Professional Documents
Culture Documents
LOCAL GOVERNMENT
BY
CHEROP ANNET
20/MBA/KLA/WKD/0046
MANAGEMENT INSTITUTE
JULY, 2023
DECLARATION
I, Cherop Annet, declare that this dissertation entitled “Leadership practices and employee
is my own original work and it has not been presented and will not be presented to any other
institution for any academic award. Where other people’s work has been used, this has been duly
acknowledged.
CHEROP ANNET
20/MBA/KLA/WKD/0046
APPROVAL
This is to certify that this dissertation by Cherop Annet entitled, “Leadership practices and
Government” has been submitted for examination with our approval as Institute supervisors.
SUPERVISOR
SUPERVISOR
children and my parents for their financial support and moral encouragement.
ACKNOWLEDGEMENT
I am deeply indebted to my research supervisor Dr. Edgar Kateshumbwa Mwesigye and Mr.
Isabirye James for their patience with my inadequacies as they guided me through the research
process. Without your parental and professional input, this research would have been difficult to
I acknowledge with gratitude the contributions and co-operation made by the respondents from
Kapchorwa District Local Government for their willingness to provide the necessary information
when I visited their company during the research process. Without their cooperation, this study
I also thank my colleagues at Uganda Management Institute, persons who dealt with secretarial
work and those who read through the questionnaires and perfected the draft report.
I deeply treasure the contributions of all the above persons and ask God Almighty to richly bless
them.
TABLE OF CONTENTS
DECLARATION..........................................................................................................................i
APPROVAL................................................................................................................................ii
DEDICATION...........................................................................................................................iii
ACKNOWLEDGEMENT.........................................................................................................iv
TABLE OF CONTENTS............................................................................................................v
LIST OF TABLES......................................................................................................................x
LIST OF FIGURES...................................................................................................................xi
ABSTRACT..............................................................................................................................xiii
CHAPTER ONE.........................................................................................................................1
INTRODUCTION.......................................................................................................................1
1.1 Introduction.............................................................................................................................1
1.11 Summary.............................................................................................................................13
CHAPTER TWO.......................................................................................................................13
LITERATURE REVIEW.........................................................................................................14
2.1 Introduction...........................................................................................................................14
CHAPTER THREE..................................................................................................................23
METHODOLOGY....................................................................................................................23
3.1 Introduction...........................................................................................................................23
3.6.2 Interviews...........................................................................................................................26
3.13 Summary.............................................................................................................................33
CHAPTER FOUR.....................................................................................................................34
4.1 Introduction...........................................................................................................................34
CHAPTER FIVE.......................................................................................................................53
5.1 Introduction...........................................................................................................................53
5.4 Conclusion............................................................................................................................58
REFERENCES..........................................................................................................................63
APPENDICES...........................................................................................................................69
CAO............................................................................................................................................73
LIST OF TABLES
instruments.....................................................................................................................................29
Table 4.4: Response rate of respondents........................................................................................34
employee performance...................................................................................................................49
The study focused on the relationship between leadership practices and employee performance in
local governments in Uganda, a case of Kapchorwa District Local Government. The study was
guided by three research objectives namely; to examine the relationship between democratic
leadership and employee performance at kapchorwa district local government, to examine the
relationship between autocratic leadership and employee performance at kapchorwa district local
government and to examine the relationship between laissez faire leadership employee
performance at kapchorwa district local government. The study adopted a cross-sectional survey
design where both quantitative and qualitative approaches were used. In this study, 103
questionnaires distributed to staff members only 84 were fully filled and returned reflecting a
82% response rate. Out of the 15 planned interviews, 12 were conducted which gave a response
rate of 80%. The study findings in Table 4.8 indicated Pearson correlation coefficient of .626 **
obtained with an associated p-value of 0.001. The results indicate a strong positive relationship
between democratic leadership and employee performance. Table 4.10 above indicate Pearson
correlation coefficient of .395** obtained with an associated p-value of 0.000. The results
indicate a weak positive relationship between autocratic leadership and employee performance.
Finally, Table 4.10 above indicate Pearson correlation coefficient of .455** obtained with an
associated p-value of 0.000. The results indicate a moderate positive relationship between
Laissez faire leadership and employee performance. The study recommended that administrators
should engage employees in decision making process. Leaders should always delegate authority
to their subordinates in order to give them a chance to practice leadership which is key to
ensuring the success in the Local Government. All employees should be given their duties and
responsibilities as well as the guidelines to follow in order to perform their obligation. There is
need to communicate frequently. Employees should be guided on how to improve employee
performance with minimum supervision from their bosses. The administration should guide
employees on how to interact freely with others without jeopardizing their responsibilities.
CHAPTER ONE
INTRODUCTION
1.1 Introduction
The effectiveness and success of any organization heavily rely on the leadership practices
demonstrated by its managers. Leadership plays a crucial role in enabling the organization to
achieve its objectives and enhance employee performance. It serves as a motivating and guiding
force that directs individuals toward specific goals. However, leadership encompasses more than
just control and includes mentoring and the willingness of employees to follow. Therefore, it is
vital for an organisation to have competent, knowledgeable, skilled, and responsible leaders in
(Supriyanto, 2020).
Leaders who are perceived by their followers as capable of meeting their needs, preferences, and
desires are more likely to gain their support and followership. Kapchorwa district local
government heavily relies on the demonstrated leadership practice to accomplish the district's
goals and objectives (Northouse, 2014). The leadership practice displayed by a leader or
manager reflects their abilities and ultimately determines their effectiveness in their role. Many
individuals firmly believe that, despite having well-established policies, abundant resources, and
a skilled workforce, the most critical factor for organizational progress and success is an adept
leadership practice that effectively coordinates all these elements. Conversely, when a manager's
leadership practice is ineffective, even with exceptional policies, resources, and personnel,
productivity can suffer. Therefore, the significance of effective leadership within an organization
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This chapter provided a comprehensive overview of the study's history, problem description, and
objectives. It will outline the study questions and present both broad and detailed purposes.
Furthermore, the chapter thoroughly examined the operational definitions of terms and concepts,
as well as explores the study's premise, conceptual framework, justification, significance of the
The background to the study was presented following historical, theoretical, conceptual, and
Employee performance dates back to the 18 th Century (Armstrong, 2009), and the initial
perception of employee performance evaluation was that the emperor hired an "empire
appraiser" to judge staff employee performance (AD 22165). It was in Royal family. In the 16 th
Century, Ignatius Loyola established a system for officially evaluating Jesuit members.
However, the first formal surveillance method arose from the efforts of Frederick Taylor and his
During the 1920s, the rating of US military officials became broad, stretching out not exclusively
to the United Kingdom, yet additionally to parts of the manufacturing plant based American
framework. The Merit Rating began in the United States and the United Kingdom during the
1950s and 1960s and was periodically renamed to employee performance rating. The
Management by Objectives (MBO) showed up during the 1960s and 1970s, and in lined up with
this, assessment techniques, for example, the Behavior Anchor Evaluation Scale were tried. The
term employee performance the board was first utilized during the 1970s. It just turned into a
reported interaction in the last part of the 1980s (Armstrong, 2009).In Africa, the concept of
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employee performance can be traced to Kahn’s (1990) article, based on psychological
performance are all the activities expected of an employee and the way in which these activities
are assessed on quarterly, bi- annual basis to enable management to identify areas for
improvement in the organization. This can be noted through ability and innovation as opposed to
lack of communication to the team members, absence, and adherence to company policies. It is
also often taken as employee satisfaction whereby once the employee is glad about his/her job,
the employee performance index goes up and incase of dissatisfaction then employee
performance consequently falls. Job satisfaction is the feelings that an employee has towards
their job and the level of satisfaction that staff attains from the different roles that they play in a
corporation. It is merely the perception of staff that the job provides things that are vital for them
like wages, promotional opportunities, career growth and employee benefits (Wen, Ho, Kelana,
Leadership has been around for as long as there have been people to lead. The history of the
world abounds with great leaders, from Moses and David in the Old Testament to Napoleon in 2
the 1700s and Nelson Mandela and Martin Luther King in the 1900s (Bass, 1997). There are
numerous ways of looking at leadership and many interpretations of its meaning (Mullins, 1999).
Generally, leaders are people who are able to turn their beliefs and visions into reality, through
the control and influence they exercise over other people (Bennis & Nanus, 1985). Our
understanding of leadership has changed over the years, but the basic constructs have remained
the same. Hellriegel, et al (2004) define leadership as being “the ability to influence others to act
toward the attainment of a goal”, while Mullins (1999) adds that it is “a relationship through
which one person influences the behaviour of others”. A brilliant business leader must
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comprehend the importance of employees in achieving the ultimate goals of the organization,
The Contingency Theory by Fred Fiedler (1967) guided the study. It is called contingency
because it postulates that the extension of the leader's efficiency depends on the extent to which
the leader's practices matches the context or situational factors. Leaders' preferred practices of
leadership, workers' behaviors, and capabilities strongly depend on the prevailing situation. By
preposition, the stimulation of employee performance requires intimate mechanisms that require
management to put a great deal of emphasis on the situation at hand other than organizational
means.
According to the theory, specific leadership skills should be applied based on the organizational
situation. Also, it assumes that leaders who attempt to influence subordinates must exhibit both
supportive (relationship) and directive (task) behaviors, regardless of whether their behavior is
intrinsically changing. There are three dimensions of reflection, including the leader's
characteristics, the situation evaluation of the key variables, and matching the situation with the
leader's abilities. Leaders must take into consideration the situation to influence employee
In the context of this study, Kapchorwa District Local Government leaders should apply different
leadership practices and skills depending on the context of the employees they are managing.
According to the theory, individuals will perform their jobs based on the leadership practices that
suit them within different contexts. Depending on the prevailing circumstances, particular
leadership practices can lead to compromising employee behaviors with detrimental effects on
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employee performance. Considerably, the theory postulates that three dimensions in reflection
i.e. leader’s characteristics, situation evaluation of the key variables and matching the situation
with the leader’s skills (Brkic, Klarin, Brkic, Anin & Milanov, 2011). To generate meeting
deadlines quality work and executing defined duties, efficiency and effectiveness from
employees, leaders need to take heed of the situation to influence employee performance
behaviors in organization. In the local government setting, managers and leaders apply various
leadership skills and practices with a view on the type of employees being dealt with at a time. In
essence, the theory also identified that in order for leaders to influence employee performance,
The key concepts in the study are Leadership practices and employee performance (Kumar,
2014), noted that, “leadership is defined as a process by which a person influences others to
accomplish an objective and directs the organization in a way that makes it more cohesive and
coherent” According to that account, the central goal of a leader is to guide, direct and also
persuade their supporters towards achieving individual in addition to organizational goals and
objectives. In this study leadership practices refers to autocratic, Laissez Faire and democratic
practices.
Puni et al. (2018) defined democratic leadership as the procedure of making combined decisions
or sharing responsibilities in decision-making between the authorities and employees and that it
involves consulting with subordinates and evaluating their opinions and suggestions before the
manager makes any decision. It is associated with consensus, consultation, delegation, and
involvement.
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According to Al-Khaled and Fenn (2020), Autocratic leader determines policy alone and assigns
tasks to individuals without any consultation with them. Subordinates are expected to carry out
the leader’s directives without question. The leader rules by decree. This type of leadership is
Diebig and Bormann, (2020) also add that laissez-faire leaders do not engage themselves in
providing work responsibilities for the employees; the employees find the suitable initiative to
carry out tasks and responsibilities on their own. The authors went on to identify two aspects of a
laissez-faire leadership to include: the leaders assume that the subordinates already know the job
and what to do at any given time, and the second aspect, that leaders hardly interfere in whatever
Employee performance is defined as the job-related activities expected of a worker and how well
those activities were accomplished. Many business personnel directors evaluate the employee
performance of employees of each staff member on an annual or quarterly basis to help them
identify potential areas for improvement (Mone London (2018). During this study, the employee
performance of employees was observed in terms of meeting deadlines, executing defined duties,
Employee performance at all levels and standards were below average in Kapchorwa District
Local Government, as the Staff Evaluation Report (2012) shows drastic failure of staff to
complete their tasks in time. For example, the institution’s staff almost failed to meet deadlines
in time and there were delayed submission of quarterly employee performance reports due to
poor scheduling of the time table. This level of employee performance is below average and
discouraging. This made the researcher to query, “Could it be because the leaders and other
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stakeholders who are not applying proper leadership practices so as to effectively improve the
employee performance of the institution or because of other factors?” This gives significance to
the concept of leadership in achieving institutional employee performance targets and goals
(Namubiru et al. 2017). This study is particularly interested in examining the relationship
between leadership practices conceptualized in the study as Laissez Faire, autocratic and
democratic practices and employee performance in terms of effective preparation and setting of
activities in Kapchorwa District Local Government. The Government Assessment Report (2009)
ranked Kapchorwa District Local Government as one of the averagely performing local
governments, though a lot is still desired as there are rampant strikes in the institution by both
staff blaming management of failure to perform their duties which has always had a negative
impact on the organization’s employee performance. Furthermore, for the past 7 years, the
institution has been in top leadership wrangles over who should take the top position and, as a
result, the employee performance of the institution has drastically declined (IGG Report, 2015).
Development, Works, and others, has not reached optimal levels (Buberwa, 2020). To improve
employee performance, various policies have been put in place which includes democratic
leadership practices, autocratic leadership practices and laissez Faire. Notwithstanding the above
efforts, employee performance is still poor amidst the existence of different leadership practices
practiced like in Education for example, planned completion of construction of Kaptanya SS and
Kabeywa SS seed schools were not accomplished, in health, the plan towards upgrading facilities
especially operational HC11s to health Centre 111s including the health facilities of chemosong
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staff house construction and completion of Gamogo Maternity / children’s ward and OPD were
not achieved. In production department, there was planned technology improvement/ Valve
addition in Agriculture and particularly processing of the agricultural produce, introducing high
valve crops and animals, the focus under production therefore was Agro-industrialization
promotion in the district which has not been achieved.in Gender and community, department, the
UNDP funds that was previously used for construction of the Administration block was not
remitted and so construction is at stake. However, at Kapchorwa district local government there
is friction between individual responsibility and role, as stated by the annual review report of
Kapchorwa local government council (2021/2022) this caused internal politics. Authoritative
leadership could have hugely affected employee performance. It is against this background that
the study examined relationship between leadership practices and employee performance in local
The purpose of the study is to examine the relationship between leadership practices and
Government.
ii. To examine the relationship between autocratic leadership and employee performance at
ii. What is the relationship between autocratic leadership and employee performance at
iii. What is the relationship between laissez Faire leadership employee performance at
1.7 Hypotheses
H3: There is a significant relationship between laissez Faire leadership practices has a significant
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1.8 Conceptual framework
Democratic leadership
Participation in decision making
Delegation of duties
Employee performance (DV)
H1
Autocratic leadership
Total authority and control H2 Effectiveness
Independent decision making Efficiency
H3
Timely delivery of services
Laissez faire leadership Quality of work delivered
Freedom of action for
subordinates
Communication mechanism
Source (Adopted from Karanja (2014), Cherry (2010), and Kasenene (2005) and modified
Figure 1.1: The relationship between leadership practices and employee performance
The above conceptual framework shows the relationship between leadership practices and
conceptualized as autocratic, democratic, and laissez Faire leadership. The dependent variable is
employee performance, which for purposes of this study was restricted to the dimensions of
meeting deadlines, quality work, and executing defined duties. It is assumed that leadership
practices is frequently undervalued. There is a tendency to prioritize strict work schedules and
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the completion of tasks over flexibility, and decisions and policies are often imposed on
subordinates without considering their input. To foster effective and efficient organizational
Kapchorwa district local government, there are established norms of leadership that managers
and leaders are expected to adhere to with the aim of enhancing employee performance. While
previous research has touched on related topics; there is still a gap in understanding the link
between leadership practices and employee performance. Existing studies in the field of
leadership have mostly focused on the organizational perspective, emphasizing strategies and
Given the substantial impact of leadership within organizational contexts, there is a critical
requirement for further research to examine its influence on employee performance. The impact
of leadership goes beyond external factors and extends to the internal dynamics of human
resources. However, there is a scarcity of research that specifically addresses the effects of
leadership on these internal aspects. The primary objective of this study is to enhance our
specifically within the context of the Kapchorwa district local government. To achieve this, the
study will gather and analyze relevant data, contributing to the existing knowledge on this topic.
The Employees: The employees would want to know how leadership practices affect their
employee performance. Given that leadership practices have a big impact on organizational
employee performance, the research study breaks down leadership practices into various
dimensions, group orientations and centers of power existing within an organization that have an
influence on employee performance. Further, the study extends the existing research in this area
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by focusing on the impact of these leadership practices on employee performance and ultimately
the organization
This study is expected to shed light on the impact of leadership practices on employee
performance, which has the potential to drive positive outcomes. The findings of this research
may provide valuable insights for the local government ministry in shaping policies related to
decision-making processes can be fostered, benefiting not just the organization but also other
stakeholders involved.
Furthermore, this study has implications that reach beyond the confines of the Kapchorwa
district local government. It has the potential to make a broader impact by establishing a unique
leadership model that enhances employee performance in society at large. The proposed model,
outlined in the research, can serve as a valuable resource for practitioners aiming to implement
effective leadership practices, not only within the district but also across diverse industries and
sectors.
Academicians and Researchers: There could be a number of academicians and researchers who
would like to know what leadership practices that suitable in the management of employees in
the organization and their relevance and sustainability in the ever-changing workplaces.
Researchers and academicians are expected to benefit from this research through the information
provided which can be used in future works to extend a pool of knowledge from the findings.
Leadership
Leadership is the capacity to influence a group of people to achieve a vision or set of goals.
Leadership is the most crucial element in an organization and the most crucial talent for the
leaders of the organization. It has both immediate and long-term effects on how well employees
perform.
method of acting. Leadership practices are the approaches used to motivate followers. It can also
be viewed as the net display of traits, skills, and behaviors that leaders use when interrelating
1.11 Summary
The background of the study, the problem statement, the purpose, the objectives, the research
questions and hypotheses, the scope of the study, its significance, justification, and operational
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
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This chapter covers the theoretical and related review of literature in line with the study
objectives. The literature was reviewed from journals, textbooks, working papers, dissertations
and internet websites. In particular, the presentation of this chapter begins with the theoretical
review, followed by review of related literature and then summary of the literature reviewed.
The study was underpinned by the Contingency Theory by Fiedler (1967) which explores the
the Contingency theory which is also called Situational leadership, each situation that requires
leadership is unique and therefore requires a different and specific type of leader. This implies
that the leader’s ability to lead is contingent upon various situational factors, including the
leader’s preferred practices, capabilities, and behaviors of workers that heavily depend on the
situational factors (Fiedler, 1967). The contingency theory postulates that a leader’s effectiveness
depends on two forces; the leader’s leadership practices and situation favorableness.
The theory further assumes that the degree to which a circumstance is favorable to a leader
depends on the extent to which the condition allows the leader to influence the conduct of the
group members. This theory brings forward the intimate approach to management by focusing on
the situation first rather than organizational means, to apply a specific leadership practices that
The major limitation of this theory is that people have particular personality traits and situations
that differ. A person does not always become productive afterward because he had leadership
qualities, Belmejdoub, (2015). They connected the fact to specific conditions, saying that some
people who possess leadership skills might never get the chance to do so. As a result, they
believe that luck plays a larger role in life. The NCHE report from 2005 claims that leadership
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practices, particularly in public institutions of higher learning, have not been seriously
considered when deciding which one to adopt and apply to improve working environments (ICT
implementation and usage), which has continued to cause a decline in their overall employee
authority that leaders exercise. It identifies the leadership practices as autocratic leadership,
where there is complete authority and control as well as independent decision-making from
well as a delegation of duties; and laissez-faire leadership, where there is freedom of action for
framework.
This section cover literature review according to the research objectives as indicated below;
This practice involves the leader including one or more employees in the decision-making
process. However, the leader maintains the final decision making authority. Using this practices
is not a sign of weakness; rather it is a sign of strength that your employees will respect you
(Klein, 2019). This is normally used when you have part of the information, and your employees
have other parts. Note that a leader is not expected to know everything; this is why you employ
knowledgeable and skillful employees. Using this practices is of mutual benefit; it allows them
to become part of the team and allows you to make better decisions. One of the participative
leadership practices in Local governments the researcher noticed was the contribution given by
the supervisor to the subordinates at the landscaping unit (Saleem et al, 2020). The author goes
15
does not specify at which stage of decision-making they should stop.
According to Supriyanto (2020), employee commitment reflects the quality of leadership in the
organization. Therefore, it is logical to assume that leadership behavior would have significant
relationship between leadership behavior and organizational behavior. However, it is not only
leadership that determines employee commitment to the organization, both authors agree that
leadership influences employee commitment but other factors such salary, work environment,
among others, influence employee commitment. Thus, supportive leaders are always paid back
in form of commitment from staff since this improves overall work environment and eventually
practices, Wilson, (2020) noted that the democratic leadership practices can be sub-divided into
two practices one of which is the directive democratic practices which involves making
decisions in the participative manner and close supervision of group members. The other is the
permissive democratic leadership practices which involves making decisions in the participative
manner and giving group members latitude in carrying out their work.
Wen et al (2019) further observe that democratic leadership practices involves motivating
organizational members to do assigned work by ensuring that their welfare is well catered for. It
also ensures that members participate in the planning of an organization through consulting them
and giving them freedom to share ideas on how the organization should be managed. However,
the dilemma is that different people have different motivational facets. At times, what fits a
particular group of employees might not fit the other group, thus creating conflicts in
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According to Klein (2019), democratic leadership is a process in which decisions are deliberated
between individuals, followed by responsible action. Leaders need to be creative to survive and
compete in today’s rapidly changing world. Therefore, leadership plays an active role in
influencing, adapting, moving, and innovating a society (Zamin & Hussin, 2021). A leader’s role
can be more successful when organizational culture encourages and creates values, such as
learning, development, and decision making. The team is allowed greater autonomy to take
decisions and act because they are believed to have competence and confidence to accomplish
what is assigned. Al Khajeh, (2018) defines delegation as the act of entrusting authority and
responsibility to others throughout different levels of the organization. It involves handing over
authority to undertake certain activities which some one more senior would have accomplished.
Delegation is believed to lead to motivation, optimum use of resources and improved employee
believe that it results into high employee productivity, satisfaction, cooperation and commitment
According to Astuti, Shodikin and Din (2020), the autocratic leader alone determines policy and
assigns tasks to individuals without any consultation with them. Subordinates are expected to
carry out the leader’s directives without question and the leader rules by decree. This type of
incidence where employees are sidelined in decision-making processes, they feel demoralized
and demotivated since they develop an attitude that they are not part of the organization.
However, this may bring about resentment and résistance by employees if decisions are made
secretly and just imposed on to them as this discourages them and they feel they are not part of
17
the organization, thus affecting the employee performance of the institution.
Al-Khaled and Fenn (2020) also subdivided the autocratic leadership practices into two sub-
practices one of which is the directive autocratic practices, which involves overly task-minded
unilateral decision making and close supervision of group members to ensure that assigned tasks
are accomplished as desired. The other sub-practices is the permissive autocratic practices which
involves making decisions unilaterally and giving group members some latitude in carrying out
their work. What should be noted, however, is that Al-Khaled & Fenn (2020) discussed these
performance in local government. The practices base itself on employee direction; however, too
much strict direction of employees also demotivates them and reduces their morale at work,
Autocratic leadership practices can also decrease motivation and increase staff turnover. The
needs of workers are ignored and this leads to low morale and frustration and subsequently
affects commitment. The leader is overly concerned about the task execution and ensures that
working facilities are in place and that group members complete assigned work regardless of
their welfare condition (Agarwal, 2020). Referring to the autocratic leadership practices as
paternalistic or dictatorial practices, Holbert et al (2021) noted that it can be effective when the
decisions made to reach organizational goals take into account the best interest of the employees.
This type of leader can cause lack of employee commitment and loyalty to the leader. Both
authors agree that such type of leadership is dictatorial and most of the times lead to staff
turnover. They all look at authoritarian leadership practices as characterized by a rigid rules
system and an expectation of obedience to authority. However, Local governments with this
practices of leadership have much higher employee turnover and teacher absenteeism because it
18
limits employee participation in decision-making.
One of the distinguishing dimensions for the autocratic practices is the level of authority and
control. Harms and Lester (2018) refer to autocratic leadership as a practice of management
where all powers are vested with the leader. The leader has a say in determining policies,
assigning tasks without making any consultations with those who are led. Management
authors present two concepts useful in explaining the extent to which the authoritarian
referring to the extent to which leaders or individuals believe events are within their control.
Worth noting that some situations limit the leader’s level of control making task oriented
Leadership, communication and networking skills are key competencies for organization
managers. In the same study, organization manager employee performance is found to have a
direct relationship with organization out comes, confirming the key role of organization
manager’s leadership on organization outcomes (Wang & Guan, 2018). Communication both
informal and formal facilitates exchange of ideas, clarification of roles and misconceptions. The
leader has downward responsibility to ensure that those he is leading are aware and understand
what is expected of them. Like the Path goal theory asserts, he has to lead them towards
achieving the goals and objectives they are set out to accomplish. This can only happen through
Laissez Faire leaders are said to place low emphasis on employee performance and low
emphasis on people. The leader is believed to use his power minimally and as a result provides a
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high degree of independence and power to the team (Robert & Vandenberghe, 2021). The Leader
hands over responsibility for results to the group. She or he lets them set goals, decide on how to
accomplish the goals and define individual’s roles and make decisions on the pace of work. The
leader only consents in a way of giving the team relevant information before final output is made
(Oprea, Miulescu & Iliescu, 2022). The Laissez faire practices are very much hands off
approach. Under these practices people are presumed to be unpredictable and trying to
understand them is said to be a waste of time. As a result a leader is assumed to keep a low
profile, be obedient and don’t make waves. MacDonald (2017) contends that this practice is
appropriate in a work environment where the team and leaders share the same intent and
direction and the leader has trust for all team members. It is appropriate for high performing
The French phrase Laissez-faire, made use of mostly in economics and political sciences to mean
a policy of the very least governmental interference within the economic concerns of society and
individuals (Jamali, Bhutto, Khaskhely & Sethar 2022). Diebig and Bormann (2020) described
laissez-faire leadership as absence of any sort of leadership type or even distancing themselves
from having to be involved in leadership activities. This means that supervisors, who are
appointed, pay absolutely no interest to their responsibilities together with responsibilities that
have been given to them. Laissez-faire leadership could be referred to as a form of leadership
that is non-existent or "zero-leadership". This study seeks to cover these research gaps.
Einarsen et al (2017) argue that laissez faire leadership violates the genuine passions of the
subordinates well-being. Al-Khaled and Fenn (2020) also, regards laissez faire leadership as a
terrible leadership practices coupled with active remedial leadership (leading by observing as
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well as paying attention to mistakes) plus passive remedial leadership (waiting for issues to arise
ahead of intervening). Laissez-Faire leadership practices for the most part ends up in increased
chaos within the organization as every individual feel him (Monzani, 2015).
Lundmark, Richter and Tafvelin (2022) addressed the values to organizational leadership and
also his research was notably supportive of the laissez-faire approach of bridging the divide
between employer and worker where by his worry was primarily that laissez-faire will yield a
favorable environment by way of which staff as well as families will truly feel like a community
Lundmark, Richter and Tafvelin (2022) indicated that if employee performance is monitored by
the leader and offers suggestions to workers on a regular basis, a laissez-faire management
practices could be productive. Most probably, leadership practices was effective when individual
staff are seasoned, extremely qualified, trustworthy, motivated, and also competent to get the job
done on their own. He argues that the chief benefit of laissez-faire leadership practices is the fact
that it offers a good deal of autonomy to staff members; it is able to play a role in greater job
satisfaction together with enhanced organizational productivity (Lanaj, Gabriel & Chawla,
2021). The issue with the afore mentioned in the African context is that laissez-faire was seldom
practiced in its entirety due to political interference given that the employees need to be
monitored and also the degree of personal drive and discipline is questioned.
performance by leadership practices is scattered across different industries and countries making
the evidence of these impacts varied. Most of the literature that has been reviewed points to the
fact that transformational and transactional practices of leadership are best suited to stimulate a
21
positive effect on employee performance, while placing more emphasis on transformational
leadership practices (Kehinde & Banjo, 2014; Rasool et al, 2015). There has also been evidence
Some studies reveal a positive effect (Gimuguni et al, 2014) while others report a negative effect
Research for literature is also limited as not a lot of research has been conducted on the impacts
of Laissez- faire on the employee performance. Also, not all sectors of an economy, countries or
regions are covered in the available literature. Most of the literature was rooted in Africa, while
the industries represented in the review include the health sector, banking sector, arms of
government, petroleum industry and hotel industries. From the review of the above literature, it
reveals that empirical data on the effects of the different leadership practices on employee
CHAPTER THREE
METHODOLOGY
22
3.1 Introduction
This chapter presents and describes the approaches and techniques the researcher used to collect
data and investigate the research problem. This includes research design, study population,
sample size and selection, sampling techniques and procedure, data collection method, data
collection instruments, data quality control (validity and reliability), procedure of data collection,
The study used a cross sectional survey design. A cross-sectional survey is suitable for such a
study to enable observing phenomena at a single point in time. While using the cross-sectional
design, the study will apply both qualitative and quantitative approaches to collect detailed facts
Sileyew (2020). By using the quantitative approach, the study described numerical data, statistics
and statistical inferences which focused on relationships between variables (Žukauskas et al.,
2018). The qualitative approach helped in collating narrative and descriptive facts to make a
According to Stratton (2021), a population is a complete set of the entire group or individuals
with a common observable characteristic. The study encompassed a varied target population
including staff from CAO's office, heads of department and general staff from various
departments (KDLG Human Resource departmental report, 2021). These are distributed in
Table below;
According to Stratton (2021), a population is a complete set of the entire group or individuals
23
with a common observable characteristic. The sample size of the population in this study is
obtained using the Morgan and Krejcie as illustrated in the 3.1 below:
2021)
The study adopted both simple random and purposive sampling techniques as explained below;
Simple random sampling is a type of probability sampling in which the researcher randomly
selects a subset of participants from a population. Each member of the population has an equal
chance of being selected. Data is then collected from as large a percentage as possible of this
random subset. This sampling technique was used because it ensures that every member has an
equal chance of being recruited into the sample and also eliminates bias in data collection
(Thomas, 2020). The study used simple random sampling to select general staff and support
staff.
Purposive sampling is a non-probability method for obtaining a sample where researchers use
24
their expertise to choose specific participants that helped the study meet its goals. These subjects
have particular characteristics that the researchers need to evaluate their research question. In
other words, the researchers pick the participants “on purpose” (Nikolopoulou, 2022). This
helped the researcher to select significant respondents to provide in depth information which was
used to analyze and triangulate data collected from the respondents. This technique was
considered since it is less costly and saves time; it enabled the researcher to acquire an in-
depth understanding of the problem and to gain richer, useful and focused information (Thomas,
2020). Purposive sampling was used to select Heads of department and CAO.
The study was categorized into secondary and primary data collection method. Quantitative and
qualitative methods were utilized to collect primary data. The study used both primary and
secondary sources of data collection. Quantitative and qualitative methods were utilized to
collect primary data (Taylor, 2021). Self-administered questionnaires will support the collection
of primary data.
Questionnaires enabled the researcher to collect a large sample of information in a short time and
at a reasonably low cost and give similar or standardized questions to the subjects making it
easier for comparison and generalization. In this case questionnaires (with close ended
questions) were administered to general staff and support staff with aid of research assistants.
The questionnaires were adopted because the response option for a close ended question is
25
3.6.2 Interviews
Interview is a conversation between two or more people where questions are asked by
interviewer to elicit facts or statements from the interviewee. It’s a person-to-person verbal
2019). Interviews were conducted because of ensuring probing for more information,
clarification and capturing non-verbal expressions of the interviewees. It gives the researcher
time to revisit some of the issues that have been an oversight in other instruments and yet is
deemed vital for the study. Personal interviews were conducted with heads of department and the
CAO. The interviews capture questions on the independent and dependent variable and in the
course of interviewing, probing was applied so as to elicit a good response rate (George, 2022).
Questionnaires and interview guide was used as the major tools for this study;
questionnaires were self-administered to general and support staff to obtain required information
for the study. The questionnaires were adopted since they are easier to administer, less costly,
timely and they allow the aspect of confidentiality (Budianto, 2020). The researcher designed the
questionnaires in accordance to the study objectives and variables employed in the conceptual
framework. In this case close ended questions were administered to the respondents with aid of
research assistants. This was used to obtain their views in relation to the study phenomena
(Mutepf, 2019).
26
Interviews guide is an alternative tool of data collection whereby researchers collect data through
direct verbal interaction while recording respondent’s answers using interview guide to
supplement other data collection methods (Budianto, 2020). Interviews were conducted with the
key informants such as Heads of department and CAO who were well informed about the study
problem. This method was considered since it enabled the researcher to obtain in depth
qualitative information on the study phenomenon. This furthered enriched this study by
providing more relevant information which might not have been obtained through the
questionnaires method as well as allowing further probing (Wang, 2018). The interview guide
was used by the researcher to have a face to face professional interaction with the respondents to
Data quality techniques ensure that data collected is valid and reliable; the instrument was tested
Validity basically means “measure what is intended to be measured” (Chetwynd, 2022). In this
study, validity was measured empirically. Conceptual empirical confirmation of validity, also
called pragmatic validity shall be done to compare information obtained on study themes using
evidenced facts and outcomes found in reality from the primary data that is gathered. Primary
data sources were triangulated as indicated by combining respondent’s categories general staff
and Heads of department and CAO to improve content validity. However, since social variables
have no obvious facts or outcomes, the primary data gathered was subjected to further
conferred from the conceptual evidence the extent to which the variables relationship is
27
consistent with the deductions in the theoretical review of literature (document review)
(Middleton, 2023). Quantitatively, to establish validity the researcher will conduct the content
validity index (CVI) test to check the validity of the questionnaire contents. The CVI is
Employee performance 07 07 1
Table 3.2 presents averages of 0.864 and (0.857, 0.75, 0.857 & 1 respectively) on all four
variables had a CVIs that were above 0.7, imply that the tool was validity since it was
According to Middleton (2023), the tool can be considered valid where the CVI value is 0.7 and
above as is the case for all the four variables provided above.
Reliability refers to the likelihood of getting the same results over and over again if a measure
was repeated in the same circumstances. Reliability ensures that measures are free from error so
that they gave same results when repeated measurements were made under constant conditions.
In line with this, the researcher used a heterogeneous population and participants drawn from
28
across-section of stakeholders who was involved in the management of Kapchorwa District
Local Government. The instruments were pre-tested by selection of a few staff members who
will review and improve it, to ensure reliability before it was really applied in the study (Yusoff,
2019). The researcher will personally administer the questionnaires to the participants and was
available for consultations and explanations while the participants fill in the data. The researcher
will check the questionnaires to ensure that all the questions are answered appropriately. The
pre-test will contribute to the credibility, dependability and trustworthiness of the questionnaires.
The findings from the test were coded in the SPSS, a computer package to test for reliability at
the Cronbach’s alpha coefficient so as to assess the internal consistency above 0.70 (Amirrudin,
2021).
The reliability of instruments was established using Cronbach Alpha Coefficient which tests
internal reliability and the average reliability test result for research was 0.84 which is
A letter of recommendation from the Uganda Management Institute to Kapchorwa district local
29
government was obtained. After successful defenses, the researcher will guarantee respondents
the confidentiality of their data. Respondents was given time to complete the study
questionnaire. The data collection process involved two main activities: collecting data and
displaying data. Data was collected by the researcher using questionnaires and interviews.
Questionnaires were preferred by researchers because they are inexpensive to manage, can be
filled out as the respondents like, and can quickly collect information from multiple respondents.
Face-to-face interviews are a more personal form of study, as interviewers worked directly with
respondents and interviewers were asked follow-up questions, especially because it was
Quantitative data analysis is a form of research that relies on the methods of natural sciences,
which produces numerical data and hard facts (Borgstede and Scholz (2021). This technique
helped in establishing cause and effect relationship between two variables by using
mathematical, computational and statistical methods. Quantitative data analysis involved use of
both descriptive and inferential statistics by using Statistical Package for Social Scientists (SPSS)
for analysis.
describe, show and summarize data in a meaningful way. Descriptive statistics entailed
distributions; and percentages. Data was processed by editing, coding, entering, and then
30
Inferential statistics focused on making predictions about a large group of data based on a
representative sample of the population. Inferential Statistics helps to draw conclusions and
make predictions based on a data set. Correlation analysis was used to show the relationship
Borgstede and Scholz (2021) defined qualitative data analysis as one which provides insights and
understanding of the problem setting. Qualitative data analysis involved both thematic and
content analysis and was based on how the findings will relate to the research questions.
Content analysis is a research method used to identify patterns in recorded communication (Luo,
2022).To conduct content analysis, the researcher systematically collected data from a set of
texts, which can be written, oral, or visual (Books, newspapers and magazines, Speeches and
interviews). The researcher use content analysis to find out about the purposes, messages, and
effects of communication content. Content analysis was used to quantify the occurrence of
certain words, phrases, subjects or concepts in a set of historical or contemporary texts (Marsh et
al, 2020).
Thematic analysis is a method of analyzing qualitative data. The researcher closely examines the
data to identify common themes, topics, ideas and patterns of meaning that come up repeatedly
(Caulfield, 2022). There are various approaches to conducting thematic analysis, but the most
common form follows a six-step process: familiarization, coding, generating themes, reviewing
themes, defining and naming themes, and writing up. This process helped the researcher to avoid
According to Ivy Panda (2020), measurement variable is an unknown attribute that measures a
31
particular entity and can take one or more values. It is commonly used for scientific research
purposes. Measurement variables are categorized into nominal, ordinal. A nominal variable is a
type of variable that is used to name, label or categorize particular attributes that are being
measured (Bhandari, 2022). An ordinal variable is a type of measurement variable that takes
values with an order or rank. They are built upon nominal scales by assigning numbers to objects
to reflect a rank or ordering on an attribute. The five point Likert type scale (1- strongly disagree,
2-disagree, 3-not sure, 4- agree and 5-Strongly agree) was used to measure the independent
variable and the dependent variable. The nominal and ordinal measurement levels were utilized
to compute study variables with undisputable order. The Likert scale was used in data collection
to measure sentiments and respondents’ perception as per the formulated variables. Ordinal and
Nominal types of measurements was used to measure variables on the scale of 1-5, represented
According to Fleming (2018), ethical issues refer to the integrity in the production of knowledge,
safeguard entrusted information. The research participant’s privacy was assured by the
researcher, who kept all the information safely locked up during the research process.
To ensure privacy, the subjects was informed upfront that indeed their names were not required,
that they have the right to leave questions unanswered for which they do not wish to offer the
requisite information, and that the study did not put the respondent under pressure if this
happens.
Informed Consent: The researcher sought informed consent before conducting the data collection
32
process. The requirements of informed consent for research are that the respondents or subject
must be competent to understand and decide, receives a full disclosure, comprehends the
disclosure, acts voluntarily, and consents to the proposed action which this study will adhere to.
Plagiarism: is presenting someone else's work or ideas as your own, with or without their consent
by incorporating it into your work without full acknowledgement. All published and unpublished
material, whether in manuscript, printed or electronic form, is covered under this definition. This
was minimized by paraphrasing, citing, quoting, citing quotes, citing own material, and
referencing.
Voluntary participation: The research participants were informed that their participation in the
study was not to be rewarded in anyway; it was entirely on voluntary basis. All the research
participants were informed of their rights to refuse to be interviewed, or to withdraw at any point
3.13 Summary
This sections covers research design, study population, sample size and selection, sampling
techniques and procedure, data collection method, data collection instruments, data quality
control (validity and reliability), procedure of data collection, data analysis and measurement of
CHAPTER FOUR
33
4.1 Introduction
This chapter presents the findings, analysis and interpretations to the findings. The findings are
presented according to the objectives of the study. The study focused on the relationship between
examine the relationship between autocratic leadership and employee performance at Kapchorwa
District Local Government and to examine the relationship between laissez faire leadership
Questionnaires 103 84 82
Interviews 15 12 80
Total 118 96 81
Table 4.4 shows that out of 103 questionnaires distributed to staff members, 84 questionnaires
were returned reflecting a 82% response rate .Out of the 15 planned interviews, 12 were
conducted which gave a response rate of 81%. The overall response rate was above 50% which
is in line with Coughlan (2011) who argues that a response rate >=50% is representative of a
The demographic characteristics (education level, sex, among others) for the 84 respondents
34
The respondents were also asked to indicate their gender which is illustrated in the table 4.5
below.
Male 65 77%
Female 19 23%
Total 84 100%
Table 4.5 above indicated that the male respondents covered the majority of 65(77%) compared
to the female respondents 19 who were 23%. This indicated that the study were obtained from a
fairly gender balance which both male and females are employed in the institution. This is an
implication that the respondents that were considered for the study provided substantial
The thought to find out the age bracket of the respondent and the responses are as illustrated in
35
60
50
40
30
Percentage
20
10
0
20-25 years 26-31 years 32-37 years 38 and above
followed by 20(23%) respondents who were 26-31 years while 15(18%) were 38 and above
years and 9(11%) of the respondents were between 20-25 years. The majority respondents were
31-40 years. This indicated that all categories of respondents in reference to different age groups
were represented in this study. This made the findings rich whereby the study stood a chance of
getting ideas and opinions that were based on real life experiences.
The respondents were also asked to indicate their education levels which is illustrated in the
36
Master’s degree Certificate
17% 8%
Diploma
14%
Degree
61%
Findings in the Figure 4.3 above indicates that majority of the respondents were degree holders
making a total percentage of 51(61), Master’s degree were 14(17%), diploma holders were
12(14%), and certificate holders were 7(8%). These results implied that the respondents had
good qualifications and the right skills and knowledge to deliver. Besides, the respondents were
able to understand, read, interpret the questionnaire and gave relevant responses. This is an
indicator that most respondents possessed a higher academic level implying that they could
release information without having any bias and could interpret the questions with ease hence
The study thought the views of the respondents about the period they have spent working at
Kapchorwa District Local Government and this was important to this study in that people’s
experience at work can either influence them negatively or positively in face of new changes in
the institution.
37
Over 3 years
Over 2 years
6 months -1year
0 5 10 15 20 25 30 35 40 45
for Kapchorwa District Local Government for over 3 years, with very few 5(6%) serving for less
than 6 months. As such, the respondents selected in this study had reasonable service time with
Kapchorwa District Local Government and hence were able to provide reliable data in this study.
This section presents the empirical findings of the study according to the objectives. The
empirical findings are analyzed using descriptive statistics, qualitative analysis and testing
The seven (07) statements on employee performance were structured based on the objective of
the study. Statements were measured on a six-point Likert scale where code 1 = Strongly
Agree. The statements are statistically tabulated and presented in the table 4.6 below consist of
38
frequencies and percentages according to the responses collected.
On whether there is improved quality work, 25% strongly disagreed, 38% of respondents
disagreed, 14% of the respondents agreed with the statement whereas 21% agreed with the
statement respectively and 22% were not sure of the statement. The correspondent mean was
2.30 indicating those who were not satisfied with the statement and standard deviation was 0.67
indicating those with deviating responses from the statement. This implies that majority
employees were not motivated to work. One of the respondents interviewed said:
Many of our officers feel not well motivated owing to the few incentives offered to
Local Government
On the question whether employees are required to work towards attaining the departmental
goal, 02% of respondents strongly disagreed, 08% disagreed with the statement, 2% were
neutral. Majority of respondents 62% agreed with the statement and 27% strongly agreed with
the statement respectively. The corresponding mean was 3.82 indicating those who were satisfied
39
with the statement and standard deviation of 0.85 indicating respondents with deviating
respondents agreed with the statement and 19% strongly agreed with the statement, 08% of the
respondents strongly disagreed with the statement, 39% disagreed whereas 12% were neutral.
The mean was 2.41 indicating those who were not satisfied with the statement and standard
deviation of 1.20 showing the number of respondents who gave varying responses.
On whether staff exhibit high level of proficiency in their operations, 24% strongly disagreed
with the statement, 16% disagreed with the statement, 12% were neutral, 42% agreed with the
statement and 7% strongly agreed with the statement. The correspondent mean was 2.80
indicating those who were not satisfied with the statement and standard deviation was 1.21
On the question whether employees are given the needed support by supervisors to meet their
duties, 52% strongly agreed with the statement, 08% of the respondents disagreed, 07% were not
sure, 31% of the respondents strongly disagreed with the statement. The mean was 3.45 indicated
those who were fairly satisfied with the statement and standard deviation 0.99 indicated those
strongly agreed with the statement, 20% agreed with the statement, 31% disagreed with the
statement whereas 12% were not sure of the statement. The mean was 3.25 indicating those who
were fairly satisfied with the statement and standard deviation of 1.19 indicating those with
deviating responses.
On the question whether employees are engaged in decision making, 48% of the respondents
40
strongly disagreed with the statement, 26% disagreed with the statement, 10% and 08% of the
respondents agreed with the statement respectively whereas 09% of the respondents were not
sure of the statement. The mean was 3.26 indicated respondents who were fairly satisfied with
the statement and the standard deviation of 1.17 indicated those with deviating responses from
the statement.
The six (06) statements on democratic leadership were structured based on the objective of the
study. Statements were measured on a six-point Likert scale where code 1 = Strongly Disagree, 2
= Disagree, 3 = Slightly Disagree, 4 = Slightly Agree and 5 = Agree, 6 = Strongly Agree. The
statements are statistically tabulated and presented in the table 4.7 below consist of frequencies
performance
Statement SD D N A SA Mea S. D
n
My team leader provides staff with 08 04 14 21 36 3.42 1.9
clear responsibilities and allows them 10% 5% 17% 25% 43%
to decide how to accomplish them
The administrator shares with you 07 08 00 17 51 3.60 1.2
the vision of the Local government 8% 10% 00% 21% 61%
which enables you to contribute to it.
Where the Administrator adopts 08 13 05 49 07 3.58 1.13
participation and supportive 10% 16% 6% 58% 9%
leadership practices, quality work
and proper execution of defined
duties within the Local government
increases.
My team leader encourages working 00 20 00 46 15 3.53 0.88
in teams to ensure the work is 00% 18% 00% 55% 18%
accomplished on time.
My team leader listens to the views 07 12 08 26 30 3.07 1.26
of the team before final decisions are 8% 15% 10% 31% 36%
made.
41
There is delegation of duties and 09 25 07 32 07 3.30 1.22
responsibilities to lower staff. 11% 31% 09% 40% 09%
Source: Primary Data (2023)
On the question whether team leader provides staff with clear responsibilities and allows them to
decide how to accomplish them, majority of the respondents 43% of the respondents strongly
agreed with the statement, 25% agreed with the statement, whereas 17% were not with the
statement. 10% and 5% disagreed with the statement respectively. The mean is 3.42 indicating
those who were fairly satisfied with the statement and standard deviation is 1.9 indicating those
with deviating responses. This clearly indicates that most of the employees in Kapchorwa
District Local Government are encouraged by their heads of department to have cooperation
during the decision making process of the departments. Such managers encourage cooperation
As to whether the administrator shares with you the vision of the Local government which
enables you to contribute to it, 61% strongly agreed with the statement, 21% agreed with the
statement, 00% were not sure and 18% of the respondents disagreed with the statement. The
mean is 3.61 indicated respondents who were satisfied with the statement and standard deviation
is 1.20 indicating those with deviating responses. This implies that democratic leaders lay
emphasis on performance as well as their teams. They believe their teams are honest, self-
motivated and like responsibility and as a result will work hard to accomplish meaningful goals
and tackle challenging work. Such an atmosphere sometimes contributes to organization success
since staff feels free to walk into offices of their supervisors and consult. The findings are
I maintain an open door policy so that any staff irrespective of their position in
the organization can quickly walk in when the need arises. The local government
42
has tight deadlines to meet and I try to put in place systems that facilitate the
On the question where the administrator adopts participation and supportive leadership practices,
quality work and proper execution of defined duties within the Local government increases,
majority of the respondents 58% agreed with the statement, 09% of the respondents agreed with
the statement, 26% (10%+16) of the respondents disagreed with the statement and 6% were
neutral. The mean is 3.58 indicated those who were satisfied with the statement and standard
deviation is 1.13 indicating those with deviating responses. This implies that democratic leaders
are usually decisive decision makers who involve their teams while making decisions but also
make some decision alone. Active participation of teams is bound to lead to organization success
as evidenced by an interview from one of the organization leaders who maintained that:
sometimes it pays to consult so that your team feels trusted and as a result they
work with zeal and support the leader to strive towards achieving organization
objectives
On the question as to whether the team leader encourages working in teams to ensure the work is
accomplished on time, 55% agreed with the statement, 18% of the respondents strongly
disagreed with the statement, 00% of the respondents were not sure where 18% of the respondent
disagreed with the statement. The mean is 3.53 indicting those who were satisfied with the
statement and standard deviation is 0.88 indicating those with deviating responses. Study
findings imply that leaders empower their subordinates with authority, hence giving them a
platform to gain the needed expertise which is essential in the effective administration of the
Local Government.
43
On the question whether my team leader listens to the views of the team before final decisions
are made, 36% of the respondents strongly agreed with the statement, 31% of the respondents
agreed with the statement whereas 10% of the respondents were neutral. The mean is 3.07
indicate those who were fairly satisfied with the statement and standard deviation is 1.26
indicating respondents with deviating responses. This clearly shows that many administrators in
the Kapchorwa District Local Government practice democratic leadership practices which
allows subordinates to consult in decision making. This implies that employees should be on a
forefront in setting performance objective and also the leader should have sense of empathy
while leading and control their subordinates as all these tend to motivate employee, since it’s not
only skills and ability to perform that can lead to increased performance but also the leadership
approach.
Findings revealed that on the question there is delegation of duties and responsibilities to lower
staff, 40% of the respondents agreed with the statement, 09% agreed with the statement, 31% of
the respondents disagreed with the statement and 11% respectively. The mean is 3.30 indicating
those respondents who were fairly satisfied with the statement and standard deviation is 1.22
Table 4.8: Pearson correlation results for democratic leadership and employee
performance
Table 4.8 above indicate Pearson correlation coefficient of .626 ** obtained with an associated
p-value of 0.001. The results indicate a strong positive relationship between democratic
leadership and employee performance. The value p< 0.05 implied that the relationship between
democratic leadership and employee performance was statistically significant. Such a result
could be interpreted to mean that with democratic leadership employees are given the freedom to
work at their convenience. Such situation creates a conducive atmosphere for staff to work hard
since they feel they are trusted by management and this improves their performance levels and
this eventually indicates that democratic leadership a viable leadership practice in Kapchorwa
The six (06) statements on autocratic leadership were structured based on the objective of the
study. Statements were measured on a six-point Likert scale where code 1 = Strongly Disagree, 2
= Disagree, 3 = Slightly Disagree, 4 = Slightly Agree and 5 = Agree, 6 = Strongly Agree. The
statements are statistically tabulated and presented in the table 4.6 below consist of frequencies
45
Table 4.9: The relationship between autocratic leadership and employee performance
On the question the command and authoritative leadership practices applied by the
administrators improve quality work and execution of defined duties within the Local
government, 40% disagreed with the statement, 43% strongly agreed, 11% were neutral and 07%
46
of the respondents agreed with the statement respectively. The mean is 2.01 indicating those who
were unsatisfied with the statement and standard deviation of 0.89 indicating those with
deviating responses.
As to whether leader applies coercion on task completion regardless of the employee’s social
wellbeing the organization maximizes profit which in turn increases performance, majority of
respondents 47% disagreed with the statement, 15% strongly disagreed with the statement, 16%
and 18% of the respondents agreed with the statement whereas 05% of the respondents were not
sure. The mean was 2.39 indicate those respondents who were not satisfied with the statement
and standard deviation of 1.33 indicate those deviating responses from the statement.
On the question administrators set down performance standards from each aspect of my staff’s
job, 52% of the respondents agreed with the statement, 22% strongly agreed, 12% of the
respondents disagreed with the statement whereas 14% were not sure of the statement. The mean
was 3.81 indicating those who were satisfied with the statement and the standard deviation of
0.99 indicating those with deviating responses from the statement. The above findings can be
interpreted to show that the leadership practice allows for employee participation in decision-
making and when employees feel that their decisions are valued by management, they are more
likely to work towards achieving organizational goals and objectives since they feel that their
As to whether management sets clear codes of acceptable conduct and takes actions against those
who breach them, 36% disagreed with the statement, 20% of the respondent strongly disagreed
with the statement, 23% strongly agreed with the statement were as 14% were not sure. The
mean was 2.61 indicating those who were not satisfied with statement and the standard deviation
47
As whether one way communication from my boss negatively affects my job performance, 46%
strongly agreed with the statement, 13% agreed with the statement, 16% strongly disagreed
whereas 12% were not sure about the statement. The mean was 3.42 indicating those who were
fairly satisfied with the statement and standard deviation of 1.24 indicating those with deviating
responses. This implies that autocratic practices of leadership will not lead to increase in
employee performance as employees are not working willingly, they will come to their place
work just to fulfill that obligation of daily attendance and those who pretend to be working their
On whether authoritative leaders schedule and coordinate work in a manner which ensures
meeting my deadlines on time, 41% of the respondents agreed with the statement, 29% of the
respondents strongly agreed with the statement and 6% of the respondents were neutral. Minority
of the respondents 26% disagreed with the statement. The mean is 3.60 indicate those who were
satisfied with the statement and standard deviation is 1.28 indicating those with deviating
Table 4.10: Pearson correlation results for autocratic leadership and employee
performance
Pearson Correlation coefficients
Autocratic Employee performance
leadership
Autocratic Pearson correlation 1 .395**
leadership Sig.(2-tailed) .000
N 84 84
Employee Pearson correlation .395** 1
performance Sig.(2-tailed) .000
N 84 84
*Correlation is significant at 0.01 level (2-tailed)
48
Table 4.10 above indicate Pearson correlation coefficient of .395** obtained with an associated
p-value of 0.000. The results indicate a weak positive relationship between autocratic leadership
and employee performance. The value p< 0.05 implied that the relationship between autocratic
leadership and employee performance was statistically significant. From the correlation results, it
implies that autocratic leadership has a significant relationship with employee performance along
The six (06) statements on laissez faire were structured based on the objective of the study.
Statements were measured on a six-point Likert scale where code 1 = Strongly Disagree, 2 =
Disagree, 3 = Slightly Disagree, 4 = Slightly Agree and 5 = Agree, 6 = Strongly Agree. The
statements are statistically tabulated and presented in the table 4.6 below consist of frequencies
“How can you run such big institutions without guiding rules and regulations, how can you
making employees work without assigning them tasks, how can you keep here all the employees
when they are allowed to do what they want on their own. It is practically impossible to have
On the question we achieve personal goals as a result of no or limited leader involvement while
carrying out Local government work, 35% of the respondents agreed with the statement, 12% of
the respondents strongly agreed, 28% disagreed with the statement whereas. The 15% of the
respondents were not sure about the statement. The mean is 3.10 indicating those who were
fairly satisfied with the statement and standard deviation is 1.24 indicating those deviating
responses. Findings imply that Kapchorwa District Local Government has governing rules and
On sub component we use the trust we are accorded properly and respond with excellent
performance, 37% of the respondents agreed with the statement, 24% of the respondents strongly
disagreed with the statement, 19% of the respondents strongly with the statement whereas 27%
agreed. The mean is 3.50 indicating those who were satisfied with the statement and the standard
deviation is 1.28 indicating those with deviating responses. This therefore showed that managers
trusted their employees and sometimes gave them the chance to troubleshoot a task without
As to whether authority and control of resources is equally distributed among the team, majority
of the respondents 64% disagreed with the statement, 04% strongly disagreed, 02% were not sure
of the statement whereas 23% and 8% agreed with the statement. The mean is 2.00 indicating the
majority of respondents who were not satisfied with the statement and the standard deviation is
50
1.09 indicating those with deviating responses from the statement.
On the question gives employees as much freedom as possible to determine goals, make
decisions and resolve problems, 42% strongly disagreed with the statement, 27% disagreed with
the statement, 07% of the respondents were neutral whereas 24% of the respondents agreed with
the statement respectively. The mean is 2.04 indicating those who were unsatisfied with the
statement and the standard deviation is 0.97 indicating those with deviating responses from the
statement. This implies that the leaders plan and establish objectives in order to help their staff
achievement of objectives.
Findings also revealed that on the question we are recognized for good work done, 49% of the
respondents agreed with the statement, 17% strongly agree with the statement whereas 35% of
the respondents disagreed with the statement. The mean is 3.50 indicating those who were
satisfied with the statement and standard deviation is 1.07 indicating those with deviating
responses.
As to whether non-interference in our day to day work by administrators increases our obligation
and commitment to work, 43% of the respondents agreed with the statement, 21% strongly agree
with the statement whereas 31% of the respondents disagreed with the statement. The mean is
3.60 indicating those who were satisfied with the statement and standard deviation is 1.19
Table 4.12: Pearson correlation coefficient for Laissez faire and employee performance
51
Correlation coefficients
Laissez faire Employee
performance
Laissez faire Pearson correlation 1 . 455**
Sig.(2-tailed) .000
N 84 84
Employee Pearson correlation . 455** 1
performance Sig.(2-tailed) .000
N 84 84
*Correlation is significant at 0.01 level (2-tailed)
Table 4.10 above indicate Pearson correlation coefficient of .455** obtained with an associated
p-value of 0.000. The results indicate a moderate positive relationship between Laissez faire
leadership and employee performance. The value p< 0.05 implied that the relationship between
Laissez faire leadership and employee performance was statistically significant. From the
correlation results, it implies that autocratic leadership has a significant relationship with
employee performance along with other related variables. This means that when leaders allow a
degree of freedom to employees to do their work and make decision, they are challenged to think
and be sincere and to work efficiently and effectively which at the end retain them in the
organization compared to when it’s too much or completely burned from practice.
52
CHAPTER FIVE
5.1 Introduction
This study examined the relationship between leadership practices and employee performance
in local governments in Uganda, a case of Kapchorwa District Local Government. The study was
guided by the following research objectives; to examine the relationship between democratic
leadership and employee performance at kapchorwa district local government, to examine the
relationship between autocratic leadership and employee performance at kapchorwa district local
government and to examine the relationship between laissez faire leadership employee
discussion of findings, conclusions and recommendations made by the study, and all these are in
Table 4.8 above indicate Pearson correlation coefficient of .626 ** obtained with an associated
p-value of 0.001. The results indicate a strong positive relationship between democratic
53
leadership and employee performance. The value p< 0.05 implied that the relationship between
democratic leadership and employee performance was statistically significant. Such a result
could be interpreted to mean that with democratic leadership employees are given the freedom to
work at their convenience. Such situation creates a conducive atmosphere for staff to work hard
since they feel they are trusted by management and this improves their performance levels and
this eventually indicates that democratic leadership a viable leadership practice in Kapchorwa
Table 4.10 above indicate Pearson correlation coefficient of .395** obtained with an associated
p-value of 0.000. The results indicate a weak positive relationship between autocratic leadership
and employee performance. The value p< 0.05 implied that the relationship between autocratic
leadership and employee performance was statistically significant. From the correlation results, it
implies that autocratic leadership has a significant relationship with employee performance along
Table 4.10 above indicate Pearson correlation coefficient of .455** obtained with an associated
p-value of 0.000. The results indicate a moderate positive relationship between Laissez faire
leadership and employee performance. The value p< 0.05 implied that the relationship between
Laissez faire leadership and employee performance was statistically significant. From the
correlation results, it implies that autocratic leadership has a significant relationship with
employee performance along with other related variables. This means that when leaders allow a
degree of freedom to employees to do their work and make decision, they are challenged to think
54
and be sincere and to work efficiently and effectively which at the end retain them in the
organization compared to when it’s too much or completely burned from practice.
The results indicate a strong positive relationship between democratic leadership and employee
performance. The findings are consisent with Klein (2019). This practice involves the leader
including one or more employees in the decision-making process. However, the leader maintains
the final decision making authority. Using these practices is not a sign of weakness; rather it is a
sign of strength that your employees will respect you. This is normally used when you have part
of the information, and your employees have other parts. Note that a leader is not expected to
know everything; this is why you employ knowledgeable and skillful employees. Using this
practice is of mutual benefit; it allows them to become part of the team and allows you to make
better decisions.
The findings are supported by Supriyanto (2020) who assert that employee commitment reflects
the quality of leadership in the organization. Therefore, it is logical to assume that leadership
behavior would have significant relationship with organizational commitment. Previous research
suggests a positive direct relationship between leadership behavior and organizational behavior.
However, it is not only leadership that determines employee commitment to the organization,
55
both authors agree that leadership influences employee commitment but other factors such
salary, work environment, among others, influence employee commitment. Thus, supportive
leaders are always paid back in form of commitment from staff since this improves overall work
In discussion of leadership practices, Wilson, (2020) noted that the democratic leadership
practices can be sub-divided into two practices one of which is the directive democratic
practices which involves making decisions in the participative manner and close supervision of
group members. The other is the permissive democratic leadership practices which involve
making decisions in the participative manner and giving group members latitude in carrying out
their work. Wen et al (2019) further observe that democratic leadership practices involves
motivating organizational members to do assigned work by ensuring that their welfare is well
catered for. It also ensures that members participate in the planning of an organization through
consulting them and giving them freedom to share ideas on how the organization should be
managed.
The results indicate a weak positive relationship between autocratic leadership and employee
performance. The findings are supported by Astuti, Shodikin and Din (2020), who revealed that
the autocratic leader alone determines policy and assigns tasks to individuals without any
consultation with them. Subordinates are expected to carry out the leader’s directives without
question and the leader rules by decree. This type of leadership is also known as coercive,
in decision-making processes, they feel demoralized and demotivated since they develop an
56
The findings are in agreement with Al-Khaled and Fenn (2020) who also subdivided the
autocratic leadership practices into two sub-practices one of which is the directive autocratic
practices, which involves overly task-minded unilateral decision making and close supervision of
group members to ensure that assigned tasks are accomplished as desired. The other sub-
practices is the permissive autocratic practices which involves making decisions unilaterally and
giving group members some latitude in carrying out their work. What should be noted, however,
is that these leadership practices while correlating leadership practices and organizational
The findings are supported by Wang and Guan (2018) who indicated that leadership,
communication and networking skills are key competencies for organization managers. In the
same study, organization manager employee performance is found to have a direct relationship
with organization out comes, confirming the key role of organization manager’s leadership on
organization outcomes. Communication both informal and formal facilitates exchange of ideas,
clarification of roles and misconceptions. The leader has downward responsibility to ensure that
those he is leading are aware and understand what is expected of them. Like the Path goal theory
asserts, he has to lead them towards achieving the goals and objectives they are set out to
The results indicate a moderate positive relationship between Laissez faire leadership and
employee performance. The findings are in agreement with Robert and Vandenberghe (2021)
who revealed that Laissez Faire leaders are said to place low emphasis on employee performance
and low emphasis on people. The leader is believed to use his power minimally and as a result
provides a high degree of independence and power to the team. The Leader hands over
57
responsibility for results to the group. She or he lets them set goals, decide on how to accomplish
the goals and define individual’s roles and make decisions on the pace of work. The leader only
consents in a way of giving the team relevant information before final output is made (Oprea,
The findings also assert that Laissez faire practices are very much hands off approach. Under
these practices people are presumed to be unpredictable and trying to understand them is said to
be a waste of time. As a result a leader is assumed to keep a low profile, be obedient and don’t
make waves. MacDonald (2017) contends that this practice is appropriate in a work environment
where the team and leaders share the same intent and direction and the leader has trust for all
team members. It is appropriate for high performing teams with sufficient self-drive without the
leader’s intervention.
The findings are opined by Lundmark, Richter and Tafvelin (2022) who indicated that if
leadership practices was effective when individual staff are seasoned, extremely qualified,
trustworthy, motivated, and also competent to get the job done on their own. He argues that the
chief benefit of laissez-faire leadership practices is the fact that it offers a good deal of
autonomy to staff members; it is able to play a role in greater job satisfaction together with
5.4 Conclusion
With reference to the above findings and the discussions, the following conclusions were drawn
Table 4.8 above indicate Pearson correlation coefficient of .626 ** obtained with an associated
58
p-value of 0.001. The results indicate a strong positive relationship between democratic
leadership and employee performance. The value p< 0.05 implied that the relationship between
democratic leadership and employee performance was statistically significant. The study
concluded that that if the characters of a democratic leader such as encouraging employee
participation in planning and decision making, open communication, leader being empathetic
and sharing the vision and objective with the staff are adopted this will create an enabling
environment for the employees to perform and subsequently the performance in local
government will increase. Therefore it is important that the leader encourages these practices of
Table 4.10 above indicate Pearson correlation coefficient of .395** obtained with an associated
p-value of 0.000. The results indicate a weak positive relationship between autocratic leadership
and employee performance. The value p< 0.05 implied that the relationship between autocratic
leadership and employee performance was statistically significant. This implies that if the leader
in local government adopts characters of an autocratic leader such as strict adherence to rules and
regulation, coercing employees, one way communication and centralizing authority and decision
making, this is going to continue de-motivating the staff, creating a gap between the leader and
the staff members hence affecting their commitment to work and the general performance in
local government.
Table 4.10 above indicate Pearson correlation coefficient of .455** obtained with an associated
p-value of 0.000. The results indicate a moderate positive relationship between Laissez faire
leadership and employee performance. The value p< 0.05 implied that the relationship between
59
Laissez faire leadership and employee performance was statistically significant. This means that
when leaders allow a degree of freedom to employees to do their work and make decision, they
are challenged to think and be sincere and to work efficiently and effectively which at the end
retain them in the organization compared to when it’s too much or completely burned from
practice.
The study recommends managers to engage employees in decision making process of the
Kapchorwa District Local Government. This could be done by involving employee participation
in committees like finance, disciplinary, security, procurement and welfare. Leaders should
always engage juniors in decision making, and these should be allowed to air out their views
Local Government administrators should establish an open door policy where all staff including
those at lower ranks are allowed to enter each office in case of any information they want to
Leaders should always delegate authority to their subordinates in order to give them a chance to
practice leadership which is key to ensuring the success in the Local Government.
Leaders should clearly state the rules and regulations that all employees need to abide by in order
to improve their employee performance. All employees should be given their duties and
All penalties and other consequences in case of unethical conduct and bleach of rules and
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regulations should be clearly indicated in the contract documents or human resource manual
because it keeps them informed of executive decisions that may affect their jobs. Consistent
corporate communication helps minimize negative rumors that would otherwise damage
employee loyalty
supervision from their bosses. The administration should guide employees on how to interact
There is need to encourage total respect for rules and regulations by all the staff. Many
employees end up under-performing because they do not adhere to set rules and regulations
which are supposed to guide them. When employees adhere to the rules and regulations, they
will be able to put their minds together and even be innovative which a great achievement to the
local government.
The study made some contribution to the body of knowledge in the field of leadership and
employee performance not only at Kapchorwa District Local Government but in Uganda as
whole. The study has also provided information regarding the relationship between different
leadership practices with employee performance which information can be relied on in making
selection on the best leadership practices for administrators, director and the government. The
study finding will guide the directors of Kapchorwa District Local Government on how to best
achieve their intend vision and goal through application of the suitable leadership practices that
61
fosters performance.
This study provides some insight into the relationship between leadership practices and
employee performance. The researcher hopes that these findings will be utilized by organization
heads to develop on the job leadership training and development programmes tailored towards
helping leaders adapt practices and behaviour that facilitate organization success. Most studies
on leadership and organization success is mainly conducted on the international scene. Findings
from this study have will therefore contribute to the body of knowledge on this subject on the
local scene.
This research has brought up other areas of potential research on the effect of leadership
The researcher recommends a need for a similar study to be carried out in other government
agencies in Uganda to see how the situation is portrayed. The researcher further recommends a
need to carry out a study on other variables like staff competences and employee performance,
62
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68
APPENDICES
Dear Respondent,
Business administration. As one of the requirements for being awarded with this qualification,
she is conducting a study on the topic, “Leadership practices and employee performance at
Kapchorwa district local government, Uganda.” You have been identified as one of the
resourceful people to participate in this study. You are requested to answer the questions as
honestly as possible to enable reliable conclusions and recommendations. All your responses will
be used strictly for research purpose and treated with anonymity and utmost confidentiality.
Individual Characteristics
1. Age
69
20-25 years 26-31 years 32-37 years 38 and above
2. Sex
Male Female
4. Duration of service:
Less than 6 months 6 months -1year Over 2 years 3 years and above
You are required to answer the following statements using the key presented to you. Key: 5-
Strongly Agree (SA), 4- Agree (A), 3- Not sure (NS), 2- Disagree (D) and 1 represents Strongly
Disagree (SD.
S/n Statements 1 2 3 4 5
1 My team leader provides staff with clear responsibilities and allows
them to decide how to accomplish them.
2 The Administrator considers your social problems, listens and
sacrifices time to share with you the vision of the Local
government which enables you to contribute to it.
3 Where the Administrator adopts participation and supportive
leadership practices, quality work and proper execution of defined
duties within the Local government increases.
4 My team leader encourages working in teams to ensure the work is
70
accomplished on time.
5 My team leader takes time to connect with each team member.
6 My team leader listens to the views of the team before final
decisions are made.
7 There is delegation of duties and responsibilities to lower staff.
You are required to answer the following statements using the key presented to you. Key: 5-
Strongly Agree (SA), 4- Agree (A), 3- Not sure (NS), 2- Disagree (D) and 1 represents Strongly
Disagree (SD.
S/n Statements 1 2 3 4 5
1 The command and authoritative leadership practices applied by the
administrators improve quality work and execution of defined
duties within the Local government.
2 Where the leader applies coercion on task completion regardless
of the employee’s social wellbeing the organization maximizes
profit which in turn increases performance.
3 Sets down performance standards from each aspect of my staff’s
job
4 Gets staff to report back to him after completing each step of their
work.
5 Sets clear codes of acceptable conduct and takes actions against
71
whoever breaches of them.
6 One way communication from my boss negatively affects my job
performance.
7 Authoritative leaders schedules and coordinates work in a manner
which ensures meeting my deadlines on time.
8 Uses influence to encourage two way communication at all levels
in the organization
You are required to answer the following statements using the key presented to you. Key: 5-
Strongly Agree (SA), 4- Agree (A), 3- Not sure (NS), 2- Disagree (D) and 1 represents Strongly
Disagree (SD.
S/n 1 2 3 4 5
1 We achieve personal goals as a result of no or limited leader
involvement while carrying out Local government work.
2 Non-interference in our day to day work by the Administrator
increases our obligation and commitment to work.
3 We use the trust we are accorded properly and respond with
excellent performance.
4 We are recognized for good work done
5 Our leader avoids getting involved when issues arise.
6 Authority and control of resources is equally distributed among the
team.
72
7 Gives employees as much freedom as possible to determine goals,
make decisions and resolve problems.
8 The Administrator who gives employees full autonomy in
production processes increase performance.
You are required to answer the following statements using the key presented to you. Key: 5-
Strongly Agree (SA), 4- Agree (A), 3- Not sure (NS), 2- Disagree (D) and 1 represents Strongly
Disagree (SD.
S/n Statement 1 2 3 4 5
1 There is improved quality work
2 I am required to work towards attaining the
departmental goal.
3 Appropriate utilization of resources is exhibited
4 Staff exhibit high level of proficiency in their operations
5 I am given the needed support by my supervisor to meet
my duties
6 My performance is accessed daily by my supervisor.
7 Employees are engaged in decision making.
CAO
Dear Respondent,
Business administration. As one of the requirements for being awarded with this qualification,
she is conducting a study on the topic, “Leadership practices and employee performance at
Kapchorwa district local government.” You have been identified as one of the resourceful people
to participate in this study. You are requested to answer the questions as honestly as possible to
enable reliable conclusions and recommendations. All your responses will be used strictly for
74
4. Does Kapchorwa district local government face other challenges which affect its
performance?
5. Are there strategies being put in place to overcome those challenges mentioned in four
(4) above?
75
APPENDIX IV: PLAGIARISM REPORT
76