TITLE:
Leadership Styles and Employee Performance in Cameroon: The Case of St. Veronica Medical Centre
AUTHORS:
Francisca Hongla Biaka
KEYWORDS:
Leadership Styles, Transformational Leadership, Ethical Leadership, Employee Performance
JOURNAL NAME:
Open Journal of Leadership,
Vol.9 No.4,
December
2,
2020
ABSTRACT: This study investigated the role of leadership styles on employee performance in Cameroon. It was anchored on the premise that leaders exhibit a series of leadership behaviours with remarkable influence on the output of employees. Specifically, the study identified the leadership behaviours exhibited by managers in St. Veronica Medical Centre in enhancing employee performance and the specific behaviours that affect the performance of these employees. Methodologically, the study employed a quantitative approach which benefited from a descriptive survey design. Data were gleaned from the administration of questionnaires to 100 personnel in St. Veronica Medical Centre via simple random sampling. The data were analyzed using SPSS 26 statistical package. From the regression analysis, this study found that democratic, transformational and ethical leadership styles had a significant positive effect on performance at 95% confidence level. Democratic and transformational leadership styles were the most predominantly used styles and did not differ significantly with respect to sex. Authoritative leadership had the least impact on performance proven by its insignificant and negative beta coefficient. The conclusions of this study commend the management of St. Veronica Medical Centre for the use of transformational and ethical leadership styles which help build trust, inspire shared vision and encourage creativity. Hence it was recommended that leaders of this institution should pay more attention to developing efficient team work and express warm concern and trust to co-workers through transformational leadership behavior. Nevertheless, other leadership styles could be implemented occasionally for better performance.