ABSTRACT
This study investigates the impact of leadership styles on organizational performance within the Faculty of Management Sciences at the University of Benin (UNIBEN), Benin City. The objectives include analyzing the relationships between democratic, transactional, transformational, and laissez-faire leadership styles and organizational performance in an academic setting.
The study population consists of 167 staff members from the Faculty of Management Sciences at UNIBEN. A sample size of 118 was determined using Yamane's formula with a 5% margin of error and 95% confidence level. Data were collected using self-administered questionnaires distributed among randomly selected staff members. The study employed convenience sampling, facilitated by permission from the Dean of the Faculty. Data analysis utilized multiple regression analysis conducted with SPSS version 20, examining the impact of various leadership styles on organizational performance.
The study found significant positive relationships between democratic, transactional, and transformational leadership styles and organizational performance within UNIBEN's Faculty of Management Sciences. Conversely, a significant negative relationship was observed with laissez-faire leadership. Based on these findings, recommendations include fostering participatory decision-making to enhance democratic leadership, implementing performance-based incentives aligned with transactional leadership principles, and articulating a compelling vision to inspire employees in line with transformational leadership. These strategies are essential for enhancing organizational effectiveness and should be tailored to the educational context of UNIBEN.
