EFFECT OF LEADERSHIP ON ORGANIZATIONAL PERFORMANCE A CASE STUDY OF BUGISU COOPERATIVE UNION, MBALE
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Date
2024-05-10
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UCU
Abstract
Many contemporary organizations such as Bugisu corporative union in Mbale City are battling with performance dilemmas as achieving organizational goals is a distant dream. Although organizational performance has and is still a matter of organizational policy, performance gaps in organizations has in large measure affected operational and administrative efficiencies. This study assessed the effect of leadership on organizational performance of Bugisu corporative union in Mbale City. Specifically, the study analyzed the effect of identified the effect of autocratic and democratic leadership on organizational performance of Bugisu Corporative Union in Mbale City. It also assessed the effect of laissez-faire style of leadership on organizational performance of Bugisu Corporative Union in Mbale City. The study used cross-sectional design to present data with the help of both qualitative and quantitative methods. Data was collected from 80 study participants from the study area using self-administered questionnaires and interview guides. Simple random and purposive sampling techniques were used to select study participants. Qualitative data was from interviews was analyzed using content analysis while quantitative data generated from questionnaires was analyzed using descriptive statistics (Mean and standard deviation). The study found that an autocratic leader feels that remuneration advanced to employees for work done is a just reward and it is only the reward that can motivate an employee and stresses loyalty and obedience and are defined as those who make decisions alone and demand strict adherence to rules. It was also found that decision-making process is centralized where autocratic leaders take full responsibility for decisions and control of their followers’ performance and autocratic leaders are curious of their position and have e little trust or faith in their sublimates on top of being bossy in nature. Study findings also revealed that under laissez leadership, subordinates to complete tasks and jobs in the way they choose without adherence to any strict policies or procedures and this leadership style is one in which the leader has no belief in his own ability to supervise. Findings further show that under laissez leadership, leaders have no clear set goals towards how they may work, does not help the group in making decisions and so leaves too much responsibility with subordinates and do not use their authority and avoid taking actions. Study findings also show that laissez leadership is considered a passive and ineffective form of leadership and favors the installation of a relaxed working atmosphere; it brings down morale and reduces efficiency of the group. Other findings of the study indicate that decision making in a democratic system is not centralized and high performance is recognized and rewarded and the democratic leader allows for decision making to be shared by the leader and the group including allowing the subordinates opportunity to use their initiative and make contributions. Findings further show that employees also feel more involved and committed to projects, making them more likely to care about the end results and democratic leadership style is participative and consults employees and seriously considers their ideas when making decisions. The researcher recommended adopting effective leadership styles that enhance communication, decision making and employee initiatives. Other recommendations included improving organizational culture and resource management practices with organizations.