Research Work

1. EFFECT OF LEADERSHIP STYLES ON EMPLOYEE
PERFORMANCE IN THE AIDS SUPPORT
ORGANISATION (TASO): ACASE STUDY OF TASO
GULU CENTER
By
TIBENGANA SAMUEL BAKER
Reg. Number: 13-DME-DL-012
Supervisors
Dr.Karim Ssesanga
Juliet Atwebembeire
A Proposal Submitted in Partial Fulfillment for the
Requirements of the Award of Post Graduate Diploma in
Monitoring and Evaluation of Uganda Management
Institute
JAN 2014

2. i
TABLE OF CONTENTS
CHAPTER ONE ......................................................................................................................................1
1.0 Introduction..............................................................................................................................1
1.1 Background to the Study.........................................................................................................1
1.1.1 Historical Perspective......................................................................................................1
1.1.2 Theoretical Perspective...................................................................................................1
1.1.3 Conceptual Perspective ..................................................................................................2
1.1.4 Contextual Perspective ...................................................................................................2
1.2 Statement of the Problem .......................................................................................................2
1.3 General Objective or Purpose of the Study ............................................................................3
1.4 Specific Objectives..................................................................................................................3
1.5 Research Questions................................................................................................................3
1.6 Research Hypotheses.............................................................................................................3
1.7 Significance of the Study.........................................................................................................3
1.8 Justification of the study..........................................................................................................3
1.9 Scope of the Study..................................................................................................................3
1.10 Operational Definitions............................................................................................................4
CHAPTER TWO .....................................................................................................................................5
LITERATURE REVIEW ..........................................................................................................................5
2.0 Introduction..............................................................................................................................5
2.1 Theoretical Review..................................................................................................................5
2.2 Conceptual Frame work ..........................................................................................................5
2.3 Actual Literature Review .........................................................................................................6
2.3.1 Corporate leadership and Employee Performance.........................................................6
2.3.2 Laissez-faire and Employee Performance ......................................................................6
2.3.3 Authoritative leadership style and Employee Performance ............................................7
CHAPTER THREE..................................................................................................................................8
METHODOLOGY....................................................................................................................................8
3.0 Introduction..............................................................................................................................8
3.1 Research Design.....................................................................................................................8
3.2 Study population .....................................................................................................................8

3. ii
3.3 Sample size.............................................................................................................................8
3.4 Sampling techniques...............................................................................................................8
3.5 Data collection methods..........................................................................................................8
3.6 Data Collection instruments ....................................................................................................8
3.7 Pre-testing (Validity and Reliability) ........................................................................................8
3.8 Procedure of Data collection...................................................................................................9
3.8 Data Analysis ..........................................................................................................................9
REFERENCES......................................................................................................................................10
APPENDICES.......................................................................................................................................11

4. 1
CHAPTER ONE
1.0 Introduction
This chapter will present the background to the study, the statement of the problem, the purpose or
general objectives, the specific objectives of the study, the research questions, the hypotheses, the
scope of the study, the significance, justification and operational definition of terms and concepts.
1.1 Background to the Study
This study will be about the effect of leadership on employee performance in TASO and much
emphasis will be put on employees and managers in the different departments that form the Centre.
1.1.1 Historical Perspective
In the recent past, leadership has engaged in strong terms as a new effective approach for managing
employees and the organisation at large. Leadership is important since it affects the health of the
organisation. The concept of Human Resource Management has however gradually replaced the
traditional concept of personnel administration. This has necessitated the strategic integration of new
leadership styles into the effective management of human capital. Kenneth & Heresy (1988) assert
that, “The effective leader must be a good diagnostician and adopt style to meet the demands of the
situation in which they operate”. The amount of direction and social backup a leader gives to
surbonates depend on their style to fit the context. The centre was started in 2004 and yet the exodus
of talent from the centre reflects an administrative phenomenon where contingency of leadership,
style, situation and performance criteria have been left to suffocate on their own. As a result,
employee performance is affected due to lack of proper direction and application of strategic style in
managing everyday work. Other scholars like Ejuu (2003), Obondo (2004), Senteza (2004) and others
researched about performance phenomena and how it was affected by various elements/Variables
such as Leadership, Motivation and others. All the history of leadership and how it affects
performance dates as back as early as the 17th century (Cole 2004) where towards the end of that
century we started noticing a shift from treating humans as machines and rather see them as human
capital necessary for the achievement of different work tasks.
1.1.2 Theoretical Perspective
The theory that guided the study was fiedler’s (1964) contingency theory which stated that, the
leader’s ability to lead depends upon various situational factors, including the leader’s preferred style,
the capabilities and behaviours of that depend heavily on the situational factors. This theory
propounded that the intimate approach to management by focusing on the situation first rather than
organisational means, to apply a specific leadership style that will stimulate individual performance.
For this particular study, the above theory will be used to explore performance needs in relation to its
propositions to applicable situations.
The theory also states that employees can develop a sense of obligation, according to the norm of
reciprocity, an employee might engage in organisational citizenship behaviours or counter productive

5. 2
work behaviours as a mutual action rewarding past leadership practices, especially those directed at
employee improvement and organisational status.
1.1.3 Conceptual Perspective
The dependent variable in this study will be performance which is defined as the ability of
employees/workers to meet organisational tasks, requirements and objectives through strategic
investment into organising executing and accomplishing roles and duties in the minimum time
possible (Adair 2005). Performance can also be defined as executing defined duties, meeting
deadlines, team input and achieving departmental goals. The above leads to efficiency, specialisation,
effective feedback and good organisational relations (Armstrong 2005).
Leadership will be the independent variable in this study. Leadership is defined according to Cole
(1997) as the ability to employ managerial competencies to organise performance processes by
inspiring, igniting and motivating teams to meet set organisational goals. An operational map for
leadership will be drawn along; corporate style, authoritative style and laissez faire style.
1.1.4 Contextual Perspective
At TASO, employee performance is critical to the achievement of its mission which is “to contribute to
a process of preventing HIV infection, restoring hope and improving the quality of life of persons,
families and communities affected by HIV infection and disease. Employees at different level perform
different functions with deadlines and numerous performance targets. However, due to the beaucracy,
organisational polities and use of administrative procedures to management tend to affect the
integration of appropriate style into specific situations. In addition, poor organisational structures and
systems questions normally lead to slow adoption to strategic performance and this requires
sometimes a change in leadership style. It also undermine meeting deadlines (Kirega 2006), team
input, executing defined duties and achieving goals and objectives important for stimulating employee
performance.
1.2 Statement of the Problem
Employee performance, which includes executing defined duties, meeting deadlines, team input, and
achieving oragnisational goals. In any institution or organisation like TASO, for it to be healthy it
needs sound leadership styles which include corporate approaches, authoritative approaches and
Laissez faire approaches to leadership. TASO Gulu has had many of its staff/employees leave for
other organisations because of the internal factors of which leadership is one of them. In 2012, TASO
Gulu lost two staff to other organisation and in 2013 one staff also left. Some scholars like Namutebi
(2005) and Kamugisha (2006) pointed at a lot of authoritative leadership tendencies as a breeding
ground for poor innovation decreased committement, poor team spirit which hugely affects
performance. The inability to meet performance targets due to lack of strategic interventions of
specific leadership styles to specific situations is thought to be problem that needs to be addressed.
TASO Gulu in 2012 and 2013 registered some decline in the number of clients served that generated
donor concerns and affected the donor support to TASO Gulu and TASO Global as well.

6. 3
1.3 General Objective or Purpose of the Study
Effect of leadership styles on employee performance in TASO
1.4 Specific Objectives
i. To investigate the effect of corporate style of leadership on employee performance in
TASO Gulu
ii. To establish the effect of the Laissez faire leadership style on employee performance in
TASO Gulu
iii. To analyse the effect of authoritative leadership style on employee performance in TASO
Gulu
1.5 Research Questions
i. What is the relationship between corporate leadership and employee performance in
TASO Gulu
ii. What is the relationship between the laissez faire leadership style and employee
performance in TASO Gulu
iii. To what extent does the authoritative style affect the employee performance in TASO
Gulu
1.6 Research Hypotheses
i. The corporate leadership style positively affects employee performance in TASO Gulu
ii. The laissez faire leadership style positively affects employee performance in TASO Gulu
iii. The authoritative style affects employee performance in TASO Gulu
1.7 Significance of the Study
The study will enable the researcher to make recommendations to Senior Management of TASO,
Managers in other organisations/institutions on what leadership styles to be applied in order to get
effective performance from their workers.
The study will helpful to managers and leaders in organisations by employing leadership styles in
relevant situations effectively. This will help to reduce on wastage of resources and internal conflicts
in the working environment.
The report will be a source of reference for other researchers intending to study the effect of
leadership styles on employee performance.
1.8 Justification of the study
Many researchers have written about effect of leadership styles on employee performance in different
organisations but no research has been on the same topic at TASO Gulu. Besides that it would be
important to point out the facts on leadership styles applied in the organisation.
1.9 Scope of the Study
The study will be conducted at TASO Gulu Center. The respondents will include Managers,
Departmental Heads, Permanent staff and Volunteers. The study will look at how corporate

7. 4
leadership, authoritative leadership and laissez faire leadership styles stimulates the execution of
defined duties, meeting of deadlines and achieving goals. The study will cover the period of academic
year 2013/2014.
1.10 Operational Definitions
Performance: the act of performing, of doing something successfully; using knowledge as
distinguished from merely possessing it.
Leadership: is the process of influencing a group toward the achievement of goals. Leadership
involves power by influence and most successful leaders are those who can successfully influence
the way other people influence themselves.
Leadership Styles: Leadership style is the manner and approach of providing direction,
implementing plans, and motivating people.

8. 5
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter will give more light on key study themes or areas by looking at different written works
that provide information, different sources of information including internet, reports, journals and
books are of main focus in this chapter however the researcher will be able to show, the theoretical
review, and Conceptual frame work.
2.1 Theoretical Review
Fiedler’s (1964) contingency theory directed the study variables by the assertion that; the leader’s
ability to lead is contingent upon various situational factors, including the leader’s preferred style, the
capabilities and behaviors of workers that depend heavily on the situational factors. This theory
propounds the intimate approach to management by focusing on situation first rather than
organizational means, to apply a specific leadership style that will stimulate individual performance.
The first assumption here is that; an individual who attempts to influence others must use both
directive (task) and supportive (relationship) behaviors.
The second assumption here will be any leadership style depends on a specific situation; by this
Fiedler implied that, the behavioral patterns of the leader will help him/her acquire competences
needed for effectiveness in using the styles in their relevant situations and thus effectiveness in
performance. Leadership is one of the great intangibles of the business world. It is a skill most people
would love to possess, but one that defies close definition.
2.2 Conceptual Frame work
Figure 2.2 Effect of Leadership on employee Performance
Independent Variable Dependent Variable
Extraneous Variable
Leadership Styles
i. Corporate
ii. Laissez Faire
iii. Authoritative
Internal and External
politics
i. Local
Political
procedures
ii. Working
Environment
Performance
i. Executing defined
duties
ii. Meeting deadlines
iii. Team input
iv. Achieving
organisational
goals

9. 6
2.3 Actual Literature Review
2.3.1 Corporate leadership and Employee Performance
Performance effectiveness derives from human aspirations and human values that are invisible roots
of organizational values, they determine the rational for which organizations exist. The task of a
leader in the organization in this case will be too nurture the roots of organizational values, which
consists of nothing but a basic human aspiration, that is the will to give Maurik (2001). The essence
here is that corporate leadership is the methodology to be used in according responsibility however
the challenge that lays in this aspect is that, only giving power to the subordinates may not be wise
enough since delegation, empowerment and specialization are calculated risks. Therefore in this
study the researcher will investigate more on what types of situations require the use of corporate
approach.
Kirega (2006) Uganda's national economic recovery program asserts the need for some type of
corporate approach needed to have efficiency and proper employee management that will lead to
improved performance. In the other perspective, Henderson (1998) identified supervision as a
corporate strategy to promoting a positive organization. He contended that the opportunity of
supervision provides to promote not only performance but also personhood.
The roles of recognition, training, employee involvement, and communication have been
demonstrated to promote both organizational and employee effectiveness as noted by Nkata (2005).
2.3.2 Laissez-faire and Employee Performance
The leader's ability to lead is contingent upon various situational factors, including the leader's
preferred style. Contingency theories to leadership support a great deal of empirical freedom to
leadership, (laissez-faire style) North house (2001). Many researchers have tested it and have found
it to be valid and reliable in explaining how effective leadership can be achieved. It emphasizes the
importance of focusing on inter personal relationships between the leader's style and the demands of
various situations and employees. It carries the belief that the most effective leadership style depends
on the ability to allow some degree of freedom to employees in administering any leadership style.
The problem with the above in the African context is that laissez-faire has been hardly practiced in
totality due to the interference of politics and well as North house believes in it, what he does not
explore satisfactorily the major applicable points of this style, something the researcher intends to
explore. This study will aim to investigate further on how laissez-faire may contribute to employee
performance. On the other hand, much has been written in regard to the relation of positive self and
effective management. Kerns (2004) discussed the relationship of values to organizational leadership
and his study was hugely in support of the laissez-faire style in bridging the gap between the
employer and employee where his concern was solely on the fact that laissez-faire would create a
positive environment through which employees and employers felt like a family regardless of their
positions.

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Quick and Macik-Frey (2007), in an article outlining the correspondence between individual
performance and organizational well-being, suggested that healthy organizations promoted quality
connections to others as characterized by open and honest leadership, cohesiveness and shared
mission. Dutton and Heaphy (2003) outlined the power of what they term high quality connections.
They provided data that suggested that such positive relationships built on effective leadership in
organizations, promote the exchange of resources, the development of organizational identity and
meaning, promote the growth of the employees, and promote learning in the organization.
2.3.3 Authoritative leadership style and Employee Performance
In this style, the leader has absolute power over his staff or team workers have little opportunity for
making suggestions, even if these would be in the team or organization's interest, (Armstrong 2002).
The leader tells the workers to come along with him and should be a change catalyst. And Cole
(2000) also asserts that, it works in situations where change is needed to be fostered, sometimes in
doing away with conflicts like strikes, application of self confidence and many more. If applied in its
suitable situation, it brings about effectiveness in performance. However leadership is characterized
by a large workforce, this means that for leadership styles to be effective, it should base on the
effectiveness of the leadership arm.
These styles will vary according to situation occurring in the organization, rather than the need to
coarse employees to perform. Therefore this calls for the leader's understanding of the organization
and the people or his employees rather than relaying on what should be done. It is unfortunate that
the above authorities focused on the use of authoritative style in dilemmas like strikes, since this will
create a mind set in individuals that will automatically reject the style. TASO Gulu with its managerial
and administrative arms seeks to have better outputs from its workers but so much as not been
achieved because of the underlining leadership issues which the researcher intends to investigate on.
Applying Henderson and Gysbers (1998) taxonomy can organize the many interrelated functions of
leadership in organisations and he went further to illustrate the application of principles of
administrative functions where the leader operating from the authoritative organizational perspective
focuses on how the organization’s policies and procedures ensure that there is work done in the most
positive and most effective approaches possible to induce better performance.
Indeed, questions like: what are the resources needed to promote the flow of experience for the
counselor? Resources include everything from parking places to office space, from personnel policies
to paperwork, from salary to a working copy machine. Do the policies of the organization promote the
well-being of the staff by attending to the issues of work life and family life balance, promotion of
protection from vicarious trauma, and professional and personal development opportunities?
Likewise, it is the administrative function of management to see the agency from the client’s
perspective. Do the policies, procedures, and practices of the department promote the positive
engagement of the client in the process of administration? How long does it take to get an
appointment? Are services available at times, in locations, and in languages, that address the
objectives of the organisation? Such issues prompt the researcher to carry out this a study.

11. 8
CHAPTER THREE
METHODOLOGY
3.0 Introduction
The study is designed to examine the effect of leadership on employee performance in TASO. In this
chapter the researcher explains the different methods that will be used to carry out the investigation
and interpreting data related to the study by discussing choices related to research design, study
population, sampling techniques, data collection methods, instruments, data quality control, data
analysis, procedure that will be followed in the study and other ethical consideration.
3.1 Research Design
The research method in terms of achieving the objectives of this study will be both quantitative and
Qualitative. The sources of data for this study will be primary (Key respondents) and secondary
sources such as books, journals, and publications and an empirical survey.
Questionnaire as an instrument to collect data will be designed by the researcher and distributed to
Managers, Heads of Departments, Permanent staff and volunteers.
3.2 Study population
The study will be conducted among managers, Heads of Departments, employees and volunteers of
TASO Gulu who are involved in leadership management and decision making.
3.3 Sample size
With the study population of 72 respondents and using the Sample Size formula (SS), the sample size
will be 60 respondents taking the percentage at 80.
3.4 Sampling techniques
The researcher will use simple random sampling techniques where a list of all employees will be
obtained from the Human Resource Officer and respondents picked randomly. The researcher will
review most recent publications and journals of the organisation relevant to the study.
3.5 Data collection methods
The researcher will use a questionnaire as tool for obtaining primary data from the respondents and
reviewing organisational documents relevant to the study to obtain secondary data.
3.6 Data Collection instruments
All the respondents will fill in questionnaires. The researcher will use the questionnaires because the
selected population is literate and time for collecting data is limited. The researcher will develop both
closed ended and open questionnaires.
3.7 Pre-testing (Validity and Reliability)
Validity of the questionnaire will be obtained by presenting it to at least one professional person,
including the researcher’s supervisor because according to Amin (2005) content and construct validity

12. 9
is determined by expert judgment. Beside to ensure reliability the questionnaire will be pre tested to a
small group of staffs before going in to actual data collection.
3.8 Procedure of Data collection
The researcher will obtain a letter of introduction from Uganda Management Institute (UMI).
Thereafter the researcher will contact the Center Manager to seek permission to conduct the research
at TASO Gulu.
Then respondents will be informed about the study and obtain their consent before filling in the
questionnaire. Completed Questionnaires will be collected from the respondents and then edited to
ensure completeness.
3.8 Data Analysis
Data will be entered into the computer using a statistical package (Epi Data), cleaned and then
analysed using SPSS and Epi Info. The statistical packages the researcher intends to use are easily
available and easy to use.

13. 10
REFERENCES
Adair, J. (2005). Not bosses but leaders: How to lead the way to success. MPG book Limited.
Bodmin, Cornwall
Amin, M.E (2004). Statistical inference for social science research. Kampala, Makerere University
Bass, B. M. (1985). Leadership and Performance beyond Expectations. New York, Free Press.
BLANCHARD, K. 2006. Leading at a higher level. (Presentation at the Global Satellite programme
Lessons in Leadership. Tshwane University of Technology. October 2006. Pretoria).
Carter, M (2008). Overview of Leadership in Organization
CHARLTON, G. 2003. Human Habits of highly effective organisations. Pretoria:Van Schaik publishers
Creswell, J.W. (2009). Research design, qualitative, quantitative, and mixed methods approaches.
(3rd ed.) Thousand Oaks, CA: Sage Publishers.
Daniel, G. (2002). The New leaders: Transforming the art of leadership into the science of results.
Little brown, Zancaster press, London.
Kirega, V.P.G. (2006). Kampala City handbook, Gava Associated Services, Kampala Uganda
Mullins, J. (2002). Management and organizational behavior: Library of congress cataloguing in
publication data, United Kingdom.
http://WWW.Managementhelp.org.com Northouse, P.G. (2001) Leadership: Theory and practice.
Sage publication, Inc. London
Paul Hersey and Kenneth H. Blanchard, Management of Organization behavior: Utilizing Human
Resources, (Englewood Cliffs, NJ: Prentice-Hall, 1988).
REMENYI, D. MONEY, A. & TWITE, A. 1995. Effective Measurement & Management of IT Costs &
Benefits. Butterworth-Heinemann: Oxford.
Stongdill, R.M. (1948). Personal factors associated with leadership. Japanese research program.
University of Michigan press.

14. 11
APPENDICES
Appendix 1: Questionnaire
The Questionnaire will have questions to address the specific objectives below;
i. To investigate the effect of corporate style of leadership on employee performance in TASO Gulu
ii. To establish the effect of the Laissez faire leadership style on employee performance in TASO Gulu
iii. To analyse the effect of authoritative leadership style on employee performance in TASO Gulu
Appendix 2: Work plan and Time frame
Activity Duration (days) Dates
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Pretesting the tool 20-Jan-14
Administering the Questionnaire 21-27-Jan-2014
Creating an Entry
Screen/Database
28-29-Jan-2014
Data Entry and Cleaning 30-31-Jan-2014
Analysis 3-5-Feb-2014
Report Writing and Presentation 6-19-Feb-2014

15. 12
Appendix 3: Budget
Item Quantity Unit Cost Total Cost
Travel Expenses 5 100,000 500,000
Data entry and Analysis 60 5,000 300,000
Photocopying 60 1,000 60,000
Report production (Printing and Binding) 3 90,000 270,000
Other Expenses 1 200,000 200,000
Total Amount 1,330,000