AUTHOR(S)
WILBERFORCE TURYAHIKAYO, WILSON MUGIZI, GEORGE WILSON KASULE
ABSTRACT
This study assessed the influence of leadership styles on organisational effectiveness
of selected public universities in Uganda. Specifically, the study assessed the influence
of transformational, transactional and laissez-faire leadership styles on organisational
effectiveness. The study used the correlational research design on a sample of 93 respondents
that were university managers, namely administrative and academic heads of Busitema
and Kyambogo Universities in Uganda. Data was collected using a self-administered
questionnaire and analysed using quantitative methods that were descriptive and partial
least squares structural equation modelling (PLS-SEM) with the help of SmartPLS. Descriptive
results revealed that organisational effectiveness, the use of transactional and laissez-faire
leadership styles were moderate while the use of the transformational leadership style was
high. SEM results indicated that while the transformational and transactional leadership
styles had a significant positive influence on organisational effectiveness, the laissez-faire
leadership style had a positive but insignificant influence on organisational effectiveness. It
was, therefore, concluded that the transformational leadership and transactional leadership
styles are imperative for organisational effectiveness of public universities but the laissez-faire
style is not. The study recommended that university leaders should emphasise the use of the
transformational and transactional leadership styles to enhance organisational effectiveness.
However, university leaders should minimise the use of the laissez-faire leadership style. The
significance of this study is that it identifies leadership styles that are necessary for enhancing
organisational effectiveness.
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