THE IMPACT OF LEADERSHIP STYLE ON ORGANIZATION PERFORMANCE. A CASE OF CENTRE FOR FOREIGN RELATIONS

Abstract

ABSTRACT This study examined the impact of leadership styles on organizational performance, using the Centre for Foreign Relations in Dar es Salaam as a case study. It identified the types of leadership styles practiced at the Centre, assessed the organization's performance, and investigated the relationship between leadership style and organizational performance. The study guided by Likert Leadership theory. A mixed approach was employed with a descriptive research design. The study used a sample of 83 employees selected from a total population of 106 using stratified and simple random sampling techniques. Primary data were collected through structured questionnaires and semi-structured interviews, while secondary data were gathered from relevant reports and documents. The findings revealed that the Centre for Foreign Relations predominantly employed transformational and participative leadership styles, which were positively perceived by employees and had a significant impact on the organization's performance. Leadership's focus on clear communication, employee empowerment, and fostering innovation contributed to improved job satisfaction, higher morale, and operational efficiency. However, challenges such as limited resources and inconsistent application of leadership styles across departments were also identified. Descriptive statistical analysis using SPSS indicated that transformational leadership was perceived as the most effective in enhancing organizational performance. The study further highlighted the importance of leadership styles in influencing employee engagement, motivation, and overall performance within the Centre. It is concluded that adopting more inclusive and adaptable leadership approaches can enhance the Centre's ability to achieve its strategic goals. The study recommends that the Centre for Foreign Relations focus on strengthening leadership development programs, ensuring consistency in leadership practices across all departments, and increasing resource allocation to sustain high performance. Further research is suggested to explore the impact of leadership styles on employee retention and organizational culture within other public institutions in Tanzania.