Leadership Styles and Employee Performance in the Directorate of Public Prosecution, Uganda

Abstract

The study examined the effect of leadership styles on employee performance at the Directorate of Public Prosecutions. The objectives were analyzed the influence of laissez faire, democratic on autocratic leadership styles on employee performance at the Directorate of Public Prosecutions headquarters. The study employed a cross sectional research design supplemented with both quantitative and qualitative approaches. The sample size of 120 respondents was established and sampling techniques employed were; simple random sampling and purposive sampling. Subsequently, the data collection methods were the questionnaire and interview methods respectively. The study findings suggested a positive relationship between Delegative leadership style and employee performance, a relationship between democratic style of leadership and employee performance, and a moderate positive relationship between autocratic style of leadership and employee performance at the Directorate of Public Prosecutions. The conclusion is that laissez faire, democratic and autocratic styles of leadership had positive relationships with employee performance. The recommendations included: leaders involved employees in decision making process of the Directorate at all levels and time. This can be achieved through employee involvement in Committees like Finance, Disciplinary, Security, procurement and welfare.