The impact of leadership styles on employee performance in Hyderabad Electric Supply Company, Sindh, Pakistan
DOI:
https://doi.org/10.47264/idea.jhsms/4.2.1Keywords:
styles of leadership, performance of employee, employee conduct, democratic leadership, autocratic leadership, authoritarian leadership, laissez-faire leadershipAbstract
The research focused on leadership styles and employee performance conducted within HESCO, a Sindh-based energy distribution company in Pakistan. A convenience sampling approach was used for this study, involving 131 participants. The research methodology primarily utilised quantitative techniques, with a structured questionnaire as the data collection tool. A Likert scale assessed the impact of various leadership styles on employee performance. Data collected from the surveys were comprehensively analysed using the SPSS software. This analysis encompassed descriptive statistics, normality testing, and an assessment of reliability (Cronbach's Alpha). Among the leadership styles studied, the democratic approach had the most significant positive impact on employee performance. Subsequently, the laissez-faire and authoritarian leadership styles followed in terms of their effects on employee performance. The outcomes showed that authoritarian leadership is successful over the long run and can be problematic in many circumstances. Conversely, in situations where team members demonstrate high competence, motivation, and self-sufficiency, the laissez-faire leadership style can prove beneficial. Consequently, it has been established that leadership styles positively and substantially impact personnel performance.
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