Transactional Leadership Style and Employee Performance in Selected Non-Governmental Organizations in Uganda

This study set out to determine the relationship between leadership style and employee performance in selected non-governmental organizations in Uganda. The leadership styles focused on were: transactional leadership and employee performance. A survey was conducted by administering questionnaires to 367 employees (respondents) in selected non-governmental organizations in Kampala. Overall, the results showed a weak positive and significant association between transactional leadership style and employee performance. In other words, the odds of an employee being satisfied were higher if they were led by a transactional leader. The findings showed that transactional leadership style is weakly associated with employee performance and that it would in the long run lead to a significant negative impact on employee performance. In a nutshell, the study found out that there is a small but sure relationship between transactional leadership style, and employee performance in nongovernmental organizations in Uganda.