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INFLUENCE OF LEADERSHIP STYLES ON EMPLOYEES’ PERFORMANCE IN TANZANIA: THE CASE OF UNIVERSITY OF DSM COMPUTING CENTRE

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dc.contributor.author MWOMBEKI, JUVENALIS
dc.date.accessioned 2018-05-22T12:45:42Z
dc.date.available 2018-05-22T12:45:42Z
dc.date.issued 2018
dc.identifier.uri http://hdl.handle.net/11192/2111
dc.description A Dissertation Submitted in Partial Fulfillment of the Requirement for the Masters Degree in Business Administration (MBA) in Corporate Management at Mzumbe University, Mbeya Campus en_US
dc.description.abstract In this study which was carried in University of Dar es Salaam Computing Centre, the main objective was to analyze the effect of leadership styles on employees’ performance in Tanzania. The specific objectives were; to examine the effect of leadership styles as regards to employee performance in Tanzania. Based on the main objectives of the study, it was found that various leadership styles were practiced namely; transformational, transactional autocratic and laissez fair leadership styles. In Headquarter (70%) Laissez fair leadership style was predominant influenced by delaying necessary decisions. Mbeya (67%), City centre (51%) and Arusha (58%), transformational leadership style was predominant influenced by leading with vision. In Mwanza branch (53%) identified that transactional leadership style was predominant. In Dodoma branch (56%) autocratic leadership style was predominant characterised by the leader having absolute power over his/her subordinate. Based on the characteristics of leadership styles, their effects are as follows; Transactional leadership style (64%) positively influenced them to execute defined duties, Most responded (56%) positively influenced them to give team input and (88%) negatively influenced them not to meet departmental goals. Laissez fair leadership style predominant in Head quarter (51%) positively influenced them to execute defined duties, (58%) were positively influenced to give team input and (76%) were negatively influenced not to meet departmental goals. Autocratic leadership style predominant in Dodoma branch by (68%) negatively influenced employees not to execute defined duties, by (58%) were positively influenced to give team input and (56%) were negatively influenced to meet organizational goals. Transactional leadership style predominant in Mwanza, (64%) positively influenced them to execute defined duties, (56%) positively influenced them to give team input and (88%) negatively influenced them not to meet departmental goals. In this study, relationships among leadership styles practiced were analysed. It was observed that transformation leadership style has the positive and strong relationship with other leadership styles.Hence in this study it was observed that transformational leadership style (47%) was the one which influences employee performance than any other leadership styles which was followed by laissez fair leadership style (30%), followed by autocratic leadership style (27%), the last was transactional leadership (13%). en_US
dc.description.sponsorship Mzumbe Unversity en_US
dc.language.iso en en_US
dc.subject LEADERSHIP STYLES, EMPLOYEES’ PERFORMANCE en_US
dc.title INFLUENCE OF LEADERSHIP STYLES ON EMPLOYEES’ PERFORMANCE IN TANZANIA: THE CASE OF UNIVERSITY OF DSM COMPUTING CENTRE en_US
dc.type Thesis en_US


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