Samson, Neema
(2025)
Effects of Leadership Styles on the Performance of Government Agencies in Tanzania: The Study was Conducted at Tanzania Building Agency.
Masters thesis, The Open University of Tanzania.
Abstract
This study assessed how leadership styles affected Tanzanian government agencies' performance, specifically focusing on the Tanzania Building Agency. Four goals served as the foundation for this investigation: to investigate the impact of
transactional, transformational, autocratic, and laissez-faire leadership styles on the performance of organizations. This study has been guided by the Situational Leadership Theory. The study used a cross-sectional research design, a quantitative research approach, and positivist research philosophy. Out of the 182 employees of Tanzania Building Agency, 124 responses were chosen at random to make up the
sample. Data were collected using structured questionnaires. Simple linear regression analysis and descriptive statistics were employed to analyze the data. The study revealed that while the other two variables shown a modest link with the
business's success, two of the four factors—transformational and transactional leadership styles—demonstrated a strong and significant relationship. This study concludes that in organizations where managers assume leadership roles, subordinate staff and employees adhere to a defined and explicit hierarchy of operational processes and directives. Employees must follow their manager's instructions exactly
in order to finish their daily tasks. Accordingly, the study suggested that organizations should think about or implement transactional and transformational leadership styles in line with organizational structure, culture, and staff training at
Tanzania Building Agency in order to meet their goals and achieve positive performance outcomes.
Key Words: Effects, Leadership Styles, Performance of Government Agencies
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