EFFECT OF LEADERSHIP STYLE ON ORGANISATIONAL PERFORMANCE: A CASE STUDY OF THE UNITED NATIONS ENVIRONMENT PROGRAMME (UNEP), KENYA
Ann Gachingiri - Intel College, University of Sunderland, United Kingdom
ABSTRACT
Business management attributes their successes to the leadership efficiency, that is, the leadership style of administrative supervisors has a considerable effect on the organisational performance (Terry, 2010). The study’s main objective was to identify the leadership style(s) practised in UNEP and to examine its effects on organisational performance. The study addressed the following specific objectives: To determine the effect of transformational leadership style on organisational performance at UNEP; To investigate the effect of democratic leadership style on organisational performance at UNEP; and, To determine the effect of charismatic leadership style on organisational performance at UNEP. The researcher adopted descriptive research design since the information gathered involved administering questionnaires. The population for this study therefore comprised of all staff working at UNEP as at 31st December 2014. For this study, forty-one (41) respondents was selected using stratified random sampling, which represented ten percent (10%) of the employees of UNEP. This comprised of Supervisors (G-7) and Managers (P-D level) of UNEP. Primary data was used for the study which was achieved by the use of a structured questionnaire containing closed ended questions. Quantitative data was edited, coded and analyzed using descriptive statistics such as percentages, frequencies, cumulative frequencies and mean. In addition, data analysis method was also based on Pearson correlation analysis and a multiple regression model. Research findings illustrated that majority of the respondents (36.59%) indicated that the respondents practised transformational leadership. Findings also illustrated that majority of the respondents (82.93%) indicated that management had no elaborate ways and methods to make many people work together for a common task. Findings further illustrated that the respondents considered leadership style practised by overall management at UNEP as valid with regard to its effect on organisational performance. Research findings illustrated that the respondents considered transformational leadership style, democratic leadership style, and charismatic leadership style practised by overall management at UNEP. The researcher therefore concluded that transformational leadership style significantly affects organisational performance at UNEP. The researcher recommended that management should strive at using specific ways and methods to make many people work together for a common task which should be aimed at achieving UNEP’s mission and vision. That its leadership focuses on the development of staff members and their needs as this had the highest significance with regard to its effect on organisational performance.
