The impact of transformational, transactional and laissez-faire leadership styles on employee performance in Rand Water

Abstract

The main purpose of this study was to investigate the impact of leadership style on employee performance using Rand Water as a case study. A quantitative research design wth a cross-sectional approach was used to evaluate employees‟ responses and perceptions to leadership styles. This included employees‟ responses to leadership decisions and the implementation thereof. The population of this study were the full-time employees of Rand Water with a headcount of (1000). As such a total sample of 100 employees was selected from the population. The data was collected using a structured questionnaire survey and data was analysed using two computer-based statistical programs i.e. SPPS version 13.0 and Excel. It can be reported that this study found an inversely proportional relationship between authoritative leadership and employee performance. It was also discovered that while rampant internal conflicts and protests existed, to diffuse these social and political tensions, the company developed authoritative-based management strategies in ensuring local cultural and political autonomy i.e. Rand Water encouraged the authoritative approach to management. This study recommends that the interaction of corporate leadership, team work and team building is required to create an environment in which productive and harmonious relationships can thrive, These relationships must be maintained through partnership between management and employee teams to flourish