LEADERSHIP PRACTICES AND EMPLOYEE PERFORMANCE IN LOCAL

GOVERNMENTS IN UGANDA, A CASE OF KAPCHORWA DISTRICT

LOCAL GOVERNMENT

BY

CHEROP ANNET
20/MBA/KLA/WKD/0046

A RESEARCH DISSERTATION SUBMITTED TO THE SCHOOL OF MANAGEMENT

SCIENCE IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE AWARD OF THE MASTER’S DEGREE IN BUSINESS
ADMINISTRATION OF UGANDA MANAGEMENT
INSTITUTE

SEPTEMBER, 2023
 DECLARATION
I, Cherop Annet, declare that this dissertation entitled “Leadership practices and employee
performance in local governments in Uganda, a case of Kapchorwa District Local Government”
is my own original work and it has not been presented and will not be presented to any other
institution for any academic award. Where other people’s work has been used, this has been duly
acknowledged.

Sign ……………………………………. Date………………………………..

CHEROP ANNET
20/MBA/KLA/WKD/0046

2
 APPROVAL
This is to certify that this dissertation by Cherop Annet entitled, “Leadership practices and
employee performance in local governments in Uganda, a case of Kapchorwa District Local
Government” has been submitted for examination with our approval as Institute supervisors.

Sign ……………………………………. Date………………………………..

Dr. Edgar Kateshumbwa Mwesigye
SUPERVISOR
Uganda Management Institute

Sign ……………………………………. Date………………………………..

Mr. Isabirye James
SUPERVISOR
Uganda Management Institute

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 DEDICATION
This dissertation is dedicated to my family members most especially my dear husband, my
children and my parents for their financial support and moral encouragement.

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 ACKNOWLEDGEMENT
I am deeply indebted to my research supervisor Dr. Edgar Kateshumbwa Mwesigye and Mr.
Isabirye James for their patience with my inadequacies as they guided me through the research
process. Without your parental and professional input, this research would have been difficult to
elevate to its current level.
I acknowledge with gratitude the contributions and co-operation made by the respondents from
Kapchorwa District Local Government for their willingness to provide the necessary information
when I visited their company during the research process. Without their cooperation, this study
would have been impossible to accomplish.
I also thank my colleagues at Uganda Management Institute, persons who dealt with secretarial
work and those who read through the questionnaires and perfected the draft report.
I deeply treasure the contributions of all the above persons and ask God Almighty to richly bless
them.

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 TABLE OF CONTENTS

DECLARATION........................................................................................................................ii
APPROVAL...............................................................................................................................iii
DEDICATION............................................................................................................................iv
ACKNOWLEDGEMENT..........................................................................................................v
TABLE OF CONTENTS..........................................................................................................vi
LIST OF TABLES......................................................................................................................x
LIST OF FIGURES...................................................................................................................xi
LIST OF ACRONYMS AND ABBREVIATIONS................................................................xii
ABSTRACT..............................................................................................................................xiii
CHAPTER ONE.........................................................................................................................1
INTRODUCTION.......................................................................................................................1
1.1 Introduction.............................................................................................................................1
1.2 Background of the study.........................................................................................................1
1.2.1 Historical background..........................................................................................................2
1.2.2 Theoretical background........................................................................................................3
1.2.3 Conceptual background........................................................................................................4
1.2.4 Contextual background.........................................................................................................5
1.3 Statement of the Problem........................................................................................................5
1.4 Purpose of the study................................................................................................................6
1.5 Specific objectives..................................................................................................................6
1.6 Research questions..................................................................................................................6
1.7 Hypotheses..............................................................................................................................7
1.8 Conceptual framework............................................................................................................7
1.8 Justification of the study.........................................................................................................8
1.9 Significance of the study.........................................................................................................8
1.10 Operational definitions terms and concepts..........................................................................9
1.11 Summary.............................................................................................................................10

CHAPTER TWO.......................................................................................................................11

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LITERATURE REVIEW.........................................................................................................11
2.1 Introduction...........................................................................................................................11
2.2 Theoretical review.................................................................................................................11
2.3 Review of the related literature.............................................................................................12
2.3.1 Democratic leadership and employee performance...........................................................12
2.3.2 Autocratic leadership and employee performance.............................................................13
2.4 Summary of literature review...............................................................................................16
CHAPTER THREE..................................................................................................................18
METHODOLOGY....................................................................................................................18
3.1 Introduction...........................................................................................................................18
3.2 Research Design....................................................................................................................18
3.3 Study Population...................................................................................................................18
3.4 Sample size determination.....................................................................................................18
3.5 Sampling Techniques and procedures...................................................................................19
3.5.1 Simple Random Sampling.................................................................................................19
3.5.2 Purposive sampling............................................................................................................19
3.6 Data Collection Methods......................................................................................................20
3.6.1 Questionnaire Survey.........................................................................................................20
3.6.2 Interviews...........................................................................................................................20
3.7 Data collection instruments...................................................................................................20
3.7.1 Self-Administered questionnaire........................................................................................20
3.7.2 Interview Guide..................................................................................................................21
3.8 Quality control of data..........................................................................................................21

3.8.1 Validity of instruments.......................................................................................................21

3.9 Data collection procedure.....................................................................................................23
3.10 Data analysis technique.......................................................................................................23
3.10.1 Quantitative data analysis................................................................................................23
3.10.2 Qualitative data analysis..................................................................................................24
3.11 Measurement of Variables..................................................................................................24
3.12 Ethical Considerations........................................................................................................25

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3.13 Summary.............................................................................................................................26
CHAPTER FOUR.....................................................................................................................27
DATA PRESENTATION, ANALYSIS AND INTERPRETATION...................................27
4.1 Introduction...........................................................................................................................27
4.2 Response rate........................................................................................................................27
4.3.1 Respondents by gender......................................................................................................27
4.3.2 Age group of respondents..................................................................................................28
4.3.3: Education level of respondents.........................................................................................29
4.3.4 Duration in the organization..............................................................................................29
4.4 Empirical findings of the study.............................................................................................30
4.4.1 Responses on employee performance................................................................................30
4.4.2 The relationship between democratic leadership and employee performance...................32
4.4.3 The relationship between autocratic leadership and employee performance.....................36
4.4.3 The relationship between laissez faire leadership employee performances...................39
CHAPTER FIVE.......................................................................................................................44
SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATION..................44
5.1 Introduction...........................................................................................................................44
5.2 Summary of findings.............................................................................................................44
5.2.1 The relationship between democratic leadership and employee performance...................44
5.2.2 The relationship autocratic leadership and employee performance...................................44
5.2.3 The relationship between laissez faire leadership employee performances...................45
5.3 Discussion of results.............................................................................................................45
5.3.1 The relationship between democratic leadership and employee performance...................45
5.3.2 The relationship between autocratic leadership and employee performance.....................46
5.3.3 The relationship between laissez faire leadership employee performances...................47
5.4 Conclusion............................................................................................................................48
5.4.1 The relationship between democratic leadership and employee performance...................48
5.4.3 The relationship between laissez faire leadership employee performances...................49
5.5 Study Recommendations.......................................................................................................49
5.5.1 The relationship between democratic leadership and employee performance...................49
5.5.2 The relationship between autocratic leadership and employee performance.....................49
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5.5.3 The relationship between laissez faire leadership employee performances...................50

5.6 Contributions of the study.....................................................................................................50

5.7 Areas recommended for further research..............................................................................50
REFERENCES..........................................................................................................................52
APPENDICES...........................................................................................................................56
APPENDIX I: QUESTIONNAIRE FOR GENERAL AND SUPPORT STAFF................56
APPENDIX II: INTERVIEW GUIDE FOR THE HEADS OF DEPARTMENT AND
CAO............................................................................................................................................61
APPENDIX III: SAMPLING GUIDE....................................................................................62
APPENDIX IV: PLAGIARISM REPORT.............................................................................63

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 LIST OF TABLES
Table 3.1: Sample size and sampling techniques...........................................................................24
Table 3.2: Results of content validity for research tools...............................................................28
Table 3.3: Reliability test results of research instruments.............................................................29
Table 4.4: Response rate of respondents........................................................................................34
Table 4.5: Gender of respondents..................................................................................................35
Table 4.6: Response on employee performance............................................................................39
Table 4.7: Response on relationship between democratic leadership and employee performance
.......................................................................................................................................................41
Table 4.8: Pearson correlation results for democratic leadership and employee performance.....44
Table 4.9: The relationship between autocratic leadership and employee performance...............46
Table 4.10: Pearson correlation results for autocratic leadership and employee performance.....48
Table 4.11: Responses about Laissez faire and employee performance........................................49
Table 4.12: Pearson correlation coefficient for Laissez faire and employee performance............51

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 LIST OF FIGURES
Figure 1.1 Conceptual framework
Figure 4.2:Age of respondents.......................................................................................................36
Figure 4.3 Education level of respondents.....................................................................................38
Figure 4.4: Duration in the organization........................................................................................38

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 LIST OF ACRONYMS AND ABBREVIATIONS
CAO: Chief Administrative Officer.
HC11: Health Center II
HC111: Health Center 111
IGG: Inspector General of Government
KDLG: Kapchorwa district local government.
LG: Local Government.
MBO: Management by Objectives
UNDP: United Nations Development Program.
NCHE: National Council for Higher Education
ICT: Information and Communication Technology
CVI: Content Validity Index
SPSS: Statistical Package for Social Scientist.

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 ABSTRACT
The study focused on the relationship between leadership practices and employee performance in
local governments in Uganda, a case of Kapchorwa District Local Government. The study was
guided by three research objectives namely; to examine the relationship between democratic
leadership and employee performance at kapchorwa district local government, to examine the
relationship between autocratic leadership and employee performance at kapchorwa district local
government and to examine the relationship between laissez faire leadership employee
performance at kapchorwa district local government. The study adopted a cross-sectional survey
design where both quantitative and qualitative approaches were used. In this study, 103
questionnaires distributed to staff members only 84 were fully filled and returned reflecting a
82% response rate. Out of the 15 planned interviews, 12 were conducted which gave a response
rate of 80%. The study findings in Table 4.8 indicated Pearson correlation coefficient of .626 **
obtained with an associated p-value of 0.001. The results indicate a strong positive relationship
between democratic leadership and employee performance. Table 4.10 above indicate Pearson
correlation coefficient of .395** obtained with an associated p-value of 0.000. The results
indicate a weak positive relationship between autocratic leadership and employee performance.
Finally, Table 4.10 above indicate Pearson correlation coefficient of .455** obtained with an
associated p-value of 0.000. The results indicate a moderate positive relationship between
Laissez faire leadership and employee performance. The study recommended that administrators
should engage employees in decision making process. Leaders should always delegate authority
to their subordinates in order to give them a chance to practice leadership which is key to
ensuring the success in the Local Government. All employees should be given their duties and
responsibilities as well as the guidelines to follow in order to perform their obligation. There is
need to communicate frequently. Employees should be guided on how to improve employee
performance with minimum supervision from their bosses. The administration should guide
employees on how to interact freely with others without jeopardizing their responsibilities.

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14
 CHAPTER ONE
INTRODUCTION
1.1 Introduction
The effectiveness and success of any organization heavily rely on the leadership practices
demonstrated by its managers. Leadership plays a crucial role in enabling the organization to
achieve its objectives and enhance employee performance. It serves as a motivating and guiding
force that directs individuals toward specific goals. However, leadership encompasses more than
just control and includes mentoring and the willingness of employees to follow. Therefore, it is
vital for an organisation to have competent, knowledgeable, skilled, and responsible leaders in
positions of authority to thrive. Proficient leadership fosters employee dedication and
commitment, resulting in increased organizational productivity and lower turnover rates
(Supriyanto, 2020).
Leaders who are perceived by their followers as capable of meeting their needs, preferences, and
desires are more likely to gain their support and followership. Kapchorwa district local
government heavily relies on the demonstrated leadership practice to accomplish the district's
goals and objectives (Northouse, 2014). The leadership practice displayed by a leader or
manager reflects their abilities and ultimately determines their effectiveness in their role. Many
individuals firmly believe that, despite having well-established policies, abundant resources, and
a skilled workforce, the most critical factor for organizational progress and success is an adept
leadership practice that effectively coordinates all these elements. Conversely, when a manager's
leadership practice is ineffective, even with exceptional policies, resources, and personnel,
productivity can suffer. Therefore, the significance of effective leadership within an organization
cannot be overstated (Wahyuni, Purwandari & Syah, 2020).
This chapter provided a comprehensive overview of the study's history, problem description, and
objectives. It will outline the study questions and present both broad and detailed purposes.
Furthermore, the chapter thoroughly examined the operational definitions of terms and concepts,
as well as explores the study's premise, conceptual framework, justification, significance of the
study and scope.

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1.2 Background of the study
The background to the study was presented following historical, theoretical, conceptual, and
contextual perspectives in the proceeding subsections of this chapter.
1.2.1 Historical background
Employee performance dates back to the 18 th Century (Armstrong, 2009), and the initial
perception of employee performance evaluation was that the emperor hired an "empire

appraiser" to judge staff employee performance (AD 22165). It was in Royal family. In the 16 th
Century, Ignatius Loyola established a system for officially evaluating Jesuit members.
However, the first formal surveillance method arose from the efforts of Frederick Taylor and his
cohort before World War I.
During the 1920s, the rating of US military officials became broad, stretching out not exclusively
to the United Kingdom, yet additionally to parts of the manufacturing plant based American
framework. The Merit Rating began in the United States and the United Kingdom during the
1950s and 1960s and was periodically renamed to employee performance rating. The
Management by Objectives (MBO) showed up during the 1960s and 1970s, and in lined up with
this, assessment techniques, for example, the Behavior Anchor Evaluation Scale were tried. The
term employee performance the board was first utilized during the 1970s. It just turned into a
reported interaction in the last part of the 1980s (Armstrong, 2009).In Africa, the concept of
employee performance can be traced to Kahn’s (1990) article, based on psychological
conditions of employee performance at work. According to Shamaila (2012), employee
performance are all the activities expected of an employee and the way in which these activities
are assessed on quarterly, bi- annual basis to enable management to identify areas for
improvement in the organization. This can be noted through ability and innovation as opposed to
lack of communication to the team members, absence, and adherence to company policies. It is
also often taken as employee satisfaction whereby once the employee is glad about his/her job,
the employee performance index goes up and incase of dissatisfaction then employee
performance consequently falls. Job satisfaction is the feelings that an employee has towards
their job and the level of satisfaction that staff attains from the different roles that they play in a
corporation. It is merely the perception of staff that the job provides things that are vital for them
like wages, promotional opportunities, career growth and employee benefits (Wen, Ho, Kelana,
Othman & Syed, 2019).
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Leadership has been around for as long as there have been people to lead. The history of the
world abounds with great leaders, from Moses and David in the Old Testament to Napoleon in 2
the 1700s and Nelson Mandela and Martin Luther King in the 1900s (Bass, 1997). There are
numerous ways of looking at leadership and many interpretations of its meaning (Mullins, 1999).
Generally, leaders are people who are able to turn their beliefs and visions into reality, through
the control and influence they exercise over other people (Bennis & Nanus, 1985). Our
understanding of leadership has changed over the years, but the basic constructs have remained
the same. Hellriegel, et al (2004) define leadership as being “the ability to influence others to act
toward the attainment of a goal”, while Mullins (1999) adds that it is “a relationship through
which one person influences the behaviour of others”. A brilliant business leader must
comprehend the importance of employees in achieving the ultimate goals of the organization,
and motivating these employees is of paramount importance in achieving employee performance
goals (Wall, et al., 1992).
1.2.2 Theoretical background
The Contingency Theory by Fred Fiedler (1967) guided the study. It is called contingency
because it postulates that the extension of the leader's efficiency depends on the extent to which
the leader's practices matches the context or situational factors. Leaders' preferred practices of
leadership, workers' behaviors, and capabilities strongly depend on the prevailing situation. By
preposition, the stimulation of employee performance requires intimate mechanisms that require
management to put a great deal of emphasis on the situation at hand other than organizational
means.
According to the theory, specific leadership skills should be applied based on the organizational
situation. Also, it assumes that leaders who attempt to influence subordinates must exhibit both
supportive (relationship) and directive (task) behaviors, regardless of whether their behavior is
intrinsically changing. There are three dimensions of reflection, including the leader's
characteristics, the situation evaluation of the key variables, and matching the situation with the
leader's abilities. Leaders must take into consideration the situation to influence employee
performance behaviors in an organization to promote efficiency and effectiveness.
In the context of this study, Kapchorwa District Local Government leaders should apply different
leadership practices and skills depending on the context of the employees they are managing.
According to the theory, individuals will perform their jobs based on the leadership practices that
3
suit them within different contexts. Depending on the prevailing circumstances, particular
leadership practices can lead to compromising employee behaviors with detrimental effects on
employee performance. Considerably, the theory postulates that three dimensions in reflection
i.e. leader’s characteristics, situation evaluation of the key variables and matching the situation
with the leader’s skills (Brkic, Klarin, Brkic, Anin & Milanov, 2011). To generate meeting
deadlines quality work and executing defined duties, efficiency and effectiveness from
employees, leaders need to take heed of the situation to influence employee performance
behaviors in organization. In the local government setting, managers and leaders apply various
leadership skills and practices with a view on the type of employees being dealt with at a time. In
essence, the theory also identified that in order for leaders to influence employee performance,
focus must be laid on people, power and tasks (Rogers, 2005).
1.2.3 Conceptual background
The key concepts in the study are Leadership practices and employee performance (Kumar,
2014), noted that, “leadership is defined as a process by which a person influences others to
accomplish an objective and directs the organization in a way that makes it more cohesive and
coherent” According to that account, the central goal of a leader is to guide, direct and also
persuade their supporters towards achieving individual in addition to organizational goals and
objectives. In this study leadership practices refers to autocratic, Laissez Faire and democratic
practices.
Puni et al. (2018) defined democratic leadership as the procedure of making combined decisions
or sharing responsibilities in decision-making between the authorities and employees and that it
involves consulting with subordinates and evaluating their opinions and suggestions before the
manager makes any decision. It is associated with consensus, consultation, delegation, and
involvement.
According to Al-Khaled and Fenn (2020), Autocratic leader determines policy alone and assigns
tasks to individuals without any consultation with them. Subordinates are expected to carry out
the leader’s directives without question. The leader rules by decree. This type of leadership is
also known as coercive, dictatorial, directive, dominating or authoritarian.
Diebig and Bormann, (2020) also add that laissez-faire leaders do not engage themselves in
providing work responsibilities for the employees; the employees find the suitable initiative to
carry out tasks and responsibilities on their own. The authors went on to identify two aspects of a
4
laissez-faire leadership to include: the leaders assume that the subordinates already know the job
and what to do at any given time, and the second aspect, that leaders hardly interfere in whatever
the subordinates do, thus making them inadequate.
Employee performance is defined as the job-related activities expected of a worker and how well
those activities were accomplished. Many business personnel directors evaluate the employee
performance of employees of each staff member on an annual or quarterly basis to help them
identify potential areas for improvement (Mone London (2018). During this study, the employee
performance of employees was observed in terms of meeting deadlines, executing defined duties,
and producing quality work.
1.2.4 Contextual background
Employee performance at all levels and standards were below average in Kapchorwa District
Local Government, as the Staff Evaluation Report (2012) shows drastic failure of staff to
complete their tasks in time. For example, the institution’s staff almost failed to meet deadlines
in time and there were delayed submission of quarterly employee performance reports due to
poor scheduling of the time table. This level of employee performance is below average and
discouraging. This made the researcher to query, “Could it be because the leaders and other
stakeholders who are not applying proper leadership practices so as to effectively improve the
employee performance of the institution or because of other factors?” This gives significance to
the concept of leadership in achieving institutional employee performance targets and goals
(Namubiru et al. 2017). This study is particularly interested in examining the relationship
between leadership practices conceptualized in the study as Laissez Faire, autocratic and
democratic practices and employee performance in terms of effective preparation and setting of
activities in Kapchorwa District Local Government. The Government Assessment Report (2009)
ranked Kapchorwa District Local Government as one of the averagely performing local
governments, though a lot is still desired as there are rampant strikes in the institution by both
staff blaming management of failure to perform their duties which has always had a negative
impact on the organization’s employee performance. Furthermore, for the past 7 years, the
institution has been in top leadership wrangles over who should take the top position and, as a
result, the employee performance of the institution has drastically declined (IGG Report, 2015).
1.3 Statement of the Problem
The employee performance of employees across various departments in Kapchorwa District
5
local government, including Education, Health, Production, Gender and Community
Development, Works, and others, has not reached optimal levels (Buberwa, 2020). To improve
employee performance, various policies have been put in place which includes democratic
leadership practices, autocratic leadership practices and laissez Faire. Notwithstanding the above
efforts, employee performance is still poor amidst the existence of different leadership practices
practiced like in Education for example, planned completion of construction of Kaptanya SS and
Kabeywa SS seed schools were not accomplished, in health, the plan towards upgrading facilities
especially operational HC11s to health Centre 111s including the health facilities of chemosong
staff house construction and completion of Gamogo Maternity / children’s ward and OPD were
not achieved. In production department, there was planned technology improvement/ Valve
addition in Agriculture and particularly processing of the agricultural produce, introducing high
valve crops and animals, the focus under production therefore was Agro-industrialization
promotion in the district which has not been achieved.in Gender and community, department, the
UNDP funds that was previously used for construction of the Administration block was not
remitted and so construction is at stake. However, at Kapchorwa district local government there
is friction between individual responsibility and role, as stated by the annual review report of
Kapchorwa local government council (2021/2022) this caused internal politics. Authoritative
leadership could have hugely affected employee performance. It was against this background
that the study examined relationship between leadership practices and employee performance in
local governments in Uganda, a case of Kapchorwa District Local Government.
1.4 Purpose of the study
The purpose of the study was to examine the relationship between leadership practices and
employee performance in local governments in Uganda, a case of Kapchorwa District Local
Government.
1.5 Specific objectives.
i. To examine the relationship between democratic leadership and employee performance
at kapchorwa district local government
ii. To examine the relationship between autocratic leadership and employee performance at
kapchorwa district local government
iii. To examine the relationship between laissez faire leadership employee performance
at kapchorwa district local government
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1.6 Research questions
i. What is the relationship between democratic leadership and employee performance
at kapchorwa district local government?
ii. What is the relationship between autocratic leadership and employee performance at
kapchorwa district local government?
iii. What is the relationship between laissez Faire leadership employee performance at
kapchorwa district local government
1.7 Hypotheses
H1: There is a significant relationship between democratic leadership and employee
performance at kapchorwa district local government
H2: There is a significant relationship between autocratic leadership practices has a
significant influence and employee performance at kapchorwa district local government
H3: There is a significant relationship between laissez Faire leadership practices has a significant
and employee performance at kapchorwa district local government.
1.8 Conceptual framework
Leadership practices (IV)

Democratic leadership
 Participation in decision making
 Delegation of duties Employee performance (DV)
H1

Autocratic leadership  Effectiveness

 Total authority and control H2
 Efficiency
 Independent decision making  Timely delivery of services
 Quality of work delivered
Laissez faire leadership H3
 Freedom of action for
subordinates
 Communication mechanism

Source (Adopted from Karanja (2014), Cherry (2010), and Kasenene (2005) and modified
by the researcher, 2022).
Figure 1.1: The relationship between leadership practices and employee performance
7
The above conceptual framework shows the relationship between leadership practices and
employee performance. The independent variable is the leadership practices, which is
conceptualized as autocratic, democratic, and laissez Faire leadership. The dependent variable is
employee performance, which for purposes of this study was restricted to the dimensions of
meeting deadlines, quality work, and executing defined duties. It was assumed that leadership
practices have a significant effect on employee performance.
1.8 Justification of the study
In numerous organizations in Uganda, the significance of the human aspect in leadership
practices is frequently undervalued. There is a tendency to prioritize strict work schedules and
the completion of tasks over flexibility, and decisions and policies are often imposed on
subordinates without considering their input. To foster effective and efficient organizational
leadership, it is crucial to prioritize the well-being and productivity of employees. In the
Kapchorwa district local government, there are established norms of leadership that managers
and leaders are expected to adhere to with the aim of enhancing employee performance. While
previous research has touched on related topics; there is still a gap in understanding the link
between leadership practices and employee performance. Existing studies in the field of
leadership have mostly focused on the organizational perspective, emphasizing strategies and
organizational employee performance.
Given the substantial impact of leadership within organizational contexts, there is a critical
requirement for further research to examine its influence on employee performance. The impact
of leadership goes beyond external factors and extends to the internal dynamics of human
resources. However, there is a scarcity of research that specifically addresses the effects of
leadership on these internal aspects. The primary objective of this study is to enhance our
understanding of how leadership philosophies influence worker employee performance,
specifically within the context of the Kapchorwa district local government. To achieve this, the
study gathered and analyzed relevant data, contributing to the existing knowledge on this topic.
1.9 Significance of the study
The Employees: The employees would want to know how leadership practices affect their
employee performance. Given that leadership practices have a big impact on organizational
employee performance, the research study breaks down leadership practices into various
dimensions, group orientations and centers of power existing within an organization that have an
8
influence on employee performance. Further, the study extends the existing research in this area
by focusing on the impact of these leadership practices on employee performance and ultimately
the organization
This study is should shed light on the impact of leadership practices on employee performance,
which has the potential to drive positive outcomes. The findings of this research may provide
valuable insights for the local government ministry in shaping policies related to leadership
practices. By aligning leadership approaches with employee performance, informed decision-
making processes can be fostered, benefiting not just the organization but also other stakeholders
involved.
Furthermore, this study has implications that reach beyond the confines of the Kapchorwa
district local government. It has the potential to make a broader impact by establishing a unique
leadership model that enhances employee performance in society at large. The proposed model,
outlined in the research, can serve as a valuable resource for practitioners aiming to implement
effective leadership practices, not only within the district but also across diverse industries and
sectors.
Academicians and Researchers: There could be a number of academicians and researchers who
would like to know what leadership practices that suitable in the management of employees in
the organization and their relevance and sustainability in the ever-changing workplaces.
Researchers and academicians are expected to benefit from this research through the information
provided which can be used in future works to extend a pool of knowledge from the findings.
1.10 Operational definitions terms and concepts
Leadership: By inspiring and motivating teams to achieve predetermined organizational goals,
leadership refers to the capacity to apply managerial talents to arrange employee performance
processes. Leadership is the capacity to influence a group of people to achieve a vision or set of
goals. Leadership is the most crucial element in an organization and the most crucial talent for
the leaders of the organization. It has both immediate and long-term effects on how well
employees perform.
Leadership practices: A practice represents a distinctive or characteristic behavior, a particular
method of acting. Leadership practices are the approaches used to motivate followers. It can also
be viewed as the net display of traits, skills, and behaviors that leaders use when interrelating
with their inferiors
9
Employee performance is defined as the successful completion of tasks, responsibilities or
assignments by a selected employee or group of employees based on set employee performance
objectives and indicators of efficiency and effective utilization of available resources.
1.11 Summary
The background of the study, the problem statement, the purpose, the objectives, the research
questions and hypotheses, the scope of the study, its significance, justification, and operational
definition are all covered in this section.

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 CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter covers the theoretical and related review of literature in line with the study
objectives. The literature was reviewed from journals, textbooks, working papers, dissertations
and internet websites. In particular, the presentation of this chapter begins with the theoretical
review, followed by review of related literature and then summary of the literature reviewed.
2.2 Theoretical review
The study was underpinned by the Contingency Theory by Fiedler (1967) which explores the
relationship between leadership and the employee performance of an organization. According to
the Contingency theory which is also called Situational leadership, each situation that requires
leadership is unique and therefore requires a different and specific type of leader. This implies
that the leader’s ability to lead is contingent upon various situational factors, including the
leader’s preferred practices, capabilities, and behaviors of workers that heavily depend on the
situational factors (Fiedler, 1967). The contingency theory postulates that a leader’s effectiveness
depends on two forces; the leader’s leadership practices and situation favorableness.
The theory further assumes that the degree to which a circumstance is favorable to a leader
depends on the extent to which the condition allows the leader to influence the conduct of the
group members. This theory brings forward the intimate approach to management by focusing on
the situation first rather than organizational means, to apply a specific leadership practices that
will stimulate individual employee performance.
The major limitation of this theory is that people have particular personality traits and situations
that differ. A person does not always become productive afterward because he had leadership
qualities, Belmejdoub, (2015). They connected the fact to specific conditions, saying that some
people who possess leadership skills might never get the chance to do so. As a result, they
believe that luck plays a larger role in life. The NCHE report from 2005 claims that leadership
practices, particularly in public institutions of higher learning, have not been seriously
considered when deciding which one to adopt and apply to improve working environments (ICT
implementation and usage), which has continued to cause a decline in their overall employee
performance. According to the theory, leadership is defined in terms of the level of
authority that leaders exercise. It identifies the leadership practices as autocratic leadership,
11
where there is complete authority and control as well as independent decision-making from
subordinates; democratic leadership, where the subordinates participate in decision-making as
well as a delegation of duties; and laissez-faire leadership, where there is freedom of action for
subordinates and a well- established communication mechanism as shown in the conceptual
framework.
2.3 Review of the related literature
This section cover literature review according to the research objectives as indicated below;
2.3.1 Democratic leadership and employee performance
This practice involves the leader including one or more employees in the decision-making
process. However, the leader maintains the final decision making authority. Using this practices
is not a sign of weakness; rather it is a sign of strength that your employees will respect you
(Klein, 2019). This is normally used when you have part of the information, and your employees
have other parts. Note that a leader is not expected to know everything; this is why you employ
knowledgeable and skillful employees. Using this practices is of mutual benefit; it allows them
to become part of the team and allows you to make better decisions. One of the participative
leadership practices in Local governments the researcher noticed was the contribution given by
the supervisor to the subordinates at the landscaping unit (Saleem et al, 2020). The author goes
ahead to assert that it is healthy for subordinates to be involved in decision-making, though he
does not specify at which stage of decision-making they should stop.
According to Supriyanto (2020), employee commitment reflects the quality of leadership in the
organization. Therefore, it is logical to assume that leadership behavior would have significant
relationship with organizational commitment. Previous research suggests a positive direct
relationship between leadership behavior and organizational behavior. However, it is not only
leadership that determines employee commitment to the organization, both authors agree that
leadership influences employee commitment but other factors such salary, work environment,
among others, influence employee commitment. Thus, supportive leaders are always paid back
in form of commitment from staff since this improves overall work environment and eventually
leads to improved organizational employee performance. In his discussion of leadership
practices, Wilson, (2020) noted that the democratic leadership practices can be sub-divided into
two practices one of which is the directive democratic practices which involves making
decisions in the participative manner and close supervision of group members. The other is the
12
permissive democratic leadership practices which involve making decisions in the participative
manner and giving group members latitude in carrying out their work.
Wen et al (2019) further observe that democratic leadership practices involves motivating
organizational members to do assigned work by ensuring that their welfare is well catered for. It
also ensures that members participate in the planning of an organization through consulting them
and giving them freedom to share ideas on how the organization should be managed. However,
the dilemma is that different people have different motivational facets. At times, what fits a
particular group of employees might not fit the other group, thus creating conflicts in
organizations especially if one group is satisfied at the expense of another. In addition, it is
difficult to tell what kind of motivation to give which group of employees.
According to Klein (2019), democratic leadership is a process in which decisions are deliberated
between individuals, followed by responsible action. Leaders need to be creative to survive and
compete in today’s rapidly changing world. Therefore, leadership plays an active role in
influencing, adapting, moving, and innovating a society (Zamin & Hussin, 2021). A leader’s role
can be more successful when organizational culture encourages and creates values, such as
learning, development, and decision making. The team is allowed greater autonomy to take
decisions and act because they are believed to have competence and confidence to accomplish
what is assigned. Al Khajeh, (2018) defines delegation as the act of entrusting authority and
responsibility to others throughout different levels of the organization. It involves handing over
authority to undertake certain activities which some one more senior would have accomplished.
Delegation is believed to lead to motivation, optimum use of resources and improved employee
performance at an individual and organizational level. Proponents of the democratic practices
believe that it results into high employee productivity, satisfaction, cooperation and commitment
which in turn results in better employee performance of the organization.
2.3.2 Autocratic leadership and employee performance
According to Astuti, Shodikin and Din (2020), the autocratic leader alone determines policy and
assigns tasks to individuals without any consultation with them. Subordinates are expected to
carry out the leader’s directives without question and the leader rules by decree. This type of
leadership is also known as coercive, dictatorial, directive, dominating or authoritarian. In an
incidence where employees are sidelined in decision-making processes, they feel demoralized
and demotivated since they develop an attitude that they are not part of the organization.
13
However, this may bring about resentment and résistance by employees if decisions are made
secretly and just imposed on to them as this discourages them and they feel they are not part of
the organization, thus affecting the employee performance of the institution.
Al-Khaled and Fenn (2020) also subdivided the autocratic leadership practices into two sub-
practices one of which is the directive autocratic practices, which involves overly task-minded
unilateral decision making and close supervision of group members to ensure that assigned tasks
are accomplished as desired. The other sub-practices is the permissive autocratic practices which
involves making decisions unilaterally and giving group members some latitude in carrying out
their work. What should be noted, however, is that Al-Khaled & Fenn (2020) discussed these
leadership practices while correlating leadership practices and organizational employee
performance in local government. The practices base itself on employee direction; however, too
much strict direction of employees also demotivates them and reduces their morale at work,
which eventually leads to employee performance decline.
Autocratic leadership practices can also decrease motivation and increase staff turnover. The
needs of workers are ignored and this leads to low morale and frustration and subsequently
affects commitment. The leader is overly concerned about the task execution and ensures that
working facilities are in place and that group members complete assigned work regardless of
their welfare condition (Agarwal, 2020). Referring to the autocratic leadership practices as
paternalistic or dictatorial practices, Holbert et al (2021) noted that it can be effective when the
decisions made to reach organizational goals take into account the best interest of the employees.
This type of leader can cause lack of employee commitment and loyalty to the leader. Both
authors agree that such type of leadership is dictatorial and most of the times lead to staff
turnover. They all look at authoritarian leadership practices as characterized by a rigid rules
system and an expectation of obedience to authority. However, Local governments with this
practices of leadership have much higher employee turnover and teacher absenteeism because it
limits employee participation in decision-making.
One of the distinguishing dimensions for the autocratic practices is the level of authority and
control. Harms and Lester (2018) refer to autocratic leadership as a practice of management
where all powers are vested with the leader. The leader has a say in determining policies,
assigning tasks without making any consultations with those who are led. Management
authors present two concepts useful in explaining the extent to which the authoritarian
14
leadership practices influence employee performance. Locus of control is a personality trait
referring to the extent to which leaders or individuals believe events are within their control.
Worth noting that some situations limit the leader’s level of control making task oriented
leadership unnecessary. Within an organizational setting, a leader’s relationship with those he or
she leads should ideally be a two way relationship.
Leadership, communication and networking skills are key competencies for organization
managers. In the same study, organization manager employee performance is found to have a
direct relationship with organization out comes, confirming the key role of organization
manager’s leadership on organization outcomes (Wang & Guan, 2018). Communication both
informal and formal facilitates exchange of ideas, clarification of roles and misconceptions. The
leader has downward responsibility to ensure that those he is leading are aware and understand
what is expected of them. Like the Path goal theory asserts, he has to lead them towards
achieving the goals and objectives they are set out to accomplish. This can only happen through
two way communication.
2.3.3 Laissez faire leadership employee performance
Laissez Faire leaders are said to place low emphasis on employee performance and low
emphasis on people. The leader is believed to use his power minimally and as a result provides a
high degree of independence and power to the team (Robert & Vandenberghe, 2021). The Leader
hands over responsibility for results to the group. She or he lets them set goals, decide on how to
accomplish the goals and define individual’s roles and make decisions on the pace of work. The
leader only consents in a way of giving the team relevant information before final output is made
(Oprea, Miulescu & Iliescu, 2022). The Laissez faire practices are very much hands off
approach. Under these practices people are presumed to be unpredictable and trying to
understand them is said to be a waste of time. As a result a leader is assumed to keep a low
profile, be obedient and don’t make waves. MacDonald (2017) contends that this practice is
appropriate in a work environment where the team and leaders share the same intent and
direction and the leader has trust for all team members. It is appropriate for high performing
teams with sufficient self-drive without the leader’s intervention.
The French phrase Laissez-faire, made use of mostly in economics and political sciences to mean
a policy of the very least governmental interference within the economic concerns of society and
individuals (Jamali, Bhutto, Khaskhely & Sethar 2022). Diebig and Bormann (2020) described
15
laissez-faire leadership as absence of any sort of leadership type or even distancing themselves
from having to be involved in leadership activities. This means that supervisors, who are
appointed, pay absolutely no interest to their responsibilities together with responsibilities that
have been given to them. Laissez-faire leadership could be referred to as a form of leadership
that is non-existent or "zero-leadership". This study seeks to cover these research gaps.
Einarsen et al (2017) argue that laissez faire leadership violates the genuine passions of the
organizations including their employees by undermining organizational ambitions as well as /or
subordinates well-being. Al-Khaled and Fenn (2020) also, regards laissez faire leadership as a
terrible leadership practices coupled with active remedial leadership (leading by observing as
well as paying attention to mistakes) plus passive remedial leadership (waiting for issues to arise
ahead of intervening). Laissez-Faire leadership practices for the most part ends up in increased
chaos within the organization as every individual feel him (Monzani, 2015).
Lundmark, Richter and Tafvelin (2022) addressed the values to organizational leadership and
also his research was notably supportive of the laissez-faire approach of bridging the divide
between employer and worker where by his worry was primarily that laissez-faire will yield a
favorable environment by way of which staff as well as families will truly feel like a community
regardless of the various roles they play in the organization.
Lundmark, Richter and Tafvelin (2022) indicated that if employee performance is monitored by
the leader and offers suggestions to workers on a regular basis, a laissez-faire management
practices could be productive. Most probably, leadership practices was effective when individual
staff are seasoned, extremely qualified, trustworthy, motivated, and also competent to get the job
done on their own. He argues that the chief benefit of laissez-faire leadership practices is the fact
that it offers a good deal of autonomy to staff members; it is able to play a role in greater job
satisfaction together with enhanced organizational productivity (Lanaj, Gabriel & Chawla,
2021). The issue with the afore mentioned in the African context is that laissez-faire was seldom
practiced in its entirety due to political interference given that the employees need to be
monitored and also the degree of personal drive and discipline is questioned.
2.4 Summary of literature review
The content in literature on the impacts observed by numerous scholars on employee
performance by leadership practices is scattered across different industries and countries making
the evidence of these impacts varied. Most of the literature that has been reviewed points to the
16
fact that transformational and transactional practices of leadership are best suited to stimulate a
positive effect on employee performance, while placing more emphasis on transformational
leadership practices (Kehinde & Banjo, 2014; Rasool et al, 2015). There has also been evidence
showing varied effects of laissez faire leadership practices on employee performance.
Some studies reveal a positive effect (Gimuguni et al, 2014) while others report a negative effect
on employee performance (Aboushaqah et al,2015), making it obvious that evidence from
studies on leadership practices in relation to employee performance lacks consistency.
Research for literature is also limited as not a lot of research has been conducted on the impacts
of Laissez- faire on the employee performance. Also, not all sectors of an economy, countries or
regions are covered in the available literature. Most of the literature was rooted in Africa, while
the industries represented in the review include the health sector, banking sector, arms of
government, petroleum industry and hotel industries. From the review of the above literature, it
reveals that empirical data on the effects of the different leadership practices on employee
performance is able to describe numerous employee performance outcomes, irrespective of
whether at the organizational levels or individual levels.

17
 CHAPTER THREE
METHODOLOGY
3.1 Introduction
This chapter presents and describes the approaches and techniques the researcher used to collect
data and investigate the research problem. This includes research design, study population,
sample size and selection, sampling techniques and procedure, data collection method, data
collection instruments, data quality control (validity and reliability), procedure of data collection,
data analysis and measurement of variables and ethical considerations.
3.2 Research Design
The study used a cross sectional survey design. A cross-sectional survey is suitable for such a
study to enable observing phenomena at a single point in time. While using the cross-sectional
design, the study will apply both qualitative and quantitative approaches to collect detailed facts
Sileyew (2020). By using the quantitative approach, the study described numerical data, statistics
and statistical inferences which focused on relationships between variables (Žukauskas et al.,
2018). The qualitative approach helped in collating narrative and descriptive facts to make a
deeper exploration the study interests.
3.3 Study Population
According to Stratton (2021), a population is a complete set of the entire group or individuals
with a common observable characteristic. The study encompassed a varied target population
including staff from CAO's office, heads of department and general staff from various
departments (KDLG Human Resource departmental report, 2021). These are distributed in
Table below;
3.4 Sample size determination
According to Stratton (2021), a population is a complete set of the entire group or individuals
with a common observable characteristic. The sample size of the population in this study is
obtained using the Morgan and Krejcie as illustrated in the 3.1 below:

18
Table 3.1: Sample size and sampling techniques
Category Target Population Sample size Sampling technique

CAO’s Office 05 05 Purposive sampling

Heads of department 10 10 Purposive sampling

General staff and support staff 140 103 Simple random

sampling
Total 155 118
Source: Kapchorwa District Local Government, Human Resource, Departmental Report,
2021)
3.5 Sampling Techniques and procedures
The study adopted both simple random and purposive sampling techniques as explained below;
3.5.1 Simple Random Sampling
Simple random sampling is a type of probability sampling in which the researcher randomly
selects a subset of participants from a population. Each member of the population has an equal
chance of being selected. Data is then collected from as large a percentage as possible of this
random subset. This sampling technique was used because it ensures that every member has an
equal chance of being recruited into the sample and also eliminates bias in data collection
(Thomas, 2020). The study used simple random sampling to select general staff and support
staff.
3.5.2 Purposive sampling
Purposive sampling is a non-probability method for obtaining a sample where researchers use
their expertise to choose specific participants that helped the study meet its goals. These subjects
have particular characteristics that the researchers need to evaluate their research question. In
other words, the researchers pick the participants “on purpose” (Nikolopoulou, 2022). This
helped the researcher to select significant respondents to provide in depth information which was
used to analyze and triangulate data collected from the respondents. This technique was
considered since it is less costly and saves time; it enabled the researcher to acquire an in-
depth understanding of the problem and to gain richer, useful and focused information (Thomas,
2020). Purposive sampling was used to select Heads of department and CAO.

19
3.6 Data Collection Methods
The study was categorized into secondary and primary data collection method. Quantitative and
qualitative methods were utilized to collect primary data. The study used both primary and
secondary sources of data collection. Quantitative and qualitative methods were utilized to
collect primary data (Taylor, 2021). Self-administered questionnaires will support the collection
of primary data.
3.6.1 Questionnaire Survey
According to Muhammad and Kabir (2018), a questionnaire is a method of survey data
collection in which information is gathered through oral or written questionnaires.
Questionnaires enabled the researcher to collect a large sample of information in a short time and
at a reasonably low cost and give similar or standardized questions to the subjects making it
easier for comparison and generalization. In this case questionnaires (with close ended
questions) were administered to general staff and support staff with aid of research assistants.
The questionnaires were adopted because the response option for a close ended question is
exhaustive and mutually exclusive.
3.6.2 Interviews
Interview is a conversation between two or more people where questions are asked by
interviewer to elicit facts or statements from the interviewee. It’s a person-to-person verbal
communication in which one person or a group of persons is interviewed at a time (Sileyew,
2019). Interviews were conducted because of ensuring probing for more information,
clarification and capturing non-verbal expressions of the interviewees. It gives the researcher
time to revisit some of the issues that have been an oversight in other instruments and yet is
deemed vital for the study. Personal interviews were conducted with heads of department and the
CAO. The interviews capture questions on the independent and dependent variable and in the
course of interviewing, probing was applied so as to elicit a good response rate (George, 2022).
3.7 Data collection instruments
Self-administered questionnaires and interview guide was used as the major tools for this study;
3.7.1 Self-Administered questionnaire
According to Muhammad and Kabir (2018), a questionnaire is a method of survey data
collection in which information is gathered through oral or written questionnaires. The
questionnaires were self-administered to general and support staff to obtain required information
20
for the study. The questionnaires were adopted since they are easier to administer, less costly,
timely and they allow the aspect of confidentiality (Budianto, 2020). The researcher designed the
questionnaires in accordance to the study objectives and variables employed in the conceptual
framework. In this case close ended questions were administered to the respondents with aid of
research assistants. This was used to obtain their views in relation to the study phenomena
(Mutepf, 2019).
3.7.2 Interview Guide
Interviews guide is an alternative tool of data collection whereby researchers collect data through
direct verbal interaction while recording respondent’s answers using interview guide to
supplement other data collection methods (Budianto, 2020). Interviews were conducted with the
key informants such as Heads of department and CAO who were well informed about the study
problem. This method was considered since it enabled the researcher to obtain in depth
qualitative information on the study phenomenon. This furthered enriched this study by
providing more relevant information which might not have been obtained through the
questionnaires method as well as allowing further probing (Wang, 2018). The interview guide
was used by the researcher to have a face to face professional interaction with the respondents to
obtain comprehensive explanations of their perception this study.
3.8 Quality control of data
Data quality techniques ensure that data collected is valid and reliable; the instrument was tested
to ensure validity and reliability.
3.8.1 Validity of instruments
Validity basically means “measure what is intended to be measured” (Chetwynd, 2022). In this
study, validity was measured empirically. Conceptual empirical confirmation of validity, also
called pragmatic validity shall be done to compare information obtained on study themes using
evidenced facts and outcomes found in reality from the primary data that is gathered. Primary
data sources were triangulated as indicated by combining respondent’s categories general staff
and Heads of department and CAO to improve content validity. However, since social variables
have no obvious facts or outcomes, the primary data gathered was subjected to further
conceptual or constructs confirmation of validity. Conceptual confirmation of validity is
conferred from the conceptual evidence the extent to which the variables relationship is
consistent with the deductions in the theoretical review of literature (document review)
21
(Middleton, 2023). Quantitatively, to establish validity the researcher will conduct the content
validity index (CVI) test to check the validity of the questionnaire contents. The CVI is
computed using the following formula.
CVI = No. of items rated relevant
Total no. of items
Table 3.2: Results of content validity for research tools
Dimensions No of Statements Relevant CVI
Democratic leadership 06 07 0.857
Autocratic leadership 06 08 0.75
Laissez faire leadership 06 07 0.857
Employee performance 07 07 1
Source: Primary Data (2023)
Table 3.2 presents averages of 0.864 and (0.857, 0.75, 0.857 & 1 respectively) on all four
variables had a CVIs that were above 0.7, imply that the tool was validity since it was
appropriately answering / measuring the objectives and conceptualization of the study.
According to Middleton (2023), the tool can be considered valid where the CVI value is 0.7 and
above as is the case for all the four variables provided above.
3.8.2 Reliability of instruments
Reliability refers to the likelihood of getting the same results over and over again if a measure
was repeated in the same circumstances. Reliability ensures that measures are free from error so
that they gave same results when repeated measurements were made under constant conditions.
In line with this, the researcher used a heterogeneous population and participants drawn from
across-section of stakeholders who were involved in the management of Kapchorwa District
Local Government. The instruments were pre-tested by selection of a few staff members who
will review and improve it, to ensure reliability before it was really applied in the study (Yusoff,
2019). The researcher personally administered the questionnaires to the participants and was
available for consultations and explanations while the participants fill in the data. The researcher
will check the questionnaires to ensure that all the questions are answered appropriately. The
pre-test contributed to the credibility, dependability and trustworthiness of the questionnaires.
The findings from the test were coded in the SPSS, a computer package to test for reliability at
the Cronbach’s alpha coefficient so as to assess the internal consistency above 0.70 (Amirrudin,
22
2021).
Table 3.3: Reliability test results of research instruments.

Study variables Cronbach’s Alpha

Democratic leadership 0.745
Autocratic leadership 0.986
Laissez faire leadership 0.876
Employee performance 0.765
Average Cronbach Alpha coefficient for variables 0.843
Source: Primary Data (2023)
The reliability of instruments was established using Cronbach Alpha Coefficient which tests
internal reliability and the average reliability test result for research was 0.84 which is
recommended as given below in 3.3.
3.9 Data collection procedure
A letter of recommendation from the Uganda Management Institute to Kapchorwa district local
government was obtained. After successful defenses, the researcher guaranteed respondents the
confidentiality of their data. Respondents was given time to complete the study questionnaire.
The data collection process involved two main activities: collecting data and displaying data.
Data was collected by the researcher using questionnaires and interviews. Questionnaires
were preferred by researchers because they are inexpensive to manage, can be filled out as the
respondents like, and can quickly collect information from multiple respondents. Face-to-face
interviews are a more personal form of study, as interviewers worked directly with respondents
and interviewers were asked follow-up questions, especially because it was generally easier for
respondents.
3.10 Data analysis technique
Data was analyzed both quantitatively and qualitatively.
3.10.1 Quantitative data analysis
Quantitative data analysis is a form of research that relies on the methods of natural sciences,
which produces numerical data and hard facts (Borgstede and Scholz, 2021). This technique
helped in establishing cause and effect relationship between two variables by using
mathematical, computational and statistical methods. Quantitative data analysis involved use of
both descriptive and inferential statistics by using Statistical Package for Social Scientists (SPSS)
23
for analysis.
Descriptive statistics described the characteristics of a data set. It is a simple technique to
describe, show and summarize data in a meaningful way. Descriptive statistics entailed
determination of measures of central tendency such as mean, standard deviation; frequency
distributions; and percentages. Data was processed by editing, coding, entering, and then
presented in comprehensive tables showing the responses of each category of variables.
Inferential statistics focused on making predictions about a large group of data based on a
representative sample of the population. Inferential Statistics helps to draw conclusions and
make predictions based on a data set. Correlation analysis was used to show the relationship
between independent variables and a dependent variable (Marsh et al, 2020).
3.10.2 Qualitative data analysis
Borgstede and Scholz (2021) defined qualitative data analysis as one which provides insights and
understanding of the problem setting. Qualitative data analysis involved both thematic and
content analysis and was based on how the findings relate to the research questions.
Content analysis is a research method used to identify patterns in recorded communication (Luo,
2022).To conduct content analysis, the researcher systematically collected data from a set of
texts, which can be written, oral, or visual (Books, newspapers and magazines, Speeches and
interviews). The researcher use content analysis to find out about the purposes, messages, and
effects of communication content. Content analysis was used to quantify the occurrence of
certain words, phrases, subjects or concepts in a set of historical or contemporary texts (Marsh et
al, 2020).
Thematic analysis is a method of analyzing qualitative data. The researcher closely examines the
data to identify common themes, topics, ideas and patterns of meaning that come up repeatedly
(Caulfield, 2022). There are various approaches to conducting thematic analysis, but the most
common form follows a six-step process: familiarization, coding, generating themes, reviewing
themes, defining and naming themes, and writing up. This process helped the researcher to avoid
confirmation bias when formulating your analysis.
3.11 Measurement of Variables
According to Ivy Panda (2020), measurement variable is an unknown attribute that measures a
particular entity and can take one or more values. It is commonly used for scientific research
purposes. Measurement variables are categorized into nominal, ordinal. A nominal variable is a
24
type of variable that is used to name, label or categorize particular attributes that are being
measured (Bhandari, 2022). An ordinal variable is a type of measurement variable that takes
values with an order or rank. They are built upon nominal scales by assigning numbers to objects
to reflect a rank or ordering on an attribute. The five point Likert type scale (1- strongly disagree,
2-disagree, 3-not sure, 4- agree and 5-Strongly agree) was used to measure the independent
variable and the dependent variable. The nominal and ordinal measurement levels were utilized
to compute study variables with undisputable order. The Likert scale was used in data collection
to measure sentiments and respondents’ perception as per the formulated variables. Ordinal and
Nominal types of measurements was used to measure variables on the scale of 1-5, represented
by strongly disagree, disagree, not sure, agree and strongly agree.
3.12 Ethical Considerations
According to Fleming (2018), ethical issues refer to the integrity in the production of knowledge,
as well as the dignity welfare of the researched.
Confidentiality and privacy: It refers to the obligation of an individual or organization to
safeguard entrusted information. The research participant’s privacy was assured by the
researcher, who kept all the information safely locked up during the research process.
To ensure privacy, the subjects was informed upfront that indeed their names were not required,
that they have the right to leave questions unanswered for which they do not wish to offer the
requisite information, and that the study did not put the respondent under pressure if this
happens.
Informed Consent: The researcher sought informed consent before conducting the data collection
process. The requirements of informed consent for research are that the respondents or subject
must be competent to understand and decide, receives a full disclosure, comprehends the
disclosure, acts voluntarily, and consents to the proposed action which this study will adhere to.
Plagiarism: is presenting someone else's work or ideas as your own, with or without their consent
by incorporating it into your work without full acknowledgement. All published and unpublished
material, whether in manuscript, printed or electronic form, is covered under this definition. This
was minimized by paraphrasing, citing, quoting, citing quotes, citing own material, and
referencing.
Voluntary participation: The research participants were informed that their participation in the
study was not to be rewarded in anyway; it was entirely on voluntary basis. All the research
25
participants were informed of their rights to refuse to be interviewed, or to withdraw at any point
for any reason, without any prejudice or explanation
3.13 Summary
This sections covers research design, study population, sample size and selection, sampling
techniques and procedure, data collection method, data collection instruments, data quality
control (validity and reliability), procedure of data collection, data analysis and measurement of
variables and ethical considerations.

CHAPTER FOUR
26
 DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction
This chapter presents the findings, analysis and interpretations to the findings. The findings are
presented according to the objectives of the study. The study focused on the relationship between
democratic leadership and employee performance at Kapchorwa District Local Government, to
examine the relationship between autocratic leadership and employee performance at Kapchorwa
District Local Government and to examine the relationship between laissez faire leadership
employee performances at Kapchorwa District Local Government.
4.2 Response rate
The response rate of the study is presented in Table 4.4 below
Table 4.4: Response rate of respondents
Instrument Planned Actual Percentage (%)
Questionnaires 103 84 82
Interviews 15 12 80
Total 118 96 81
Source: Primary Data (2023)
Table 4.4 shows that out of 103 questionnaires distributed to staff members, 84 questionnaires
were returned reflecting a 82% response rate .Out of the 15 planned interviews, 12 were
conducted which gave a response rate of 81%. The overall response rate was above 50% which
is in line with Coughlan (2011) who argues that a response rate >=50% is representative of a
survey population.
4.3 Findings on background characteristics
The demographic characteristics (education level, sex, among others) for the 84 respondents
were examined and findings are presented in the next subsection.
4.3.1 Respondents by gender
The respondents were also asked to indicate their gender which is illustrated in the table 4.5
below.

Table 4.5: Gender of respondents

27
 Gender Frequency Percentage (%)
Male 65 77%
Female 19 23%
Total 84 100%
Source: Primary Data (2023)
Table 4.5 above indicated that the male respondents covered the majority of 65(77%) compared
to the female respondents 19 who were 23%. This indicated that the study were obtained from a
fairly gender balance which both male and females are employed in the institution. This is an
implication that the respondents that were considered for the study provided substantial
information for the study.
4.3.2 Age group of respondents
The thought to find out the age bracket of the respondent and the responses are as illustrated in
the Figure 4.2 below

60

50

40

30
Percentage
20

10

0
20-25 years 26-31 years 32-37 years 38 and above

Source: Primary Data (2022)

Figure 4.2:Age group of respondents
From the Figure 2, study results showed that majority of respondents 40(48%) were aged 32-37
followed by 20(23%) respondents who were 26-31 years while 15(18%) were 38 and above
years and 9(11%) of the respondents were between 20-25 years. The majority respondents were
31-40 years. This implies that the respondents were mature enough to provide information abut
the relationship between leadership practices and employee performance in Kapchorwa District

28
Local Government.
4.3.3: Education level of respondents
The respondents were also asked to indicate their education levels which is illustrated in the
Figure 4.3 below.

Master’s degree Certificate

17% 8%
Diploma
14%

Degree
61%

Source: Primary Data (2023)

Figure 4.3: Highest Level of Education the Respondents
Findings in the Figure 4.3 above indicates that majority of the respondents were degree holders
making a total percentage of 51(61), Master’s degree were 14(17%), diploma holders were
12(14%), and certificate holders were 7(8%). These results implied that the respondents had
good qualifications and the right skills and knowledge to deliver. Besides, the respondents were
able to understand, read, interpret the questionnaire and gave relevant responses. This is an
indicator that most respondents possessed a higher academic level implying that they could
release information without having any bias about leadership practices and employee
performance.
4.3.4 Duration in the organization
The study thought the views of the respondents about the period they have spent working at
Kapchorwa District Local Government and this was important to this study in that people’s
experience at work can either influence them negatively or positively in face of new changes in
the institution.

29
 Over 3 years

Over 2 years

6 months -1year

Less than 6 months

0 5 10 15 20 25 30 35 40 45

Source: Primary Data (2023)

Figure 4.4: Duration in the organization
Finding from Figure 4.4 above revealed that majority 36(43%) of the respondents had worked
for Kapchorwa District Local Government for over 3 years, with very few 5(6%) serving for less
than 6 months. As such, the respondents selected in this study had reasonable service time with
Kapchorwa District Local Government and hence were able to provide reliable data in this study.

30
4.4 Empirical findings of the study
This section presents the empirical findings of the study according to the objectives. The
empirical findings are analyzed using descriptive statistics, qualitative analysis and testing
hypotheses for the respective findings.
4.4.1 Responses on employee performance
The seven (07) statements on employee performance were structured based on the objective of
the study. Statements were measured on a six-point Likert scale where code 1 = Strongly
Disagree, 2 = Disagree, 3 = Slightly Disagree, 4 = Slightly Agree and 5 = Agree, 6 = Strongly
Agree. The statements are statistically tabulated and presented in the table 4.6 below consist of
frequencies and percentages according to the responses collected.
Table 4.6: Response on employee performance
Statement SD D N A SA Mean S.D
There is improved quality work 21 32 01 12 18 2.30 0.67
25% 38% 2% 14% 21%
I am required to work towards 01 07 01 52 23 3.82 0.85
attaining the departmental goal. 1.2% 8% 2% 62% 27%
Appropriate utilization of resources 07 33 10 18 16 2.41 1.20
is exhibited 8% 39% 12% 21% 19%
Staff exhibit high level of 20 13 10 35 6 2.80 1.21
proficiency in their operations 24% 16% 12% 42% 7%
I am given the needed support by 1 26 6 7 44 3.45 0.99
my supervisor to meet my duties 2% 31% 7% 8% 52%
My performance is accessed daily 10 26 2 17 29 2.25 1.19
by my supervisor 12% 31% 3% 20% 35%
Employees are engaged in decision 38 21 7 6 8 3.26 1.17
making. 48% 26% 9% 8% 10%
Source: Primary Data (2023)
On whether there is improved quality work, 25% strongly disagreed, 38% of respondents
disagreed, 14% of the respondents agreed with the statement whereas 21% agreed with the
statement respectively and 22% were not sure of the statement. The correspondent mean was
2.30 indicating those who were not satisfied with the statement and standard deviation was 0.67
31
indicating those with deviating responses from the statement. This implies that majority
employees were not motivated to work. One of the respondents interviewed said:
Many of our officers feel not well motivated owing to the few incentives offered to
them as a result of the financial constraints faced by the Kapchorwa District
Local Government (KII/001/14/2023)
On the question whether employees are required to work towards attaining the departmental
goal, 02% of respondents strongly disagreed, 08% disagreed with the statement, 2% were
neutral. Majority of respondents 62% agreed with the statement and 27% strongly agreed with
the statement respectively. The corresponding mean was 3.82 indicating those who were satisfied
with the statement and standard deviation of 0.85 indicating respondents with deviating
responses from the statement.
In addition, as to whether appropriate utilization of resources is exhibited, 21% of the
respondents agreed with the statement and 19% strongly agreed with the statement, 08% of the
respondents strongly disagreed with the statement, 39% disagreed whereas 12% were neutral.
The mean was 2.41 indicating those who were not satisfied with the statement and standard
deviation of 1.20 showing the number of respondents who gave varying responses.
On whether staff exhibit high level of proficiency in their operations, 24% strongly disagreed
with the statement, 16% disagreed with the statement, 12% were neutral, 42% agreed with the
statement and 7% strongly agreed with the statement. The correspondent mean was 2.80
indicating those who were not satisfied with the statement and standard deviation was 1.21
showing the number of varying responses.
On the question whether employees are given the needed support by supervisors to meet their
duties, 52% strongly agreed with the statement, 08% of the respondents disagreed, 07% were not
sure, 31% of the respondents strongly disagreed with the statement. The mean was 3.45 indicated
those who were fairly satisfied with the statement and standard deviation 0.99 indicated those
with deviating responses.
On whether employee performance is accessed daily by supervisor, 35% of the respondents
strongly agreed with the statement, 20% agreed with the statement, 31% disagreed with the
statement whereas 12% were not sure of the statement. The mean was 3.25 indicating those who
were fairly satisfied with the statement and standard deviation of 1.19 indicating those with
deviating responses.
32
On the question whether employees are engaged in decision making, 48% of the respondents
strongly disagreed with the statement, 26% disagreed with the statement, 10% and 08% of the
respondents agreed with the statement respectively whereas 09% of the respondents were not
sure of the statement. The mean was 3.26 indicated respondents who were fairly satisfied with
the statement and the standard deviation of 1.17 indicated those with deviating responses from
the statement.
4.4.2 The relationship between democratic leadership and employee performance
The six (06) statements on democratic leadership were structured based on the objective of the
study. Statements were measured on a six-point Likert scale where code 1 = Strongly Disagree, 2
= Disagree, 3 = Slightly Disagree, 4 = Slightly Agree and 5 = Agree, 6 = Strongly Agree. The
statements are statistically tabulated and presented in the table 4.7 below consist of frequencies
and percentages according to the responses collected.
Table 4.7: Response on relationship between democratic leadership and employee
performance
Statement SD D N A SA Mea S. D
n
My team leader provides staff with 08 04 14 21 36 3.42 1.9
clear responsibilities and allows them 10% 5% 17% 25% 43%
to decide how to accomplish them
The administrator shares with you 07 08 00 17 51 3.60 1.2
the vision of the Local government 8% 10% 00% 21% 61%
which enables you to contribute to it.
Where the Administrator adopts 08 13 05 49 07 3.58 1.13
participation and supportive 10% 16% 6% 58% 9%
leadership practices, quality work
and proper execution of defined
duties within the Local government
increases.
My team leader encourages working 00 20 00 46 15 3.53 0.88
in teams to ensure the work is 00% 18% 00% 55% 18%
accomplished on time.
33
 My team leader listens to the views 07 12 08 26 30 3.07 1.26
of the team before final decisions are 8% 15% 10% 31% 36%
made.
There is delegation of duties and 09 25 07 32 07 3.30 1.22
responsibilities to lower staff. 11% 31% 09% 40% 09%
Source: Primary Data (2023)
On the question whether team leader provides staff with clear responsibilities and allows them to
decide how to accomplish them, majority of the respondents 43% of the respondents strongly
agreed with the statement, 25% agreed with the statement, whereas 17% were not with the
statement. 10% and 5% disagreed with the statement respectively. The mean is 3.42 indicating
those who were fairly satisfied with the statement and standard deviation is 1.9 indicating those
with deviating responses. This clearly indicates that most of the employees in Kapchorwa
District Local Government are encouraged by their heads of department to have cooperation
during the decision making process of the departments. Such managers encourage cooperation
among staff are democratic in nature.
As to whether the administrator shares with you the vision of the Local government which
enables you to contribute to it, 61% strongly agreed with the statement, 21% agreed with the
statement, 00% were not sure and 18% of the respondents disagreed with the statement. The
mean is 3.61 indicated respondents who were satisfied with the statement and standard deviation
is 1.20 indicating those with deviating responses. This implies that democratic leaders lay
emphasis on performance as well as their teams. They believe their teams are honest, self-
motivated and like responsibility and as a result will work hard to accomplish meaningful goals
and tackle challenging work. Such an atmosphere sometimes contributes to organization success
since staff feels free to walk into offices of their supervisors and consult. The findings are
supported by the key informants who assert that:
I maintain an open door policy so that any staff irrespective of their position in
the organization can quickly walk in when the need arises. The local government
has tight deadlines to meet and I try to put in place systems that facilitate the
speedy delivery of targets. I know what a bureaucratic system can do
(KII/002/15/2023)

34
On the question where the administrator adopts participation and supportive leadership practices,
quality work and proper execution of defined duties within the Local government increases,
majority of the respondents 58% agreed with the statement, 09% of the respondents agreed with
the statement, 26% (10%+16) of the respondents disagreed with the statement and 6% were
neutral. The mean is 3.58 indicated those who were satisfied with the statement and standard
deviation is 1.13 indicating those with deviating responses. This implies that democratic leaders
are usually decisive decision makers who involve their teams while making decisions but also
make some decision alone. Active participation of teams is bound to lead to organization success
as evidenced by an interview from one of the organization leaders who maintained that:
Though some people consider consultations with staff as time consuming,
sometimes it pays to consult so that your team feels trusted and as a result they
work with zeal and support the leader to strive towards achieving organization
objectives (KII/001/14/2023)
On the question as to whether the team leader encourages working in teams to ensure the work is
accomplished on time, 55% agreed with the statement, 18% of the respondents strongly
disagreed with the statement, 00% of the respondents were not sure where 18% of the respondent
disagreed with the statement. The mean is 3.53 indicting those who were satisfied with the
statement and standard deviation is 0.88 indicating those with deviating responses. Study
findings imply that leaders empower their subordinates with authority, hence giving them a
platform to gain the needed expertise which is essential in the effective administration of the
Local Government.
On the question whether my team leader listens to the views of the team before final decisions
are made, 36% of the respondents strongly agreed with the statement, 31% of the respondents
agreed with the statement whereas 10% of the respondents were neutral. The mean is 3.07
indicate those who were fairly satisfied with the statement and standard deviation is 1.26
indicating respondents with deviating responses. This clearly shows that many administrators in
the Kapchorwa District Local Government practice democratic leadership practices which allow
subordinates to consult in decision making. This implies that employees should be on a forefront
in setting performance objective and also the leader should have sense of empathy while leading
and control their subordinates as all these tend to motivate employee, since it’s not only skills
and ability to perform that can lead to increased performance but also the leadership approach.
35
Findings revealed that on the question there is delegation of duties and responsibilities to lower
staff, 40% of the respondents agreed with the statement, 09% agreed with the statement, 31% of
the respondents disagreed with the statement and 11% respectively. The mean is 3.30 indicating
those respondents who were fairly satisfied with the statement and standard deviation is 1.22
indicting those with deviating respondents.

Table 4.8: Pearson correlation results for democratic leadership and employee
performance
Pearson Correlation coefficient
Democratic Employee performance
leadership
Democratic leadership Pearson correlation 1 .626**
Sig. (2-tailed) .001
N 84 84
Employee Pearson correlation .626** 1
performance Sig. (2-tailed) .001
N 84 84
** Correlation is significant at the 0.01 level (2-tailed)
Table 4.8 above indicate Pearson correlation coefficient of .626 ** obtained with an associated
p-value of 0.001. The results indicate a strong positive relationship between democratic
leadership and employee performance. The value p< 0.05 implied that the relationship between
democratic leadership and employee performance was statistically significant. Therefore the
alternative hypothesis has stated in chapter one is held. Such a result could be interpreted to
mean that with democratic leadership employees are given the freedom to work at their
convenience. Such situation creates a conducive atmosphere for staff to work hard since they feel
they are trusted by management and this improves their performance levels and this eventually
indicates that democratic leadership a viable leadership practice in Kapchorwa District Local
Government.

36
4.4.3 The relationship between autocratic leadership and employee performance
The six (06) statements on autocratic leadership were structured based on the objective of the
study. Statements were measured on a six-point Likert scale where code 1 = Strongly Disagree, 2
= Disagree, 3 = Slightly Disagree, 4 = Slightly Agree and 5 = Agree, 6 = Strongly Agree. The
statements are statistically tabulated and presented in the table 4.6 below consist of frequencies
and percentages according to the responses collected.

Table 4.9: The relationship between autocratic leadership and employee performance
Statement SD D N A SA Mean S.D
The command and authoritative 35 33 09 01 04 2.01 0.89
leadership practices applied by the 43% 40% 11% 2% 5%
administrators improve quality work
and execution of defined duties
within the Local government.
Where the leader applies coercion on 12 39 04 13 15 2.39 1.33
task completion regardless of the 15% 47% 5% 16% 18%
employee’s social wellbeing the
organization maximizes profit which
in turn increases performance.
Sets down performance standards 03 06 11 40 17 3.61 0.99
from each aspect of my staff’s job 4% 8% 14% 52% 22
%
Sets clear codes of acceptable 15 28 11 18 05 2.61 1.22
conduct and takes actions against 20% 36% 14% 23% 6%
those who breach them.
One way communication from my 09 12 00 34 19 3.42 1.24
boss negatively affects my job 12% 16% 00% 46% 23%
performance.
Authoritative leaders schedules and 08 13 05 34 24 3.60 1.28
coordinates work in a manner which 10% 16% 6% 41% 29%
ensures meeting my deadlines on
time.
Source: Primary Data (2023)

37
On the question the command and authoritative leadership practices applied by the
administrators improve quality work and execution of defined duties within the Local
government, 40% disagreed with the statement, 43% strongly agreed, 11% were neutral and 07%
of the respondents agreed with the statement respectively. The mean is 2.01 indicating those who
were unsatisfied with the statement and standard deviation of 0.89 indicating those with
deviating responses. The findings are supported by the key informants who assert that:
Here it is ordered by order, the rules and regulations are everywhere, you violate
them you are gone. We as employees we try to ensure that we follow the
guidelines strictly if we are to continue working at Kapchorwa District Local
Government (KII/004/15/2023)
As to whether leader applies coercion on task completion regardless of the employee’s social
wellbeing the organization maximizes profit which in turn increases performance, majority of
respondents 47% disagreed with the statement, 15% strongly disagreed with the statement, 16%
and 18% of the respondents agreed with the statement whereas 05% of the respondents were not
sure. The mean was 2.39 indicate those respondents who were not satisfied with the statement
and standard deviation of 1.33 indicate those deviating responses from the statement.
On the question administrators set down performance standards from each aspect of my staff’s
job, 52% of the respondents agreed with the statement, 22% strongly agreed, 12% of the
respondents disagreed with the statement whereas 14% were not sure of the statement. The mean
was 3.81 indicating those who were satisfied with the statement and the standard deviation of
0.99 indicating those with deviating responses from the statement. The above findings can be
interpreted to show that the leadership practice allows for employee participation in decision-
making and when employees feel that their decisions are valued by management, they are more
likely to work towards achieving organizational goals and objectives since they feel that their
decisions are valued. The findings are supported by the key informants who assert that:
We are employees, out bosses always direct us on a number of ways on how we are to
execute our services, and they always provide us with the possible facilitation. I think we
can perform better in an environment where we are allowed to participate in decision
making regarding the normal operation of Kapchorwa District Local Government
(KII/006/14/2023)
As to whether management sets clear codes of acceptable conduct and takes actions against those
38
who breach them, 36% disagreed with the statement, 20% of the respondent strongly disagreed
with the statement, 23% strongly agreed with the statement were as 14% were not sure. The
mean was 2.61 indicating those who were not satisfied with statement and the standard deviation
of 1.22 indicating those with deviating responses.
As whether one way communication from my boss negatively affects my job performance, 46%
strongly agreed with the statement, 13% agreed with the statement, 16% strongly disagreed
whereas 12% were not sure about the statement. The mean was 3.42 indicating those who were
fairly satisfied with the statement and standard deviation of 1.24 indicating those with deviating
responses. This implies that autocratic practices of leadership will not lead to increase in
employee performance as employees are not working willingly, they will come to their place
work just to fulfill that obligation of daily attendance and those who pretend to be working their
because of the presence of the leader
On whether authoritative leaders schedule and coordinate work in a manner which ensures
meeting my deadlines on time, 41% of the respondents agreed with the statement, 29% of the
respondents strongly agreed with the statement and 6% of the respondents were neutral. Minority
of the respondents 26% disagreed with the statement. The mean is 3.60 indicate those who were
satisfied with the statement and standard deviation is 1.28 indicating those with deviating
responses from the statement.
Table 4.10: Pearson correlation results for autocratic leadership and employee
performance
Pearson Correlation coefficients
Autocratic Employee performance
leadership
Autocratic Pearson correlation 1 .395**
leadership Sig.(2-tailed) .000
N 84 84
Employee Pearson correlation .395** 1
performance Sig.(2-tailed) .000
N 84 84
*Correlation is significant at 0.01 level (2-tailed)
Table 4.10 above indicate Pearson correlation coefficient of .395** obtained with an associated
39
p-value of 0.000. The results indicate a weak positive relationship between autocratic leadership
and employee performance. The value p< 0.05 implied that the relationship between autocratic
leadership and employee performance was statistically significant. Therefore the alternative
hypothesis has stated in chapter one is held. From the correlation results, it implies that
autocratic leadership has a significant relationship with employee performance along with other
related variables.
4.4.3 The relationship between laissez faire leadership employee performances
The six (06) statements on laissez faire were structured based on the objective of the study.
Statements were measured on a six-point Likert scale where code 1 = Strongly Disagree, 2 =
Disagree, 3 = Slightly Disagree, 4 = Slightly Agree and 5 = Agree, 6 = Strongly Agree. The
statements are statistically tabulated and presented in the table 4.6 below consist of frequencies
and percentages according to the responses collected.

Table 4.11: Responses about Laissez faire and employee performance

Statement SD D N A SA Mea Std. D
n
We achieve personal goals as a result 9 23 12 29 10 3.10 1.24
of no or limited leader involvement 11% 28% 15% 35% 12%
while carrying out Local government
work.
We use the trust we are accorded 10 22 00 31 20 3.50 1.28
properly and respond with excellent 19% 27% 00% 37% 24%
performance
Authority and control of resources is 03 53 01 19 7 2.00 1.09
equally distributed among the team. 4% 64% 2% 23% 8%
Gives employees as much freedom as 35 22 06 03 17 2.04 0.97
possible to determine goals, make 42% 27% 07% 04% 20%
decisions and resolve problems.
We are recognized for good work 03 26 00 41 14 3.50 1.07
done 4% 31% 00% 49% 17%

40
 Non-interference in our day to day 09 14 00 36 18 3.60 1.19
work by the administrator increases 12% 17% 00% 43% 21%
our obligation and commitment to
work.
Source: Primary Data (2023)
On the question we achieve personal goals as a result of no or limited leader involvement while
carrying out Local government work, 35% of the respondents agreed with the statement, 12% of
the respondents strongly agreed, 28% disagreed with the statement whereas. The 15% of the
respondents were not sure about the statement. The mean is 3.10 indicating those who were
fairly satisfied with the statement and standard deviation is 1.24 indicating those deviating
responses. Findings imply that Kapchorwa District Local Government has governing rules and
principles for each and every employee.
How can you run such big institutions without guiding rules and regulations, how
can you making employees work without assigning them tasks, how can you keep
here all the employees when they are allowed to do what they want on their own.
It is practically impossible to have Kapchorwa District Local Government under
Laissez-faire leadership practices (KII/006/16/2023)
On sub component we use the trust we are accorded properly and respond with excellent
performance, 37% of the respondents agreed with the statement, 24% of the respondents strongly
disagreed with the statement, 19% of the respondents strongly with the statement whereas 27%
agreed. The mean is 3.50 indicating those who were satisfied with the statement and the standard
deviation is 1.28 indicating those with deviating responses. This therefore showed that managers
trusted their employees and sometimes gave them the chance to troubleshoot a task without
managerial intervention and this was noted to have improved performance.
As to whether authority and control of resources is equally distributed among the team, majority
of the respondents 64% disagreed with the statement, 04% strongly disagreed, 02% were not sure
of the statement whereas 23% and 8% agreed with the statement. The mean is 2.00 indicating the
majority of respondents who were not satisfied with the statement and the standard deviation is
1.09 indicating those with deviating responses from the statement. The findings are supported by
the key informants who assert that:
On the question gives employees as much freedom as possible to determine goals, make
41
decisions and resolve problems, 42% strongly disagreed with the statement, 27% disagreed with
the statement, 07% of the respondents were neutral whereas 24% of the respondents agreed with
the statement respectively. The mean is 2.04 indicating those who were unsatisfied with the
statement and the standard deviation is 0.97 indicating those with deviating responses from the
statement. This implies that the leaders plan and establish objectives in order to help their staff
contribute effectively to organizational performance. They set up structures that facilitate
achievement of objectives.
Findings also revealed that on the question we are recognized for good work done, 49% of the
respondents agreed with the statement, 17% strongly agree with the statement whereas 35% of
the respondents disagreed with the statement. The mean is 3.50 indicating those who were
satisfied with the statement and standard deviation is 1.07 indicating those with deviating
responses.
As to whether non-interference in our day to day work by administrators increases our obligation
and commitment to work, 43% of the respondents agreed with the statement, 21% strongly agree
with the statement whereas 31% of the respondents disagreed with the statement. The mean is
3.60 indicating those who were satisfied with the statement and standard deviation is 1.19
indicating those with deviating responses.
Table 4.12: Pearson correlation coefficient for Laissez faire and employee performance
Correlation coefficients
Laissez faire Employee
performance
Laissez faire Pearson correlation 1 .455**
Sig.(2-tailed) .000
N 84 84
Employee Pearson correlation .455** 1
performance Sig.(2-tailed) .000
N 84 84
*Correlation is significant at 0.01 level (2-tailed)
Table 4.10 above indicate Pearson correlation coefficient of .455** obtained with an associated
p-value of 0.000. The results indicate a moderate positive relationship between Laissez faire
leadership and employee performance. The value p< 0.05 implied that the relationship between
42
Laissez faire leadership and employee performance was statistically significant. Therefore the
alternative hypothesis has stated in chapter one is held. From the correlation results, it implies
that autocratic leadership has a significant relationship with employee performance along with
other related variables. This means that when leaders allow a degree of freedom to employees to
do their work and make decision, they are challenged to think and be sincere and to work
efficiently and effectively which at the end retain them in the organization compared to when it’s
too much or completely burned from practice.
In conclusion, it was observed that democratic leadership indicate a strong positive relationship
between democratic leadership and employee performance. Such a result could be interpreted to
mean that with democratic leadership employees are given the freedom to work at their
convenience. On autocratic leadership, results indicate a weak positive relationship between
autocratic leadership and employee performance whereas laissez faire leadership results indicate a
moderate positive relationship between Laissez faire leadership and employee performance
which implied that autocratic leadership has a significant relationship with employee
performance along with other related variables. This means that when leaders allow a degree of
freedom to employees to do their work and make decision, they are challenged to think and be
sincere and to work efficiently and effectively which at the end retain them in the organization
compared to when it’s too much or completely burned from practice.

43
 CHAPTER FIVE
SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATION
5.1 Introduction
This study examined the relationship between leadership practices and employee performance
in local governments in Uganda, a case of Kapchorwa District Local Government. The study was
guided by the following research objectives; to examine the relationship between democratic
leadership and employee performance at kapchorwa district local government, to examine the
relationship between autocratic leadership and employee performance at kapchorwa district local
government and to examine the relationship between laissez faire leadership employee
performance at kapchorwa district local government. This chapter presents a summary,
discussion of findings, conclusions and recommendations made by the study, and all these are in
line with the research objectives.
5.2 Summary of findings
This section provides summary of findings according to research objectives
5.2.1 The relationship between democratic leadership and employee performance
Table 4.8 above indicate Pearson correlation coefficient of .626 ** obtained with an associated
p-value of 0.001. The results indicate a strong positive relationship between democratic
leadership and employee performance. The value p< 0.05 implied that the relationship between
democratic leadership and employee performance was statistically significant. Such a result
could be interpreted to mean that with democratic leadership employees are given the freedom to
work at their convenience. Such situation creates a conducive atmosphere for staff to work hard
since they feel they are trusted by management and this improves their performance levels and
this eventually indicates that democratic leadership a viable leadership practice in Kapchorwa
District Local Government. Qualitatively, respondents revealed that they maintain an open door
policy so that any staff irrespective of their position in the organization can quickly walk in when
44
the need arises. The local government has tight deadlines to meet and I try to put in place
systems that facilitate the speedy delivery of targets. I know what a bureaucratic system can do.
5.2.2 The relationship autocratic leadership and employee performance
Table 4.10 above indicate Pearson correlation coefficient of .395** obtained with an associated
p-value of 0.000. The results indicate a weak positive relationship between autocratic leadership
and employee performance. The value p< 0.05 implied that the relationship between autocratic
leadership and employee performance was statistically significant. From the correlation results, it
implies that autocratic leadership has a significant relationship with employee performance along
with other related variables. Qualitatively, respondents revealed that the rules and regulations
are everywhere, you violate them you are gone. We as employees we try to ensure that we follow
the guidelines strictly if we are to continue working at Kapchorwa District Local Government
5.2.3 The relationship between laissez faire leadership employee performances
Table 4.10 above indicate Pearson correlation coefficient of .455** obtained with an associated
p-value of 0.000. The results indicate a moderate positive relationship between Laissez faire
leadership and employee performance. The value p< 0.05 implied that the relationship between
Laissez faire leadership and employee performance was statistically significant. From the
correlation results, it implies that autocratic leadership has a significant relationship with
employee performance along with other related variables. This means that when leaders allow a
degree of freedom to employees to do their work and make decision, they are challenged to think
and be sincere and to work efficiently and effectively which at the end retain them in the
organization compared to when it’s too much or completely burned from practice. Qualitatively,
respondents revealed that they cannot run such big institutions without guiding rules and regulations,
how can you making employees work without assigning them tasks, how can you keep here all the
employees when they are allowed to do what they want on their own. It is practically impossible to have
Kapchorwa District Local Government under Laissez-faire leadership practices
5.3 Discussion of results
This section provides discussion of results according to the study objectives
5.3.1 The relationship between democratic leadership and employee performance
The results indicate a strong positive relationship between democratic leadership and employee
performance. The findings are consisent with Klein (2019). This practice involves the leader
including one or more employees in the decision-making process. However, the leader maintains

45
the final decision making authority. Using these practices is not a sign of weakness; rather it is a
sign of strength that your employees will respect you. This is normally used when you have part
of the information, and your employees have other parts. Note that a leader is not expected to
know everything; this is why you employ knowledgeable and skillful employees. Using this
practice is of mutual benefit; it allows them to become part of the team and allows you to make
better decisions.
The findings are supported by Supriyanto (2020) who assert that employee commitment reflects
the quality of leadership in the organization. Therefore, it is logical to assume that leadership
behavior would have significant relationship with organizational commitment. Previous research
suggests a positive direct relationship between leadership behavior and organizational behavior.
However, it is not only leadership that determines employee commitment to the organization,
both authors agree that leadership influences employee commitment but other factors such
salary, work environment, among others, influence employee commitment. Thus, supportive
leaders are always paid back in form of commitment from staff since this improves overall work
environment and eventually leads to improved organizational employee performance.
In discussion of leadership practices, Wilson, (2020) noted that the democratic leadership
practices can be sub-divided into two practices one of which is the directive democratic
practices which involves making decisions in the participative manner and close supervision of
group members. The other is the permissive democratic leadership practices which involve
making decisions in the participative manner and giving group members latitude in carrying out
their work. Wen et al (2019) further observe that democratic leadership practices involves
motivating organizational members to do assigned work by ensuring that their welfare is well
catered for. It also ensures that members participate in the planning of an organization through
consulting them and giving them freedom to share ideas on how the organization should be
managed.
5.3.2 The relationship between autocratic leadership and employee performance
The results indicate a weak positive relationship between autocratic leadership and employee
performance. The findings are supported by Astuti, Shodikin and Din (2020), who revealed that
the autocratic leader alone determines policy and assigns tasks to individuals without any
consultation with them. Subordinates are expected to carry out the leader’s directives without
question and the leader rules by decree. This type of leadership is also known as coercive,
46
dictatorial, directive, dominating or authoritarian. In an incidence where employees are sidelined
in decision-making processes, they feel demoralized and demotivated since they develop an
attitude that they are not part of the organization.
The findings are in agreement with Al-Khaled and Fenn (2020) who also subdivided the
autocratic leadership practices into two sub-practices one of which is the directive autocratic
practices, which involves overly task-minded unilateral decision making and close supervision of
group members to ensure that assigned tasks are accomplished as desired. The other sub-
practices is the permissive autocratic practices which involves making decisions unilaterally and
giving group members some latitude in carrying out their work. What should be noted, however,
is that these leadership practices while correlating leadership practices and organizational
employee performance in local government.
The findings are supported by Wang and Guan (2018) who indicated that leadership,
communication and networking skills are key competencies for organization managers. In the
same study, organization manager employee performance is found to have a direct relationship
with organization out comes, confirming the key role of organization manager’s leadership on
organization outcomes. Communication both informal and formal facilitates exchange of ideas,
clarification of roles and misconceptions. The leader has downward responsibility to ensure that
those he is leading are aware and understand what is expected of them. Like the Path goal theory
asserts, he has to lead them towards achieving the goals and objectives they are set out to
accomplish. This can only happen through two way communication.
5.3.3 The relationship between laissez faire leadership employee performances
The results indicate a moderate positive relationship between Laissez faire leadership and
employee performance. The findings are in agreement with Robert and Vandenberghe (2021)
who revealed that Laissez Faire leaders are said to place low emphasis on employee performance
and low emphasis on people. The leader is believed to use his power minimally and as a result
provides a high degree of independence and power to the team. The Leader hands over
responsibility for results to the group. She or he lets them set goals, decide on how to accomplish
the goals and define individual’s roles and make decisions on the pace of work. The leader only
consents in a way of giving the team relevant information before final output is made (Oprea,
Miulescu & Iliescu, 2022).
The findings also assert that Laissez faire practices are very much hands off approach. Under
47
these practices people are presumed to be unpredictable and trying to understand them is said to
be a waste of time. As a result a leader is assumed to keep a low profile, be obedient and don’t
make waves. MacDonald (2017) contends that this practice is appropriate in a work environment
where the team and leaders share the same intent and direction and the leader has trust for all
team members. It is appropriate for high performing teams with sufficient self-drive without the
leader’s intervention.
The findings are opined by Lundmark, Richter and Tafvelin (2022) who indicated that if
employee performance is monitored by the leader and offers suggestions to workers on a
regular basis, a laissez-faire management practices could be productive. Most probably,
leadership practices was effective when individual staff are seasoned, extremely qualified,
trustworthy, motivated, and also competent to get the job done on their own. He argues that the
chief benefit of laissez-faire leadership practices is the fact that it offers a good deal of
autonomy to staff members; it is able to play a role in greater job satisfaction together with
enhanced organizational productivity.
5.4 Conclusion
With reference to the above findings and the discussions, the following conclusions were drawn
5.4.1 The relationship between democratic leadership and employee performance
Table 4.8 above indicate Pearson correlation coefficient of .626 ** obtained with an associated
p-value of 0.001. The results indicate a strong positive relationship between democratic
leadership and employee performance. The value p< 0.05 implied that the relationship between
democratic leadership and employee performance was statistically significant. The study
concluded that that if the characters of a democratic leader such as encouraging employee
participation in planning and decision making, open communication, leader being empathetic
and sharing the vision and objective with the staff are adopted this will create an enabling
environment for the employees to perform and subsequently the performance in local
government will increase. Therefore it is important that the leader encourages these practices of
leadership so as to improve the performance in local government.
5.4.2 The relationship between autocratic leadership and employee performance
Table 4.10 above indicate Pearson correlation coefficient of .395** obtained with an associated
p-value of 0.000. The results indicate a weak positive relationship between autocratic leadership
and employee performance. The value p< 0.05 implied that the relationship between autocratic
48
leadership and employee performance was statistically significant. This implies that if the leader
in local government adopts characters of an autocratic leader such as strict adherence to rules and
regulation, coercing employees, one way communication and centralizing authority and decision
making, this is going to continue de-motivating the staff, creating a gap between the leader and
the staff members hence affecting their commitment to work and the general performance in
local government.
5.4.3 The relationship between laissez faire leadership employee performances
Table 4.10 above indicate Pearson correlation coefficient of .455** obtained with an associated
p-value of 0.000. The results indicate a moderate positive relationship between Laissez faire
leadership and employee performance. The value p< 0.05 implied that the relationship between
Laissez faire leadership and employee performance was statistically significant. This means that
when leaders allow a degree of freedom to employees to do their work and make decision, they
are challenged to think and be sincere and to work efficiently and effectively which at the end
retain them in the organization compared to when it’s too much or completely burned from
practice.
5.5 Study Recommendations
5.5.1 The relationship between democratic leadership and employee performance
The study recommends managers to engage employees in decision making process of the
Kapchorwa District Local Government. This could be done by involving employee participation
in committees like finance, disciplinary, security, procurement and welfare. Leaders should
always engage juniors in decision making, and these should be allowed to air out their views
openly without intimidation.
Local Government administrators should establish an open door policy where all staff including
those at lower ranks are allowed to enter each office in case of any information they want to
obtain or extend to the management.
Leaders should always delegate authority to their subordinates in order to give them a chance to
practice leadership which is key to ensuring the success in the Local Government.
5.5.2 The relationship between autocratic leadership and employee performance
Leaders should clearly state the rules and regulations that all employees need to abide by in order
to improve their employee performance. All employees should be given their duties and
responsibilities as well as the guidelines to follow in order to perform their obligation
49
All penalties and other consequences in case of unethical conduct and bleach of rules and
regulations should be clearly indicated in the contract documents or human resource manual
which should be given to all employees.
There is need to communicate frequently. Most employees appreciate transparent management
because it keeps them informed of executive decisions that may affect their jobs. Consistent
corporate communication helps minimize negative rumors that would otherwise damage
employee loyalty
5.5.3 The relationship between laissez faire leadership employee performances
Employees should be guided on how to improve employee performance with minimum
supervision from their bosses. The administration should guide employees on how to interact
freely with others without jeopardizing their responsibilities.
There is need to encourage total respect for rules and regulations by all the staff. Many
employees end up under-performing because they do not adhere to set rules and regulations
which are supposed to guide them. When employees adhere to the rules and regulations, they
will be able to put their minds together and even be innovative which a great achievement to the
local government.
5.6 Contributions of the study
The study is hoped to contribute to the body of knowledge in the field of leadership and
employee performance not only at Kapchorwa District Local Government but in Uganda as
whole. The study has also provided information regarding the relationship between different
leadership practices with employee performance which information can be relied on in making
selection on the best leadership practices for administrators, director and the government. The
study finding will guide the directors of Kapchorwa District Local Government on how to best
achieve their intended vision and goal through application of the suitable leadership practices
that fosters performance.
This study may provide some insight into the relationship between leadership practices and
employee performance. The researcher hopes that these findings will be utilized by organization
heads to develop on the job leadership training and development programmes tailored towards
helping leaders adapt practices and behaviour that facilitate organization success. Most studies
on leadership and organization success is mainly conducted on the international scene. Findings
from this study have will therefore contribute to the body of knowledge on this subject on the
50
local scene.
5.7 Areas recommended for further research
This research has brought up other areas of potential research on the effect of leadership
practices on employee performance.
The researcher recommends a need for a similar study to be carried out in other government
agencies in Uganda to see how the situation is portrayed. The researcher further recommends a
need to carry out a study on other variables like staff competences and employee performance,
staff remuneration and employee performance among others.

51
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 government Lecturers in Pakistan. Ilkogretim Online, 20(2)

APPENDICES
APPENDIX I: QUESTIONNAIRE FOR GENERAL AND SUPPORT STAFF
Dear Respondent,
CHEROP ANNET is a student at Uganda Management Institute pursuing a Master’s Degree in
Business administration. As one of the requirements for being awarded with this qualification,
she is conducting a study on the topic, “Leadership practices and employee performance at
Kapchorwa district local government, Uganda.” You have been identified as one of the
resourceful people to participate in this study. You are requested to answer the questions as
honestly as possible to enable reliable conclusions and recommendations. All your responses will
be used strictly for research purpose and treated with anonymity and utmost confidentiality.
SECTION A: DEMOGRAPHIC CHARACTERISTICS
Individual Characteristics
Please tick the option that best describes you.
Indicate your Sex
1. Age
20-25 years 26-31 years 32-37 years 38 and above

2. Sex
Male Female

3. Highest level of Education

Certificate Diploma Degree Post Graduate

4. Duration of service:
Less than 6 months 6 months -1year Over 2 years 3 years and above

56
SECTION B: DEMOCRATIC LEADERSHIP PRACTICES AND EMPLOYEE
PERFORMANCE AT KAPCHORWA DISTRICT LOCAL GOVERNMENT
You are required to answer the following statements using the key presented to you. Key: 5-
Strongly Agree (SA), 4- Agree (A), 3- Not sure (NS), 2- Disagree (D) and 1 represents Strongly
Disagree (SD.
S/n Statements 1 2 3 4 5
1 My team leader provides staff with clear responsibilities and allows
them to decide how to accomplish them.
2 The Administrator considers your social problems, listens and
sacrifices time to share with you the vision of the Local
government which enables you to contribute to it.
3 Where the Administrator adopts participation and supportive
leadership practices, quality work and proper execution of defined
duties within the Local government increases.
4 My team leader encourages working in teams to ensure the work is
accomplished on time.
5 My team leader takes time to connect with each team member.
6 My team leader listens to the views of the team before final
decisions are made.
7 There is delegation of duties and responsibilities to lower staff.

57
SECTION C: AUTOCRATIC LEADERSHIP PRACTICES AND EMPLOYEE
PERFORMANCE AT KAPCHORWA DISTRICT LOCAL GOVERNMENT
You are required to answer the following statements using the key presented to you. Key: 5-
Strongly Agree (SA), 4- Agree (A), 3- Not sure (NS), 2- Disagree (D) and 1 represents Strongly
Disagree (SD.
S/n Statements 1 2 3 4 5
1 The command and authoritative leadership practices applied by the
administrators improve quality work and execution of defined
duties within the Local government.
2 Where the leader applies coercion on task completion regardless
of the employee’s social wellbeing the organization maximizes
profit which in turn increases performance.
3 Sets down performance standards from each aspect of my staff’s
job
4 Gets staff to report back to him after completing each step of their
work.
5 Sets clear codes of acceptable conduct and takes actions against
whoever breaches of them.
6 One way communication from my boss negatively affects my job
performance.
7 Authoritative leaders schedules and coordinates work in a manner
which ensures meeting my deadlines on time.
8 Uses influence to encourage two way communication at all levels
in the organization

58
SECTION D: LAISSEZ FAIRE LEADERSHIP AND EMPLOYEE PERFORMANCE AT
KAPCHORWA DISTRICT LOCAL GOVERNMENT.
You are required to answer the following statements using the key presented to you. Key: 5-
Strongly Agree (SA), 4- Agree (A), 3- Not sure (NS), 2- Disagree (D) and 1 represents Strongly
Disagree (SD.
S/n 1 2 3 4 5
1 We achieve personal goals as a result of no or limited leader
involvement while carrying out Local government work.
2 Non-interference in our day to day work by the Administrator
increases our obligation and commitment to work.
3 We use the trust we are accorded properly and respond with
excellent performance.
4 We are recognized for good work done
5 Our leader avoids getting involved when issues arise.
6 Authority and control of resources is equally distributed among the
team.
7 Gives employees as much freedom as possible to determine goals,
make decisions and resolve problems.
8 The Administrator who gives employees full autonomy in
production processes increase performance.

59
SECTION E: EMPLOYEE PERFORMANCE
You are required to answer the following statements using the key presented to you. Key: 5-
Strongly Agree (SA), 4- Agree (A), 3- Not sure (NS), 2- Disagree (D) and 1 represents Strongly
Disagree (SD.
S/n Statement 1 2 3 4 5
1 There is improved quality work
2 I am required to work towards attaining the
departmental goal.
3 Appropriate utilization of resources is exhibited
4 Staff exhibit high level of proficiency in their operations
5 I am given the needed support by my supervisor to meet
my duties
6 My performance is accessed daily by my supervisor.
7 Employees are engaged in decision making.

Thanks for your time and cooperation

60
 APPENDIX II: INTERVIEW GUIDE FOR THE HEADS OF DEPARTMENT AND
CAO
Dear Respondent,
CHEROP ANNET is a student at Uganda Management Institute pursuing a Master’s Degree in
Business administration. As one of the requirements for being awarded with this qualification,
she is conducting a study on the topic, “Leadership practices and employee performance at
Kapchorwa district local government.” You have been identified as one of the resourceful people
to participate in this study. You are requested to answer the questions as honestly as possible to
enable reliable conclusions and recommendations. All your responses will be used strictly for
research purposes and treated with anonymity and utmost confidentiality.
1. In your opinion, do leaders at Kapchorwa district local government apply autocratic
leadership practices (please probe further)
2. Do leaders at Kapchorwa district local government practice democratic leadership
practices? (please probe further)
3. In your opinion, do leaders at Kapchorwa district local government apply laissez-faire
leadership practices (please probe further)
4. Does Kapchorwa district local government face other challenges which affect its
performance?
5. Are there strategies being put in place to overcome those challenges mentioned in four
(4) above?
6. Probe how effectiveness affect employee performance
7. Probe how efficiency affect employee performance
8. How does timely delivery of services affect employee performance

Thank you for your corporation

61
APPENDIX III: SAMPLING GUIDE

62
APPENDIX IV: PLAGIARISM REPORT

63