Research proposal sample

The study will investigate the effect of leadership styles on performance of Buikwe DistrictLocal Government in Uganda. In study leadership style will be conceived as the independent variable (IV) while organizational performance will be conceptualized to be the dependent variable (DV)This chapter will comprise the background of the study, statement of the problem, general objective, specific objectives, research questions, hypothesis, conceptual framework, significance and justification of the study, scope of the study, operational definition of terms and concepts.

1.2 Background to the study

The background is presented under four perspectives including historical, theoretical, conceptual and contextual below:

1.2.1 Historical background

The concept of organisational management has been around for so long about thousands of years. However, Pindur, Rogers and Kim (1995) argue that organisational performance dates about least 3000 years before the birth of Christ (B.C), a time in which records of business transactions were first documented by Middle Eastern priests. While Socrates, around 400 BC, stated that management and performance were a competency specifically separate from having technical knowledge and skills (Higgins, 1991). During the same period of 400 BC, the romans, well-known for their legions of warriors directed by Centurions, provided accountability through the hierarchy of authority.

However, it was during the middle Ages, about a 1,000 year period or around 476 AD through 1450 AD that a collection of artisans and merchants provided handmade-goods, made by hand, ranging from bread to armour and swords for the Crusades and their efforts were regarded as performance (Dess& Davis, 1984). There after came the Industrial Revolution (late 1760 – 1840s) when a number of nations including Great Brittan; North America and Caribbean moved from hand or manual systems and shifted to the use of machines. This transition brought about widely appreciated change in the way individual in the way people lived and worked (Drucker, 2008). Prior to this period, most individuals worked as well as their standards of living. During this period, numerous innovations were made for instance the automated movement of coal from underground mines, constant powering of factories that produced goods hence organisational performance (Higgins, 1991).

In addition, swift industrialization and performance of Institutions first started in Britain, around 1780s however, many businesses ensured that they would sustain their business and it was done through growth in steam power and iron production about the 1800s. However, mechanized textile production another important business drove Great Britain; Europe and United States into being business elites. This happened during the early 19th century, with focal centres were tasked with managing iron, textiles and coal emerging in France, USA and Belgium. The 21^st century saw many businesses focused on performance outcomes as a sign of survive (Azizi, 2020; Koontz & O’Donnell, 1955). In fact, businesses were under intense pressure to realise competitive edge over their rivals thus improving business performance.

Overall organizational performance roots majorly from the 1960s when much talk was centred on introducing performance management in many European countries including Germany, Britain, France, and Italy among others specifically into their public sector. It was until the 1980s that more interest was placed in performance management by management gurus that most scholars agreed to extend it to confinement’s governments globally (Greenwood, Suddaby&Hinings, 2002). Brown, Ryan and Parker (2000) further add that, towards the end of the 1980s and early 1990s, several systems on performance management were set up, implemented and utilized within public sector of many African countries including South Africa, Nigeria, Egypt and Uganda however, the systems met stiff resistance because of change. In an attempt to overcome these criticisms, performance management frameworks have been developed to encourage a more balanced view between internal and external factors, financial and non-financial measures (Brown et al. 2000).

From the early, 2000s to date, several management approaches have become evident in several public and public sectors geared to ensure that such organizations realize their performances. The approaches have centred on performance guided by key (Steiner, 2006). Organisation performance in Uganda has been a point of focus for both the private and public Institutions. However, since independence, the country has experienced a surge in the number of entities which thrive on expected output to survive (Tumushabe et al., 2010). However, since independence that is 1962 through to the 1990s Uganda’s organisations focused majorly on expansion than more of operations. It was until the introduction of a number of reforms by the IMF and World Bank that more corporations realised the importance of expected performance. A new governance paradigm was adopted coupled with the introduction of the decentralization as well as effective service delivery (MoLG, 2015; Tumushabe et al., 2010).

The 2000s to date, many organisations in Uganda have rethought about performance and its outcomes (Ojambo, 2012). Buikwe DLG, entails three constituencies including Buikwe North, Buikwe South and Buikwe West. The district comprises of four sub counties including Buikwe, Najja, Ngogwe, and Ssi-Bukunja. In addition, the district entails town councils including Buikwe, Kiyindi and Nkokonjeru (MoLG, 2019). The district is fully under the control is a political authority; it has a technical team headed by the chief administrative officer and other committees. This background perspective will be used to guide the study on leadership and organizational performance as its variables.

1.2.2 Theoretical background

The study will be guided by two theories namelyContingency Theory of Leadership (CTL) and Goal-Setting Theory (GST). The contingency theory of leadership will be used to explain leadership styles and the goal setting theory will explain organizational performance. The CTL was developed by Fred Fiedler in the early 1994 (Fiedler, 1994). The theory presumes that, for a leader to be effective, their leadership style must fit the situation (Fiedler, 1994; Wadongo& Abdel- Kader, 2014).The theory further emphasizes that in order to get the similarity between an organization’s leadership styles, policies and strategies, the context of external and internal environment of the business strategies need to be understood (Paauwe, 2004). The theory will be relevant to the study because it shows that a wide strategic orientation of the organization and its commitment to formal analytical processes of planning are very crucial in determining the levels of performance (Walker &Andrews, 2013).

On the other hand, the Goal-Setting Theory (GST) as was advanced by Edward Locke and Gary Latham in 1990. The theory assumes that goal setting is primarily linked to task performance and leads to improved performance (Locke & Latham, 1990&1993). The theory further assumes that employees work well when they are tasked to execute challenging tasks (Locke & Latham, 2006). The theory is relevant to the study because it addresses how employees should fully execute their work so as to attain the set objectives which is improving organizational performance (Locke & Latham, 2002).

To understand the situation, at Buikwe District, its leadership is mandated to exhibit certain leadership style as it strives to provide services which are measured in terms of organizational performance. The style that is deployed is always dependent on the prevailing situation in cases where things are good it is presumed that the district applies the democratic/ autocratic leadership styles however, where things are not good, the leadership deploys the laissez-fairekind of leadership. This is all intended to realize the objectives of the district. To fully understand the study, both the CLT and GST theory will be used.

1.2.3 Conceptual background

The study will be conceptualized using leadership and organizational performance.Management scholars and theorists have developed an inclusive line of thinking with respect to organizational performance for instance according to Makoha and Kizza (2019) point out that leadership is a central feature of organizational performance which drives and motivates subordinates to realize organization targets while Osibanjo and Adeniji, (2012) leadership is defined as a distinguishing factor for managing employment that seeks to realize competitive advantage through a planned deployment of a highly capable and determined workforce, and can be seen through cultural, structural and personnel techniques ( OsibanjoandAdeniji, 2012).However, other scholars for instance Legood, van der Werff, Lee and Den Hartog (2021) assert that leadership is a leader’s approach of providing direction, implementing plans, and motivating people.

Wren (2013) defines leadership as a special type of influential activity. It may be seen in effect in all kinds of social situations and it is especially apparent in situations where demands require that people work together towards a common goal. Similarly, Akparep, Jengre and Mogre (2019) define leadership as a managerial activity whose purpose is to direct the employees in one immediate chain of command towards realizing work goals. Akparep et al., further argue that, it is the ability to employ administrative competences to organized performance process through inspiring, igniting and motivating teams. Leadership as an independent variable will be measured using democratic, autocratic, and laissez-faire as its dimensions.

On the other hand, organizational performance according to Martz (2013) refers organizational performance as the degree to which the organization, with some informational, financial, and HRs, positions itself effectively on the business market.However, Mafini (2015) defines organizational performance as the actual output or results of an organization as measured against its intended outputs (or goals and objectives).Further to support the definition is Razouk (2011) defines organizational performance as a central outcome variable of a firm’s/organization’s survival. According to Nasir, Ibrahim, Hussin, Hashim, Ismail and Sulaiman (2020), organisational performance is a compound concept that reflects the function and outputs of an organization, from its profitability and productivity to its competitive advantage. While Ipsen, Karanika-Murray and Nardelli (2020) point out that organizational performance is a compounding concept that reflects the functions and outputs of an organization, from its profitability and productivity to its competitive edge. The concept of organizational performancemeans a product of the interaction among diverse departments and sectors in an organizationwhich covers both financial and non-financial dimensions (Ouekouak, Ouedraogo, &Mbengue, 2013). The concept of organizational performance will be measured usingeffectiveness, efficiency and results/outputs as its sub dimensions

1.2.4 Contextual background

Buikwe district is suited in the Central region of Uganda, sharing borders with the District of Jinja in the East, Kayunga along river Sezibwa in the North, Mukono in the West, and Buvuma in Lake Victoria is a local government that was created under the Local Government Act 1 of 1997 in July 2009(Buikwe District Records, 2018). The district is under the Ministry of Local Government (MoLG) in Uganda. The district is made up of three constituencies namely Buikwe North, Buikwe South and Buikwe West. It contains Buikwe, Najja, Ngogwe, and Ssi-Bukunja as sub counties and its town councils include are Buikwe, Kiyindi and Nkokonjeru. Buikwe Town serves as an administrative and commercial centre (MoLG, 2019). Besides, it has a District Council which is it highest political authority; it has a technical team headed by the Chief Administrative Officer, distributed in departments/sectors.

Each of the department has a head and under each department, there are a number of sections (Buikwe DLG 2015-2020). The district is entrusted with providing services to the public including education, solid waste management, security, infrastructure, and health among others. The District commits its self to improve in service delivery for all its lower level Government however, it has encountered issues of underperformance for instance wetland encroachment still at 70%; degraded education system linked to COVID 19 which is at 100%; pollution, smuggling, illegal fishing, solid waste management and insecurity among others in Nyenga, Najja, Ssi and Ngogwe. Also linked to the challenges of the district is the fact that locals have expressed dissatisfaction about the inadequate water sources including borehole drilling and rehabilitation. The locals have indicated challenges connected with piped water supply systems construction in the areas of Mpogo, Mpulusi, Bujaya, Gulama (BuikweWorks Department Report, 2018/2019/2020).

In another scenario, on FY 2021/22, it was planned that district had inadequate staffs to support its operations and therefore urgency was required to fully fill up vacant posts. It should be noted that, BuikweDistrict had up to 25% posts filled however, a short fall of 75% existed and need to be filled up as they were still vacant posts. The situation explains a gap in the leadership. This as a result affects key activities such as pensioners’ files, delivery of services, validation of records including district payroll, updated human resource and basis operational expenses and overall performance of the District. Furthermore the Buikwe LG Approved Work Plan FY (2021/22) highlights that the district has utilized and less information to its stakeholders which also delays the decision making process. This has been identified as a constraint to the realization of critical government programmes and projects as all stakeholders including; beneficiaries, community, civil society and private sector, etc tendto delay activities such as procurement of assorted office logistics including local newspapers, toner cartridges, staff welfare and other stationery which are required in the delivery of services both efficiently and effectively hence affecting organizational performance.

The BuikweApprovedWork PlanReport (2021) reveals that bureaucracy has affected the ability of the district to support the mobilization andsensitization of its lower level governments in the quest to support the routine operations of the services provided hence affecting its expected performance. It is based on the above contextual situation that a study will be held to investigate the effect of leadership on organizational performance of Uganda’s Local Government using Buikwe District as a case.

1.3 Statement of the problem

Leadership has remained an essential force for improving organization’s performance in both developing and developed countries (Jing, 2017, Cloete, 2011; Ojeleke et al., 2020). While the kind of leadership style engaged in an organization impacts on its overall performance (Armstrong, 2012, Akparep, Jengre&Mogre, 2019). Indeed, in Uganda, Local Government are tasked to deliver public services and their performance is measured on what they planned against actual outputs directed by their leaders and administrators who adopt certain leadership styles in situations (Dim &Nzube, 2020). Buikwe DLG leadership has adopted key leadership styles guided by prevailing situations to encourage district staff to execute their duties (Mafini, 2015). However, despite adoption of a hybrid of leadership styles in place, the district continues to register short falls in its overall performance. For instance between 2015-2021, littering of solid waste has stagnated and is still rated at 45%, while the road network has remained poor and rated at 25%; and health issues are rated low at 40% etc (BDLG Reports 2015/2016-2020/2021). If this trend of issues persists it will manifest in political disarray including councillors and other district leadership; loss of public confidence will manifest; public chaos will prevail and poor service delivery leading to customer discontentment. It is upon this background that the researcher will investigate the effect of leadership on organizational performance of Buikwe District Local Government, Uganda.

1.4 General objective of the study

The purpose of the study is to investigate the effect of leadership styles on organizationalperformance of Buikwe DistrictLocal Government, Uganda

1.5 Specific objectives

The study will be guided by the following objectives

To establish the effect of democratic leadership the performance of BuikweDistrict Local Government.
To establish effect of autocratic leadership on organizational performance of BuikweDistrict Local Government.
To establish the effect of laissez-faire leadership on organizational performance of BuikweDistrict Local Government.

1.6 Research questions

The study will be guided by the following research questions namely;?

What is the effect of democratic leadership on organizational performance of BuikweDistrict Local Government?
What is the effect of autocratic leadership on organizational performance of BuikweDistrict Local Government?
What is the effect of laissez-faire leadership on organizational performance of BuikweDistrict Local Government?

1.7 Hypotheses of the study

The study will test the following hypotheses namely:

Democratic Leadership has a significant effect onthe performanceof Local Governments in Ugand
Autocratic leadership has a negative effect on organizational performanceof Local Governments in Uganda.
Laissez faire leadershiphas an insignificant affect organizational performanceof Local Governments in Uganda.

1.8 Conceptual frame work

According to Regoniel (2015) define a conceptual frame as a set of notions and a doctrine got from the relevant fields of investigation and depicts the problem under investigation. For this case, notions and doctrinelink with leadership and organizational performance as illustrated below (Regoniel, 2015).

LEADERSHIP(IV)

Source: Adopted and modified from Makoha and Kizza (2019) by the researcher

Figure 1.1: A conceptual framework illustrating the relationship between the study variables

Figure 1.1 above shows the presumed relationship between leadership (independent variable) and organizational performance (dependent variable) with each other. Leadership as the IV will be classified into three indicators namely democratic, autocratic and laissez-faire. In general, it is hypothesized that leadership affects organizational performance which is the problem under investigation. Organizational performance willbe measured using effectiveness, efficiency and results/outputs as its sub dimensions. Further to note, the presence of leadership may mitigate any possible performance gaps that may negatively affect Buikwe District Local Government from realizing its performance.

1.9 Significance of the study

The study will be relevant to the following stakeholders including;

The policy makers specifically in the Ministry of Local Government will learn of the leadership and organizational performance gaps. Therefore this study will provide relevant remedies which may be used by the policy makers to review the existing gaps in leadership and organizational performance.

Secondly, the study will be essential to the Buikwe DLG leadership whereby the leadership will appreciate the most appropriate leadership style that they may be applicable depending on the prevailing circumstances that may be of value to expected outcomes.

In addition, the study will be of importance to the other district staff to appreciate their efforts and value as they strive to execute assigned duties and responsibilities. Therefore the study will highlight employee weaknesses and strengths and help them improve the weaknesses.

To the researcher, the study will be relevant as it is a partial fulfillment for the researcher’s requirement in pursuit of Master’s degree in Public Administration (MPA) of Uganda Management Institute (UMI).

Lastly, other academia/scholars/researchers will benefit from the study as it will provide valid and relevant information linked to the study reflecting Buikwe District. Therefore, the study will form a basis for other scholars for relevant literature on leadership and organizational performance.

1.10 Justification of the study

Leadership has been seen to play a vital role in improving the performance of many government agencies including the Local Government. Important to note is that, several studies have been conducted on leadership and organizational performance for instanceBumpenje (2019); Tumuhimbise (2017); Ojokuku, Odetayo&Sajuyigbe (2012); Makoha&Kizza (2019) however, no/few recommendations have actually been implemented which has consistently ousted doubt in the leadership of the district including their role in ensuring improved performance. In addition, several studies have been carried out on issues of management, accountability and service delivery (Bupenje, 2019; Nassali, 2016, Kay& Eke, 2013) in Buikwe District. However, few of them have focused on leadership and organizational performance. In addition, this has made it practically hard to appreciate which the leadership is actually doing to help the district in general. Therefore, it is based on this justification that this study will be held to investigate the effect of leadership on organizational performance zeroing on Buikwe District Local Government..

1.11.1 Scope of the study

The study scope will include content, geographical and time scope.

1.11.1. Content Scope

The study will be conducted to investigate the effect of leadership on organizational performance of Local Government in Uganda. Therefore data will be gathered about Leadership (including democratic, autocratic and laissez-faire) and organizational performance while focusing on efficiency, effectiveness and results output.

1.11.2 Geographical

The study will be conducted within the parameters of Buikwe District Local Government. The district is found in central region of Uganda and it is bordering Jinja District in the East; KayungaDistrict to the North; Mukono in the West, and Buvuma District on Lake Victoria. The district’s an administrative, commercial centre and directly oversees the administration of urban centers including Nkokonjeru, Njeru and Lugazi Town Councils. The District lies on a total area of about 1209 Square Kilometers (Buikwe District Local Government, 2017)

1.11.3 Time Scope

The proposed study period will be 2015 to 2021, this period in which the district facedencountered enormous leadership and performance constraints, characterized by poor service delivery, employee gaps, persistent bureaucracy, and absenteeism among others (BuikweDistrict Development Reports 2015/2017/2020). In addition, it is the same period when the district has undertaken reforms intended to better the provision of services. Therefore, reliable and valuable evidence exists to support the study.

1.12. Operational definition of terms and concepts

This section of the study provides key operational definitions of terms and concepts. The details are provided below.

Leadership: This term will be used to mean the approach adopted by a leader to influence subordinates in a given setting. This concept will be used as a dependent variable and will be measured using democratic, autocratic and laissez faire as its dimensions.

Democratic leadership: It was defined as a leadership style where the leader share authority and power with subordinates and seeks for their ideas during in decision making and planning.

Autocratic leadership: The concept will be used to refer to an approach of leadership where the leader does not engage other followers’ view in making decisions making and uses command since all authority and power are centralized to him/her.

Laissez faire leadership: This concept will be used to imply a type of a leadership style where the leader offers full independence to the subordinates in their work practices and during decisions making.

Organizational performance: Level of achievement of organization objectives. In addition, the term will refer to the realization of organizational objectives so as to enhance business strategies, hence sustainable competitive edge. For purpose of this study, the term will be used to mean what Buikwe DLG is supposed to do for its locals.

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

In this chapter the researcher reviews related literature obtained from secondary sources including abstracts, journals, dissertations, text books, newspaper articles and the Internet. The section review is categorized into theoretical review, actual literature review and summary.

2.2Theoretical review

Administrators have come up with several theories or models to explain the effect of leadershiponorganizational performancefor instance the situational leadership theory, the path-goal theory and the decision-making theory among others. However, the study will be guided by the both the Contingency Theory of Leadership (explain leadership styles) and Goal Setting Theories (explain organizational performance as a DV). The CTL was developed in 1994 by Fred Fiedler (Fielder, 1994). The theory assumes that, for a leader to be effective, their leadership style must fit the existing situation (

must present tasks clearly and with goals and procedures outlined. The contingency theoryfits in the billas it widens the understanding of leadership, stressing how individuals are persuaded to look at varioussituations as they lead(Paauwe, 2004). Its implication is that such leadership gives administrators a wide range of ways to react to problems; it further gives them significant discretion in their decision-making. Organizations’ which adopt and implement the contingency theory allow their managers to bend policy if the circumstances demand.The theory is seen to be reliable, based on a choice of research as well as trials. In addition, the theory gives an insight of how leadership works and how individuals may be persuaded individuals to consider existing situations. Another strong point for choosing this theory is that its predictive in nature as it provides an understanding to the types of leaders that may be effective in particular situations. Furthermore, the theory suggests that leaders do not need to be effective in all circumstances and the theory provides concrete raw facts on diverse leadership styles, that is applicable to organizations advancing their leadership profiles However, the theory has been criticized for instance not being flexible. This is so because Fiedler believed that an individuals’ natural leadership style was fixed, yet the most effective way to manage situations is to change the leader. In addition, the theory has been seen to suffer from inadequate few actions which can be taken under unlike situations.

However, the study will also be guided by the Goal-Setting Theory (GST) as was advanced by Edward Locke and Gary Latham in 1990. The theory assumes that goal setting is primarily linked to task performance and leads to improved performance (Locke & Latham, 1990&1993). In addition, the theory assumes that employees work well when they are tasked to execute challenging tasks (Locke & Latham, 2006). The theory is relevant to the study because it address how employees work towards improving organizational performance ((Locke & Latham, 2002). All in all, both the Contingency Theory of Leadership by Fred Fielder and goal-setting theory by Edward Locke and Gary Latham will be critical in explaining the effect of leadership on organizational performance of Buikwe District Local Government, Uganda.

2.3Actual review of related literature

The literature provided below reveals the extent of leadership on organizational performance. The literature is presented based on the objectives.

2.3.1 Democratic leadership and Organisational performance

The type of leadership that engagesseveral persons in the decision-making process is known as Democratic leadership. The statement concurs with Hilton, Arkorful and Martins (2021) whoreveal that a democratic leaders would enhance organizational performance. The study further revealed that democratic leadership had a significant positive relationship with organizational performance. This is further affirmed by Akparep, Jengre, and Mogre (2019) whose study revealed that, democratic leadership style influences the operations and performance of an organization (Chikozho et al. 2014). However, Haque, FaizanandCockrill, (2017) argue that lack of democratic leadership may hamper expected performance.

An administrator who discusses work matters with subordinates prior to giving orders makes the subordinates feel free to work (Bhargavi&Yaseen, 2016)hence contributing and accomplishing assigned tasks. Bilge et al. (2020) voices that, Institutions thatadoptdemocratic leadership attain social and economic targets. Similarly, Fakhri et al (2020) argue that deploying a democratic model in an organization significantly impacts on culture and improves performance of that organization. Additionally, a democratic leadership style is the most common type of leadership that most organizationsopt for (Siddigue et al., 2020) however, it not the only single leadership that may improve performance.

A study by Diana et al. (2020) on the factors influencing employee performance found out that implementing a democratic leadership directs employee to perform better. The findings concur with Tokgöz and Özgür (2021) who found out that reduced the levels of work stress; perceptions of principals and teachers were attributed to democraticstyle of leaders. In a similar manner, Akonkwa et al. (2022) found out that democratic type of leadership styles affected organizational performance however, Gkorezis, Petridou and Xanthiakos (2014) suggests that, a leader without positive humourwould negatively impact on organizationalperformance.

Democratic leadership can lead to positive attitudes of staffs (İnand&Gilic, 2021) for instance enhanced job satisfaction, citizenship and commitment.Another scholar, Ince (2018) argues thatdemocratic leaders improve employee performance in public departments. The leaders motivate, influence and actively engage subordinates in attaining organizational targets. Nevertheless, Sastrawidjaja, Haritsand Muliawaty (2021) stress that much asdemocratic leadership style dominantly influenced organizational performance, it only explained a 62.4% variance on organizational performance with other factors seen to contribute 37.6%.

2.3.2 Autocratic leadership and Organizational performance

The type of leadership where a leader exhibits authoritarian behavior to get compliance from the subordinates is known autocratic leadership style. This is in line with Al Khajeh (2018) who pointed out that autocratic leadership style had a positive association with the organizational performance. However, a study by Lumumba, Simatwa and Jane (2021) took a twist by finding out that principals’ leadership styles and organizational performance of primary teachers training colleges in Lake Victoria Region of Kenyanegatively influenced one another. Similarly, the works of Wu and Shiu (2009) reveal thatautocratic leadership is gained through threats, orders, punishment and regulations.

It is significant to note that, leadership style is what an administrator wants to behave with his or her employees (Dyczkowska&Dyczkowski, 2018) and the manner in which they exercise their leadership role (Xenikou, 2017). In addition,Al-Khaled and Chung (2020) argue that, since no “one size fits all” leadership style, it is also advisable for administrationto adopt certain approaches as the circumstance may dictate in order for staff to accomplish the set objectives and further enhance organizational performance.

Institutions with no competent administrators to direct members does not attain set targets and objectives (Debebe, 2020). Similarly, autocratic leadership style as a form of leadership compromises performance (Longe, 2014). Further to note, Mashal and Saima (2014) acknowledges that lack of leadershippaves a way for errors and reduced success. An autocratic leader is described as a person who positively influences, drives, and supports others to contribute to the success of an organization of which they are all members (Svendsen&Joensson, 2016). However, Al-Khaled and Chung (2020) points out that autocratic leadership style is the least effective because it demotivates staff and decreases their productivity hence negatively affecttingorganizational performance.

2.3.3 Laissez faire leadershipand Organizational performance

The laissez-faire leadership focuses on how an administrator delegates the authority (Basit et al., 2017) to make decisions to the staff with less or no consultation. Donkor and Zhou (2020) recommend that organization adopt the laissez-faire leadership so as to inculcate continuance commitment in organizational activities towards enhanced organizational and employee performance. However, Saeed and Mughal (2019)state that a laissez-faire leader does not play an active role in an organization. In a similar context, laissez-faire leaders avoid decisions, abandon workplace challenges, and do not model the proper behaviorswhich negatively affect organizational performance (Diebig&Bormann, 2020).

Laissez-faire leaders are reluctant to take the key steps and avoid situations in which problems prevail (Asrar-ul-Haq&Kuchinke, 2016). Laissez Faire leaders rarely play active roles in organization. This concurs with works of Okpokwasili and Kalu (2021) who points out that that laissez-faire leadership style negatively impact on subordinates’ job performance because it decreases employees’ productivity. A study of Lumumba et al. (2021) recommend that principals of PTTCs adopt less of laissez faire and autocratic leadership styles since they have negative influence on the organizational performance of PTTCs. While evidence provided by Robert and Vandenberghe (2021) reveal a stronger negative effect of laissez-faire leadership on the affective organizational commitment and performance.

Lastly, a study by Muturi (2021) concludes that laissez-faire leadership insignificantly affected performance. It was further noted that head teachers adoptedlaissez-faire leadership style encountered poor performance since all staff were left to do as they wished. However, laissez-faire leadershipis constructive because it encourages delegationandpermitscluster members to make informed decisions (Samad, et al. 2015). In another context, Babalola (2016) stresses that laissez-faire leadership style significantly influences on organizational commitment.

2.4 Summary of literature review

The literature reviewed is largely inconclusive on the effect of leadership on organizational performance. Many of the scholarly review provided above suggest that leadership styles positively affect organizational performance though other scholars provide contrary views. Many scholars argue that adopting only a democratic type of leadership empowers members to realise positiveorganizational performance however, it is important to note that, no one style of leadership is applicable to a given organization or prevailing situation hence a conceptual gaps. While the scholars diverting views argue that the application of diverse leadership styles enhances performance among employees and enhances organizationalperformance however, in given countries and not necessarily in Uganda thus a contextual gap. These inconsistent findings have dominated literature over time and may continue generating more debate hence a knowledge gap. Additionally, the studies reviewed focused broadly on leadership styles and organizational performance however, the intended study will specifically on leadership and organizational performance inBuikwe District. In terms of the methodologicalgaps, the literature reviewed indicates were based on varying research design, populations, data collection methods and instruments among others. However, this study plans to adopt a mixed methods approach to examine the effect of leadership styles on organizational performance of BuikweDistrictLocal Government.

CHAPTER THREE

METHODOLOGY

3.1 Introduction

The chapter will entail a research design, study population, sample size, sampling techniques, data collection methods and instruments, quality control, procedure for data collection, measurement of variables and ethical considerations.

3.2 Research design

The researcher will use a cross sectional research design.It is a type of research design in which an investigator gathers data about a phenomenon from many diverse individuals at a single point in time (Siedlecki, 2020). The design allows researchers to equate different variables at the same time;it is comparatively quick and reasonable in terms of expenses to conduct. In addition, it gather instant results from a large group of respondents.The design will be triangulated using the qualitative and quantitative approaches. The former entails gathering non-numeric data and latter will be used to gather numeric data about the study. The data will help to investigate the effect of leadership on organizational performance.

3.3 Study population

The study population will be 73 staff from the district executive (chairperson, vice chairperson, secretaries, speaker, deputy speaker and heads of departments) and other district staff attached to the administration, finance, works, planning, and health departments all of whom are involved in ensuring the routine operations of the district to ensure timely performance.

3.4 The sample size determination

The sample size will be 70 respondents obtained using the Krejcie& Morgan population Table of 1970 as indicated in the Table below.

Table 3.1: Population, sample size and techniques used

Category of respondents	Population (N)	Sample size (s)	Technique
District Executive Committee
Chairperson	1	1	Purposive sampling	Interview
Vice Chairperson	1	1
Secretaries	3	3
Speaker	1	1
Deputy Speaker	1	1
Heads of Departments	7	7
Other District Staff	1	1
Administration Staff	15	14	Simple random	SAQ
Finance Staff	10	9
Procurement Staff	3	3
Planning Staff	5	5
Works Staff	5	5
Health Staff	7	7
Education Staff	13	12
Total	73	70

Source: Approved Structure for DLG as at May 2016

3.5 Sampling techniques and procedure

The study will use purposive sampling as a non-probability sampling technique and simple random sampling as a probability sampling techniques as explained below

3.5.1 Purposive sample

Purposive sampling technique is a sampling technique in which a researcher (s) relies on their own judgment when choosing respondents of a study population to engage in a study (Marangoni et al. 2020). The technique is used to select a samples believed to be knowledgeable about the subject. In addition, the technique is cheaper to use, convenient and facilitates the gathering of factual information about the study.The technique will be used to select chairperson, vice chairperson, secretaries, speaker, deputy speaker and heads of departments.

3.5.2 Simple random sampling

The simple random sampling method will be adopted to select administration staff, finance staff, procurement staff, planning staff, works staff, health staff and education staff. The reason for using the technique is that it provides each respondent an equal chance to be selected from a population (Elfil&Negida, 2017). In addition, it is convenient, less time consuming and used on a population that is judged to be homogenous.

3.6 Data collection methods

It is anticipated that three methods will be used to aid the collection of data as indicated below.

3.6.1 Interview method

The method facilitates a conversation(s) the interviewee(s) and interviewer. The method will allow verbal and non-verbal communications and facilitates an effective way of gathering firsthand information (Story &Tait, 2019). The method facilitates probing and is used to capture facial expression of interviewees. The method will be used on chairperson, vice chairperson, secretaries, speaker, deputy speaker and heads of departments.

3.6.2 Questionnaire method

The researcher will chose to use the questionnaire method because it allows the researcher to gather large volumes of data over a shortest time and it is cheaper in terms of costs. The method will support the use of logical statistical analysis and it allows gaining of firsthand data (Swarndeep& Rajesh, 2021). Using the method increases the level of reliability of the data. The method will used on other district staff namely; administration staff, finance staff, procurement staff, planning staff, works staff, health staff and education staff.

3.6.3 Documentary review method

The method will be used to collect secondary data from published and unpublished books, magazines, journals and website. In addition, the method provides reliable and factual information about the study.

3.7 Data collection instruments

It is planned that they study will use primary and secondary sources of data as indicated below.

3.7.1 Primary sources

3.7.1.1 Interview guide

The guide is an instrument that guides a researcher in posing questions so as to obtain certain information using a conversation with a key informant (Bridge, et al. 2020). Interviews will use structured or open ended questions on leadership and organizational performance. The responses will be recorded in a note book. The guide will be used to elicit information from the chairperson, vice chairperson, secretaries, speaker, deputy speaker and heads of departments.

3.7.1.2 Questionnaire survey

It is planned that questionnaire will consist of three sections with the first planned to have questions about respondents’ personal data; the second will have questions about leadership and section three will have questions on organizational performance however, questions in the second and third sections will be semi-structured or closed questions in nature and will provide numeric responses. The instrument will be used because it allows respondents time to think through the questions as they rate the questions and provide most appropriate answers, and ensure quality (Einola&Alvesson, 2021). The questions designed on a Likert of five items including SA (5); A(4); (3) Neutral; (2) D & SD(1). The instrument will used select administration staff, finance staff, procurement staff, planning staff, works staff, health staff and education staff.

3.7.2 Secondary sources

3.7.2.1 Documentary review

A list of documents will be used to review secondary data for information. Some of these documents will include encyclopedia, textbooks, magazines journals, newspaper, internet, websites and articles. The choice for this instrument is that it is easy to come by, cheap source, already made etc. however, some of its shortcomings are that it may be liable to alterations, it may not be in the required state.

3.8 Quality control of the instruments

3.8.1 Validity

Validity is an investigation on whether the results obtained meet all the requirements of the scientific research method (FitzPatrick, 2019). Validity will be computed using the CVI (CVI = K/N where K will be the valid questions and N will be the valid and invalid questions. CVI will be determined supported by judges who will rate the instruments and will there after only be adopted after scoring an index value greater than 0.7 as recommended by Moses and Yamat, (2021).

3.8.2 Reliability

Bonett and Wright (2014) suggest that reliability technique is used to determine consistency of results when administered repeatedly under similar conditions. A group of respondents will be identified and will be requested to rate SAQ. Thereafter, the internal consistency (alpha cronbach) will be determined and will there after only be adopted after scoring an index value greater than 0.7 as recommended by Taherdoost (2016).

3.9 Procedure of data collection

The researcher plans to defend her proposal and will make correction and will receive an introductory letter from Uganda Management Institute, School of Management Science which will be used to ask for permission to conduct the study from Buikwe District, Office of CAO. Upon being granted permission, the researcher with the help of two research assistants will conduct the study.

3.10 Analysis of data

Analysis of data will be done using qualitative and quantitative means.

3.10.1 Analysis of qualitative data

Qualitative data analysis will be done on raw data obtained from interviews. The analysis will comprise of content and thematic analysis. First, content analysis will be applied to the recordings from the interviews, facts will be reorganize it into meaningful shorter sentences, the facts will be assembled and codes will be assigned to indicate the key informants who will have engaged in the interviews. Thematic analysis will be used to group similar responses linked to the objectives of the study (Grbich, 2012). Similarly, all qualitative data will be classified in explanations and placed in quotes. All essential documents will be reviewed for relevant information about the study and will be used to complement on the quantitative findings.

3.10.2 Analysis of quantified data

Analyzing of the data collected will be done at the end of the data collection where all questionnaires will be administered and collected by trained research assistants. The questionnaires will be arranged and coded according while all raw data will be classified and entered in Statistic Package for Social Science (SPSS version 25). The data will be used to generate statistics including percentages, counts and mean score and will be portrayed using graphs and tables. In addition, the inferential statisticsusing the regression (r², analysis of variance and beta indices) will be used to determine the effect of leadership on organizational performance

3.11 Measurements of variables

A measurement variable refers to unknown characteristic that measures a specific entity and can take more than one value (Gillespie et al., 2015). Variables can either be quantitative or categorical. Categorical variables are grounded on a series of categories with no meaningful numbers linked to them. Therefore, the nominal scale will be used to measure categorical variables which cannot be ranked for instance respondents, age, sex, departments and experience thus respondents’ demographic characteristics. On the other hand, quantitative variables are ranked high on a scale of measurement because the variables have important numbers linked with (Gillespie et al., 2015). Therefore, the interval scale will be used to measure leadership (including its indicators) and organizational performance. The questions will be based on a Likert of five items using SA(5); A(4); (3) NS; (2) D & SD(1).

3.12 Ethical issues

The researcher plans to observe the following ethical issues during the study namely; the researcher plans to remain objective thus avoid being biased by using two research assistants to aid data collection while anonymity where the identify of respondents will not be disclosed will be maintained. In addition, for all works used in the study, they will be cited will be referenced to acknowledge the efforts of the writers. All raw data obtained will be treated as private and no unauthorized party will be allowed to access it. Lastly, both the proposal and dissertation will be tested for plagiarism using TURNITIN a web application and a score of 15% or below will be attained.

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