Thesis

Relationship between leadership styles and organizational performance 

Adam Mohamud Ali and Abdukadir Mohamed Abdullahi 

SIMAD UNIVERSITY 2016 

ABSTRACT 

The study focuses the relationship between leadership styles specially the transformational and 

transactional leadership styles and Mogadishu municipality performance; it explores the effect of 

each municipal leadership style on the effectiveness and efficiency of Mogadishu municipality. 

The study conveys the clear and stable role of effective leadership model and how that can effect 

the degree of organizational performance, the study tests performance-maintenance theory and 

survey was used to collect data through questionnaires. 

The major findings of this research showed there is a significant relationship between 

transformational leadership style and Mogadishu municipality performance (r=.683,p .000), also 

the transactional leadership style was studied and proved that there is a positive relationship 

between transactional leadership style and Mogadishu municipality performance (r.608, p .000). 

and it is also a prove that both transformational and transactional leadership styles are adopted in 

the municipality. 

This study is crucial for top managers in Mogadishu municipality to enhance the performance of 

the organization by increasing the involvement of these two models in their relationship with 

organizational members and staff. 

1

CONTENTS 

TABLE OF FIGURES 3 

CHAPTER ONE 3 

INTRODUCTION 3 

1.1 Background of the study 3 

1.2 Statement of problem 3 

1.3 Purpose of the research 3 

1.4 Objectives of the study 3 

1.5 Research questions 3 

1.7 Scope of the research 3 

1.8 Significance of the research 3 

1.9 Operational definitions 3 

CHAPTER TWO 3 

LITERATURE REVIEW 3 

2.1 Introduction of leadership: 3 

2.2 Definitions and concept of leadership 3 

Characteristics of transformational leadership 3 

Idealized Influence 3 

Inspirational Motivation 3 

Intellectual Stimulation 3 

Individualized Consideration 3 

Characteristics of transactional leadership 3 

2.3 Comparison between transactional leadership and transformational 3 

2.4 Definitions and Concepts of Organizational Performance 3 

2.5 Key Measurements of Organizational Performance 3 

2

2.6 Organizational Performance Characteristics 3 

2.7 Leadership and organizational performance 3 

2.8 Conceptual framework and hypothesis 3 

2.8.1 Statement of Hypothesis 3 

2.9 Summary 3 

Conclusion 3 

CHAPTER 3 3 

METHODOLOGY 3 

3.0 Introduction 3 

3.1 Research design 3 

3.2 Research population 3 

3.2.1 Sample size 3 

3.2.2 Sampling procedure 3 

3.3 Research instrument 3 

3.4 Reliability and validity test 3 

3.5 Data gathering procedure 3 

3.6 Data Analysis 3 

3.7 Ethical Consideration 3 

3.8 Limitations of the Study 3 

CHAPTER FOUR 3 

DATA ANALAYSIS AND INTERPRETATION 3 


4.1 Demographic Characteristics Of The Respondents 3 

4.4 Regression analysis 3 

4.4. Major Findings 3 

4.4 Discussion 3 

3


5.1 Conclusions Of The Study 3 

Implications of the study 3 

Implications in practice 3 

Implications in theory 3 

5.2 Recommendations 3 

Recommendations for the research 3 

Recommendations for practice 3 

APPENDIX A 3 

Time Framework 3 

APPENDIX B 3 

Budget (expenses incurred) 3 

References 3 

4

TABLE OF FIGURES 

Table 1 comparison between styles……………………………………………………………..18 

Table 2 descriptive ranges……………………………………………………………………….40 

Table 3 demographics……………………………………………………………………………43 

Table 4 leadership descriptives…………………………………………………………………..45 

Table 5 organizational performance description………………………………………………....47 

Table 6 correlation coefficient…………………………………………………………………..49 

Table 7 hyothesis test……………………………………………………………………………49 

5

CHAPTER ONE 

INTRODUCTION 

1.1 Background of the study 

Leadership has been a central, but sometimes controversial, topic in organizational research 

(e.g., Chemers, 2000; Hogan, Curphy, & Hogan, 1994; House & Aditya, 1997; Judge & Piccolo, 

2004; Khurana, 2002; Meindl, 1990). for at least the past thirty years, the concept of leadership 

has been subject to criticism and marginalization by the dominant organizational paradigms and 

perspectives” (Podolny, Khurana, & Hill-Popper, 2005).Part of this controversies has resulted 

from questions from the difinitions of whether leadership has the ultimate effect on 

organizational outcome (Hannan & Young, 1984; Pfeffer, 1977). Proponents of leadership argue 

that leaders have important role and responsibility that help their organizations succeed in 

achieving their enabled objectives (e.g., Bass, 1991; Waldman & Yammarino, 1999). In contrast, 

organizations are viewed as heavily constrained and that leadership is largely irrelevant and, at 

best, a social construction (e.g., Hannan & Freeman, 1989; Meindl, 1990). 

In the western world leadership influence in large complex organizations, is assumed 

commonly to be greatly significant (liberson & f. o'connor, 1972), but One must consider that 

organisational performance may be influenced by a number of factors, such as, the employees’ 

high satisfaction with their jobs, high commitment to their organization, high motivation to serve 

the public and strong intentions to work for the organization willingly and devotedly (Kim, 2005, 

p245). 

In fast growing economies like Turkey Leadership capability and styles are widely considered a 

critical variable in the success of small and medium businesses, which are more vulnerable to 

market fluctuations and competition. (Sexon & Bowman, 1985). 

Kenyan studies found that leadership style behaviors jointly predict organizational performance. 

The study concluded that six leadership styles behaviors should be employed by the Banks’ 

management in order to perform stronger in the competitive environment (Samaitan, 2014). 

6

Performance-maintenance (PM) Theory of leadership beginning with replications of the 

experimental study by Kurt Le win et al in 1939, the PM theory of leadership has been developed 

in Japan as an extensive interdisciplinary and intercultural approach to leadership. The primary 

Japanese-born theory of leadership is expressed by Misumi (1995). Misumi carried out 

wide-scale research on over 5,000 Japanese workers and managers, and analysed the results 

according to two metrics: Performance (P), and Maintenance (M). Performance is concerned 

with the achievement of goals, particularly goals relevant to the work group; Maintenance is 

concerned with the cohesion of the work group. The original paper which proposed the theory 

((Misumi, 1964)) explains the distinction as follows: Assuming three types of leadership, P, M, 

and PM, we experimentally analyzed their relationship with the productivity of the group. P-type 

corresponds to conventional “autocratic” or “work-centered” type. M-type corresponds to 

“democratic” or “human-relation-centered” type, and PM-type is both work and human relation 

centered. The results obtained at a governmental training institution showed that PM type 

leadership was most effective in terms of both productivity and group moral. Another study 

conducted with eight groups of coal mine workers confirmed that also PM style of leadership has 

an effective impact on the organizational performance. 

Leader means the person with followers (drucker, 1991). 

Leadership, as defined by Northouse (2004), is a process whereby an individual influences a 

group of individuals to achieve a common goal. Leadership style is the way in which that process 

is carried out. Leadership as viewed by Kouzes and Posner (1987) is an ongoing process of 

building and sustaining a relationship between those who aspire to lead and those willing to 

follow. Performance refers to both behaviors and results, and adjusting organizational behaviors 

and actions of work to achieve results or outcomes (Brumbach (1988), as cited in Armstrong 

(2001)), 

Leadership in public service is defined as Leadership may be defined as a collection of skills and 

actions that encourage broad-based participation, facilitate consensus building, distribute shared 

responsibility, develop new leaders and enable groups to work effectively to achieve their shared 

goals in serving society( h. Aref kashfi,2007). 

7

Koontz and Donnell (1993) define organizational performance as the ability of an enterprise to 

achieve such objectives as high profit, quality product, large market share, good financial results, 

and survival at pre-determined time using relevant strategy for action. 

Performance is the accomplishment and execution of tasks. According to (Albrecht (2011), 

performance is the extent to which an organization achieves a set of pre-defined targets that are 

unique to its mission. Leadership style is a key determinant of the success or failure of any 

organization. 

The performance leadership function (P) is oriented toward goal achievement or problem 

solving, and the maintenance leadership function (M) oriented toward preserving group social 

stability (el, 1939). 

Our research will use the leadership as defined by Northouse (2004), is a process whereby an 

individual influences a group of individuals to achieve a common goal, whereas organizational 

performance as defined by Koontz and Donnell (1993) that organizational performance is the 

ability of an enterprise to achieve such objectives as high profit, quality product, large market 

share, good financial results, and survival at pre-determined time using relevant strategy for 

action. Leadership style and organizational performance is a necessary topic for discussion since 

it is helpful for any organization whether public or private to know how the functions and 

qualities of leadership needed to boost organizational performance and we also chose Mogadishu 

public departments as our research cite because of the weak functions of our institutions. 

1.2 Statement of problem 

Today organizational leadership is transformed organizations to a place where people are 

empowered, motivated and supported in their personal and professional growth throughout their 

careers this has contributed to the enhancement of organizational performance (Gregory Stone, 

Kathleen Patterson, 2005). 

However, when we talk about Mogadishu municipality, lack of motivation, empowerment, and 

support for the employees has caused decline on the effectiveness and efficiency of Mogadishu 

8

municipality, therefore our research aims to find the appropriate leadership style that can boost 

municipality performance so that the service quality of the municipality becomes satisfactory. 

1.3 Purpose of the research 

This study examines leadership style and organizational performance testing PM theory of 

leadership in Mogadishu municipality, our current research spells PM theory of leadership in 

enhancing performance of Mogadishu municipality departments in Mogadishu Somalia. 

1.4 Objectives of the study 

The specific objectives of this study include: 

I. To determine how transformational leadership style can influence organizational 

performance. 

II. To examine if transactional leadership style can effect organizational 

performance. 

1.5 Research questions 

I. Does transformational leadership style increase organizational performance? 

II. Is transactional leadership style boost organizational performance? 

1.7 Scope of the research 

This study aimed to investigate the effect of leadership style on organizational performance in 

Mogadishu municipality and it is mainly focused on the effect of leadership style on the 

efficiency, and effectiveness in Mogadishu municipality, by testing performance and 

maintenance theory of leadership. this study was conducted at the SIMAD University in 

Mogadishu as part of Bachelor degree fulfillment at faculty of social science in between 

September 2015 and September 2016, the study is cross sectional study which utilizes 

questionnaire to collect data. 

1.8 Significance of the research 

This study is emphasizes Performance-Maintenance theory by giving a new insight in Somalia, 

since the Performance-Maintenance theory has been neglected for a while, however this study 

proves the theory is effective in every day organizational activities, our research is also a 

9

stronghold position for anyone interested in further investigation that will enable many 

organizations in Mogadishu apply different researched leadership practices to enhance 

organizational performance. 

We have a very strong feeling that this research will help public institutions in Mogadishu 

especially Mogadishu municipality and beyond develop a sense of simplicity over the functions 

and quality of service they are acquired to serve the nation since our study posits a framework of 

studied styles of leadership and clarifying its powerful influence on organizational efficiency, 

productivity and growth. 

This study is also an enabling tool for students who are interested in knowing much about 

leadership and performance from variety of angles since we provide a distinctive approach for a 

topic that passed the horizon for wide range of disputes, our study however shortens precisely the 

scope for students and researchers using a dependable data and analysis. There by simplifying 

the interpretation of the findings and understanding of the research result. 

1.9 Operational definitions 

The only definition of a leader is the one who has followers (Drucker, 1991). 

Leadership in public service is defined as Leadership may be defined as a collection of skills and 

actions that encourage broad-based participation, facilitate consensus building, distribute shared 

responsibility, develop new leaders and enable groups to work effectively to achieve their shared 

goals in serving society. 

Organizational performance is the ability of an organization to achieve such objectives as high 

productivity, efficiency and survival at pre-determined time using relevant strategy for action. 

Efficiency: the ability to do something without wasting materials, time or energy, it is defined as 

a term practiced by organization or firm to use people and resources to carry out important 

operations in way which minimizes the costs.(Karamat, 2013). 

Effectiveness: organization is the degree to which it moves toward the attainment of its mission 

and realizes its goals(Mc et al., 2014) 

10

CHAPTER TWO 

LITERATURE REVIEW 

2.1 Introduction of leadership: 

In this chapter the researchers will focuses on to review prior literature that related to the 

concept of leadership styles and organizational performance in Mogadishu –Somalia, this 

chapter will focuses on five sections that is very important ,firstly it reviews the definitions of 

independent variables followed by styles of leadership and its characteristics. Secondly it 

studies literature of organizational performance followed by characteristics of organizational 

performance. The Third section presents prior literature of the relationship between the two 

variables leadership and organizational performance. Fourth section the study presents and 

explains the conceptual framework of the study. And the last section presents summary and 

conclusion of the chapter. 

2.2 Definitions and concept of leadership 

Leadership as “followers are central to leadership because they are significantly involved 

in the negotiations central to the transactions of power they have minds of their own”. (Burn, 

1978) Leadership refers to the behavior/ attitude of a leader to collect and direct the individuals 

towards any goal. Leadership is a communication process of leader and individuals. (aneesullah, 

2013). So the effectiveness of the organization depends on effective leader and it is the one who 

have effective leadership style. 

In 1957 Political Sociologists defined leadership as “infuse values and purpose of leaders into a 

group”. In 1977 Robert Greenleaf described leadership as: “Great leaders serve the group they 

lead, by creating and maintaining an environment which encourages and supports everyone in 

maximizing their potential”. (Greenleaf, 1997) . 

A historian/ political scientist James M Burn also defined in 1978 gave his idea about. 

11

One of the best definitions of leadership is proposed by Kim and Maubouregne (1992), which 

indicates leadership, is the capability to inspire confidence and support among an organization’s 

people who are needed to achieve organizational goals. Rost (1993, P102), defines leadership as 

follows; “Leadership is an influence relationship among leaders and followers who intend real 

changes that reflect their mutual purposes”. Also, Bass (1990) believes leadership is the 

“principal dynamic force that motivates and coordinates the organization in the accomplishment 

of its objectives. Also we should note that we can find leadership in all level of positions in 

organizations and it does not just stick to high level positions”. 

There are varieties of leadership behaviors that are important for a firm. The framework used 

by Hart & Quinn (1993) who focus on the roles of the CEO. They declare that CEOs play four 

roles to achieve organizational performance. The four roles are vision setter, motivator, analyzer, 

and taskmaster, each involving certain duties in the organization. The vision setter defines and 

articulates a firm's basic purpose and future direction with attention to the emerging social, 

economic, and technological trends. The motivator translates an organization's vision and 

economic strategy into a “cause worth fighting for”. To fulfill this role, the CEO must inspire 

and motivate employees to accomplish the organization's goals. The analyzer focuses on the 

efficient management of internal operating systems, shaping operating decisions, and controlling 

management processes. The taskmaster focuses on firm performance and responsibilities by 

influencing subordinates' decisions and allocating resources to the highest priority activities. An 

effective executive demonstrates a high level of behavioral complexity by being able to perform 

all four roles simultaneously. Leadership is not only an in born personality trait. There are 

different types of leader. Such as; 

Transformational leadership: is defined as leadership approach that causes change in 

individuals and social system in its ideal form, it creates valuable and positive change in the 

followers with the end goal of developing followers into leaders.” (Burns, 1978) 

Transformational Style: Transformational leaders encourage subordinates to put in extra effort 

and to go beyond what they (subordinates) expected before (Burns, 1978). The subordinates of 

transformational leaders feel trust, admiration, loyalty, and respect toward leaders and are 

motivated to perform extra-role behaviors (Bass, 1985; Katz and Kahn, 1978). Transformational 

12

leaders achieve the greatest performance from subordinates since they are able to inspire their 

subordinates to raise their capabilities for success and develop subordinates‟ innovative problem 

solving skills (Bass, 1985). 

Characteristics of transformational leadership 

Idealized Influence 

The major characteristics of transformational leadership include engendering trust, admiration, 

loyalty, and respect amongst followers through application of charismatic vision and behavior. 

(Lievens, Van Geit, & Coetsier, 1997)Transformational leaders strive towards creating such a 

state of idealized influence by: 

● 

● 

● 

● 

● 

● 

articulating a vision and explaining how to attain the vision in an appealing manner 

leading by example 

acting confidently and optimistically 

sharing risks with followers 

emphasizing values and reinforcing them by symbolic actions 

displaying a high level of ethical and moral conduct 

Leaders who apply idealized influence on their followers gain the trust and confidence of the 

followers. The followers admire the leader as a role model and respect the decisions made by 

him or her. 

Inspirational Motivation 

The transformational leader inspires followers toward the new ideas or goals through 

inspirational motivation. The major characteristics of inspirational motivation leadership include: 

● 

● 

● 

articulation of a clear and appealing view of the future 

development of a shared vision in both economic and ideological terms so that the followers 

see meaning in their work 

making sure of each follower’s role in the fulfillment of the shared vision, and setting high 

standards for the followers to attain objectives 

13

● 

encouraging followers to integrate and become part of the overall organizational culture and 

environment 

Transformational leaders elevate people from low levels of need focused on survival by 

appealing toward their inborn desire to attain higher levels related to love, learning, leaving a 

legacy, and the like. The ways adopted to do so are many, and include: 

● 

● 

● 

● 

● 

making vivid descriptions of a good future that raises one’s imagination 

motivational speeches and conversations 

public display of optimism and enthusiasm 

highlighting positive outcomes 

stimulating teamwork 

While attempting to motivate followers toward a higher level of needs, transformational leaders 

appeal to their followers' own interests as far as possible. The major challenges however relate 

to: 

● 

● 

persuading followers to transcend their own interests for the collective team or organizational 

interest when required 

countering the followers’ emotional resistance to change 

Intellectual Stimulation 

Transformational leadership encourages change through intellectual stimulation aimed at 

self-reflective change of values and beliefs. 

Transformational leaders raise their followers’ awareness regarding problems and develop their 

capability to solve such problems in many ways. Some of these ways are: 

● 

● 

● 

● 

● 

fostering a climate that favors critical examination of commonly held notions, beliefs, and the 

status quo 

creating an environment conducive to the creation and sharing of knowledge 

encouraging innovation and creativity 

heightening sensitivity to environmental changes 

encouraging the suggestion of radical and controversial ideas without fear of punishment or 

ridicule 

14

● 

empowerment and imposition of the leader's idea only in the absence of viable ideas from the 

followers 

Individualized Consideration 

Individualized consideration ranks among the major characteristics of transformational 

leadership. The transformational leader treats each follower as a “whole" individual rather than 

as an employee, and considers the individual’s talents and levels of knowledge to decide what 

suits him or her to reach higher levels of attainment. 

A transformational leader applies such individual considerations by: 

● 

● 

● 

● 

● 

● 

listening to each follower’s needs and concerns 

expressing words of thanks or praise as a means of motivation 

making public recognition of achievements and initiatives 

making private notes of congratulations to boost self confidence 

ensuring fair workload distribution 

undertaking individualized career counseling and mentoring 

Technological developments, global competition, the changing nature of the workforce, and 

modern management precepts such as Total Quality Management have in recent years forced 

organizations to become leaner and flatter. Leadership is the critical factor in the initiation and 

implementation of such a change process, and the transformational style of leadership engenders 

a positive impact on individuals, teams, and organizations during the change process. 

Transactional leadership : also known as managerial leadership, focuses on the role of 

supervision, organization ,and group performance , Transactional leadership is a stayl of 

leadership in which the leader promotes compliance of his or her followers through both rewards 

and punishments unlike Transformational leadership , leaders using the transactional approach 

are not looking to change the future ,they are looking to merely keep thing the same. Leaders 

using transactional leadership as a model pay attention to followers work in order to fin faults 

and deviations. This type of leadership is effective in crisis and emergence situations as well as 

for projects that need to be carried out in a specific way”. (Bass B. , 2008) Transactional Style: 

Transactional leaders focus mainly on the physical and the security needs of subordinates. The 

15

elationship that evolves between the leader and the follower is based on bargaining exchange or 

reward systems (Bass, 1985; Bass and Avolio, 1993). 

Characteristics of transactional leadership 

Transactional leaders use reward and punishments to gain compliance from their followers. They 

are extrinsic motivators that bring minimal compliance from followers. They accept goals, 

structure, and the culture of the existing organization. Transactional leaders tend to be directive 

and action-oriented. 

Transactional leaders are willing to work within existing systems and negotiate to attain goals of 

the organization. They tend to think inside the box when solving problems Transactional 

leadership is primarily passive. The behaviours most associated with this type of leadership are 

establishing the criteria for rewarding followers and maintaining the status quo. Within 

transactional leadership, there are two factors, contingent reward and management-by-exception. 

Contingent reward provides rewards for effort and recognizes good performance. 

Management-byexception maintains the status quo, intervenes when subordinates do not meet 

acceptable performance levels, and initiates corrective action to improve performance (Odumeru, 

Ifeanyi,2013) 

2.3 Comparison between transactional leadership and transformational 

Comparison Between Transformational and Transactional Leadership James Macgregor Burns 

distinguished between transactional leaders and transformational by explaining that: 

transactional leader are leaders who exchange tangible rewards for the work and loyalty of 

followers. Transformational leaders are leaders who engage with followers, focus on higher 

order intrinsic needs, and raise consciousness about the significance of specific outcomes and 

new ways in which those outcomes might be achieved (Hay, 2012). Transactional leaders tend to 

be more passive as transformational leaders demonstrate active behaviours that include providing 

a sense of mission. 

Table 2.1 comparisons between transactional and transformational leadership 

Transactional 

Transformational 

Leadership is responsive 

Leadership is proactive 

16

Works within the organizational culture 

Employees achieve objectives through 

rewards and punishments set by leader 

Employees achieve objectives through 

higher ideals and moral values 

Motivates followers by appealing to their 

own self interest 

Management-by-exception: maintain the 

status quo; stress correct actions to improve 

performance. 

Works to change the organizational culture by 

implementing new ideas 

Employees achieve objectives through higher 

ideals and moral values 

Motivates followers by encouraging them to 

put group interests first 

Individualised consideration: Each behaviour is 

directed to each individual to express 

consideration and support. Intellectual 

stimulation: Promote creative and innovative 

ideas to solve problems. 

Douglas McGregor's Theory Y and Theory X can also be compared with these two leadership 

styles. Theory X can be compared with Transactional Leadership where managers need to rule 

by fear and consequences. In this style and theory, negative behaviour is punished and 

employees are motivated through incentives. Theory Y and Transformational Leadership are 

found to be similar, because the theory and style supports the idea that managers work to 

encourage their workers. Leaders assume the best of their employees. They believe them to be 

trusting, respectful, and self-motivated. The leaders help to supply the followers with tool they 

need to excel. (Odumeru, Ifeanyi,2013). 

2.4 Definitions and Concepts of Organizational Performance 

Performance is organizational ability in achieving something related to desired objectives 

(Kaithen, 2002). Performance is work results achieved by someone/leader or a group of people 

in an institution, in accordance with their respective authority and responsibility to reach the 

institutional goal legally, through implementing and respecting the laws of the institution, and in 

accordance with moral and ethics (Prawirosentono, 2000). Organizational performance was 

17

defined as the extent to which organizations, viewed as a social system fulfilled their objectives 

(Tannenbaum, 1957). 

The concept of organizational performance is the dependent variable of interested research topic 

and it concerned with any area of management (Richard et al., 2008). However the concept of 

organizational performance is very common generally in the academic literature, it does not have 

common definition and it is difficult to give specific definition because of its many meanings. 

For this reason, there isn’t a universally definition for this concept that is accepted. 

Managers began to understand that an organization is successful if it accomplishes its goals 

(effectiveness) using a minimum of resources (efficiency). Allthouth, organizational theories that 

followed supported the issue of an organization that achieves its performance objectives based 

on the challenges imposed by the limited resources (Lusthaus & Adrien, 1998 after Campbell, 

1970). In this context, profit became one of the many indicators of performance either the profit 

is public or private. 

We cannot ignore that the style of leadership affects performance since performance cannot 

be achieved in the absence of a leadership that can adapt to the changes and challenges of the 

environment that knows how to motivate and encourage the employees to do their work 

effectively to achieve a desired performance for the organization. 

Madrid et al. (2007) opine that high performing firms are able to generate a variety of industry 

and society benefits like generating resources, wealth achievement and jobs creation. They 

further observe that an accurate measure of performance can provide reliable insight into what 

affects performance and how organizations can develop good strategies, arrange resources, meet 

society expectations and compete. Good performance and good service for the society is the 

ultimate goal of public organizations. All the strategies designed and activities performed thereof 

are meant to cause this main objective. However, this does not mean that public organizations 

have no other goals. Public organizations could also have additional social, political and 

economic goals (Alexandru et al., 2008) 

18

2.5 Key Measurements of Organizational Performance 

Performance is a multidimensional construct and therefore multiple dimensions of performance 

should be used (Lumpkin and Dess, 1996). Growth has been argued as an important element to 

the attainment of sustainable advantages and profitability (Marksman and Gartner, 2002) and it 

is hard to generate realized growth without profitability (Fitzsimmonset al., 2005). Profitability is 

also another important dimension of organizational performance that must be considered as it is 

unlikely that growth can be sustained without profit contributions (Fitzsimmons et al 2005). 

Furnham (2002) assert that the appropriate measurement outcome from leadership quality is 

effectiveness (reflecting the leader’s efficacy in achieving organizational outcomes, objectives, 

goals and subordinates‟ needs in their job). Therefore, the measure of organizational 

performance in this study is represented by the degree to which a company achieves its 

organizational objectives. 

II.6 Organizational Performance Characteristics 

Performance characteristics are qualities, traits, or individual characteristics that are required for 

satisfactory performance in a particular job, role or team. As a manager, you will need to select 

the characteristics that best emphasize the qualities that are needed for organizational employees 

to perform their job duties and objectives successfully (South Carolina university website) 

Communication Ability: the effectiveness with which the employee presents accurate 

information both verbally and in writing. 

Relationships with Others - the extent to which the employee establishes positive relationships 

with co-workers (for example, being a good team worker, being tactful and courteous with 

co-workers). 

Accuracy of Work: or errors that the degree to which the employee makes mistakes requires 

correction. 

Appearance: the physical appearance of the employee at work; cleanliness, grooming, neatness 

and appropriateness of dress for the job. 

19

Cooperation: the extent to which the employee cooperates with supervisors, associates and 

those for which work is performed. 

Dependability: the extent to which the employee can be relied upon to meet work schedules and 

fulfill job responsibilities and commitments. 

Use of Work Time: how effectively and efficiently the employee uses his/her time to 

accomplish his/her job tasks (for example, does not wait until the last minute to work on 

important projects). 

Meeting Schedules: The extent to which the employee efficiently completes his/her work and 

effectively meets deadlines.. 

Safety: the extent to which the employee follows established safety practices and corrects unsafe 

work practices on the job. 

Favorable Job Attitude: the extent to which the employee displays interest and enthusiasm for 

his/her work and takes pride in a job well done. 

Job Knowledge: the extent to which the employee knows the details of the job and follows the 

job procedures. 

Quantity of Work: the extent to which the employee produces an amount of acceptable work in 

order to meet schedules over which he/she has control. 

Quality of Work: the extent to which the employee neatly, thoroughly, and accurately 

completes job assignments according to established standards of quality. 

Relationship with the Public: the extent to which the employee establishes good relationships 

with the public (for example, being courteous and helpful). 

Judgment: the quality or work-related decision made by the employee 

20

2.7 Leadership and organizational performance 

An article written titling the Impact of Leadership Style on Performance of the organization the 

objective of the study was to examine the leadership styles among Six Sigma professionals and 

their impact on performance. The method used was Quantitative description with 146 Six Sigma 

professionals working in Thailand were surveyed using the Multifactor Leadership Questionnaire 

The findings reveal that there are significant differences among the transformational, 

transactional and laissez-faire leadership styles on the organizational performances. (Saowalux 

Prasertwattanakul, Peng Chan,2007) 

Similarly another article called Human Resource Strategies as a Mediator between Leadership 

and Organizational Performance which has the purpose of examining how leadership styles are 

related to human resource strategies and organizational performance, The survey was 

quantitative description A total of 270 questionnaires were distributed; after eliminating 18 

incomplete questionnaires, 251 valid questionnaires remained. The average age of the 

respondents was 36 years. The survey resulted a direct positive relationship between leadership 

style and organizational performance and an indirect relationship between leadership style and 

human resource strategy as a mediator.( Abdulrahman Alsughayir,2014). 

Another study about Effects of Leadership Style on Organizational in Nigeria The purpose of 

this study was to examine effects of leadership styles on organizational performance in Lagos 

state, The study adopted the descriptive survey design using percentages and chi-square (X2) on 

hypothesis and questions formulated two hundred (200) employees’ were randomly selected 

from only twenty (20) registered SMEs in Lagos State, The findings of the study revealed that 

good leadership style enhances employee morale and that there is what is known as participatory 

leadership style of management where both employers and employees take decisions that have 

positive impact on the growth of the organization and good welfare facilities for the employees.( 

Ben-Bernard Prince Uchenwamgbe,2013). 

Also another study on Transformational Leadership Style and Its Relationship with 

Organisational Performance in Nigerian Work Context with the purpose of investigating the 

relationship between transformational leadership style and organizational performance in 

21

Nigerian work context, This paper relied on secondary data as its major source of information; 

this is to say that the primary method of study was an extensive review of available literature for 

description and analysis of the subject matter, The paper concluded that transformational 

leadership style has a significant positive relationship with organisational performance in 

Nigerian work context (Abasilim, Ugochukwu. David,2014). 

Similarly another research called the impact of leadership styles on the organizational 

performance. With the objective of exploring the impact of leadership styles on the 

organizational performance that uses quantitative method of questionnaire finds that there is a 

positive correlation between the transformational leadership style and the performance of the 

organizations.( Raluca-Elena Hurduzeu,2015). 

Same study on Leadership Practices and Organizational Performance examining leadership 

practices, and the relationship between these practices and organizational performance in a 

Norwegian context which utilizes quantitative method which The hypotheses were tested in a 

survey of 347 participants confirmed an overall positive relationship between transformational 

leadership practices and organizational performance.( Dag A Sandbakken,2006). 

Nigerian study on Enhancing Organisational Performance Through Effective Leadership In 

Nigeria’s Public Organisations which purposes to examine the role of effective Leadership in 

enhancing organizational performance in Nigeria’s Public Organizations, The study was a desk 

research; hence, secondary source of data was used through the review of theoretical and 

empirical literature relevant to the study, The findings clearly indicate that though leadership 

plays vital roles in improving organizational performance, many people in leadership positions in 

public organizations do not readily understand what constitute leadership functions, qualities and 

the dynamic nature of leadership styles (Ray Njoku1, Nwakw Uribe Adindu,2014). 

Typical study on Theory X and Theory Y Type Leadership Behavior and its Impact on 

Organizational Performance aiming is to find evidence whether leadership styles of the managers 

regarding Theory X and Theory Y have positive impact on organizational performance. The 

study used quantitative method Out of 200 surveys, 115 were returned. Two of the surveys had 

to be eliminated due to missing information. 113 remained (56,5 % response rate) and were 

22

analyzed afterwards found that Theory Y leadership behavior may have a general positive 

influence on the organizational performance but so far there has been no empirical evidence 

directly related to firm’s performance criteria(Aykut Arslana, Selva Staubb,2008). 

Another Nigerian research on Evaluation of Leadership and Organizational Performance on 

Small Scale Industries in Nigeria, The study aim at evaluating the leadership pattern and the 

extent to which it has affected organizational performance in some selected small scale industries 

in Nigeria which utilizes quantitative method 180 questionnaires were distributed that is 30 for 

each state and 10 per categories selected. 138 questionnaires were returned, The gender were 

92 male and 46female, revealed that leadership pattern in small-scale industries significantly 

affect overall performance of the business outfit(Idowu, Abiola,2012). 

American study on the relationship between leadership styles, organizationl commitment, and 

organizational outcome in Oklahoma’s volunteer fire departments, The grand purpose of this 

study was to determine if a relationship exists between leadership styles of fire chiefs and 

organizational commitment, and performance levels of volunteer firefighters. Members of 

volunteer fire departments in the state of Oklahoma were selected as the target population for 

the study using quantitative approach for, 220 volunteer firefighters from all across the state of 

Oklahoma completed the survey. In 2013, 7,800 volunteer firefighters served in Oklahoma’s 

volunteer fire departments (Oklahoma Firefighters Pension and Retirement System, 2013). The 

comprised 2.8% of the total volunteer firefighter population analysis showed that the null 

hypothesis should be rejected. This also suggests that a positive relationship exists between 

transformational and transactional leadership styles and organizational performance in fire 

fighters(Youngshix Shin,2013). 

According to Fu-Jin Wang , Shieh Chich-Jen and Tang Mei-Ling Discussed the relationship 

among the leadership style and the organizational performance the purpose of this study was to 

examine the relationships among the leadership style, and the organizational performance. the 

method used was Quantitative Descriptive and the sample was 246 valid questionnaires sent to 

the corporate owners, executors and operators of Kaohsiung’s Nanzi Export Processing Zone in 

south Taiwan The result was The charismatic, transformational and visionary of the leadership 

23

style are positively related to the organizational performance. (Wang, Chich-Jen, & Mei-ling, 

2010). 

In reference on researchers Obiwuru Timothy C Okwu, Andy T.Akpa, Victoria O.Nwankwere 

And Idowu A. Studied Relationship b/w leadership style and organizational performance 

October 2011 the purpose of this study was To investigated the effects of leadership style on 

organizational performance in small scale enterprises. The method used was quantitative 

questioner and the sample was Three small-scale enterprises were selected for sample size of 

fifteen respondents the result of this study was The analysis has shown that each of charisma and 

intellectual stimulation/individual consideration traits of transformational leadership style exerts 

positive. (Obiwuru, Okwu, Akpa, & Nwankwere, 2011) 

Similar research about Relationship b/w Ethical Leadership & Organizational Performance by 

Mohammad Khademfar, The purpose of this Study was to find out whether the Ethical 

leadership influences the financial and non- financial performance in Malaysian SMEs and the 

method used this research was Quantitative Questioner and the sample size for this study will 

reach to 280; the researcher will apply to 300 selected Malaysian SMEs. The result was the 

Ethical leadership improve the environment and promote the clients have a sensitive and positive 

attitude toward the organizations performance in private and public sector (Khademfar & Amiri, 

2013). 

In 2013 study is carried out in Somalia by Ahmad Hassan Mohamud, Mohamed Jamal Abdi, 

Ismail Ibrahim Mohamed titling Leadership Styles and Organizational performance case of some 

selected telecommunication companies in Mogadishu Somali. The purpose of this study is to 

examine the relationship between leadership styles and Organizational performance case of some 

selected telecommunication companies in Mogadishu-Somalia. The study uses This survey was 

through quantitative analysis The sample 100 staff and management working in two 

telecommunication companies in Mogadishu was obtained to be participating in this study. And 

the result was A significant strong relationship was found between Organizational performance 

and transformational (r=0.802, p=0.000). The result further indicated week positive significant 

24

elationship between organizational performance and transactional leadership style (r=0.272, p= 

0.007). (Mohamud, Abdi, & Mohamed, 2013). 

In Pakistan article published in 2012 by Muhammad Akram, Hassan Mobeen Alam, Liaqat Ali, 

Muhammad Muazzam Mughal about How Leadership Behaviors Affect Organizational 

Performance in Pakistan The purpose of this study to analyze which leadership behavior is most 

closely related with organizational performances A quantitative approach is used for Sample of 

500 managers and 500 employees the result was all leadership behaviors are positively 

interrelated with leader is perceived and employee has perceived organizational performances. 

(Akram, Alam, Ali, & Mughal, 2012) 

Simultaneous study about Impact of Leadership Styles on Organizational Performance 2014 by 

Amal Zada Khan, Nosheen Adnan, The purpose of the study is to examine leadership styles and 

their effects on organizational performance A quantitative study was conducted by using a 

questionnaire a sample of 240 leaders/managers who were working in various public and private 

organizations The result was transformational leadership has a positive relationship with 

organizational performance. (Khan & Adnan, 2014) 

Also Longe, Olukayode J. studied Leadership Style Paradigm Shift and Organizational 

Performance, the purpose of this study was To examine the effect of changes in leadership 

styles on organizational performance in a cement manufacturing firm in Ogun State of Nigeria. 

The method used was Questionnaire and in-depth interview were used for data collection And 

the sample was A total of 385 participants were selected for the study using stratified random 

sampling technique The result was the result showed a significant correlation between 

transformational, transactional and democratic leadership styles and organizational performance 

after the change of management. (Nasomboon, 2014) 

According to Albert Puni, Samuel B. Ofei & Abednego Okoe ,They studied The Effect of 

Leadership Styles on Firm Performance in Ghana, the purpose of the study was to examine the 

leadership styles of two Ghanaian banks and how they affect performance, the method used was 

The study was purely quantitative because reliable questionnaire was used to collect data, and 

25

The result showed that, none of the leadership styles significantly predicted financial 

performance of the two banks. (Puni, Ofei, & Okoe, 2014) 

Another study on Kashmir in 2015 by Muzaffar Ahmad Sofi1, Dr. K. Devanadhen titled Impact 

of Leadership Styles on Organizational Performance: An Empirical Assessment of Banking 

Sector in Jammu and Kashmir. the purpose was A Conceptual Model Of The Impact Of 

Leadership Styles (Transformational, Transactional, Participative, Supportive And Instrumental) 

On Organizational Performance Of Select Banking Organizations In Jammu and Kashmir, India 

The Data Collection Method Used In This Research Work Is Questionnaire Method. The 

Findings Reveal That Only Transformational Leadership Style Has Significant Direct Impact On 

Organizational Performance While Other Leadership Styles Showed Insignificant Impact. 

(Sofi & Devanadhen, 2015) 

some researchers like Dr. Emmanuel Iriemi Ejere, Ugochukwu David Abasilim studied Impact 

of two Leadership Styles on Organizational Performance Empirical Evidence from Nigeria, The 

purpose is to investigate the impact of transactional and transformational leadership styles on 

organizational performance in the Nigerian work context. The Research method was quantitative 

the data elicited from one hundred eighty four (184) randomly selected respondents. the result 

was This study affirms that both transformational and transactional leadership styles had 

significant positive impacts on organizational performance. (Ejere & Abasilim, n.d.) 

In june this year of 2015 study in Nigeria titling the effect of leadership Style on organizational 

performance in Small and Medium Scale enterprises in Makurdi metropolis of Benue State, 

Nigeria is carried out, for The purpose of the study was determining the effect of leadership 

Style on organizational performance in Small and Medium Scale enterprises using Quantative 

quaestionaire, Data was collected from a population and sample of 70 staff of the organizations 

The analysis has shown that charisma trait of transformational leadership style exerts positive but 

insignificant effect on employees performance (Saasongu, 2015). 

According to the Nigerian study covering An Empirical Investigation of Leadership Styles and 

Their relationship on Organizational Performance in Nigerian small and medium enterprises 

(SMEs) September 20 2014 , The purpose of this study is to examine empirically the relationship 

26

etween leadership style and organizational performances, the data generated were analysed by 

means of descriptive and inferential statistics, the servey were used sample of 260 small and 

mediam enterprice, The results found that the Nigerian SMEs are more autocratic and less 

participative as the power distance between business owner and employees is very wide 

(Abdulazeez Abioye Lawal1, 2014). 

Similar research about The Relationship of Leadership Styles and organizational performance 

among public Academic Leaders in Klang Valley Area in 2014, The purpose of this study was to 

examine the relationship between the leadership styles and the organizational performance, a 

quantitative method for A sample size of 201 academic leaders is chose in order to ensure the 

sample size is big enough to answer the questions accurately The results gained from this study 

had proven that the relationship between leadership styles and organizational performance was 

significant but not statistically significantly high (Hazira Mohd Nasir1, 2014). 

In 2014 study is carried out in Nigeria titling Leadership and organizational performance in the 

Nigeria small and medium enterprises, The purpose of this study is to examine empirically the 

relationship between leadership style and organizational effectiveness in the Nigerian small and 

medium enterprises. The study uses Quantitative method, Questionnaire is the main data 

collection instrument for this study with a sample of 200 respondents has concluded that the 

availability of appropriate tools of leadership management in SMES enhances employee 

performance so enhances organizational performance. (lawal, 2014) 

In Malaysian article published in 2014 about leadership behaviors and organizational 

performance, The purpose of this study to investigate the impact of leadership behaviors on the 

performance of services in Malaysia. A quantitative approach is used for 193 respondents have 

finalized that there is a significant positive relationship between the leadership behaviors and 

organizational performance of services (Arham, 2014) 

Simultaneous study about the Effects of Leadership Style on Organizational Performance in 

2014, The purpose of this study was to investigate the effects of leadership style on 

organizational performance in Brick Kilns in Jammu region. This study used quantitative 

description with a sample of 120 respondents The result showed that while transactional 

27

leadership style had significant positive effect on performance, transformational leadership style 

had positive but insignificant effect on performance (gubta, 2014). 

Also in 2014 study published in Kenya about the impact of leadership style on organizational 

performance in commercial Banks in Kenya. The purpose was to examine the impact of 

leadership style on organizational performance in commercial Banks in Kenya survey sampling 

technique was adopted and relevant primary data was gathered with the aid of a structured 

questionnaire administered on respondents, The target population for the study was all the 43 

commercial banks operating in Kenya and the study covered all the forty three banks. No 

sampling, Findings showed positive and negative correlation between leadership style and 

organizational performance (Cindy, 2014). 

Similar article published in 2013 with the title of leadership style and organizational performance 

with the purpose of describing, explaining and interpreting in depth the role of leadership styles 

on organizational outcomes, the research uses qualitative method with a primary source of data 

collected through interviews and concluded that leadership is important for organizational 

performance (1*Muhammad Bahzar, 2013) 

Another study on Kenya in 2012 about the effect of leadership styles on organizational 

performance in state owned corporations in Kenya aiming to investigate the main effects of 

leadership styles of organizational performance using quantitative method on 72 participants 

including middle and senior managerial employees in Mombasa state owned corporations 

indicated Contingent Rewards and Active Management by Exception have a medium positive 

correlation with organizational performance. (Koech, 2012) 

Finally some researchers are studied impact of leadership style and organizational performance, 

for the purpose of to examine the impact of leadership style on organizational performance in 

some selected banks in Ibadan Nigeria, this study were used quantitative description for sample 

of 60 respondents and the last the findings of this study showed positive and negative correlation 

b/w leadership style and organizational performance. it was also found that leadership stayl 

measurements jointly predict organizational performance (Ojokuku R. M1, 2012). 

28

However Most literatures relating to transformational leadership style proved that 

transformational leadership has strong positive relationship with organizational performance and 

outcomes (Avolio, 1999; Bass, 1998). However few studies made on transformational and 

transactional leaderships have predicted a positive relationship and most of them emphasize on 

transformational leadership to be stronger because of that transformational leaders ability to 

create more inspired, committed, and cohesive culture in their organizations (Greyer and Steyrer, 

1998). 

But that doesn’t mean that transactional leaders have no role in organizations outcome, the only 

reason why most researches lack positive correlation is that they lack proper mediating factor 

between transactional leaders and organizational performance (Yuke, 1999). For example, 

Transactional leadership can help an organization to more efficiently achieve its objectives by 

connecting job performance to rewards and also by ensuring that employees have the necessary 

resources (Zhu et al., 2005). Mehra et al. (2006) argued that organizations that are looking for 

efficient ways to outperform their competitors often focus on leadership. This leader-centered 

perspective has offered helpful insights into how leadership is related to team performance (Zhu 

et al., 2005). Some researchers (Keller, 1992; McGrath & MacMillan, 2000; Purcell et al., 2004; 

Northouse, 2011) have explored the strategic role of leadership and how leadership paradigms 

and leadership behavior can be used to improve organizational performance. Previous research 

has generated expectations that leadership paradigms will directly affect customer satisfaction, 

financial performance, and staff satisfaction. In the extant leadership research, results tend of 

depend on the level of analysis. House and Aditya (1997) identified micro-level research with a 

focus on leaders in relation to their subordinates and immediate superiors, as well as macro-level 

research that has a closer focus on the overall organization and the organization’s environment. 

According to Tarabishy et al. (2005) suggested that leaders, as well as their leadership styles, 

influence the subordinates and also influence organizational outcomes. 

2.8 Conceptual framework and hypothesis 

29

There are other factors which are also very important for achieving organizational performance 

such as organizational commitment, work motivation, but our study intends to leadership styles 

as the prime factor for higher organizational performance. 

2.8.1 Statement of Hypothesis 

Hypothesis 1 

: Transformational leadership has stronger positive relationship with organizational 

performance in Mogadishu municipality. 

Hypothesis 2 

: Transactional leadership is a predictor for better organizational performance in 

Mogadishu municipality. 

2.9 Summary 

After reviewing articles we can conclude that leaders in every organizational have an important 

role in enhancing organizational effectiveness by reaching the goals and objectives of the 

institution, by doing so they need to be either goal oriented or activity oriented which we mean 

by transformational and transactional leadership styles, and the majority of the articles and 

materials we reviewed prove that The need for adequate motivation, suitable working 

environment, compensation and efficient communication between employers and employees are 

important to promoting excellent organization performance. 

Conclusion 

in this chapter we have reviewed our research literature, definitions of the leadership and its 

dimensions mentioning transformational leadership, transactional leadership and laizess faire and 

their relationship with organizational performance mentioning growth and productivity as the 

measurements of the organizational behavior, then we have build concept about the relationship 

between the leadership measurement and organizational behavior measurements 

30

CHAPTER 3 

METHODOLOGY 

3.0 Introduction 

This chapter focuses on the methodology of the study. The chapter consists of several sections. 

First section is research design followed by research target population including sample size and 

sample selection procedure. The third section provides research instruments with the validity and 

reliability test of the data and the data gathering procedure, to analyze the data. Section five 

presents data analysis followed by the ethical consideration of study, while final section presents 

the constraint/limitation of the study. 

3.1 Research design 

Our research investigates the relationship between leadership styles and organizational 

performance in Mogadishu municipality, this study adopted descriptive and explanatory research 

design using questionnaire to gain data about the causal relationship between leadership styles 

and organizational performance, we will describe the respondents, compare the information, 

analysis and interpret the correlation between the variables, A cross-sectional survey was 

adopted for this purpose of this study because the Cross-sectional is cost and time effective 

because data can be gathered just once perhaps over a period of days or weeks or months, in 

order to answer research questions (Sekarana, 2003). 

3.2 Research population 

Our target population of the study is Mogadishu municipality and the accessible population is 

400 employees of local government in mogadishu municipality (Mohyadin, Farah, & 

Abdirashiid, 2014). 

3.2.1 Sample size 

We used Slovin’s formula to calculate the sample size, with maximum acceptable error of 5%. 

S = 

N 

1+Na 2 

31

N: Stands the population size 

S: sample size 

a. Stands acceptable error 

n = 200 

400 

= 

1+400(0.05) ˆ 2 

The sample sizes of the current study will be 200 employees from local government of 

Mogadishu. 

3.2.2 Sampling procedure 

The study will conduct probability sampling particularly stratified random sampling It 

refers probability sampling procedure in which the population is divided into two or more 

relevant strata. The main strata in this study will be male and female educated workers in 


3.3 Research instrument 

This study will use an adapted questionnaire as a tool of data collection from every respondent. 

The main purpose of the questionnaire is to collect a lot of information short period of time. 

Because questionnaire suitable if a population is large and time is limited, we use questionnaire 

to quantify the respondents, the researchers will adopt multifactor leadership questionnaire 

developed by bass and Avolio 1990, used by Ali yassin 2013, and organizational performance 

questionnaire developed by Md. Zohurul Islam and Sununta Siengthai,2009. 

Therefore the structure of this questionnaire will be two parts first part will demographic 

information about the respondents with four questions and the second part consist of questions 

about leadership styles and organizational performance of 21 questions, the questionnaire has 

scales to determine the level of agreeing the status such as strongly Agree, Agree, Don’t know, 

Disagree, and Strongly Disagree. The questionnaires will be distributed equally to all members 

of the target sample we will also avoid any contradiction and invention questions in our 

questionnaires. 

32

3.4 Reliability and validity test 

In order to make sure the accuracy and consistency of the survey we apply instrumental tests 

such as reliability, validity tests. 

Reliability refers to the extent to which data collection technique or techniques will yield 

consistent findings, similar observation would be made or conclusion reached by other 

researchers or there is transparency in how sense was made from the raw data (sounder et al, 

2009). In order to keep the quality of our study we would like to measure the internal consistent 

of the reliability test for the confidence of the output for the study can be applicable the 

measurement should exceeded 70% (Cronboch alpha, 1951), Thereby the research team will use 

show testing than reliability test, in order to maintain the consistent and validity of the instrument 

by aiding statistical package for Social Sciences,, (SPSS Version 16.0). 

Validity refers to the extent to which data collection method or methods accurately measure what 

they were intended to measure or to the extent to which research findings are really about what 

they are claimed to be about (Saunders et al., 2009). Thereby to establish validity, three experts 

will evaluate to the intent of this learn. 

3.5 Data gathering procedure 

A- Before gathering the data we will ask confirmation letter from the office of record and 

admission so that we can precede our research legitimately in the local government of 

Mogadishu and distribute questionnaires. 

B- After we get approval we will begin to visit departments in the municipality and 

distribute questionnaires and collect data from both primary and secondary sources, the primary 

sources will be databases available and previous literatures on leadership styles and its effect on 

organizational performance in Benadir region, the secondary data will be questionnaires we 

distribute to local government employees. When distributing the questionnaire we will avoid any 

kind of bias and prevent from irrelevant employees. 

33

C- Then we analysis the data using SPSS version 16.0 to know the correlation and 

regression analysis for the data and results will be published in our research papers. 

3.6 Data Analysis 

To analyze date we will use explanatory tools for analyzing in SPSS Version 16.0 such as 

regression and correlation. Regression will be used to test hypothesis, while correlation 

coefficient will be used to investigate the relationship between employee leadership styles and 

organizational performance in Mogadishu local government Somalia. Descriptive analyses will 

also be used as a measure of central tendencies such as mean, median and mode the following 

table will indicate how descriptive analysis is undertaken. 

Table 3.1 descriptive ranges 

No Range Description Meaning 

1 1-1.8 Strong Agree Very high 

2 1.8-2.6 Agree High 

3 2.6-3.4 Neutral Normal 

4 3.4-4.2 Disagree Low 

5 4.2-5.0 Strong Disagree Very low 

3.7 Ethical Consideration 

In this study the researchers will consider the ethical issues throughout the research project, and 

will keep the openness, privacy and confidentiality of the respondent, to keep the ethical issues 

data given by the respondent was used only for academic purpose, this research will conducted 

ethically, all copyright will observed and permission is required to reproduce materials will be 

sought. 

34

3.8 Limitations of the Study 

Our research has been an interesting journey for us and while our study we have seen a lot of 

people, we met many people and it was fruitful that we moved with smooth steps with no regrets 

and all the time in the past months we can conclude that it was perfect and we haven’t met any 

describable constraints 

CHAPTER FOUR 

DATA ANALAYSIS AND INTERPRETATION 


In this chapter, we put forward our research data and findings, the data was analyzed using 

statistical techniques such as, descriptive tools in the demographics of respondents and 

correlation and regression at the relationship of variables, and we present demographic variables 

of respondents using tables for further clarification of data collection. The data presentation and 

analysis under this chapter of the study is presented in complete research data that was collected 

from our target population, and finally research findings is shown in terms of statements and 

tabular then we conclude with discussions about the findings by interpreting the results of the 

study. 

4.1 Demographic Characteristics Of The Respondents 

In this part we emphasize the background information of the respondents whom we have 

collected our information from; the purpose of checking the backgrounds of the respondents in 

this study is to know the characteristics of the respondents and to present credible information. 

Furthermore, the respondents have also given the promise that all the data they provided is used 

for the purpose of Academic research and practice, and the identities of the respondents will be 

kept confidential. In total 100 respondents filled the questionnaires from the Mogadishu 

35

municipality. in the demographic section the questionnaire is classified upon in terms of Gender, 

Age, marital status, level of education, and work experience . 

In table 4.1 shows the gender of the respondents which is 64% male and 36% female Based on 

data gathered, the majority of the respondents of this study are male, while a significant number 

of the respondents are female. Thus, male employees have dominated in Mogadishu municipality 

since male workers are almost twice the women workers. 

Also in the table it is clear that the number of respondents aged 18-35 years are (62%) who are 

relatively greater than the percentage of respondents aged in 36-45 years (24%), and above 46 

years (14%), this implies, that majority of the respondents are young men and women between 

18-35 years of age, and quite significant number of middle aged employees of 24%. 

At the side of education and qualification we found that secondary level respondents were 18% 

also the diploma level were 18% but The majority of the respondents of this research were 

Bachelor level with (52%), we also found that those with higher than bachelor degree accounted 

for only 12% . 

The table also shows the marital status of the respondents which are 48% married, 48% single 

and the remaining 4 % of the respondents are others. This result showed that the majority of the 

respondents of this study are married due to their getting employed & family support. 

The Table also shows that 7% of the respondents have less than one year of experience, 20% have 

one year of experience, 26 also have two years experience and 47% out of total of 100 have more 

than two years of experience. So that, in the context the most respondents have more than two years 

of experience 

Table 4.1 

Demographic profile Frequencies Percentage 

1. Gender 

Male 64 64 % 

Female 36 36 % 

Total 100 100 % 

36

2. Age 

18- 35 62 62% 

36-45 24 24% 

45 And above 14 14% 

Total 100 100.0 

3. Educational Level 

Secondary 18 18 

Diploma 18 18 

Bachelor 52 52 

above 12 12 

Total 100 100.0 

4. Marital Status 

Single 48 48% 

Married 48 48% 

Others 4 4% 

Total 100 100.0 

5. Experience 

Less Than one year 7 7 % 

One Year 20 20 % 

Two year 26 26 % 

Above 47 47 % 

Total 100 100.0 

37

4.2. Descriptive findings of leadership style and organizational performance 

As you will see in table 4.2 in this part we discussed about variable finding of each item such as 

the mean index, standard deviation and interpretation of the result. 

Firstly we discussed about the independent variable, the first question has mean index 2.26 and 

Standard deviation 1.244 which shows that respondent Agreed in this question. The second 

question obtained mean of 2.38, standard deviation of 1.254 and interpretation of this question 

was Agree. The third question has 2.33 mean index and standard deviation 1.248 meaning that 

they agree for this question. The mean index for 4th question was 2.6, standard deviation of 

1.393 and the respondents denote agree in this question. The 5th question scored mean 2.68 and 

standard deviation of 1.377 which means the respondents agreed. The 6 th question obtained mean 

of 3.09, standard deviation of 1.386 and interprets Neutral. The 7 th question has 2.85 mean index 

and standard deviation 1.336 interpreting that the response is Neutral in this question. 

The mean index for 8 th question got 3.11 standard deviation of 1.399 and the respondents 

presents Neutral in this question. The 9 th question scored mean 3.03 and standard deviation of 

1.283 according of the interpretation respondents denotes Neutral. The 10th question obtained 

mean 2.66, standard deviation of 1.485 and interpretation of this question ware neutral. 

The 11 th question has mean index of 2.89 and standard deviation of 1.392 meaning neutral in this 

case. The overall mean index of the independent variable is 2.73 and standard deviation of 1.348 

that indicates neutral . 

Table 4.2: Descriptive analysis on leadership style 

SN Items Mean Standard Interpretation 

Deviation 

Transformational leadership 

1 My boss seek different prospective when solving 2.26 1.244 Agree 

problem 

2 My boss talks optimistically about a future 2.38 1.254 Agree 

38

3 My boss specifies the importance of having strong 

sense of purpose 

2.33 1.248 Agree 

4 My boss talks enthusiastically about what needs to 

accomplished 

2.6 1.393 Agree 

5 My boss spend time teaching and coaching 2.68 1.377 Neutral 

6 My boss acts in a way that builds my respect 3.09 1.386 Neutral 

Mean index 2.56 1.317 Agree 

Transactional leadership 

7 My boss provides me with assistance in exchange 

for my effort 

2.85 1.336 Neutral 

8 My boss fails to interface until problem become 

serious 

3.11 1.399 Neutral 

9 My boss waits for things to go wrong before 

taking action 

3.03 1.283 Neutral 

10 My boss makes clear what one can expect to 

receive 

2.66 1.485 Neutral 

11 My boss concentrates his/her attention on dealing 

with mistakes 

2.89 1.392 Neutral 

39

Mean index 2.9 1.379 Neutral 

Secondly we report the dependent variable questions results, the 1 st question has 2.90 mean index 

and standard deviation 1.446 interpreting that response is neutral in this question. The mean 

index for 2 nd question is 3.10, standard deviation of 1.487 and the respondents denote Neutral in 

this question. The 3 rd question has score mean index 2.95 and standard deviation of 1.388 in 

according to the interpretation respondents present Neutral. The 4 th question has a mean of 3.13 

and standard deviation of 1.45 according of the interpretation respondents denote Neutral. The 

mean index for 5 th question is 3.11, standard deviation of 1.39 and the respondent is Neutral in 

this question. The mean index for 6 th question was 2.84, standard deviation of 1.42 and the 

respondents denotes Neutral in this question. 

The 7 th question obtained mean 2.98, standard deviation of 1.49 and interpretation of this 

question is Neutral. The 8 th question has 3.23 mean index and standard deviation 1.302 

interpreting that the response is Neutral in this question. 

Now the Overall the average mean index of dependent variable questions was 3.03 and the 

standard deviation is 1.39 this indicates that the overall questions of dependent variable was 

neutral to the respondents according to the context. 

Next we described the dependent variables as follows: 

Efficiency 

12 To me, not many workers quit or leave their jobs 

in this organization 

2.90 1.446 Neutral 

13 Workers are getting overtime benefits 3.10 1.487 Neutral 

14 The work is always done in time 2.95 1.388 Neutral 

15 Financial Resources are utilized competently 3.13 1.454 Neutral 

Mean index 3.02 1.44375 Neutral 

40

Effectiveness 

16 Customers are satisfied with services delivered 3.11 1.392 Neutral 

17 Services are delivered in all working days 

conveniently 

2.84 1.426 Neutral 

18 My organization has annual objectives 2.98 1.497 Neutral 

19 Annual objectives are accomplished 3.23 1.302 Neutral 

4.3: Zero Table Correlated between leadership style and organizational performance 

As shown in table 4.3, the relationship between Leadership style dimensions and organizational 

performance in Local government Mogadishu are investigated using linear correlation 

coefficient. The first objective of our study was to explore the Impact of Transformational 

leadership on organizational performance. Thus, result indicates that there is positive correlation 

as shown, the correlation coefficient .000 levels, in this study the transformational leadership had 

a positive correlation with organizational performance (r= .683**, P .000). 

The 2 nd objective of our study was to investigate the impact of Transactional leadership on 

organizational performance, we found that Transactional leadership has positive relationship 

with organizational performance (r.608**, p .000). 

Since this study is exploratory in nature, the collected data are further analyzed using the 

Bivariate Correlation test. The Bivariate Correlation test computes Pearson‟s correlation 

coefficient, and measures how variables or rank orders are related. Pearson‟s correlation 

coefficient is a measure of linear association. The correlation coefficient value (r) range from 

0.10 to 0.29 is considered weak, from 0.30 to 0.49 is considered medium and from 0.50 to 1.0 is 

considered strong as shown in the following table. 

41

Table 4.3: Correlation Coefficient 

No Variable 1 2 3 

1 Transformational Leadership 1 

2 Transactional Leadership .612** 1 

3 Organizational performance .683** 608** 1 

4.4 Regression analysis 

In the study, regression analysis was conducted to test hypothesis, direction of relationship 

between independent variables and independent variable was also studied .It was observed that 

transformational leadership style (B= 0.497, p=.000) which means that transformational 

leadership influence and promotes organizational performance and transactional leadership style 

has (B= 0.303, p=.000) having positive and pronounced on organizational performance. The 

impact of independent variables on the dependent variable jointly explain 52% whereas only 

48% effect on organizational performance is explained by other variables not taken into 

account(R square =.524) which confirms the validity of the model as shown in the following 

table 4.4. 

Table 4.4: Hypothesis Test Using Regression Analysis 

Organizational performance 

Beta T Significance Remarks 

Variable 

Transformational .497 5.618 .000 Accepted 

Transactional .303 3.426 .001 Accepted 

R 0.724 

R square 0.524 

42

4.4. Major Findings 

The research we made in Mogadishu municipality was interesting and the people we met were 

delighted to cooperate with us since they answered the research questions with utmost sincerity, 

our objectives were to firstly test whether transformational leadership has an effect on the 

performance of Mogadishu municipality and after we collected information from employees of 

100 the results show impressive and in fact transformational leadership has a positive impact on 

the performance of Mogadishu municipality since most of the responses agreed with a Beta of 

.497 which indicates which means that transformational leadership influence and promotes 

organizational performance agreeing that transformational leadership traits are practiced in 

Mogadishu municipality, such as inspiration, focus on organizational goals and leading with 

vision. 

Secondly we aimed to see if transactional leadership style can influence on the effectiveness and 

efficiency of Mogadishu municipality and we found a Beta of .303 which means transactional 

leadership has a positive and pronounced effect on organizational performance and those 

transactional leadership traits such as problem solving and strong relationship between leaders 

and employees. 

43

4.4 Discussion 

As discussed in the previous topics this study was intended to investigate the relationship 

between Leadership style and organizational performance especially in Mogadishu municipality. 

To concentrate on the research problem we made objective for our study as follows:- 

● The 1 st objective of this study was to know the effect of transformational Leadership 

style on organizational performance in Mogadishu municipality. 

● The 2 nd objective was to examine how transactional leadership style can affect 

organizational performance of Mogadishu municipality. 

In the first objective We found that there is moderate positive relationship between 

transformational leadership and the performance of Mogadishu municipality (r= 0.683, p=0.000) 

which means that transformational traits of leadership practiced by Mogadishu municipality 

leaders have a better impact on the performance of the organization and it also means that 

whenever transformational leadership is practiced the more likely performance increases. 

The result of the second objective also shows a significant relationship was found between 

transactional and the performance of Mogadishu municipality, transactional leadership style 

positively influenced the performance of Mogadishu municipality. 

In general both transactional leadership style and transformational leadership style have a 

positive influence that can enhance the overall performance of Mogadishu municipality specially 

at the sides of efficiency and effectiveness of the entire organization, in other words, the results 

support that workers preferred both transformational and transactional leadership styles since 

there is a strong relationship between transformational leadership style and the performance of 

Mogadishu municipality as well as transactional leadership style and performance of Mogadishu 

municipality. 

44

CHAPTER FIVE 

CONCLUSIONS AND RECOMMENDATIONS 


In this chapter we concluded our study with conclusions and relative recommendations for the 

study in the first section we write some conclusion points on the research we carried out in 

Mogadishu municipality which was interesting and fruitful study, then in the second section we 

talked about brainstormed recommendations for the study and I hope it will be interesting too. 

5.1 Conclusions Of The Study 

This study was about the Leadership style and Organizational Performance In Mogadishu 

municipality. The target area was Mogadishu since it’s the capital of federal republic of Somalia, 

we preferred it to be role model for other municipalities in the country of our study which is 

Federal republic of Somalia, the target population of our study was Civil servants working in the 

different departments of Mogadishu municipality we used a descriptive design to investigate the 

charecteristics of respondents. Cross-sectional survey strategy was also conducted with a 

possible population of 100 citizens. And the aim was of The study was explanatory research 

design to test the relationship between Leadership Style and Organizational Perfomance in 


The first objective was to determine the role of Transformational Leadership Style on 

Organizational Performance in Mogadishu Municipality and we found that overall average of the 

responds agreed that there are transformational leaders in Mogadishu municipality who possess 

characteristics of the transformational leaders with a Beta of .497 and this contributes to the 

performance of Mogadishu municipality which means that transformational leadership influence 

and promotes organizational performance. 

The second objective of this study was to describe the effect of transactional Leadership On 

organizational performance. The researchers found a beta of .303 which indicate transactional 

leadership has a positive and pronounced effect on organizational performance 

45

On the other hand the first objective of the study was to explore the contribution of 

Transformational Leadership Style on Organizational Performance. Thus, result indicated that 

there is positive correlation as indicated correlation coefficient .000 levels, in this study the 

Transformation had positive and moderate correlated (r=.683; P .000). 

Objective two this study was to investigate the impact of Transactional Leadership Style On 

Organizational Performance, the researchers found that Transactional has positive significance 

on public service delivery as indicated (r=.608, p .000). 

Implications of the study 

This target of this research was to find out how leadership styles can effect organizational 

effectiveness and efficiency specially in Mogadishu municipality, so this research can support 

both the practice and theory of the study. 

Implications in practice 

1- This research indicates how important leadership style in both organizational efficiency 

and effectiveness and it proves how organizational management can enhance 

performance of the organization through effective leadership style . 

2- Mogadishu municipality can now ensure which style can benefit for the organization to 

effectively perform its role in service delivering through participation of the employees, 

trust among different departments and leading with vision. 

3- Mogadishu municipality managers have to analyze different situations that can enable 

organization to use its resource efficiently whether material or human beings through 

effective communication between the managers and the employees. 

Implications in theory 

1. The theory enabled was performance maintenance theory, it focused on how 

organizations can develop by successfully choosing effective leadership model applicable 

to every situation, so this study indicates how both transformational and transactional 

leadership have a parallel effect on organizational performance. 

46

2. Theoretical implications of this study suggest leadership style of the organization is 

sometimes not the ultimate factor that can enhance organizational effectiveness and 

efficiency that there are many other factors which can influence the performance of the 

organization, therefore theoretically this study focuses on one factor which is leadership 

style. 

5.2 Recommendations 

After we found the relationship between leadership style and organizational performance of 

Mogadishu municipality, In this part we would like to discuss about the possible ideas and 

recommendations for Mogadishu municipality the researchers of this study recommended the 

followings. 

Recommendations for the research 

1. We recommended a continuous research over the expanding size Mogadishu municipality 

functions in the near future. 

2. In this study we used questionnaire while there are several other instruments, we suggest 

application of different instruments that are useful too like interview in order to test 

whether the result is going to be the same or not. 

3. We also recommend that there are other important factors that affect the performance of 

Mogadishu municipality such as employee commitment organizational culture and 

environment, organizational accountability and capacity of employees to their job, so we 

suggest to study all the factors that are necessary to enhance the performance of 

Mogadishu municipality 

Recommendations for practice 

1. Mogadishu municipality should improve and tighten its security gate ways and hire 

professional security officers since there is a leak in the gate operations. 

2. Mogadishu municipality should identify key factors that affect performance of employees 

such as reward and promotion for the employees. 

47

3. Mogadishu municipality should fill social and economic needs of its employees such as 

health and housing facilities. 

4. Mogadishu municipality should implement a justice and accountability framework with 

reward and punishment discipline to develop a sense of responsibility among employees. 

48

NO. Time Frame 

APPENDIX A 

Time Framework 

Activities 

1 1-15october/2015 Planning of the project 

2 25/October/2015 Developing and submitted research topic 

3 2/November/2015 Submitted complete chapter one ”Introduction” 

4 18/November/2015 Chapter two “ Related Literature Review” 

5 25/November/2015 Chapter Three” Research Methodology’ 

6 3/November/2015 submitted final draft of the research proposal 

7 8/ December / 2015 Defending of the project proposal 

8 5/April/2016 Submission of chapter four and five 

49

NO. Description 

APPENDIX B 

Budget (expenses incurred) 

Expense number 

1 Internet access $ 30 

2 Transportation expenses 30 

3 Printing expense 23 

4 stationary and supply material 5 

5 Telephone expense 15 

7 Supervision fee 120 

8 Miscellaneous expense 7 

TOTAL: $ 230 

50

References 

Area, V., Nasir, H. M., Nordin, R., Akma, S., & Seman, A. (2014). The Relationship of 

Leadership Styles and organizational performance among IPTA Academic Leaders in 

Klang, 3(2), 45–65. 

Bahzar, M., & Kusuma, A. R. (2013). Role of Leadership Style on Organizational Performance 

in Determining the University of 17 August 1945 Samarinda, 3(3), 1057–1066. 

Choi, B., & Lee, H. (2003). An empirical investigation of KM styles and their effect on corporate 

performance. Information and Management, 40(5), 403–417. 

http://doi.org/10.1016/S0378-7206(02)00060-5 

Gupta, N. (2014). Effects of Leadership Style on Organizational Performance : a Study of 

Selected Brick Klins in Jammu Region. 

Koech, P. M., & Namusonge, P. G. S. (2012). The Effect of Leadership Styles on Organizational 

Performance at State Corporations in Kenya. International Journal of Business and 

Commerce, 2(1), 1–12. 

Lawal, A. A., Ajonbadi, H. A., & Otokiti, B. O. (2014). Leadership and organisational 

performance in the Nigeria small and medium enterprises ( SMEs ), 2(5), 121–127. 

Leparleen, C. (2014). Leadership Styles and Performance of Commercial Banks in Kenya. 

International Journal of Research in Management, Economics and Commerce, 2(3), 17–25. 

Management, B., & Mara, U. T. (2014). Leadership and Performance : The Case of Malaysian 

SMES in the Services Sector. International Journal of Asian Social Science, 4(3), 343–355. 

Ojokuku, R. M., Odetayo, T. a, & Sajuyigbe, a S. (2012). Impact of Leadership Style on 

Organizational Performance : A Case Study of Nigerian Banks. American Journal of Social 

and Management., 1(4), 202–207. 

51

Uchenwamgbe, B. P., & Ph, D. (2013). Effects of Leadership Style on Organizational 

Performance in Small and Medium Scale Enterprises ( SMEs ) in Nigeria, 5(23), 53–74. 

Akram, M., Alam, H. M., Ali, L., & Mughal, M. M. (2012). How Leadership Behaviors Affect 

Organizational Performance in Pakistan, 4(6), 354–363. 

Ejere, E., & Abasilim, U. (n.d.). Impact of Transactional and Transformational Leadership Styles 

on Organisational Performance: Empirical Evidence from Nigeria. Joc.Hcc.Edu.Pk, 5(1), 

30–41. Retrieved from http://joc.hcc.edu.pk/articlepdf/5_5_1_30_41.pdf 

International, A., & Journal, M. (2014). Leadership Style Paradigm Shift and Organisational 

Performance : A Case of the Nigerian Cement Industry Longe , Olukayode J . Department 

of Sociology , Faculty of the Social Sciences Ekiti State University , Ado-Ekiti Ekiti State , 

Nigeria, 8(35), 68–83. 

Khademfar, M., & Amiri, S. A. (2013). The Relationship between Ethical Leadership and 

Organizational Performance ( Small Review on Malaysian Studies ). International Journal 

of Business and Social Science, 4(1), 114–121. 

Khan, A. Z., & Adnan, N. (2014). Impact of Leadership Styles on Organizational Performance : 

A Case Study of D&R Cambric Communication. International Journal of Management 

Sciences, 2(11), 501–515. 

Mohamud, A. H., Abdi, M. J., & Mohamed, I. I. (2013). Leadership stylesand organizational 

performance on telecommunication companies in Mogadishu Somalia. Academic Research 

International, 4(6), 362–371. 

Nasomboon, B. (2014). The Relationship among Leadership Commitment, Organizational 

Performance, and Employee Engagement. International Business Research, 7(9), 77–90. 

http://doi.org/10.5539/ibr.v7n9p77 

52

Obiwuru, T. C., Okwu, A. T., Akpa, V. O., & Nwankwere, I. a. (2011). Effects of Leadership 

Style on Organizational Performance. Australian Journal of Business and Management 

Research, 1(7), 100–111. 

Puni, A., Ofei, S. B., & Okoe, A. (2014). The Effect of Leadership Styles on Firm Performance 

in Ghana. International Journal of Marketing Studies, 6(1), p177. 

http://doi.org/10.5539/ijms.v6n1p177 

Sofi, M. A., & Devanadhen, K. (2015). Impact of Leadership Styles on Organizational 

Performance: An Empirical Assessment of Banking Sector in Jammu and Kashmir (India). 

IOSR Journal of Business and ManagementVer. III, 17(8), 2278–487. 

http://doi.org/10.9790/487X-17833145 

Wang, F., Chich-Jen, S., & Mei-ling, T. (2010). Effect of leadership style on organizational 

performance as viewed from human resource management strategy. African Journal of 

Business Management, 4(18), 3924–3936. 

Congress, I. Q. (2007). Leadership Roles and Characteristics in Improving Public Service 

Quality. 

Ericson, R. V., Charles, M. T., & Slovak, J. S. (1988). Styles of Urban Policing: Organization, 

Environment, and Police Styles in Selected American Cities. Contemporary Sociology, 

17(1), 69. http://doi.org/10.2307/2069437 

Galton, F., Sydney, S. W., Dudley, J., Warwick, E., Henry, S., Mary, S., … Herbert, W. (n.d.). 

Hereditary Genius. 

Impact of organizational leadership on organizational performance : a study on small and 

medium size private companies in three cities of Tehran , Mashhad , Isfahan , Iran By 

Ehsan Mostashari Institute of Business. (2009), (January). 

53

Influence, T., & Styles, L. (2006). Transformational Leadership VS . Transactional Leadership :, 

(December). 

James, A. (2013). Transformational vs. Transactional Leadership Theories: Evidence in 

Literature, 355–361. 

Khan, A. Z., & Adnan, N. (2014). Impact of Leadership Styles on Organizational Performance : 

A Case Study of D&R Cambric Communication. International Journal of Management 

Sciences, 2(11), 501–515. 

Koech, P. M., & Namusonge, P. G. S. (2012). The Effect of Leadership Styles on Organizational 

Performance at State Corporations in Kenya. International Journal of Business and 

Commerce, 2(1), 1–12. 

Kuhnert, Karl W., Lewis, P. (1987). Transactional andT ransformationalLeadership: A 

Constructive/Developmental Analysis. Academy of Management Review. 

No Title. (1997), 41–57. 

Reilly, C. A. O., Caldwell, D. F., Chatman, J. A., Lapiz, M., & Self, W. (2010). How leadership 

matters : The effects of leaders ’ alignment on strategy implementation. The Leadership 

Quarterly, 21(1), 104–113. http://doi.org/10.1016/j.leaqua.2009.10.008 

Standard, H., Personal, O. F., Lincoln, H. A., Great, H. E., Priorities, W., Hard-working, C., … 

Enthusiasm, I. (n.d.). TEN LEADERSHIP CHARACTERISTICS by Danny Cox TEN 

LEADERSHIP CHARACTERISTICS by Danny Cox, 8–9. 

Tomorrow, D., & Today, T. L. (n.d.). The Transformational Leadership Report. 

Waal, A. A. De. (2007). The Characteristics of a High Performance Organization, 8(3), 1–10. 

54

Thesis

Create successful ePaper yourself

Delete template?

Save as template?