Research consultancy
LEADERSHIP STYLES AND ORGANIZATIONAL PERFORMANCE IN BUIKWE DISTRICT LOCAL GOVERNMENT, UGANDA
A RESEARCH PROPOSAL SUBMITTED TO THE SCHOOL OF MANAGEMENT SCIENCE IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF A MASTER’S DEGREE IN PUBLIC ADMINISTRATION AND MANAGEMENT AT UGANDA MANAGEMENT INSTITUTE
TABLE OF CONTENTS
CHAPTER ONE: INTRODUCTION
1.1 Introduction
1.2 Background to the Study
1.2.1 Historical Background
1.2.2 Theoretical Background
1.2.3 Conceptual Background
1.2.4 Contextual Background
1.3 Statement of the Problem
1.4 General Objective of the Study
1.5 Specific Objectives
1.6 Research Questions
1.7 Hypotheses of the Study
1.8 Conceptual Framework
1.9 Significance of the Study
1.10 Justification of the Study
1.11 Scope of the Study
1.11.1 Content Scope
1.11.2 Geographical Scope
1.11.3 Time Scope
1.12 Operational Definition of Terms and Concepts
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
2.2 Theoretical Review
2.3 Review of Related Literature
2.3.1 Democratic Leadership and Organizational Performance
2.3.2 Autocratic Leadership and Organizational Performance
2.3.3 Laissez-Faire Leadership and Organizational Performance
2.4 Summary of Literature Review
CHAPTER THREE: METHODOLOGY
3.1 Introduction
3.2 Research Design
3.3 Study Population
3.4 Sample Size Determination
3.5 Sampling Techniques and Procedures
3.5.1 Purposive Sampling
3.5.2 Simple Random Sampling
3.6 Data Collection Methods
3.6.1 Interview Method
3.6.2 Questionnaire Method
3.6.3 Documentary Review Method
3.7 Data Collection Instruments
3.7.1 Primary Sources
3.7.1.1 Interview Guide
3.7.1.2 Questionnaire Survey
3.7.2 Secondary Sources
3.7.2.1 Documentary Review
3.8 Quality Control of Instruments
3.8.1 Validity
3.8.2 Reliability
3.9 Data Collection Procedure
3.10 Data Analysis
3.10.1 Qualitative Data Analysis
3.10.2 Quantitative Data Analysis
3.11 Measurement of Variables
3.12 Ethical Considerations
REFERENCES
CHAPTER ONE: INTRODUCTION
1.1 Introduction
This study examines the impact of leadership styles on the performance of Buikwe District Local Government (DLG) in Uganda. Leadership style is the independent variable (IV), while organizational performance is the dependent variable (DV). The chapter covers the study’s background, problem statement, objectives, research questions, hypotheses, conceptual framework, significance, justification, scope, and operational definitions.
1.2 Background to the Study
The background is presented from four perspectives: historical, theoretical, conceptual, and contextual.
1.2.1 Historical Background
Organizational management dates back thousands of years, with early records traced to Middle Eastern priests around 3000 BC (Pindur, Rogers, & Kim, 1995). The Industrial Revolution (1760–1840s) marked a shift from manual labor to mechanized production, enhancing organizational efficiency (Drucker, 2008). By the 1960s, performance management gained traction in Europe’s public sector, later spreading to Africa in the 1980s (Greenwood, Suddaby, & Hinings, 2002).
In Uganda, performance management reforms were introduced in the 1990s under IMF and World Bank initiatives (MoLG, 2015). Buikwe DLG, established in 2009, faces challenges such as poor service delivery, staffing gaps, and bureaucratic inefficiencies (Buikwe DLG Reports, 2015–2021).
1.2.2 Theoretical Background
The study is anchored on:
Contingency Theory of Leadership (Fiedler, 1994): Leadership effectiveness depends on situational fit.
Goal-Setting Theory (Locke & Latham, 1990): Clear, challenging goals enhance performance.
1.2.3 Conceptual Background
Leadership: The approach leaders use to influence subordinates (Makoha & Kizza, 2019). Measured by democratic, autocratic, and laissez-faire styles.
Organizational Performance: The extent to which an organization achieves its objectives (Mafini, 2015). Measured by effectiveness, efficiency, and results/outputs.
1.2.4 Contextual Background
Buikwe DLG struggles with inefficiencies, including:
70% wetland encroachment
Poor road networks (25% rating)
Staffing gaps (75% vacancy rate)
(Buikwe DLG Reports, 2018–2021).
1.3 Statement of the Problem
Despite adopting various leadership styles, Buikwe DLG continues to underperform in service delivery. Persistent issues include poor infrastructure, low health service ratings, and bureaucratic delays. This study investigates how leadership styles impact performance.
1.4 General Objective
To examine the effect of leadership styles on organizational performance in Buikwe DLG.
1.5 Specific Objectives
To assess the effect of democratic leadership on performance.
To evaluate the impact of autocratic leadership on performance.
To analyze the influence of laissez-faire leadership on performance.
1.6 Research Questions
How does democratic leadership affect Buikwe DLG’s performance?
What is the effect of autocratic leadership on performance?
How does laissez-faire leadership influence performance?
1.7 Hypotheses
Democratic leadership significantly improves performance.
Autocratic leadership negatively affects performance.
Laissez-faire leadership has an insignificant effect on performance.
1.8 Conceptual Framework
The framework illustrates the relationship between leadership styles (IV) and organizational performance (DV).
1.9 Significance of the Study
The findings will benefit policymakers, district leaders, staff, researchers, and the academic community.
1.10 Justification
Previous studies focused on general leadership, leaving gaps in Buikwe DLG’s context. This study provides localized insights.
1.11 Scope
Content: Leadership styles and performance indicators.
Geographical: Buikwe DLG.
Time: 2015–2021.
1.12 Operational Definitions
Democratic Leadership: Participatory decision-making.
Autocratic Leadership: Centralized authority.
Laissez-Faire Leadership: Minimal leader involvement.
Organizational Performance: Achievement of set objectives.
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
This chapter reviews existing literature on leadership and performance.
2.2 Theoretical Review
Contingency Theory: Leadership effectiveness is situational.
Goal-Setting Theory: Clear goals drive performance.
2.3 Review of Related Literature
2.3.1 Democratic Leadership
Enhances employee morale and performance (Haque et al., 2017).
2.3.2 Autocratic Leadership
Can hinder performance due to rigidity (Al-Khaled & Chung, 2020).
2.3.3 Laissez-Faire Leadership
Often leads to poor accountability (Diebig & Bormann, 2020).
2.4 Summary
Literature shows mixed findings, necessitating further research.
CHAPTER THREE: METHODOLOGY
3.1 Introduction
This chapter outlines the research design, methods, and analysis.
3.2 Research Design
A cross-sectional mixed-methods approach will be used.
3.3 Study Population
73 staff from Buikwe DLG.
3.4 Sample Size
70 respondents (Krejcie & Morgan, 1970).
3.5 Sampling Techniques
Purposive: For leaders.
Random: For staff.
3.6 Data Collection
Interviews: For leaders.
Questionnaires: For staff.
Documentary Review: Reports and policies.
3.7 Instruments
Interview Guide
Questionnaire (Likert Scale)
3.8 Quality Control
Validity: CVI > 0.7.
Reliability: Cronbach’s alpha > 0.7.
3.9 Data Analysis
Qualitative: Thematic analysis.
Quantitative: SPSS (descriptive & inferential stats).
3.12 Ethical Considerations
Anonymity, confidentiality, and plagiarism checks (Turnitin <15%).
