
We are recognized for good work done	00
00%	00
00%	3
5.7%	21
40.3%	28
53.8%	
Source: Primary data
Table 2 represented the different leadership styles practiced in Uganda police force Naguru. According to study, Findings in the table revealed that the majority 26(50%) of the respondents were in agreement that they participated in different leadership styles that are practiced in Uganda police force Naguru. This showed that practicing leadership styles influence organizational the performance at Naguru Uganda police force, while 17(32.6%) of the respondents were not sure whether leadership styles were practiced and 9(17.3%) of the respondents were not in agreement on how different leadership styles  practiced in Uganda police force. The findings are in relation with MitongaMonga and Coetzee (2012) who considered leadership styles as the pattern associated with managerial behavior, which was designed to integrate the organizational or personal interest and effects for achieving particular objectives.   

 Furthermore, the findings were in relation with Harris et al (2007 (Bezerra et al., 2021) also postulated that leadership style can be defined as the kind of relationship that is used by an individual so as to make people work together for a common goal or objective to influence and enhance organizational performance.

Factors affecting organizational performance in Uganda police force in Uganda
Table 3 summarized respondents’ responses on the factors affecting organizational performance in Uganda Police Naguru by using a Likert scale where 1= Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5= Strongly Agree.
Table 3. shows the factors affecting organizational performance in Uganda police force Naguru
FACTOR	SD (1)
F
%	D (2)
F
%	N (3)
F
%	A (4)
F
%	SA (5)
F
%	
Organizational culture						
Has an influence on corporate performance	00
00%	2
3.8%	3
5.76%	29
55.7%	18
34.5%	
 Demonstrates the need for businesses to have clearly defined organizational frameworks in place in order to meet goals. 	00
00%	00
00%	5
9.61%	14
26.9%	33
63.4%	
If organizational structure is efficient, this will help with communication between administrative units and could boost business performance overall.	6
11.5%	4
7.6%	15
28.8%	19
36.5%	8
15.3%	
Human resource management						
 It assigns the best workers to the best jobs to make the most of their skills and aptitude.	00
00%	00
00%	00
00%	28
53.8%	24
46.1%
	
It relates to how to organize an organization's productivity, more precisely.	00
00%	2
3.8%	4
7.6%	36
69.2%	10
19.2%	
						
 HRM experts who view a well-trained and controlled staff as a source of competitive advantages.	00
00%	00
00%	00
00%	14
26.9%	38
73.0%	

Institutional resources						
Offers knowledge and resources to assist in the purchase, in-service maintenance, as well as disposal of the tangible assets needed by the organization.
	1
1.9%	8
15.3%	9
17,3%	18
34.6%	16
30.7%	
Workplace environment						
It can boost the level of employees' productivity and happiness at the workplace.	3
5.7%	1
1.9%	2
3.8%	26
50%	20
38.4%	
It impacts on workers' performance and public service findings, and also that perceptions of organizational politics.	00
00%	3
5.7%	10
19.2%	18
34.6%	21
40.3%	
Offers a platform for staff members to share information throughout the organization.   	2
3.8%	00
00%	5
9.6%	20
38.4%	23
44.2%	
Government policy 						
Through government policy, organization relies on an authority that shows management with the highest authority	00
00%	00
00%	12	21
40.3%	19
36.5%	
 Determines the scope of operations.	1
1.9%	3
5.7%	9
17.3%	14
26.9%	23
44.2%	
 Sets plans used as a basis for making decisions	1
1.9%	4
7.6%	9
17.3%	18
34.6%	20
38.4%	
Source: primary data
The findings from the table above indicated that the above factors affect organizational performance positively at Uganda police Naguru. This was because the majority of the respondents were in the agreement with the statements that were  mentioned factors above affect the Uganda Police Naguru positively. The findingswere in relation with (O.-H. Cho et al., 2011) who commented on other factors that affect organizational performance positively that is work processes, team / group relationships, business culture and policy image, leadership, and climate, which drive innovation. Creativity and honesty.
Section D: The relationship between leadership styles and organizational performance 
Indicate your level of argument to the following statements concerning the relationship between leadership styles and organizational performance at Uganda police force Naguru.
Kindly express your feelings by ticking the appropriate box to show your level of satisfaction 
Please tick according to the following scales; Key: 5: Strongly agree, 4: Agree, 3: Not sure, 2: Disagree, 1: Strongly disagree
Table 4:  shows relationship between leadership styles and organizational performance in Uganda police force Naguru.
	Statements	SA
(5)
F
%	A
(4)
F
%	NS
(3)
F
%	D
(2)
F
%	SD
(1)
F
%	
1	Through democratic leadership employees are able to express and implement their creative ideas and take part in the decision- making process and prepares future leaders which helps the organization in the long run.	22
42.3%	24
46.1%	6
11.5%	00
00%	00
00%	
2	Autocratic leadership restricts the workplace socialization and communication which is cordial for effective organizational performance.	18
34.6%	26
50%	00
00%	8
15.3%	00
00%	
3	With transformational leadership style, leaders are considered by their capability to identify the need for change, gain the agreement and commitment of others hence creating a vision that guides positive changes in the organization	22
42.3%
	24
46.1%	4
7.6%	2
3.8%	00
00%	
4	The transformational leadership acts as a strong bridge between the followers and leaders, to develop clear understanding associated with the motivational level, values and interests which  demonstrates the superior leadership performance to the organization.	20
38.4%	21
40.3%	7
13.4%	4
7.6%	00
00%	
Source: Primary data 
The table above indicated that there was a positive relationship between leadership styles and organizational performance at Naguru Uganda police as evidenced by the majority of respondents in terms of percentages that were strongly agreeing with the statements. This simply means that leadership styles influence organizational performance. 
The findings were in relation with McGrath and MacMillan (2000) report that there is significant relationship between leadership styles and organizational performance. Effective leadership style is seen as a potent source of management development and sustained competitive advantage, leadership style helped organization to achieve their current objectives more efficiently by linking job performance to valued rewards and by ensuring that employees have the resources needed to get the job done.

                                                         CHAPTER FIVE
                            ANALYSIS AND DISCUSSION OF FINDINGS
5.0 Introduction
 The chapter looked at the summary, conclusions and recommendations of the study. This was done in relation to the study purpose objectives.
5.1 Discussion of the findings
5.1.1 Different leadership styles practiced at Uganda police force Naguru
The findings represent the different leadership styles practiced in Uganda police force Naguru. According to study, respondents were in agreement that they participate in different leadership styles that are practiced in Uganda police force Naguru such as democratic, autocratic and transformation. The findings are in relation with Mitonga Monga and Coetzee (2012) who considered leadership styles as the pattern associated with managerial behavior, which is designed to integrate the organizational or personal interest and effects for achieving particular objectives.    
 Furthermore, the findings are in relation with Harris et al (2007 (Bezerra et al., 2021) also postulated that leadership style can be defined as the kind of relationship that is used by an individual so as to make people work together for a common goal or objective to influence and enhance organizational performance.
5.1.2 Factors influence organizational performance at Uganda police force Naguru
The findings indicated that there are factors that influence organizational performance positively at Uganda police Naguru such as Workplace environment, government policy, Human resource management and among others. This is because the majority of the respondents were in the agreement with the statements that the mentioned factors above that affect the Uganda Police Naguru positively. The findings are in relation with (O.-H. Cho et al., 2011) who commented on other factors that influence organizational performance positively that is work processes, team / group relationships, business culture and policy image, and climate, which drive innovation. Creativity and honesty.
 5.1.3 The relationship between leadership styles and organizational performance qt Uganda police force Naguru.
The findings  indicates that there is a positive relationship between leadership styles and organizational performance at Naguru Uganda police since majority of respondents in terms of percentages that were strongly agreeing with the statements such as through democratic leadership employees are able to express and implement their creative ideas and take part in the decision- making process and prepares future leaders which helps the organization in the long run.With transformation leadership style, leaders are considered by their capability to identify the need for change, gain the agreement and commitment of others hence creating a vision that guides positive changes in the organization. This simply means that leadership styles influence organizational performance. 
 5.2 Conclusions.
The  findings indicated that  leadership styles have a huge effect on organizational  performance at Uganda police force Naguru where by leadership styles have improved the employee performance in that organization to work effectively.it showed  that  transformation leadership have confidence in that the arrangements of the past should not be the guide for the future. They believe that successful transformation leaders create clear and compelling visions for the future. These styles of leadership were telling others what to do (autocratic), incorporating others in conceptualizing, planning and implementation (democratic) and giving complete freedom of action. As per Bass, transformation leader, “attempts to induce followers to reorder their needs by transcending self interests and strive for higher order needs.In addition to the findings,it was  noted that there was relationship between leadership styles and organizational performance that is to say  leadership styles act as a strong bridge between the followers and leaders, to develop clear understanding associated with the motivational level, values and interests which  demonstrates the superior leadership performance to the organization.
Further more, it was discovered that there  are factors that enhance organizational performance and they include clear policies and procedures, effective communication, clear gaols and objectives, team work, reward and motivation, employee appraisal and compensation and among others.
5.3 Recommendations
Based on the research findings, it is recommended that Uganda police force Naguru should  adopt a transformation leadership style. This is because it encourages leaders to inspire and motivate employees, fostering a culture of innovation and collaboration, ultimately leading to improved organization performance.
Considering the study's results, a democratic leadership approach is suggested to Uganda police force seeking enhanced performance. By involving employees in decision-making and valuing their input, this leadership style can lead to higher job satisfaction and productivity.
The research indicates that a combination of democratic and transformation leadership styles could be beneficial for organization performance. Democratic leaders provide clear expectations and rewards, while transformation leaders inspire and drive positive change within the organization.
The study revealed that they are other factors that enhance organizational performance such as having clear policies and procedures, effective communication, continuous learning and development, performance management system, reward and motivation, employee appraisal and compensation besides organizational culture, human resource management and  government policy.it is noted that it is essential for an organization to consider the above factors before implementing any leadership style.
5.4 Area of further research
The study only focused on organizational performance at Uganda police force Naguru. Other studies on different organizations would be welcome to ensure strong empirical conclusions on how leadership styles influence organizational performance.
5.5 Limitations.
There was limited time to have face to face meeting to explain any confusion with the questionnaires. There were also some difficulties in getting the employees’ responses to the survey questions because of their workload and the responsibility they have. Some employees also may felt unsure if it was legal with the organization to answer such questions through their e-mail or to give true answers that may affect their job. The researcher overcame this by using simple language while constructing the questionnaire and giving brief that direct questions that require short answers.

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