Leadership Styles And Employee Performance In Commercial Banks In Uganda: A Case Of Centenary Bank, Rubaga Branch

Abstract

This study aimed at establishing the relationship between leadership styles and employee performance in commercial banks in Uganda- A case of Centenary Bank, Rubaga Branch. As a way of achieving this research purpose five research objectives were formulated and these included; to investigate the effect of transformational leadership style on employee performance at Centenary Bank, Rubaga Branch, to analyze the influence of transactional leadership style on employee performance at Centenary Bank, Rubaga Branch, to establish the influence of laissez-faire leadership style on employee performance at Centenary Bank, Rubaga Branch, to determine the level of employee performance at Centenary Bank, Rubaga Branch, to establish the relationship between leadership styles and employee performance at Centenary Bank, Rubaga Branch. This study adopted cross sectional survey design employing both quantitative and qualitative approach. The research population involved all employees of Centenary Bank, Rubaga Branch and the total population size was 45 from which 40 respondents were sampled using Krejcie and Morgan (1970) table for sampling. Both purposive and simple random sampling techniques were used in this study. Validity and reliability of the questionnaires were established through expert judgement and pre-testing respectively. Data was analyzed using Special Package for Social Scientists (SPSS). Frequencies and percentages were used to analyse respondents profile while mean values and standard deviations. Correlation and multiple regressions were also used to establish the relationship between the research variables. The study shows that the relationship between Transactional leadership and employee performance. It shows that, the correlation between Transactional leadership and employee performance is r= 0.367. The study shows that the relationship between transformational leadership and employee performance. It shows that, the correlation between transformational leadership and employee performance is r= 0.450. In this case, 45% of employee performance is influence by transformational leadership at Centenary bank Rubaga branch. The study shows that the relationship between leadership styles and employee performance. It shows that the correlation between the combination of all the three forms of leadership styles (transformational leadership, Transactional leadership and Laisse Faire leadership) and employee performance gives a Multiple Correlation (R) = 0.574. The study recommends that the supervisors should have sense of innovation and also encourage followers to seek more opportunities and possibilities, not just achieve performance within expectations