Management styles and performance of employees at Uganda wildlife authority

Abstract

The study sought to establish the relationship between management styles on the performance of employees at UWA. The study was guided by three objectives that is to say; to establish the relationship between autocratic democratic and laissez-faire management styles on the performance of employees at UWA. The study was basically quantitative; however it also involved the use of qualitative approaches. The study was cross - sectional involving a number of employees who were selected using stratified and purposive sampling techniques. Data was collected using a self-administered questionnaires and interview guide. The hypotheses were tested using Pearson’s correlation co-efficient index. While qualitative data was analyzed basing on the study main themes. The findings revealed an insignificant relationship between autocratic, and laissez faire management systems on the performance of employees at UWA. It revealed a significant relationship between democratic management style on the performance of employees at UWA. It was therefore concluded that autocratic and laissez-faire management styles insignificantly relate with employee performance at UWA. It was recommended that if employee performance is to be improved at UWA, managers should not focus mainly on application of autocratic and laissez faire management styles but should ensure that all employees at UWA are given an opportunity to get involved in the activities of the organization.