LEADERSHIP STYLES AND EMPLOYEE PERFORMANCE AT CIVIL AVIATION AUTHORITY, UGANDA

Abstract

This report presents findings on the relationship between leadership styles and employee performance at Civil Aviation Authority, Uganda. The purpose of the study was to assess the influence of leadership styles on employee performance at Civil Aviation Authority, Uganda. The study was based on three objectives which included; to examine the effect of Transformational leadership style on Employee performance at Civil Aviation Authority, to examine the effect of Transactional leadership style on Employee Performance at Civil Aviation Authority and to examine the effect of laissez-faire style of leadership Employee Performance at Civil Aviation Authority. The study used a cross sectional survey design and adopted a triangulation of qualitative and quantitative approaches for data collection and analysis. In total, a sample of 150 respondents from top management, directors air navigation services, security and economics regulations finance and accounting, then human resources and administration participated in the study. In data collection, the researcher used both primary and secondary sources. Data collection methods were questionnaires and interview guides. Data was analyzed using Pearson correlation coefficient to determine the relationship between variables. Findings revealed that transformational leadership style has the most significant effect on employee performance at CAA with r=0825 compared to transactional leadership (r=0650) and lissez-faire (r=0776). The study recommends that management at Civil Aviation Authority should promote team building activities such as staff outings, tours and sports to strengthen cohesion among employees in the same environment. Management at Civil Aviation Authority should also encourage delegation as a leadership component to empower employees and prepare them future challenging tasks.