Leadership Styles and Productivity of Tea Growing and Processing Firms in Uganda

Authors : Mbonye Emmanuel; Paul William Kitata; Nazarious Rukanyangira

Volume/Issue : Volume 8 - 2023, Issue 9 - September

Google Scholar : https://bit.ly/3TmGbDi

Scribd : https://tinyurl.com/3fe6bt3c

DOI : https://doi.org/10.5281/zenodo.8391221

This article examines the relationship between leadership styles and productivity of Tea Growing and Processing Firms in Uganda using a case of Mityana Tea Estates. The study specifically aimed at achieving three objectives, namely to; establish the relationship between authoritative leadership style and organizational productivity; determine the influence of charismatic leadership style on organizational productivity; and assess the effect of laissez-faire leadership style on productivity of Mityana Tea Estates. Correspondingly, the study conducted a comprehensive literature review in which the works of principle authors such as Lewin (1938 &1939), Fiedler (1964, 1978 & 1997), Yulk (1999, 1992 & 2013), and International Standards Organization (ISO 9000: 2005) were reviewed. The researcher employed a triangulation of descriptive, correlational and cross sectional survey research designs. Self-administered questionnaires and Structured Interviews were used to collect data from a sample of 132 respondents. The data collected was analyzed using correlations and regression analyses with aid of the statistical package for social scientists (SPSS). The study results showed that there is statistically significant positive relationships between authoritative leadership style (r=0.671, p<0.01), charismatic leadership style (r=0.691, p<0.01) and laissez faire Leadership style ((r=0.695, p<0.01) with organizational productivity. It is against this backdrop, that the study concludes that each of the leadership styles exerts positive effect on organizational productivity. However, the study findings with multiple compound regression coefficients on the relationship between leadership styles and organizational productivity revealed that the t-value for Authoritative leadership style in the model is 1.701 which is less than 1.96, thus implying that it is less significant. Additionally, the t-value for Charismatic leadership in the model is 3.202; and laissez faire leadership is 3.695 which is greater than 1.96. This reveals that if the leadership styles are applied jointly in the same environment, charismatic leadership styles and laissez faire leadership styles are collectively significant (P=0.002, and p=.000 respectively), while authoritative leadership style is less significant (p=0.91; t=1.701) incollectively influencing organizational productivity. In light of the afore mentioned, the investigator recommends that authoritative leadership style should be applied to induce organizational productivity with new and inexperienced workers in Tea Growing and Processing Firms with inbuilt strategies for gradual transition to charismatic and laissez faire leadership style as the firm develops, grows and matures with skilled and experienced workers.

Keywords : Leadership Styles, Organizational Productivity, Charismatic Leadership Style, Authoritative Leadership Style, Laissez Faire Leadership Style.


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