LEADERSHIP STYLES AND EMPLOYEE PERFORMANCE IN PRIVATE

COMPANIES: A CASE STUDY OF CENTURY BOTTLING COMPANY, NAMANVE.

BY

ALEX ISUMA

REG: NO:17/MPA/00/KLA/WKD/005

SUPERVISORS;

Dr. James Luyonga Nkata.

Dr. Lugemoi Wilfred Bongomin.

A DISSERTATION SUBMITTED TO THE SCHOOL OF MANAGEMENT SCIENCES

IN PARTIAL FULFILLMENT FOR THE AWARD OF MASTER’S DEGREE IN

PUBLIC ADMINISTRATION OF UGANDA MANAGEMENT INSTITUTE

DECEMBER,2021
 DECLARATION

I, Isuma Alex that this dissertation is my own original work, except where acknowledged and

that it has not been presented and will not be presented to any other University for similar or

any other degree award.

Sign………………………………………..

Date……………………………………….

i
 APPROVAL

We, the undersigned, certify that we have read and here by recommend for acceptance by

Uganda Management Institute a dissertation titled “Leadership Styles and Employee

Performance in Private Companies: A Case Study of Century Bottling Company, Namanve” in

partial fulfillment of the requirements for the award of the degree of Masters in Public

Administration

Dr. James Luyonga Nkata

Sign: ……………………………………………………

Date……………………………………………………..

Dr.Wilfred Lugemoi Bongomin

Sign………………………………………….

Date…………………………………………..

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 DEDICATION

This research work is dedicated to my family members who have stood by my side in times of

difficulty.

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 ACKNOWLEDGEMENTS

I would like to thank Dr. James Luyonga Nkata and Lugemoi Wilfred Bongomin who devoted

their time to supervise this piece of work. Writing this dissertation would have been extremely

difficult, almost impossible without the cooperation and assistance of the employees of

Century Bottling Company, Namanve with whom interviews and discussions were held. I am

indebted to all of them for giving me their time and for facilitating my research. My sincere

appreciations to the staff of Uganda Management Institute who gave me positive criticisms. It

must be emphasized, however, that I bear full responsibility for any weaknesses of this thesis.

Lastly, but by no means the least, I am extremely grateful to my wife and children for their

support and endurance.

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 TABLE OF CONTENTS

DECLARATION...................................................................................................................................i

APPROVAL.........................................................................................................................................ii

DEDICATION.....................................................................................................................................iii

ACKNOWLEDGEMENTS.................................................................................................................iv

TABLE OF CONTENTS......................................................................................................................v

LIST OF TABLES..............................................................................................................................xii

LIST OF FIGURES...........................................................................................................................xiii

LIST OF ABBREVIATIONS............................................................................................................xiv

ABSTRACT........................................................................................................................................xv

CHAPTERONE: INTRODUCTION...............................................................................................1

1.1 Introduction....................................................................................................................................1

1.2 Back ground of the Study................................................................................................................2

1.2.1 Historical Background..............................................................................................................2

1.2.2 Theoretical Background...............................................................................................................4

1.2.3 Conceptual Background...............................................................................................................5

1.2.4 Contextual Background...............................................................................................................7

1.3 Problem Statement..........................................................................................................................9

1.4 General Objective.........................................................................................................................10

1.5 Specific Objectives.......................................................................................................................10

1.6 Research Questions.......................................................................................................................10

1.7 Hypothe sizes of the study.............................................................................................................11

1.9 Significance of the Study.............................................................................................................13

1.10 Justification of the Study.............................................................................................................14

1.11 Scope of the Study......................................................................................................................14

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1.11.1 Content Scope..........................................................................................................................15

1.11.2 Geographical Scope.................................................................................................................15

1.11.3 Time Scope..............................................................................................................................15

1.12 Operational Definitions of key terms and concepts....................................................................15

1.13 Conclusion”................................................................................................................................17

CHAPTERTWO:LITERATURE REVIEW..................................................................................30

2.1 Introduction..................................................................................................................................30

2.2 Theoretical Review (Theoretical under pinnings).........................................................................30

2.2.1 Fiedler’s Contingency Theory....................................................................................................30

2.3.1 Democratic Leadership style and employee performance..........................................................32

2.3.2 Transactional Leadership Style and employee performance......................................................34

2.3.3 Transformational Leadership Style and employee performance................................................36

2.4 Summary of Literature Review.....................................................................................................43

CHAPTER THREE: METHODOLOGY......................................................................................45

3.1 Introduction..................................................................................................................................45

3.2 Research Design...........................................................................................................................45

3.3 Study Population..........................................................................................................................46

3.4 Determination of the sample size and selection...........................................................................46

3.5 Sample Size..................................................................................................................................46

3.6 SamplingTechniques....................................................................................................................47

3.6.1 Probabilistic Sampling Techniques..........................................................................................47

3.6.2 Non-probabilistic Sampling Techniques..................................................................................48

3.7 Data Collection Methods...............................................................................................................48

3.7.1.1 Questionnaire Survey..............................................................................................................48

3.7.1.2 Interviews...............................................................................................................................49

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3.7.1.3 Document Review...................................................................................................................49

3.8 Data Collection Instruments..........................................................................................................49

3.8.1 Questionnaires...........................................................................................................................49

3.8. 2 Interview Guide........................................................................................................................50

3.8.3 Documentary Review Checklist................................................................................................51

3.9 Data Quality Control.....................................................................................................................51

3.9.1 Validity......................................................................................................................................51

3.9.2 Reliability..................................................................................................................................52

3.10 Procedure of Data Collection......................................................................................................54

3.11 Data Analysis..............................................................................................................................54

3.11.1 Quantitative Analysis...............................................................................................................54

3.11.2 Qualitative Analysis.................................................................................................................55

3.12 Measurement of Variables..........................................................................................................55

3.13 Ethical Considerations................................................................................................................56

CHAPTER FOUR: PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS

............................................................................................................................................................ 58

4.1 Introduction...................................................................................................................................58

4.2 Response Rate...............................................................................................................................58

4.4 Background Characteristics...........................................................................................................59

4.5 Sex of the Respondents.................................................................................................................59

4.6 Age of the Respondents.................................................................................................................60

4.7 Empirical Findings based on Both Research Objectives, Research Questions and Hypothesis...62

4.7.1 What is the relationship between Democratic leadership and Employee performance...............62

4.7.1.1 Presentation of study findings on Hypothesis one (1): There is a significant positive.............65

4.7.2 Objective Two (2): Transactional Leadership style and Employee performance........................66

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4.7.2.1 Presentation of study findings on Hypothesis two (2): there is a significant positive relationship

between transactional leadership and employee performance.............................................................68

4.7.3 Objective Three (3): Transformational leadership and Employee performance.........................69

4.7.4 Verification of Hypothesis Three: There is a significant positive relationship between

transformational leadership and employee performance in Century bottling company.......................73

4.7.5Employee Performance...............................................................................................................74

CHAPTER FIVE:SUMMARY OF FINDINGS, DISCUSSION, CONCLUSIONS AND

RECOMMENDATIONS..................................................................................................................78

5.1 Introduction...................................................................................................................................78

5.3 Discussions....................................................................................................................................80

5.3.1 Democratic leadership and Employee performance....................................................................80

5.3.2 Transactional leadership and Employee performance.................................................................82

5.3.3 Transformational leadership and Employee performance..........................................................83

5.4 Conclusions...................................................................................................................................86

5.4.1 Democratic leadership and Employee performance....................................................................86

5.4.2 Transactional Leadership and Employee performance...............................................................86

5.4.3 Transformational leadership and Employee performance...........................................................87

5.5 Recommendations........................................................................................................................87

5.5.1 Democratic leadership and Employee performance....................................................................87

5.5.2 Transactional leadership and Employee performance.................................................................88

5.5.3 Transformational leadership and Employee performance..........................................................88

5.6 Areas for further research..............................................................................................................88

REFERENCES...................................................................................................................................90

APPENDICES APPENDIXI: QUESTIONNAIRE.............................................................................i

APPENDIXII INTERVIEWGUIDE...................................................................................................i

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APPENDIX III: DOCUMENTARY REVIEW CHECKLIST The researcher......................................i

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 LIST OF TABLES

Table 3.1: Determination of Sample Size and SamplingTechniques.......................................47

Table 3.2: Results of the Content Validity Index for the Questionnaire....................................52

Table 3.3: Results of the Cronbach's Alpha Reliability Coefficient for Interview Guide..........54

Table 3.4: The Likert Scale........................................................................................................56

Table 4.1: Response rate.............................................................................................................59

Table 4.2: The table below presents the summary statistics on the gender of the respondents..60

Table 4.3: Presents the summary statistics on the Age of the respondents................................61

Table 4.4: Presents the summary statistics on Highest Level of Education...............................62

Table 4.5: Summary statistics on Democratic leadership...........................................................63

Table 4.6: Correlation matrix for Democratic leadership and Employee performance..............66

Table 4.7: Summary statistics on Transactional Leadership style..............................................67

Table 4.8: Correlation Matrix for Transactional leadership and Employee performance..........69

Table 4.9: Summary statistics on Transformational leadership..................................................70

Table 4.10: Correlation matrix for transformational leadership and employee performance....74

Table 4.11: Summary statistics on Employee Performance.......................................................75

Table 4.12: Multiple Regression Analysis..................................................................................77

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 LIST OF FIGURES

Figure 1. 1: The conceptual framework above illustrates the relationship between the study

variables......................................................................................................................................12

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 LIST OF ABBREVIATIONS

AAA - Analytical and Advisory Assistance

BDS - Business Development Services
BOD - Board of Directors
CSO - Civil Society Organization
CVI - Content Validity Index
EAC - East African Community
GoU - Government of Uganda
HRM - Human Resource Manager
ICT - Information and Communication Technology
SPSS - Statistical Package for Social Scientists
TTL - Task Team Leader

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 ABSTRACT

The purpose of the study was to examine the relationship between transactional,
transformational leadership styles and employee performance at Century Bottling Company Ltd.
The study adopted a correlational design where both quantitative and qualitative approaches were
used. Data was collected using questionnaires and interviews. Quantitative data was analysed
using Correlations and regression analysis and qualitative data was analyzed using content
thematic analysis. In this study, a total number of 105respondents were expected but 147
respondents returned the survey instruments representing a response rate of 71.4%. Findings
revealed that the Adjusted R Square was 0.139 indicating a weak association between Leadership
styles and employee performance in Century Bottling Company. The adjusted R square of.139
implies that leadership styles predicts/explains employee performance in Century Bottling
Company by 13.9%. The results showed that the correlation coefficient for hypothesis one was
0.274* indicating a significant weak positive relationship between democratic leadership and
employee performance in Century Bottling Company. The results showed that the correlation
coefficient for hypothesis two was 0.552** indicating a significant moderate positive relationship
between transactional leadership and employee performance in Century Bottling Company. The
results showed that the correlation coefficient for hypothesis three was 0.666** indicating a
significant positive relationship between transformational leadership and employee performance
in Century bottling company. It was concluded that improving on the leadership stance in CBL for
example increasing confidence and motivation, clarifying follower's directions of work will
enhance employee performance in Century Bottling Company. Team spirit is vital to success, the
leader induces commitment in team members. It is recommended that there should be participatory
leadership which is synonymous with team leadership, shared leadership collective leadership
which spurs employee’s ownership of the organizational. Leaders should motivate employees to
perform above and beyond to inspire all employees towards the manager visions. Leaders should
help employees to look at their task from different angles so that they can appreciate the tasks and
execute their duties with commitment. Leaders in CBL should ensure they adequately motivate the
employees and in so doing this will enhance performance to meet expected standard. The leaders
should get involved in mentoring the young ones in roles they are performing, this will help create
new and effective leaders who can take over after the current leaders have exited.
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 CHAPTERONE

INTRODUCTION

1.1 Introduction

This study focusedon examining the relationship between leadership styles and employee

performance at Century Bottling Company. Leadership styles was the independent variable and

employee performancewas the dependent variable. Thus, a leadership style that encourages

employee involvement can help to satisfy employees’ desire for empowerment and demand for

commitment toorganizational goals (Bass,2015). Given the limite studies on leadership styles in

Bottling Company, this study is contribute to this subject by delving deeper into the styles of

leadership at Century BottlingCompany.Thischapterpresentsthebackgroundto the study, statement

of the problem, the purpose of the study, research objectives research questions and hypothesis

of the study; scope of the study, significance of the study, justification; and operational definition

of terms and concepts.

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1.2 Back ground of the Study

This chapter presents the historical, theoretical, conceptual and contextual perspective of the study.

1.2.1 HistoricalBackground

Leadership, and the study of it, has roots in the beginning of civilization (Dedan,2017). Egyptian

rulers, Greekheroes, and biblical patriarchs all have one thing in common–

leadership (Ruthrock, 2016).The organizational focus of the leader has evolved over this same

period. Early organizations with authoritarian leaders who believed employees were intrinsically

lazy transitioned into way to make work environments more conducive to increased productivity

rates (Rean,2016).Today organizations are transforming into places where people are empowered,

encouraged, and supported in their personal and professional growth throughout their careers

(Jos,2016). As the focus of leaders has changed overtime, it has influenced and shaped the

development and progression of leadership (Ikidi, 2016).The Industrial Revolution created

aparadigm shift to leadership in which “common” people gained power by virtue of their skills

(Clawson,2019). One major contributor to this era of management and leadership was Max

Weber, a German sociologist who “observed the parallels between the mechanization of industry

and the proliferation. He noted that the bureaucratic form routinized the process of administration

in the same manner that the machine routinized production (Yan,2017).

Employee performance and productivity is of major concern in any economy worldwide.

Choudry(2009) in his study “Determinants of Labor Productivity”, notes that Africa and south

Asian countries (except India) performance in labor productivity is not very encouraging.

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Labor productivity level in 2005 in sub-Saharan Africa economies was the lowest among all

regions. Employees are considered an important asset for good and effective performance in any

organization. Indeed, Guest (2017),ascitedbyArmstrong(2009),

Stated that improved performance is achieved through the employees in the organization. Until the

1980s, performance was usually interpreted as the out put of a combination of ability and

motivation, given appropriate resources and hence motivating people became akeycomponent

of most management work (Torrington,2018). In this respect, when the full potential of HR is

unlocked, an organization can achieve unlimited output, efficiency and effectiveness.

By the mid-1950s, formal employee performance was much more commonly known,

withcompanies using personality-based systems for measuring performance (Keran,2017).Towards

the end of the 1950s however, unease at these systems began to develop, as not only was there no

element of leadership, but the personality-based approach did very little in terms of monitoring

performance rather, it monitored the person’s inherited personality, instead (Tori, 2018). The next

20years saw an increase Century Bottling company focus on employee performance at top level,

which led to amore holistic approach to performance management. Century Bottling company

began measuring brand new metrics as part of the ir management process, such as self- awareness,

communication, teamwork, conflict reduction and the ability to handle emotions. Many of these

are still very relevant in performance and leadership systems.

The concept performance was coined by Beerand Ruh (Armstrong,2003) in1976 and was never

recognized as a distinctive approach until the mid-1980 out of the realization that acontinuous and

integrated approach was needed to manage and reward performance. Performance related-pay and

appraisal systems never delivered the results the people expected. In Africa performance
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management is a new concept that began to take a firm ground on the continent in the early 1990s

(Were, 2017). Performance which has been absorbed in performance management has remained

discredited as abureaucratic system or "redtape" owned by the Human Resource Department

rather than the line managers, teams and associates. Today, performance management Committees

are formed in the public sector to implement and validate performance reports, Heads of

Departments are required to guide officers under their purview on how to set targets and to link

the targets to the organization's priority objectives and goals (Ndambuki,2018).

Tools used in performance include performance and development reviews and performance

problems solving. Bevan and Thompson (2018) suggest that aview is emerging of performance

concerns which centers on dialogue, share understanding, agreement and mutual commitment,

rather than rating for pay purposes. Organizations are increasing suggesting that workers take

more ownership of performance concerns (Scott, 2016) and become more involved in

collecting self-assessment evidence throughout the year. However, employee involvement in

this exercise at Century Bottling Company remains wanting prompting this study.

1.2.2 Theoretical Background

The study was guided by Fiedler’s Contingency Theory (1967). The states that that group

effectiveness is dependent upon the proper match between the leader‘s personality or style and the

demands of the situation. The p o s t u l a t e s t h a t task oriented and employee-oriented were the

two major styles of leadership. The theory assumes that the leader is asked to think of the person

with whom he or she has worked least well in accomplishing some task, using aseries of bipolar

adjectives rated on an 8-point scale (for example friendly- unfriendly, pleasant-unpleasant).

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Also, Fiedler assumes that employee-oriented leaders will be more effective in situations of

moderate favorability than insituations at either extreme. Favorableness was defined by Fiedler as

the degree to which the situation enabled the leader to exert influence over his group. According to

this definition, situational favorableness consists of three elements: (1) affective leader-member

relations, which refers to the degree of personal relationship between the leader and group

members; (2) task structure, which refers to the extent to which the task requirements are clear and

spelled out; and (3) leader position power, which refers to the degree to which the leader has

authority to reward or to punish followers (Fiedler,1967). Bryman (1996) pointed out that Fiedler

viewed these elements as change a bleand viewed a person‘s personality as an unchangeable

factor.

In Century Bottling Company, the theory resolves that the work situation must be changed to fit

the leader rather than the opposite. One of the biggest issue is lack of flexibilityin Century

Bottling Company. Fiedler believed that because our natural leadership style is fixed, the most

effective way to handle situations is to change the leader who don’t manage institutions properly.

Although many researchers considered the work of Fiedler as a major contribution to leadership

studies, the theory faced criticism (Behling &Schriesheim, 1976). Foronething, the validity of the

model was questioned. The inconsistency between the results and the model was noted (Bryman,

1986).

1.2.3 Conceptual Background

The key concepts of this study are “Leadership” and “Employee performance”.Leadership style

as defined by Cole (2008) is the ability to employ managerial competencies to organized

performance processes by inspiring, igniting and motivating teams to meet set organizational

goals. Stuart and Crom (1994), assert that leadership is a bout listening to people, supporting and

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encouraging them and involving them in the decision-making and problem-solving processing.

It is about building teams and developing their ability to make skillful decisions. In another

perspective, leadership style is defined as a process by which a person influences others to

accomplish an objective and directs the organization in a way that makes it more cohesive and

coherent (Kumar,2015). These objectives are accomplished through the application of leadership

attributes, such as beliefs, values, ethics, character, knowledge, and skills. An operational map for

leadership style is drawn a long: corporate style, authoritative style, and laissez-fairestyle.

Leadership style in this study will be conceptualized as transformational leadership, transactional

leadership and democratic leadership style in Century Bottling Compa

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Employee performance is perceived as the ability of employees to meet organizational tasks,

requirements and objectives through strategic investment into organizing, executing and

accomplishing roles and duties in the minimum time possible (Adair,2005). It was further noted

that performance is the attained out come of actions with skills of employees (Prasetya, 2011).

Aguinis (2009) also added that employee performance is a continuous process of identifying,

measuring and developing the performance of individuals and aligning performance with the

strategic goals of the organization. Consequently, employee performance is operationally

perceived as: Executing defined duties, meeting deadlines, team input,and achieving departmental

goals. The cohesion of both leadership style and performance should be evident through style and

approach by managers in the attempt to cause efficiency which requires specific leadership

approaches to unique performance challenges. For purposes of this study, employee performance

was conceptualized as quality of work, timeliness, efficiency and effectiveness of employees. For

purposes of this study leadership style referred to transformational, transactional and democratic

leadership in Century Bottling Company.

1.2.4 Contextual Background

Century Bottling Company Ltd is located in, Uganda and is part of the Food Wholesalers

Industry. Century Bottling Company Ltd has employees across all of its locations (Century

Bottling Company Ltd Report, 2017). There are companies in the Century Bottling Company Ltd

corporate family. Coca-Cola Submiller Company (CCS)

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Secured Century Bottling Company Limited (CBC) in 1995 (Century Bottling Company Ltd

Report,2017). Century Bottling Company has two plants, one in Mbarara and one in Namanve,

Kampala, which has since set new standards for bottling operations in Uganda. Over the years, the

company has demonstrated effectiveness in its leadership styles that has helped to maintain its lead

position in the competition of beverage production industry up-to-date (Century Bottling

Company Ltd Report,2017).

In Century Bottling Company Ltd, leaders have onus to establish evidence-based policies,

systems, mechanisms andprocesses toimprovesafety andquality inCBCL (Olim,2018).

To this end, in Century Bottling Company Ltd like else where in Uganda, there are staff

meetings, duty rosters to attain punctuality, regular attendance and efficacy. There is

communication as regards duties so that everyone is in the know of what is going on. The ultimate

goal of the leadership is coordination, so as to solve one of the biggest challenges facing Century

Bottling Company Ltd through communication to enlist a proactive, motivated team that delivers

high-quality services every day (Century Bottling Company Ltd Report,2019).

However, there is evidence that there is a demoralized or overworked and

stressed staff. They seem frustrated and demoralized which contributes to a weak service delivery

system. There is a weak management system as team orientations and team norms regarding

functioning, co-operation and standards of carelessness are evident.

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Besides, Century Bottling Company Ltd is experiencing employee performance gaps that are

directly impacting on its activities. This is with regard with declining morale towards work by the

staff (CenturyBottling Company Ltd Statistical Abstract, 2018). It is against this background that

the study sought to investigate the relationship between leadership styles and employee

performance at Century Bottling Company Ltd.

1.3 Problem Statement

Leadership potential and strategy is the critical raw material for successful service delivery (Ulrich

& Smallwood, 2017). Leadership in Century Bottling Company Ltd is believed to make service

delivery accountable and aconcern of leaders and service providers to attain efficiency gains

(Bitarabeho,2018). There are attempts to offer good leadership in Century Bottling Company Ltd

in order to enlist effective service delivery (Century Bottling Company Ltd Report,2019).

Inspite of the presence of directors for appropriate leadership and direction, Century Bottling

Company Ltd faced with immense employee performance gaps. The Management of Century

Bottling Company Ltd has experienced poor employee time management and declining employee

work quality, research output, timely accomplishment of tasks and cost as some of the gaps in the

institution that are yet to be bridged (Century Bottling Company Ltd Report,2018). According to

the Century Bottling Company Ltd Report (2018) protiability and revenue declined by 6.7%. This

is no doubt an indication of failure of existing systems. No specific study has been

commissioned to empirically understand the challenges surrounding the leadership of Century

Bottling Company Ltd. This has created aknowledge gap which if not close through an in-depth

study

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With empirically deduced recommendations, the challenges of service delivery could go on with

out being understood through an empirical study. The study therefore sought to examine the

relationship between leadership styles and employee performance at Century Bottling Company

Ltd.

1.4 General Objective

The purpose of the study was to investigate the relationship between leadership styles and

employee performance at Century Bottling Company Ltd.

1.5 Specific Objectives

The study was guided by the following objectives:

1. To examine the relationship between democratic leadership style and employee performance at

Century Bottling Company Ltd.

2. To analyze the relationship between transactional leadership style and employee

Performance at Century Bottling Company Ltd.

3. To investigate the relationship between transformational leadership style and employee

performance at Century Bottling Company Ltd.

1.6 Research Questions

The study aimed at answering the following research questions;

1. What is the relationship between democratic leadership style and employee performance at

Century Bottling Company Ltd?

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2. What is the relationship between transactional leadership style and employee performance at

CenturyBottling Company Ltd?

3. What is the relationship between transformational leadership style and employee

Performance at Century Bottling Company Ltd?

1.7 Hypothe sizes of the study.

The study was guided by the following hypotheses;

1. There is significant negative relationship between democratic leadership style and employee

performance at Century Bottling Company Ltd

2. There is significant negative relationship between transactional leadership style and employee

performance at Century Bottling Company Ltd

3. There issignificant negative relationship between transformational leadership style and

employee performance at Century Bottling Company Ltd

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 1.8 Conceptual framework

Independent Variable(IV) Dependent Variable(DV)

LEADERSHIP STYLES. EMPLOYEE PERFORMANCE.

INDEPENDENT VARIABLE

LEADERSHIP STYLES

Democratic leadership style

DEPENDENT VARIABLE
 Participatory
 Collaboration Employee performance
 Delegation of duties
 Quality of work

 Timeliness
Transactional leadership
style  Efficiency

 Effectiveness
 Compliance
 Supervision
 Organisation

Transformational
leadership
 Change system

 Communicate vision

Figure 1. 1: the conceptual framework above illustrates the relationship between the study
variables

Source: Adopted from Literature (Berhanu and Jaleta, 2012, Ogeto, 2012, Siziba, 2011 and Barrett,

2007) and modified by the researcher.

Figure1.1: Conceptual Framework illustrating the relationship between leadership styles and

employee performance:
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Source: Bass and Bass (2008)& Simmons (2009 )and modified by the researcher.

The conceptual framework describes the relationship between the independent and the dependent

variables. In this conceptual framework, leadership style is conceived as the independent variable

while performance is the dependent variable. Thus, it is assumed that employee performance was

dependent on leadership style. Leadership style was operationalized into democratic, transactional

and transformational leadership styles. On the other hand, employee performance was measured

interms of qualityof work, timeliness, efficiency and effectiveness.

1.9 Significance of the Study.

The study will be of value to the following categories of people thus:

Policy makers and planners: The study findings will be abasis for policy makers and planners in

Uganda Investment Authority, Ministry of Trade and Industry and other Government related

agencies to come up with a comprehensive plan on improving employeeperformance.

Leaders: The study will be useful to Century Bottling Company Ltd leaders who endeavor to

provide proper over sight into leadership styles.

Further research: The study results will stimulate impetus for replication in the same or related

subject content area sand geographical areas. It might also provide data for further analysis and

studies in related disciplines.

The study findings will make a significant contribution to the body of knowledge on the different

leadership styles and will serve as a reference point for both present and future researchers who

intend to carry on similar or related studies.

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1.10 Justification of the Study

Despite the good leadership practices in some public entities in Uganda, there is little robust

evidence for the effectiveness of specific leadership styles in Century Bottling Company Ltd

(AbuAlRub& Alghamdi,2018). While some styles work for some people, some of the time,

evaluating their effectiveness empirically is challenging and ascertaining whether they are

demonstrating positive effects on services out comes is difficult. Leaders face different work

challenges yet with varying experience, knowledge and skill. A l t h o u g h m a n y s t u d i e s

h a v e b e e n d o n e o n l e a d e r s h i p , t h e r e a r e s i l e n t o n t h e more evidence-based

approaches to leadership styles in CBCL CenturyBottling Company Ltd which is needed to ensure

a return on the huge investments made in Century Bottling Company Ltd. Evidence-based

approaches to leadership development in employee performance are therefore needed to ensure

return on the huge investments made. To this end, the challenges that face Century Bottling

Company Ltd are too many. This study therefore produces evidence based information for

appropriate leadership styles in varying contexts and in particular Century Bottling Company Ltd.

1.11 Scope of the study

The scope of the study is presented under the geographical, content and time aspects.

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1.11.1 Content Scope.

The study investigated the relationship between leadership styles and employee performance at

Century Bottling Company Ltd. Leadership styles was the independent variable and employee

performance was the dependent variable. Leadership style was operationalized into democratic,

transactional and transformational leadership styles. Employee performance was measured in

terms of quality of work, timeliness, efficiency and effectiveness.

1.11.2 Geographical Scope.

This study was carried out at Century Bottling Company Ltd, Namanve. The authority's head

offices at Century Bottling Company Ltd, approximately 10kilometers, by road East of Kampala,

the capital and largest city of Uganda.

1.11.3 Time Scope

The study focused on the period 2016-2019. In 2015, the Century Bottling Company Ltd board

appreciated the role played by the employees when it comes to timeliness, efficiency and

effectiveness. However, 2016 to 2019 is the period when they have been numerous employee

performance gaps in Century Bottlin Company Ltd interms of employee effectiveness, efficiency

and quality of work produced.

1.12 Operational Definitions of key terms and concepts.

For the purposes of this study, the following terms meant.

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“Leadership style”: This refers to the behavior constantly exhibited by leaders in attempting to

enlist positive outcomes in the company’s day today operation interms of democratic,

transactional and transformational leadership.

“Democratic leadership style”: This refers to the extent to which Century Bottling Company Ltd

leadership involve employees in planning and implementing decisions and the way they treat

customers at theentity.

“Transactional leadershipstyles” are more concerned with maintaining the normal flow of

operations–this style is best described as“keeping the ship afloat.”Transactional leaders use

disciplinary power and an array of incentives tomotivate employees to perform at their best

(Yoss,2017). The term “transactional” refers to the fact that this type of leader essentially

motivates subordinates by exchanging rewards for performance.

“A transformational leader” goes beyond managing day-to-day operations and crafts strategies for

taking his company, department or work team to the next level of performance and success

(Puulp, 2017). Transformational leadership styles focus on team-building, motivation and

collaboration with employees at different levels of an organization to accomplish change for the

better. These leaders set goals and incentives to push their subordinates to higher performance

levels, while providing opportunities for personal and professional growth for each employee.

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“A transactional leadership” focuses on looking a head in strategically guiding an organization to

a position of market leadership; instead, these managers are often concerned with making sure

everything flows smoothly today.

“Transformational leaders” work to enhance the motivation and engagement of followers by

directing their behavior toward a shared vision. While transactional leadership operates within

existing boundaries of processes, structures, and goals, transformational leadership challenges the

current state and is change-oriented.

1.13 Conclusion”

Chapter one discussed the background to the study, viz; historical, theoretical, conceptual and

contextual perspectives. The chapter also analyzed the statement of the problem, the general

objective, the specific objectives of the study, research questions, hypotheses and the conceptual

framework. In addition, it has highlighted the scope of the study, the significance, justification,

and operational definitions of key terms used in the study. The next chapter provides the

theoretical review and conceptual review of the related literature under the study objectives with

the various dimensions.

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 CHAPTERTWO

LITERATURE REVIEW

2.1 Introduction

This chapter discusses the literature related to leadership styles and employee performance.

The chapter has three sections. Section one and two give the theoretical and conceptual review

respectively while the third section gives the actual literature review in line with study

objectives.

2.2 Theoretical Review (Theoreticalunderpinnings)

The study was under pinned by Fiedler’s Contingency Theory and other theories have also been

discussed like the Goal setting.

2.2.1 Fiedler’s Contingency Theory

The first comprehensive contingency leadership theory was developed by FredFiedler (1967). The

basic tenet of the theory is that group effectiveness is dependent upon the proper match between

the leader‘s personality or style and the demands of the situation. The model further suggested

that task oriented and employee-oriented were the two major styles of leadership. To determine

whether the leader was task-oriented or employee oriented, Fiedler developed an instrument

called the Least-Preferred Co- worker (LPC) Questionnaire (Fiedler, 1967). To arrive at an

LPCscore, the leader is asked to think of the person with whom he or she has worked least well in

accomplishing some task, using aseries of bipolar adjectives rated on an 8-pointscale

(e.g.,friendly-unfriendly,pleasant-unpleasant).

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A high LPC leader who describes his least preferred co-worker in relatively positive concepts is

people-motivated. A low LPC leader who uses relatively negative concepts is task-motivated

(Ruthworth, 2019). According to Fiedler, leaders who are characterized as task-oriented will be

effective in favorable and unfavorable situations. Also, Fiedler assumes that employee-oriented

leaders will be more effective in situations of moderate favorability than in situations at either

extreme.

Favorableness was defined by Fiedler as the degree to which the situation enabled the

Leader to exert influence over his group. According to this definition, situational favorableness

consists of three elements: (1) affective leader-member relations, which refers to the degree of

personal relationship between the leader and group members ;(2) task structure, which refers to

the extent to which the task requirements are clear and spelled out; and(3) leader position

power,which refers to the degree to which the leader has authority to reward or to punish

followers (Fiedler,1967).

Bryan(1996) pointed out that Fiedler viewed these elements as changeable and viewed a person‘s

personality as an unchangeable factor. Fiedler and House (1988) proposed that transformational

theories seek to address the actions of leaders that cause followers to change their values, needs,

goals, and aspirations. In making the distinction between transactional and transformational

leadership forms, Burns(1978) viewed these leadership forms as independent dimensions. In other

words, Burns(1978) viewed Transactional and Transformational forms of leadership as polar

constructs while Bass (1985) viewed them as complementary constructs. Bass viewed successful

leaders as both transactional and transformational who differ in degrees. In his conclusion, Bass

expressed the notion that to be transactional is the easy way out; to be transformational is the more

difficult path to pursue.

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Therefore, the theory resolved that the work situation must be changed to fit the leader rather than

the opposite .Although many researchers considered the work of Fiedler as a majorcontribution to

leadership studies, the theory faced criticism (Behling&Schriesheim,1976). Foronething, the

validity of the model was questioned. The inconsistency between the results and the model was

noted (Bryman,1986).

TheTheory can be used to create leadership profiles for Century Bottling Company Ltd,

In which certain styles can be matched with situations that have proven to be successful.

Companies can know what type of person would fit in each position of Century Bottling Company

Ltd whenever there is an opening. This theory also helps to reduce what is expected from leaders,

and instead puts emphasis on finding a match to the situation. This theory, although complex, is

very useful in matching the aviation professionals/employees to the right situations and

determining the best person for a job.

2.3.1 Democratic Leadership style and employee performance.

Democratic leaders offer guidance to group members, but they also participate in the group and

allow input from other group members. People who work under such leaders tend to support

,and consult other members of the group when making decisions. Group members feel engaged in

the process and are more motivated as well as creative. Democratic leaders tend to make

followers feel like they are an important part of the team, which helps foster commitment to the

goals of the group (Bass and Bass 2008).

Bass and Bass (2008) note that democratic leadership tends to be centered on the followers and it

is an effective approach when trying to maintain relationships with others. The findings are

qualitative and lack empirical evidence on specific contexts and therefore can not form basis to

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draw conclusions which makes this instrumental to ascertain these assertions using Century

Bottling Company Ltd.

Participatory leadership is synonymous with team leadership, shared leadership collective

leadership which spurs employee’s ownership of the organizational tasks and goals. Where staff

report that they have to participate means that the levels of satisfaction with their immediate

supervisors are high. Similarly, people report that they, inturn treated with respect, care and

compassion. Katrinlietal (20018) found similar findings among organizational identification and

the mediating role of employees where engagement with leaders creates a positive climate for

staff so that they feel involved and have the emotional capacity to care for people.

Katrilnlietal(2018) examined the quality of managers’ relationships with their staff using leader

member exchange theory, organizational identification, and whether job involvement mediated

any relationship between these factors. When leaders give opportunities for participation in

decision making, employees report high levels oforganizational identification and job

performance as a consequence. Wong and Laschinger (2018) report that in Asia empowerment of

employees though planning to bring about quality improvement emerges from the literature as

apossible key factor that can influence job satisfaction and positive employee outcomes through

empowerment.

Whereas Stevens (2014) explain that democratic leaders give opportunities for participation in

decision making, employees report high levels of organizational identification and job

performance as a consequence others like Laschinger(2018) view democratic leadership as

empowerment of employees though planning to bring about quality improvement. From the view

as of the authors above, it is therefore not clear how and it should be handled in the context of

Century Bottling Company Ltdin Uganda.This study closed this gap by borrowing from the ideas
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of VanWyk and Scheck (2016) who assert that democratic leadership is synonymous with team

leadership, shared leadership, collective leadership which spurs employee’s ownership of the

organizational tasks and goals.

2.3.2 Transactional Leadership Style and employee performance.

Bass (2008) has more fully developed the concept of transactional leadership, identifying

three levels. The first depends on positive contingent reward, a“reasonably effective” leadership

style where the leader and follower agree on specific behaviors which are duly rewarded after

satisfactory performance. The two lower levels of transactional leadership, management by

exception and laissez-faire leadership, Bass(2015) believes are the two most in effective types. The

management by exception leader or manager only intervenes after atask has been incorrectly

performed to rectify the problem.

Transactional leadership styles draw on the origin of scientific management theory that mainly

focused on the functions of a leader which include, among others, planning, organizing,

commanding, coordinating and controlling (Boedker et al., 2011). Key emphasis on scientific

management theory was the need for the leader to increase service productivity of the workers,

which could be achieved through better pay for extra work done. Bass (1999), one of the earlier

scholars to advance works on the different styles of leadership, submits that transactional

leadership is that relationship that promotes “exchange between leaders and followers to meet

their own self-interest” (Judge and Piccolo, 2014). The self-interest dimensions are those as laid

down in the principal-agent relationship that include, among others, attaining organizational

performance objectives directing employees’ behavior, maximizing share holder wealth, ensuring

organizational efficiency, ensuring employee satisfaction by the managers and ensuring employees

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/followers are able to achieve their self interest of receiving reward for the effort put in workplace

(McCleskey, 2014). Heads that this is premised of gratification philosophy where both parties

believe that each party has something to gain from transacting together Transactional style,

therefore, includes contingent reward, active management by exception and management by

exception passive (Boedker, etal., 20117, Bass, 2019; Judge etal., 2016;Obiwuru etal., 2017). In

terms of contingent rewards, Judge and Piccolo(2004) defines it as “the degree to which the

leaders setcon structive transaction o rexchange with follower. This constructive transaction is

through the leader clarifying for the followers what is expected of them and the reward to be

received if the expectations are met by the followers. It thus involves a give-and-take relationship

(Bass, 2019) where followers are expected to comply with the requirements of the leaders and it is

the responsibility of the leader to reciprocate with rewards (Obiwuruet al., 2011).

However, the leaders must take the responsibility for directing and monitoring the followers

behaviors that are monetarily rewarded (Boedkeretal.,2017). As submitted by Bass(2019),

transactional leadership may also take the form of active management by exception, in which the

leader monitors the followers’ performance and takes corrective action if the followers fail to meet

standards. Boedker (2018) terms it as afault finding and enforcing of rules to avoid errors. It may

also take the form of passive management by exception by waiting for problems to arise before

taking corrective action (Bass1999) and thus calls for the use of punishment for unacceptable

behavior and contingent rewards to encourage the repetition of desired behavior (Boedker

etal.,2017). However, adopting the approach of behavioral theory, various scholars believed that

transformational leadership would be a better option than transactional is the best option.

Boedker et al. (2011) posit that under transaction leadership, the leader-member exchange is

dependent on performance. This therefore makes it an elementary factor to organizational success

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at both team and individual level. Obiwuru etal.(2011) adds that transactional leadership helps

organizations achieve their current objectives more efficiently by linking job performance to

valued rewards and by ensuring that employees have there sources they need to get the job done.

The above assertion may also be premised on the fact that when employees

first join an organization, it is as aresult of contractual obligations that spells expected rewards

for the attainment of set goals and targets. In bridging the gap, this study brings out the aspect that

interms of enhancing effectiveness, transactional style is onthe lower scale compared to

transformational style.

2.3.3 Transformational Leadership Style and employee performance.

The term ‘transformational leadership’was first coined by J.V.Downtonin Rebel Leadership:

commitment and Charisma in a Revolutionary Process(1973). Transformational Leadership,

proposed by Burns and extended by Bass and associates, has been conceived as a more complete

model of leadership than that advocated by the trait, style, contingency, or exchange theorists.

Burns(1978) first clearly distinguished between leaders who were oriented to exchange and those

who were oriented to change, the latter identified as Transformational Leaders. Burns(1978)

developed the theory of transformational leadership. Transformational leaders would encourage

followers to make great changes personally and also generated great changes and challenges for the

organization. The characteristics of transformational leadership include increasing confidence and

motivation, clarifying follower's directions of work in obtaining organizational goals, sharing

beliefs and benefits, and being open to employee's feedback and suggestions. However in this

study, transformational leadership signifies strong influences on relationship between leaders and

followers that instils power for achieving performance objectives and work goals.

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Howell & Avolio (2016) opines that leaders who enhance follower sconfidence and skills to

devise innovative responses, to be creative, and to take risks, can also facilitate the change over

processes in organizations. As promoters of change, transformational leaders elicit performance

beyond expectations by instilling pride, communicating personal respect, facilitating creative

thinking, and providing inspiration. Lind and Stevens (2014) assert that transformational

leadership style is considered more appropriate as it allows for leaders to rally people behind

clearly defined goals. Swanepoel, Erasmus, Van Wyk and Scheck (2016) highlighted that

leadership styles that encourage employee commitment is essential in order for an organization

to successfully implement business strategies, achieving their goals, gain competitive advantage

and optimizing human capital.

Whereas Stevens(2014), explains that transformational leaders elicit performance beyond

expectations by instilling pride others like Howell & Avolio 2016 view leadership as encourage

employee commitment. From the views of the authors above, it therefore not clear how and should

behand led in the context of public health care in Uganda. This study closed this gap by borrowing

from the ideas of Van Wyk and Scheck (2016) who assert that transformational leaders in still

pride, communicating personal respect, facilitating creative thinking, and providing inspiration.

Bass described transformational leadership as leader behaviors that stimulate and

Inspire followers to achieve extraordinary out comes by raising the level of motivation and

morality in both them selves and their followers (Bass, 2016). Transformational leaders are

effective in promoting organizational commitment by aligning goals and values of the follower, the

group, the leader, and the organization. Its strong, positive effects on follower’s attributes and

commitment will then motivate followers to reach their fullest potential and exceed expected

performance. Bass and his colleagues further conceptualized transformational leadership into four
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components: idealized influence; inspirational motivation; intellectual stimulation; and

individualized consideration. Each of the components help build follower’s commitment in

different ways. Transformational leaders have charisma, inspiration and intellectual

simulation, inspiration and intellectual simulation (Conger, 2016). Charisma generates the pride,

faith and respect that leaders encourage their workers to have in themselves, their leaders and their

technological organization, while inspiration is the ability to motivate followers through

communication of high technological expectations (Garcia-Morales,

2018). Intellectual simulation refers to the leaders ‘behavior that leads to promoting

employees' intelligence, knowledge and learning so that they can be innovative.

Transformational leader raises aspiration and shifts people and organizational systems into new,

high-performance patterns. The presence of transformational leadership is reflected in followers

who are enthusiastic about the leader and her or his ideas (Schermerhorn, 2018). Furthermore,

transformational leaders inspire their followers to think more than their own aims and interests

and to focus on greater team, organizational, national, and also global objectives (Jandaghi,2019).

While transactional and transformational leaders were described as active leaders (Yammarino &

Bass,2015), democratic leaders were viewed as inactive. Democratic leaders are characterized by

avoiding responsibility and decision making. Although such astyle undercertain conditions will be

effective (Sutermeister,2017), it was thought that democratic leadership indicated, infact, the

absence of leadership.Therefore, transformational leadership was considered to be appropriate way

to lead as I also concur with the past study and this maybe the leadership style to assess and find

out whether it is fit for Century bottling.

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A number of studies have examined the effect of transformational leadership on employee

effectiveness among others. Ogbonna and Harris (2017), note that anumber of researchers theorize

that transformational leadership is linked to performance compared to transactional, as they tend to

motivate followers to deliver superior performance.This assertion is supported by Boedkeretal.

(2016) who posit that transformational leadership may lead to high organizational performance due

to supportive, delegative, participative and collaborative leader-follower relationship.

Transformational leaders will thus result in high level of cohesion, commitment, trust and

motivation that leads to performance in new organizational environment (Obiwuru et al., 2016).

They also note that when organizations seek for new ways of out performing their competitors,

then the focus is shifted to leadership to provide that kind of direction and motivation to

organizational members.

Whereas Ogbonna and Harris,(2017) explain that transformational leads to employee

effectiveness others (Obiwuruetal.,2016); view leadership as enhancing organizational

performance. From the views of the authors above, it’s therefore not clear how and should it be

handled in the context of bottling companies in Uganda. This study closed this gap by borrowing

from the ideas of McCleskey (2014) and Obiwuruetal.(2016) who asserts that in order for

transformation leaders to thrive there is need to focus on emotional intelligence.

Transformational leadership is based on the works of human relations and behavioral science of

the likes of Elton Mayo (Boedker etal.,2016). According to Boedker etal. (2016), Elton Mayo

noted from his research that showing concern for workers’ needs could provide alternative better

ways of improving organizational performance than scientific management approach. This was

based on the recognition that leaders are not all-knowing and requires input from followers to

maximize decision effectiveness. Bass (2019) defines transformational leadership as the leader

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who is able to move the followers beyond immediate self-interest through idealized influence

(charisma), inspiration, intellectual stimulation or individualized consideration. This as posited by

Dmitry(2017) in his study that contrast the views of Burns and Basson the transformational and

transactional styles. Dmitry notes that Bass(2015) unlike Burns (2016) who viewed

transformational leadership as mutual creative relationship between the leader and the follower

(political perspective), proposed that transformational leadership is about leaders providing

direction through charisma, individualized consideration and intellectual simulation of the

follower towards the attainment of organizational goals (military orientation). Obiwuru etal.(2016)

adds that transformational leaders raise followers’ consciousness levels about the importance and

value of designated outcomes and ways of achieving them, by inspiring the followers to go beyond

self-interest for the sake of the better good of the entire organization as reflected in the vision and

mission.

Bass(2016) argues that this type of leadership elevates the followers’ level of maturity

and ideals as well as concern for achievement, self-actualization and the well-being of others, the

organization and the society. It is characterized by idealized influence and inspirational leadership

that are displayed when the leader envisions adesirable future, articulate show it can be reached,

sets an example to be followed, sets high standards of service delivery and shows determination

and confidence. Dimtry (2016) further postulates that transformational relationship provides room

for both the leader and the follower to dynamically influence each other’s perceptions and

behavior. Boedkeretal. (2016) posits that transformational leaders tend to be proactive and

endeavor to

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maximize individual, group and organizational development beyond ordinary. They ensure that

employees are empowered and not only feel compelled butal so become dedicated to assist in

accomplishing the goals and objectives of the organization. The support for transformational style

is also premised on the assumption that the majority of the followers would really want to

associate with leaders who inspire them, exude charisma but at the same time be in position to

recognize the individual differences that exist among his/ her followers (Dedan,2019). As observed

by McCleskey (2014), more than 200 studies spanning aperiod of over 30years have under taken

anumber of studies focusing on transformational style of leadership, thus reflecting it’s importance

within the leadership studies.

It is important to note though that in many cases a leader will exhibit the two styles—that is

transactional and transformational, though by varying degrees(Yulk&Gordon,

2014; Judgeetal.,2016; and Dedan,2019). This can be considered to be true since when employees

join an organization, the first duty they expect from their leaders is to be rewarded for the efforts

put and later on give their best beyond the transactional contract depending on the leadership as

may be exhibited by transformational style. The essence of classification and interest in leadership

is mainly associated with the overall effect it has on employee performance in private

companies.Whereas Dimtry(2016) and (Dedan,2019) explain that transformational leaders

inspires Others (Yulk&Gordon,2014;Judgeetal.,2016);view leadership as motivating. From the

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Views of the authors above, it’s therefore not clear how and should be handled in the context of

public health care in Uganda. This study closed this gap by borrowing from the ideas of

McCleskey(2014) and Obiwuruetal.(2016) who assert that to have a successful leadership in

CBCL, there is need for leaders to put emphasis on performance.

2.4 Summary of Literature Review.

The available literature related to the leadership styles and employee performance points out an

important concept that employee performance is dependent on leadership style is of paramount

significance. To a certain extent the distinction between leadership styles depends on context

suggesting the need to develop more approaches for performance improvement initiatives. The

next chapter provides the methods that used forth is study. The literature review above confirms

that different scholars have conducted several studies to establish the correlation between

leadership styles and performance but these studies did not focus on the three constructs chosen in

this study that is democratic leadership, transactional and transformational leadership styles. On

the side of methodology, studies took either aqualitative or quantitative approach. Only one

study(Bass,2019) employs a purely quantitative approach. Most make use of qualitative method

approaches that use questionnaire survey techniques to extract data from samples of a few hundred

respondents within a geographical spread confined to aparticular study are a yet this study adopted

atriangulation of both qualitative and quantitative approaches. The representativeness of the

findings by

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Dedan(2017) on democratic leadership is open to question in a number of studies with relatively

small samples and lack of stratification and coverage. The level of analysis is predominantly

micro– carried out amongst small private companies, rather than big ones like Centurybottling. In

particular, little research was identified arising from within developing countries: not only a lack

of studies related to the development of appropriate user interfaces, but also those which sought

to understand user environments. There are also gaps in relation to geographical focus. Studies

tended to focus on, and draw examples from developed nations without focusing at leadership

styles in Africa.

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 CHAPTER THREE

METHODOLOGY

3.1 Introduction.

This chapter discusses, the methods that were used to conduct this study interalia research design,

study population, sample size and selection sampling techniques and procedure, data collection

methods and instruments, validity and reliability of instruments procedure of data collection and

data analysis.

3.2 Research Design .

According to McMillan & Schumacher (2006) research design is a plan that describes the

procedures, nature and strategy of the research. Moutonand Marais(1990) mention that the

purpose of the research design is to ensure that the eventual validity of the research findings is

maximized. This study adopted acrosssectional survey design. Babbie (2017) asserts that a cross

sectional research design encompasses serious evaluation of a sample of a population which is

made at a given point in time. Across sectional design enhances flexibilitysince it captures a

specific point in time. It can also beconducted on representative samples of a population and there

are seldomethical issues(Schmidt,2018).

In supplement, quantitative approaches enabled collection of numerical data in order to explain,

describe, understand, relationship. It enabled the researcher to quantify the views of respondents

towards certain variables and draw statistical conclusions. For this matter, qualitative methods

were used to capture feelings, opinions and other subjective variables (Sekaran,2003). According

to Desscombe(2018), this kind of triangulation of methods of data collection enhances there

liability of data for investigating research problems.

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3.3 Study Population

A population is the aggregate or totality of objects or individuals having one or more

characteristics incommon that are of interest to the researcher and where inferences are to be

made (Amin,2005). The study population include 199 respondents.These consisted of 5

Members of Top management, Middle level staffs and Lower

level staffs.

3.4 Determination of the sample size and selection.

Sampling is the process by which the total research population is reduced to anumber which is

representative, practically feasible and theoretically acceptable for the research project

(Sekaran,

2003). Asample is a subset of a population used to drawinferences about the population.The

sample size of the study was arrived at by using Krejcie and Morgan(1970) Table of

determiningsample size from a given population.The sample sizes are depicted in Table1.

Table1:Target /Sample Size of Respondents and Sampling Technique.

3.5 Sample Size

The size of a probability (random) sample was determined using Krejcie & Morgan (1970)Table.

The sample contained elements that represent the target population. The key point to note

about the sample size is that the smaller the number of cases there are in the wider, whole

population, the larger the proportion of that population must be which appears in the sample.

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Table 3.1: Determination of Sample Size and Sampling Techniques.

Respondent Population Sample SamplingTechniqu Data Collection

e
Size Method
Top administrators 4 4 PurposiveSampling Interview,
Middle level staffs 25 24 PurposiveSampling Interviews
Lower level staffs 170 118 Simple Random Questionnaire
Total 199 147

Source:CBCLTeam Head Count Survey data(2020)

FromTable3 . 1, it can be observed that the researcher worked with a sample size of 147

respondents using a blend of purposive and simple randomsampling techniques. The sample size

was determined using the table of Morgan and Krejcie 1970, as cited in Amin(2005).

3.6 Sampling Techniques.

The study used both probabilistic and non-probabilistic sampling techniques.

3.6.1 Probabilistic Sampling Techniques.

From the existing probabilistic sampling techniques, the study used simple random sampling

techniques. Simple randomsampling was used to sample middle and lower level staffs because this

category of respondents has a large population size and as such warrants simple random

sampling to minimize sampling bias (Mugenda & Mugenda, 2003).

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3.6.2 Non-probabilistic Sampling Techniques.

From the existing non-probabilistic sampling techniques, purposivesampling was employed to

sample top administrators who are targeted due to their perceived knowledge arising out of

known experience that they have. This technique was employed because of the following h e n c e to

postulate that if sampling had to be done from smaller groups of key informants, there was need

to collect very informative data, and thus the researcher needed to select the sample purposively

at one’s own discretion (Sekaran, 2003). According to Creswell (2003) purposive sampling

enabled a researcher choose participants of his own interests / characteristics. According to

Amin (2005), the researcher uses judgment or common sense regarding the participant from

whom information was collected. Purposive sampling is often used to select people in fixed

positions. It is often used

to select participants by virtue of their positions.

3.7 Data Collection Methods.

The study used questionnaires, interviews and document review. These data collection methods

elicited information on leadership styles and employee performance.

3.7.1.1 Questionnaire Survey.

According to Amin (2005), asurvey is a self-report investigation used for gathering information

about variables of interest. A survey is deemed suitable because it enables respondents to give

opinions objectively without prejudice. Emotional effects such as shyness are minimized. They

also have the advantage of collecting data from abig population over a short time. This was

ascertained by Mchumu (2011).

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3.7.1.2 Interviews.

According to Desncombe (2008), interviews are open questions often administered to key

informants to give them wide latitude to talk about the subject. The interviews complimented and

triangulated the information gathered from respondents and the available documents (Patton2001).

This was intended to elicit a wide view on the subject. Interviews were both face-to-face and

telephone interviews. These contained both structured and semi structured questions. Interviews

were used because they have the advantage of ensuring probing for more information, clarification

and capturing facial expression of the interviewees (Somekh and Lewin,2015). In addition they

also give an opportunity to the researcher to revisit some of the issues that have been an over-sight

in other instruments and yet they are considered vital for the study.

3.7.1.3 Document Review.

According to Desncombe (2018), document review concerns extracting information from

documents. It is primarily used for secondary data. Information was gathered from CBCL Reports,

and HRCBCL Reports. The documents helped to give avivid picture of the situation under

investigation as this helped to cross check information and data in a more realistic manner for

purposes of triangulation (Desncombe2018).

3.8 Data Collection Instruments.

The study used astructured questionnaire, interview guide and a document review checklist to

collect information.

3.8.1 Questionnaires.

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The questionnaires comprised o f close-ended items accompanied by a list of possible alternatives

from which respondents were requested to select the answers that best describe their opinion about

the problem of investigation and situation (Mugenda and Mugenda,2005). The questionnaire were

standardized and w e r e rigid allowing no flexibilityand answers to items set in the questionnaire.

This facilitated to enlist validity and control of the extraneous variables (Sarantakos,2005). A

structured questionnaire containing sections as per study variables were designed to collect

information on the subject. It was administered to the respondents. It was on a five point Likert

scale with response choices such as, (5)stronglyAgree, (4)Agree, (3)Not sure, (2)Disagree,

(1)StronglyDisagree. The Likert format was preferred because it gave the respondents a variety of

responses for choice and the format also made it easy to tabulate the data obtained for comparison

purposes.

3.8. 2 Interview Guide.

The interview topical guide was designed to collect information. This guide helped to maintain

consistency. The interviews were preferred for top management who are an informed category by

virtue of their offices, wide latitude to talk about the subject at length without limit. The interview

guide contained unstructured items on each and every variable in the conceptual frame work that

democratic, transactional and transformational leadership and performance. According to Ragin

(2009), interview guide has item sthat are used to guide the interviewing process hence forth the

process has th eadvantage of ensuring probing for more information, clarification and capturing

facial expression of the interviewees. The researcher conducted interviews with the top

administrators of CBCL. A copy of the interview guide is appended marked appendixii

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3.8.3 Documentary Review Checklist.

A documentary review checklist was designed to extract the necessary information from the

documents.The document review checklist was used for purposes of reviewing documentary data.

Document data was obtained through the useof“published and unpublished documents”. According

to Groves, Fowler, Couper, Lepkowski, Singer and Tourangeau (2010), documents can be helpful

in a research design of subsequent

primary research and can provide a baseline with which the

collected primarydata results can be compared to other methods. Acopy of the document review

checklist was appended in the list of appendices.

3.9 Data Quality Control.

3.9.1 Validity.

According to Amin (2005), validity refers to the appropriateness of the instrument. It is the ability

to produce findings that are in agreement with theoretical and conceptual values of the study. It is

the ability to produce accurate results and measure what it is supposed to measure. To ensure

validity of research instruments, copies of the draft instruments were pilot tested at CBCL. This is

selected because it has more or less similar characteristics. This helped to assess the language

clarity, ability to tap information needed, acceptability in termsof length and the privacy of the

respondents. The researcher further discuss the instruments with the research supervisor,

academic staff and other colleagues. Thereafter, validity was established by computing the

content validity index whose formula is;

CVI=K/N

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Whereby’ CVI= Content ValidityIndex

K=Number of items considered relevant /suitable

N= Number of items considered in the instruments

Four experts were requested torate the instruments. Two of them were colleagues pursuing Master

in public administration while the other two were from other programmes.The results from rating

were used to compute the content validity index value ration. The CVI method is preferred

because it is the most suitable validity measure for the studies using instruments like

questionnaires and there searcher aimed at attaining more than 0.7 validity value ratioin order to

consider the instruments valid for the study(Amin2005).

Table 3.2: Results of the Content Validity Index for the Questionnaire

Variables Content Validity Index Number of items

Transactional leadership 0.800 7

Transformational leadership 0.871 5

Democratic leadership 0.850 6

Employee performance 0.745 8

Source: Primary data (2021)

The content validity index revealed validity results for the questionnaire as an instrument for

democratic leadership was 0.800, for transactional leadership was 0.871, for transformational

leadership was 0.850 and for the dependent variable (employee performance) was 0.745.

3.9.2 Reliability.

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Amin(2005) defined reliability as the dependability or trustworthiness in context of

measuring the instrument. It is the degree to which the instrument consistently

measures what it is measuring. In order to ensure reliability, the study adopted the

Cronbach’s coefficient Alpha to determine the quality of the instruments in terms of

reliability. If inconsistencies are found, the researchers re-constructed the instruments

accordingly in order to suit the theoretical and conceptual under pinnings of the study.

This was determined by use of Cronbach’s Coefficient Alphaformula.

Where;

K=the number of components(K-itemsortestlets),

=the variance of the observed total test scores, and

= the variance of componenti for the current sample of persons.

The study aimed at attaining more than 07coefficient value ratio. This implies that the

instruments are more than 70% reliable (Amin,2005). Qualitatively, the reliability of the

instruments was established through apilot test of the questionnaire to ensure consistency

and dependability and it’s ability to tap data that would answer the objectives of the

study

Table 3.3: Results of the Cronbach's Alpha Reliability Coefficient for Interview Guide

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Variables Cronbach Alpha Coefficient Number of items

Democratic leadership 0.744 7

Transactional leadership 0.746 5

Transformational leadership 0.707 6

Employee performance 0.742 8

Source: Primary data (2021)

The Cronbach Alpha reliability result revealed reliable results for democratic leadership was 0.744,

for transactional leadership was 0.746, for transformational leadership was 0.707 and for the

dependent variable employee performance was 0.742.

3.10 Procedure of Data Collection.

An introduction letter was obtained from Uganda Management Institute to help the researcher

access the participants. There searcher personally and physically carried out the exercise of data

collection without employing research assistants. No questionnaire was left behind to avoid

consultation and thus biased responses.

3.11 Data Analysis.

Data analysis concerns the ‘breaking up’ of data in logical and manageable themes, categories,

patterns, trends for reporting purposes (Creswell2009).

3.11.1 Quantitative Analysis.

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Data was coded by assigning numerals to responses. The study employed Statistical Package for

Social Scientists (SPSS) and data was entered into an SPSS editor. It was edited by double entry.

The researcher ensured that the first entry was the same as the second entry. This generated a

frequency code sheet for the various responses. This was used for descriptive analysis where

measures of central tendency like mean, standard deviation and percentages were computed. The

inferential statistics was used where Pearson’s correlation coefficient was run to test the hypothesis

to establish the relationship between the predictor/independent variables and the dependent

variable. Multiple regression or coefficient of determination were run to establish the extent of

the relationship.

3.11.2 Qualitative Analysis.

Data from interviews was edited, coded and analyzed by categorization underthe themes studied

under a process referred to as Content the matic Analysis. The master sheet and content the matic a

nalysis approaches were used to reduce data for reporting purposes. A master sheet was used to

draw frequency counts which was used to

generate percentages. Direct quotations from the key informants was reported verbatim under the

variable/ themes studied. Data from documents was categorized and reported according to themes

studied.

3.12 Measurement of Variables

According to Mugenda and Mugenda (2003), measurement of variables gives the research

information regarding the extent of individual difference on a given variable. It’s on this basis

therefore that appropriate measurements were used to measure t h e v a r i a b l e s and data was

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categorized in an orderly form using the five Likert scale used on the questionnaire as indicated

below.

Table 3.4: The Likert Scale.

5 4 3 2 1
Strongly agree Agree Notsure Disagree Strongly
disagree

A nominal scale was used where numbers were assigned to the different variables to serveas its

name and create sameness or difference. This enabled there searcher to know the difference

between variables.

3.13 Ethical Considerations.

Ethics are the norms or standards for conduct that distinguish between right and wrong. They

help to determine the difference between acceptable and unacceptable behaviors (Devlin, 2006).

Ethical standards prevent against the fabrication or falsifying of data and therefore, promote the

pursuit of knowledge and truth which is the primary goal of research (May,2011). Ethical behavior

is also critical for collaborative work because it encourages an environment of trust, accountability,

and mutual respect among researchers. The handling of these ethical issues greatly impact the

integrity of there search results.

Honesty, objectivity, respect for intellectual property, social responsibility, confidentiality, non-

discrimination and many others (May,2018). Voluntary participation and informed consent was

catered for. The purpose of the survey was fully explained and there spondents politely requested

to participate in the study.

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Sensitivity of CBCL and CBCL records, the researcher ensured that the respondents are not

harmed. According to Cohenetal.(2000), it is very important that the participants have the option to

refuse to participate in the study and the researcher has to provide this option. This was provided

for in the introduction part of the questionnaire and consent form.

Anonymity was another concern as described by Deniscombe (2018). To this end, promise and

principle of anonymity together with confidentiality were assured after the names of the

respondents were not requested for.

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 CHAPTER FOUR

PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS

4.1 Introduction.

This chapter contains the presentation, analysis and interpretation of the findings.The study

investigated the relationship between leadership styles and employee performance in Century

Bottling Company. The objectives of this study were to examine the relationship between

democratic leadership style and employee performance at Century Bottling Company Ltd, to

analyze the relationship between transactional leadership style and employee performance at

Century Bottling Company Ltd and to investigate the relationship between transformational

leadership style and employee performance at Century Bottling Company Ltd.

4.2 Response Rate

Table 4.1: Response rate

Instruments distributed(questionnaire) Responses to Survey Percentage

119 100 84.0

Expected Interviewees Respondents Interviewed

28 05 17.8

Total 147 105 71.4

Source:Primary Data (2021) N=105

In this study, the total number of expected respondents was 147 and a total of 100 respondents

actually returned the survey instruments which were usable and 05 were interviewed. By computing

the response rate for both interviews and questionnaires, it gave a response rate of 71.4% which

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was higher than the recommended 50 percent at an international level. The low response rate was

due to failure to return the questionnaires given that many Century bottling employees were

working from home given the COVID-19 staffing restrictions that had been imposed since March

2020. This response rate was considered sufficient since according to Mugenda and Mugenda

(1999), a response rate of 50% and above is good enough for a study.For most surveys, a response

rate of 50 percent or higher is adequate, one of 60 percent or higher is good and one of more than

70 percent is very good (Creswell, 2009). Internationally accepted response rate for survey studies

is at a minimum of 50 percent. Kothari(2004) suggests that a researcher should be able to explain

the active response rate, which he differentiates from the total response rate Kothari (2004)

recommends, however that the most common way of doing this computation is to exclude the

ineligible respondents and those who despite repeated attempts were unreachable which gives the

active response rate.

4.4 Background Characteristics

This section presents facts about the respondents, namely; gender, age, education, working

experience, and position of the respondent.

4.5 Sex of the Respondents

Views from both Male and Female respondents were collected. The results obtained on the item are

presented in table 4.2 below

Table 4.2: The table below presents the summary statistics on sex of the respondents

Frequency Percent
Female 39 37.1
Male 66 62.8
Total 105 100.0
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 Source: Primary Data (2021) N=105

Table 4.2 shows that the majority of the respondents were male (62.8%) and female were (37.1%).

These results show that gender representation indicated a slight variation between the male and

female with a difference of 25.7%. This meant that both males and females provided their views

representative of gender groups. Although the number of males is more than the distribution of

females, the study indicates that there was equitable (proportionate) participation of both men and

women in the decision making process. This gave the researcher an opportunity to interact and

discuss different views with both men and women at different levels.

4.6 Age of the Respondents

The study looked at age distribution of the respondents using frequency distribution. The results

obtained on the item are presented in table 4.3 below.

Table 4.3: Presents the summary statistics on the Age of the respondents

Frequency. Percentage.

20-29 years 15 14.2

30-39 years 45 42.8

40-49 years 30 28.5
50 above 15 14.2

Total 105 100.0

Source: Primary Data (2021) N=105

The age categories of the respondents were studied according to their age groups. This was

important for the study because it was believed that differences in age indicated differences in

opinions. Therefore, establishing different age groups of the people who were involved helped to

provided varied opinions about the study problem. From the above table, the majority of

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respondents who took part in the study were between 30-39 years were 45% and those who were

between the age of 20-29 were 15% and those that were between 40-49 years were 30% and lastly

those that were above 50 years were 10%. The respondents adequately responded to the questions

put forward and by virtue of their experience, their responses were sound enough such that the

researcher was able to generate adequate data for the study.

Table 4.4: Distribution of Respondents by Highest Level of Education

The table 4.4 presents the summary statistics on level of education of the respondents. By

examining the highest educational qualifications of the study respondents, the researcher wished to

ascertain whether there were substantial differences in the responses on PROCAMIS and justice

delivery.

Table 4.4: Presents the summary statistics on Highest Level of Education

Frequency Percent

Certificate 23 21.9

Diploma 56 53.3

Bachelors 26 24.7

Total 105 100.0

Source: Primary Data (2021) N=105

The majority of the respondents were diploma holders making a total percentage of 53.3%, the

respondents with Bachelors degrees were 24.7%, and those with certificates were 21.9%. This

showed a gap in qualification since the minimum requirement for a in Century bottling company is

an ordinary certificate. These results indicate that the respondents had reasonably good education

qualifications and the desired skills and knowledge to deliver. Besides, on the basis of education
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 levels, the respondents were able to read, understand the questionnaire and gave appropriate

responses.

4.7 Empirical Findings based on Both Research Objectives, Research Questions and

Hypothesis

The findings were presented on the basis of the study objectives. The total number of respondents

for this particular study was 100. Responses are presented based on the Five Likert scale ranging

from one which represented strongly disagree, 2 Disagree, 3 Not sure, 4 Agree and 5 representing

strongly agree. Mean in this study indicates the average figure in reference to the 5-point Likert

scale used to measure the variables ranging from 1 to 5. Standard deviation means the non-

conformity or figures representing the deviation from the mean score provided. The standard

deviation is normally from 0 to 3. If the standard deviation is less that one means that there was

limited variation in responses and if the standard deviation is greater than one means that there was

high variation in responses.

4.7.1 What is the relationship between Democratic leadership and Employee performance

Table 4.5 above represents the respondents’ responses on record keeping and justice delivery in

ODPP. The study used 14 items based on a five Likert scale to measure this variable

Table 4.5: Summary statistics on Democratic leadership

Item/ SD D N A SA Mean Standard

Responses deviation
Decisionsaretakenafterreachi 30(30%) 18(18%) 0 32(32%) 20(20%) 3.608 .2445
ngconsensus
Leadersexpressesconfidence 26(26) 13(13) 0 27(27) 44(44) 3.970 .2677
whiletalkingtosubordinates

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Leaderscreateawarenessabou 10(10) 33(33) 0 33(33) 24(24) 3.600 .1002
timportantissuesinCBCL
Leadersencourage 26(26) 27(27) 0 13(13) 44(44) 3.570 .2677
smemberstore-
examine
assumptionsthat
guidetheoperations
Leadersareopentodifferentvi 30(30%) 18(18%) 0 32(32%) 20(20%) 3.508 .2445
ews fromthesubordinates
Leaderstendtosuggestnewway 30(30%) 18(18%) 0 32(32%) 20(20%) 3.608 .2445
sofdoingthingsin CBCL

Leadershelpse 26(26) 13(13) 0 27(27) 44(44) 3.970 .2677

mployeestoloo
kattheirtaskfr
ommany
differentangle
s
Average 3.333 1.002

N =100 Source: Primary data (2021)

Whether decisions are taken after reaching consensus; 30 (30%) strongly disagreed, 18 (18%)

disagreed, 00(00%) were not sure, 32(32%) agreed, 20(20%) strongly agreed. This indicated that

decisions are taken after reaching consensus. The mean of 3.608 meant agreement and the low

standard deviation of 1.40498 implies that there is limited variation in response.

Survey findings revealed that the majority 44(44%) strongly agreed, 27%(27) agreed, 0(00%) were

not sure, 13(13%) disagreed, 26(26%) strongly disagreed with the item that leaders expresses

confidence while talking to subordinates and a computed test figures mean of 3.970 indicated

agreement with the item and the low standard deviation is .2677 indicated that there is limited

variation in response.

Respondents were asked whether leaders create awareness about important issues in CBCL

10(10%) strongly disagreed, 33(33%) disagreed, 00(00%) were neutral, 33(33%) disagreed,

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24(24%) disagreed said that they use their computers and laptops. The mean of 3.600 meant that the

majority agreed and the low standard deviation of .1002 indicated limited variation in response

Whether leaders encourages members to re-examine assumptions that guide the operations,

26(26%) strongly disagreed, 27 (27%) disagreed, 00(00%) were not sure, 13(13%) agreed, 44(44%)

strongly agreed. This indicated that leaders encourages members to re-examine assumptions that

guide the operations. The mean of 3.570 means that agreement and the low standard deviation of

0.2677 implies that there is limited variation in response.

Basing on survey findings, it was established from the respondents in relation to the item that stated

that leaders are open to different views from the subordinates. The majority 30(30%) strongly

disagreed, 18(18%) disagreed, 00(00%) were neutral, 32(32%) agreed and 20(20%) strongly

agreed. The mean of 3.508 indicated agreement and the standard deviation of 0.2445 indicated that

there is limited variation in response.

When asked whether leaders tend to suggest new ways of doing things in CBCL, the total number

of respondents was 100, a total of 30 (30%) strongly disagreed, 18(18%) disagreed, 00(00%) were

neutral, 32(32%) agreed and 20(20%) strongly agreed. The statistical tabulation indicated a mean of

3.608 indicating that the majority agreed and a standard deviation of .2445 implied that there was

limited variation in response.

It was established from the respondents in relation to the item that stated that leaders helps

employees to look at their task from many different angles, 26(26%) strongly disagreed,13(13%)

disagreed, 0(00%) were neutral 27(27%) agreed and 44(44%) strongly agreed with the question.

The statistical tabulation revealed a mean of 3.970 indicated agreement and the low standard

deviation of .2677 indicated that there is limited variation in response.

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Interview Findings

A respondent in relation to democratic leadership noted

We have not been helped by democratic leaders in this company since they have not strongly

influenced the relationship between leaders and followers that instils power for achieving

performance objectives and work goals (.

Relatedly, another respondent pointed out

As promoters of change, transformational leaders have not elicited performance beyond

expectations by instilling pride, communicating personal respect, facilitating creative thinking, and

providing inspiration. Our leaders have not considered it more appropriate to take up democratic

leadership strongly by rallying employees behind clearly defined goals. This may be discouraging

employee commitment yet it is essential for an organization to successfully implement business

strategies, achieving their goals, gain competitive advantage and optimizing human capital.

4.7.1.1 Presentation of study findings on Hypothesis one (1): There is a significant

positiverelationship between democratic leadership and employee performance. The hypothesis

was tested using Pearson Correlation Coefficient.

Table 4.6: Correlation matrix for Democratic leadership and Employee performance

Correlations
Democratic Employee performance
leadership
Democratic Pearson 1 .274*
leadership Correlation
Sig. (2-tailed) .000
N 100 100
Employee Pearson .274* 1
performance Correlation
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 Sig. (2-tailed) .000
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Primary Data (2021) N=100

The results show that the correlation coefficient is 0.274* and its significance level 0.000, which

was positive with probability value (p = 0.000) that is less than α = 0.01 level of significance

showing a significant weakpositive relationship between democratic leadership and employee

performance in Century Bottling Company. The relationship between democratic leadership and

employee performance is statistically significant. Therefore, an improvement on democratic

leadership will lead to a weak improvement on employee performance in Century Bottling

Company. The hypothesis that stated that there is a positive significant relationship between

democratic leadership and employee performance is thus accepted.

4.7.2 Objective Two (2): Transactional Leadership style and Employee performance

To assess the relationship between transactional leadership style and employee performance, the

following responses were got from the respondents and presented in the table 4.7 below.

Table 4.7: Summary statistics on Transactional Leadership style

Questions SD D N A SA Mea Standa

Responses n rd
deviati
on
Leaderscommend 14(14 18(18 0 18(18 50(50 3.79 .1120
employeeswhentheydoabetterjobthan %) %) %) %) 0
theaverage
Leadersmake itclearas towhat employees 24(24 26(26 0 24(24 26(26 3.88 .2780
willreceive if %) %) %) %) 8
theirperformancemeetsexpectedstandard
Leadersprovides employees withassistance 26(36 36(36 0 20(20 08(8.0 2.00 .15567
based oneffort theyputin atwork %) %) %) %) 0
Leadersmakesureemployeesarerewar 13(13 14(14 0 27(27 46(46 3.78 .1500
dedforachieving performancetargets %) %) %) %) 0
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Leadersguidesubordinates 21(21 21(21 0 28(28 30(30 3.60 .1954
onnewworktasks %) %) %) %) 8
Average 3.47 1.001
7
N= 100 Source: Primary data (2021)

When the respondents were asked to give their opinion as to whether leaders commend employees

when they do a better job than the average; 14(14%) strongly disagreed, 18(18%) disagreed,

00(00%) were not sure, 18(18%) agreed, 50(50%) strongly agreed. This indicated that the leaders

commend employees when they do a better job than the average. The mean of 3.790 meant

agreement to the item that stated leaders commend employees when they do a better job than the

average and the low standard deviation of .1120 implies that there is limited variation in response.

As to whether leaders make it clear as to what employees will receive if their performance

meets expected standard 24(24%)strongly disagreed, 26(26%) disagreed, 00(00%) were neutral,

24(24%) agreed and 26(26%) strongly agreed, the mean of 3.888 indicated agreement with the item

and the low standard deviation of 0.2780 indicated there is limited variation in response.

When the respondents were asked to give their opinion as to whether leaders provides employees

with assistance based on effort they put in at work; 26(26%) strongly disagreed, 36(36%)

disagreed, 00(00%) were not sure, 20(20%) agreed, 08(8%) strongly agreed. This indicated that

leaders do not provide employees with assistance based on effort they put in at work. The mean

of 2.000 meant disagreement to the item that stated leaders provides employees with assistance

based on effort they put in at work and the low standard deviation of .15567 implies that there is

limited variation in response.

Basing on survey findings, it was established from the respondents leaders make sure employees

are rewarded for achieving performance targets, 13(13%) strongly disagreed, 14(14%) disagreed,
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00% were neutral, 27(27%) disagreed and 46(46%) strongly disagreed. The mean of 3.780 meant

that the respondents agreed that leaders make sure employees are rewarded for achieving

performance targets

As to whether leaders guide subordinates on new work tasks, 21(21%) strongly disagreed, 21(21%)

disagreed, 00% were neutral, 28(28%) agreed and 30(30%) strongly agreed. The trend of responses

which was more inclined to agreement was further reflected through the mean of 3.608 and the

corresponding standard deviation of .1954 which was low indicating limited variation in responses.

Interview Findings

A respondent in relation to transactional leadership had this to say,

our leaders are reluctant to embrace transactional leadership style yet it would be more effective in
promoting organizational commitment by aligning goals and values of theemployees, the group, the
leader, and the organization. Its strong, positive effects on follower’s attributes and commitment
will then motivate followers to reach their fullest potential and exceed expected performance.

In disagreement a staff noted

Transactional leaders are here with us they have thus led to ahigh level of cohesion, commitment,
trust and motivated and inspired performance in Century bottling company.

4.7.2.1 Presentation of study findings on Hypothesis two (2): there is a significant positive

relationship between transactional leadership and employee performance.

The hypothesis stated that: a significant positive relationship between procedural rules and justice

delivery. The hypothesis was tested was tested using Pearson Correlation Coefficient.

Table 4.8: Correlation Matrix for Transactional leadership and Employee performance.

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 Correlations
Transactional Justice delivery
leadership
Transactional leadership Pearson 1 .552**
Correlation
Sig. (2-tailed) .000
N 100 100
Justice delivery Pearson .552** 1
Correlation
Sig. (2-tailed) .000
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Primary Data (2021) N=120

The results show that the correlation coefficient is 0.552** and its significance level 0.000, which

was significant positive with probability value (p = 0.000) that is less than α = 0.01 level of

significance showing a significant moderate positive relationship between transactional leadership

and employee performance in Century Bottling Company. The relationship between transactional

leadership and employee performance in Century Bottling Company is statistically significant.

Therefore, an improvement in transactional leadership will lead to a moderate improvement on

employee performance in Century Bottling Company. The earlier postulated hypothesis is now

upheld. The hypothesis that stated that there is a significant positive relationship between

transactional leadership and employee performance in Century Bottling Company is upheld.

4.7.3 Objective Three (3):Transformational leadership and Employee performance

To assess the relationship between transformational leadership and employee performance, the

following responses were got from the respondents and presented in the table 4.9 below.

Table 4.9: Summary statistics on Transformational leadership

Items SD D N A SA Mean Standard

deviation
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Leadersdowaitwhenthingsg 06(06%) 06(06%) 0 38(38%) 50(50%) 4.778 .1334
owrong
beforehe/shetakesaction
Leadersfocuseson 02(2.0) 02(2.0) 0 40(40%) 56(56%) 4.756 .2003
employees’mistake
sratherthanonwha
t
theyhavedoneright
00(0.0%) 05(5.0%) 0 75(75%) 20(20%) 4.000 .1509
Leaderscontinuously
remindsemployeesoftheirp
astmistakes
Leadersfocusesmo 04(4.0%) 02(2.0%) 0 10(10%) 84(84%) 4.860 .2770
reonfailuresthanach
ievements recorded
byworkers
Leadersguidetheworkersth 05(5.0%) 05(5.0%) 0 10(10%) 80(80%) 3.909 .2756
roughthechangeprocess
Leadersarewillingtohelpe 06(06%) 06(06%) 0 38(38%) 50(50%) 4.778 .1334
mployeeschangeforthebette
r
Leadersdowaitwhenthingsg 02(2.0) 02(2.0) 0 40(40%) 56(56%) 4.756 .2003
owrong
beforehe/shetakesaction
Average 3.577 1.230

N= 100 Source: Primary Data (2021)

When the respondents were asked to give their opinion as to whether leaders do wait when things

go wrong before he/she takes action; 06(6%) strongly disagreed, 06(6%) disagreed, 00(00%) were

not sure, 38(38%) agreed, 50(50%) strongly agreed. This indicated that leaders do wait when things

go wrong before he/she takes action. The mean of 4.778 meant agreement to the item that stated

that leaders do wait when things go wrong before he/she takes action and the low standard

deviation of .1334 implies that there is limited variation in response.

As to whether leaders focuses on employees’ mistakes rather than on what they have done right

2(2%) strongly disagreed, 2(2%) disagreed, 00(00%) were neutral, 40(40%) agreed and 56(56%)

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strongly agreed, the mean of 3.888 indicated agreement with the item and the low standard

deviation of 0.2780 indicated there is limited variation in response.

When the respondents were asked to give their opinion as to whether leaders continuously reminds

employees of their past mistakes; 00(00%) strongly disagreed, 05(5%) disagreed, 00(00%) were not

sure, 75(75%) agreed, 20(20%) strongly agreed. This indicated that leaders continuously reminds

employees of their past mistakes. The mean of 4.000 meant agreement to the item that stated that

the leaders continuously reminds employees of their past mistakes and the low standard deviation

of .1509 implies that there is limited variation in response.

Basing on survey findings, it was established from the respondents that leaders focus more on

failures than achievements recorded by workers, 04(4%) strongly disagreed, 2(2%) disagreed, 00%

were neutral, 10(10%) disagreed and 84(84%) strongly disagreed. The mean of 3.780 meant that the

respondents agreed that leaders focuses more on failures than achievements recorded by workers

As to whether leaders guide the workers through the change process, 05(5%) strongly disagreed,

5(5%) disagreed, 00% were neutral, 10(10%) agreed and 80(80%) strongly agreed. The trend of

responses which was more inclined to agreement was further reflected through the mean of 3.909

and the corresponding standard deviation of .2756 which was low indicating limited variation in

responses.

Basing on survey findings, it was established from the respondents that leaders are willing to help

employees change for the better, 06(6%) strongly disagreed, 06(6%) disagreed, 00% were neutral,

38(38%) disagreed and 50(50%) strongly disagreed. The mean of 4.778 meant that leaders are

willing to help employees change for the better and the low standard deviation of.1334 indicated

that there were limited variation in responses.

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As to whether leaders do wait when things go wrong before he/she takes action; 24(24%) strongly

disagreed, 26(26%) disagreed, 00(00%) were neutral, 24(24%) agreed and 26(26%) strongly

agreed, the mean of 3.630 indicated agreement with the item and the low standard deviation of

0.2780 indicated there was limited variation in response.

Interview Findings

Relatedly, a respondent pointed out that “Followers of a transformational leader respond by feeling

trust, admiration, loyalty, and respect for the leader and are more willing to work harder than

originally expected. Employees in top positions like Century Bottling demonstrate four factors:

individual consideration, intellectual stimulation, inspirational motivation (charismatic

leadership), and idealized influence” (KII taken on 1st October 2021)

A respondent pointed out that “transformational leader is someone who encourages the motivation

and positive development of followers, exemplifies moral standards within the organization and

encourages the same of others, and fosters an ethical work environment with clear values,

priorities and standards. The transformational leader builds company culture by encouraging

employees to move from an attitude of self-interest to a mindset where they are working for the

common good, holds an emphasis on authenticity, cooperation and open communication and

provides coaching and mentoring but allowing employees to make decisions and take ownership of

tasks” (KII taken on 1st October, 2021).

Another respondent pointed out that “when leaders give opportunities for participation in decision

making, employees report high levels of organisational identification and job performance as a

consequence.Staff have to participate to ensure satisfaction, this may not yield fruits if the

leadership styles employed cannot stimulate innovativeness(KII taken on 1st June 2021)

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In connection to how have leaders guided the workers through the change process, a respondent
pointed out that
Yes, immediate supervisors are expected to provide guidance and mentorship to subordinates and
ensure there is a clear flow of information to and from the department. Mentorship is done through
one on one training but it has been a gradual process (KII taken on 8th September, 2021)
In corroboration another respondent pointed out that

“Some leadersin Century Bottling Company are role model who employees can respect, trust, and

admire. In addition, the leaders tend to consider their own needs instead of the needs of others.

Many times, employees who respect their supervisor try to follow him or her and are willing to

incorporate their goals”(KII Interview taken on 1st October, 2021)

Relatedly, a respondent noted in relation to how leaders have boosted career developments in
Century Bottling Company had this to say
We do appraisals on an annual basis, where our performances are evaluated and weaknesses
identified and recommended for training programmes. This is done for every staff (KII taken on 2nd
October, 2021)

4.7.4 Verification of Hypothesis Three: There is a significant positive relationship between

transformational leadership and employee performance in Century bottling company

The hypothesis was verified using the Pearson correlation coefficient and the results of the
hypothesis are given table 4.10 below.

Table 4.10: Correlation matrix for transformational leadership and employee performance

Correlations
Transformational Employee performance
leadership
Transformational Pearson 1 .666**
leadership Correlation
Sig. (2-tailed) .000
N 100 100
Employee Pearson .666** 1
performance Correlation
Sig. (2-tailed) .000
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 N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Primary Data (2021) N=100

The results show that the correlation coefficient is 0.666** and its significance level 0.000, which

was positive with probability value (p = 0.000) that is less than α = 0.01 level of significance

showing a significant positive relationship between transformational leadership and employee

performance in Century bottling company. The relationship between transformational leadership

and employee performance in Century bottling company is statistically significant. Therefore, an

improvement on transformational leadership will lead to an improvement on employee performance

in Century Bottling Company. The hypothesis that stated that there is a significant relationship

between transformational leadership and employee performance in Century bottling company is

upheld.

4.7.5 Employee Performance

Responses are presented based on the five Likert scale ranging from one which represented strongly

disagree, 2 Disagree, 3 Not sure, 4 Agree and 5 representing strongly agree. The resulting summary

statistics are in Table 4.11 below.

Table 4.11: Summary statistics on Employee Performance

Item SD D N A SA Mean Standard

Responses deviation
I contribute immensely to the 17(17%) 23(23%) 0 32(32%) 28(28%) 3.770 .594
final out put
Icontribute immensely to the 22(22%) 08(8.0%) 0 35(35%) 35(35%) 3.968 .2445
betterment of the quality of the
product

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 Ifinishworkontime 11(11%) 11(11%) 0 37(37%) 41(41%) 4.009 .1123

Iputalotofeffortsin taskexecution 19(19%) 16(16%) 0 35(35%) 30(30%) 3.704 .6780

Iaminconstant contact 12(12%) 12(12%) 0 24(24%) 52(52%) 3.907 .1244

withmysuperiorstohelpthembett
er tasks
Average 3.27 .988

Source: Primary data (2021)N=100

When the respondents were asked to give their opinion as to whether the employees contribute

immensely to the final out put; 17(17%) strongly disagreed, 23(23%) disagreed, 00(00%) were not

sure, 32(32%) agreed, 28(28%) strongly agreed. This indicated that employees contribute

immensely to the final out put. The mean of 3.770 meant agreement to the item that stated that

employees contribute immensely to the final out put and the low standard deviation of 0.594

implies that there was limited variation in response.

As to whether they contribute immensely to the betterment of the quality of the product, 22(22%)

strongly disagreed, 8(8%) disagreed, 00(00%) were neutral, 35(35%) agreed and 35(35%) strongly

agreed, the mean of 3.968 indicated agreement with the item and the low standard deviation of

0.2445 indicated there is limited variation in response.

When the respondents were asked to give their opinion as to whether they finish work on time;

11(11%) strongly disagreed, 11(11%) disagreed, 00(00%) were not sure, 37(37%) agreed, 41(41%)

strongly agreed. This indicated that they finish work on time. The mean of 4.009 meant agreement

to the item that stated employees finish work on time and the low standard deviation of .1123

implies that there is limited variation in response.

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Basing on survey findings, it was established from the respondents that employees put a lot of

efforts in task execution, 19(19%) strongly disagreed, 16(16%) disagreed, 00% were neutral,

35(35%) disagreed and 30(30%) strongly disagreed. The mean of 3.780 meant that employees put

a lot of efforts in task execution.

As to whether I am in constant contact with my superiors to help them better tasks, 12(12%)

strongly disagreed, 12(12%) disagreed, 00% were neutral, 24(24%) agreed and 52(52%) strongly

agreed. The trend of responses which was more inclined to agreement was further reflected through

the mean of 3.907 and the corresponding standard deviation of .1244 which was low indicating

limited variation in responses.

Interview Findings

A respondent noted

Being in constant contact with the managers has helped minimize mistakes and my productivity
levels have gone up. Iam one of those employees who accomplish tasks on time.

Table 4.12: Multiple Regression Analysis

Unstandardized Standardized
Model Coefficients Coefficients
Variables
Std.
Beta Error Beta T Sig.
(Constant) 81.607 6.326 12.900 .000
Democratic
.224 .074 .218 3.041 .003
leadership
Transactional
1 .065 .142 .031 .456 .649
leadership
Transformational
.260 .075 .230 3.484 .001
leadership

R .387a
R Square .150

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Adjusted R
.139
Square
F statistic 13.657
Sig. .000b
a. Dependent Variable: Employee performance
b. Predictors: (Constant), Democratic, transactional, & transformational leadership
Source: Primary Data (2021)

Table 4.12 shows the Adjusted R Square is 0.139 indicating a weak association between Leadership

styles and employee performance in Century Bottling Company. The adjusted R square of.139

implies that leadership styles predicts/explains employee performance in Century Bottling

Company by 13.9%. This suggests that holding other factors constant, one unit of improvement on

leadership styles would result into an improvement in employee performance in Century Bottling

Company by a magnitude of 0.139 units.

The F-ratio is 13.657 which is above the F-critical of 2.60 for this test when using an alpha of 0.05

correspondingly, the observed P-value of 0.000 is well below the bench mark sig. = 0.05, therefore

the hypothesis is true there is significant relationship between leadership styles and employee

performance in Century Bottling Company. The full model is statistically significant (F = 13.657,

df = 236, sig.= .000). F-Statistics is 13.657, given the strength of the correlation, the model is

statistically significant (p=0.000 < .05). Basing on the p value of 0.000 which is less than 0.05

indicated that there was a significant positive relationship between leadership styles and employee

performance in Century Bottling Company.

In conclusion, the findings were presented based on the research objectives, research questions and

hypotheses. Findings revealed that transformational leadership had the highest correlation of the

three variables therefore if Century Bottling Company is to enhance the performance of its

employees, then it should put emphasis on transformational leadership.

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 CHAPTER FIVE

SUMMARY OF FINDINGS, DISCUSSION, CONCLUSIONS AND

RECOMMENDATIONS.

5.1 Introduction

This chapter presents the summary of findings, discussion of the study findings as presented in

chapter four, conclusions and recommendations plus areas for further research.

5.2 Summary of Findings

5.2.1 Democratic Leadership and Employee Performance

Qualitative findings revealed that decisions are taken after reaching consensus in CBL but this may

not be the case all the time. Leaders expresses confidence while talking to subordinates.Leaders

create awareness about important issues in CBCL. Leaders encourages members to re-examine

issues that foster smooth work operations. Leaders are open to different views from the

subordinates. Leaders tend to suggest new ways of doing things in CBCL.

Leaders helps employees to look at their task from many different angles. It was further observed

that leaders in CBL have not elicited performance beyond expectations by instilling hardwork,

communication, personal respect, facilitating creative thinking, and providing inspiration. The

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leaders have not considered it more appropriate to take up democratic leadership strongly by

rallying employees behind clearly defined goals. This may be discouraging employee commitment

yet it is essential for an organization to successfully implement business strategies, achieving their

goals, gain competitive advantage and optimizing human capital. The resulting correlation

indicates a significant weak positive relationship between democratic leadership and employee

performance in Century Bottling Company.

5.2.2 Transactional Leadership and Employee Performance

Qualitative study findings revealed that CBL leaders commend employees when they do a better

job than the average. Leaders make it clear as to what employees will receive if their

performance meets expected standard. It was further observed that CBL leaders motivate

employees based on work effort. Leaders make sure employees are rewarded for achieving

performance targets. Leaders guide subordinates on new work tasks. It was further observed that

Century bottling Company leaders are reluctant to embrace transactional leadership style yet it

would be more effective in promoting organizational commitment by aligning goals and values of

the employees, the group, the leader, and the organization. Its strong, positive effects on follower’s

attributes and commitment will then motivate followers to reach their fullest potential and exceed

expected performance. The resulting correlation coefficient indicates a significant moderate

positive relationship between transactional leadership and employee performance in Century

Bottling Company.

5.2.3 Transformational Leadership and Employee Performance

Qualitative study findings revealed that leaders do wait when things go wrong before he/she takes

action. Leaders focuses on employees’ mistakes rather than on what they have done right. Findings
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further revealed that leaders continuously reminds employees of their past mistakes. It was further

established that leaders focus more on failures than achievements recorded by workers. Leaders

guide the workers through the change process. Findings further revealed that leaders are willing to

help employees change for the better. It was further observed that Employees in top positions like

Century Bottling demonstrate four factors: individual consideration, intellectual stimulation,

inspirational motivation (charismatic leadership), and idealized influence. The resulting correlation

coefficient indicates a significant positive relationship between transformational leadership and

employee performance in Century bottling company.

5.3 Discussions

This subsection looks at the discussion of the findings which are discussed according to the

respective research objectives as earlier presented in chapter one.

5.3.1 Democratic leadership and Employee performance

Findings revealed that there is a significant positive relationship between democratic leadership and

employee performance in Century bottling Company. Findings revealed that Democratic leaders

offer guidance to group members, but they also participate in the group and allow input from other

group members. People who work under such leaders tend to , support one another, and consult

other members of the group when making decisions. Group members feel engaged in the process

and are more motivated as well as creative. Democratic leaders tend to make followers feel like

they are an important part of the team, which helps foster commitment to the goals of the group

(Bass and Bass 2008).

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Findings revealed that democratic leadership tends to be centered on the followers and it is an

effective approach when trying to maintain relationships with others. Participatory leadership is

synonymous with team leadership, shared leadership collective leadership which spurs employees

ownership of the organizational tasks and goals. Where staff report they have participative climate

they have high levels of satisfaction with their immediate supervisors. Similarly, patients report that

they, in turn treated with respect, care and compassion (Dawson et al, 2011). Katrinli, et (2008)

found similar findings among organizational identification and the mediating role of job

involvement for nurses where engagement leaders created a positive climate for staff so that they

felt involved and had the emotional capacity to care for patients.

Karilnli (2008) examined the quality of nurse managers’ relationships with their staff using Leader

Member Exchange theory, nurses’ organisational identification, and whether job involvement

mediated any relationship between these factors. When nurse leaders gave nurses opportunities for

participation in decision making, nurses reported high levels of organisational identification and job

performance as a consequence. Wong and Laschinger (2013) report that in Asia empowerment of

nurses though planning to bring about quality improvement emerges from the literature as a

possible key factor that can influence job satisfaction and positive health outcomes through

empowerment.

Findings revealed that the leaders are not wholly democratic and if there were democratic they

would encourage participatory planning where the employees attach to the policies, practices and

procedures they experience. A number of studies have shown that first line supervisors play an

important role in influencing determining the performance of health care organisations

( McAlearney, 2011 & Preuss, 2003).

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Democratic leadership allows for collaboration and cooperation among the staff themselves and the

leaders (Amstrong 2010 & Bass and Bass 2008). Available evidence in UK highlights the

importance of collective and collaborative leadership in patient outcomes and health worker

wellbeing (Dickinson et al, 2013; West et al ,2014). This facilitates a balance between individual

skill-enhancement and organisational capacity building (Edmondstone, 2011). A collective

leadership culture is characterised by shared leadership by a constantly swirling mix of changes in

leadership and followership, dependent on the task at hand or the unfolding situational challenges.

Research evidence suggests the value of this, particularly at team level.

5.3.2 Transactional leadership and Employee performance

There is a significant positive relationship between transactional leadership and employee

performance in Century Bottling Company. Similarly, Iruoma (2005) noted that there is a

significant positive relationship between transactional leadership and service delivery in CAA.

Findings revealed that transactional style, therefore, includes contingent reward, active management

by exception and management by exception passive. This constructive transaction is through the

leader clarifying for the followers what is expected of them and the reward to be received if the

expectations are met by the followers. It thus involves a give-and-take relationship (Bass, 1999)

where followers are expected to comply with the requirements of the leaders and it is the

responsibility of the leader to reciprocate with rewards (Obiwuru et al., 2011). However, the leaders

must take the responsibility for directing and monitoring the followers behaviours that are

monetarily rewarded (Boedker et al., 2011).

Findings revealed that transactional leadership takes the form of active management by exception,

in which the leader monitors the followers’ performance and takes corrective action if the followers

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fail to meet standards. It takes the form of passive management by exception by waiting for

problems to arise before taking corrective action and thus calls for the use of punishment for

unacceptable behaviour and contingent rewards to encourage the repetition of desired behaviour. In

relation to the study, Boedker et al. (2011) posit that under transaction leadership, the leader-

member exchange is dependent on rewards. This therefore makes it an elementary factor to

organizational success at both team and individual level. Obiwuru et al. (2011) adds that

transactional leadership helps organizations achieve their current objectives more efficiently by

linking job performance to valued rewards and by ensuring that employees have the resources they

need to get the job done. The above assertion may also be premised on the fact that when

employees first join an organization, it is as a result of contractual obligations that spells expected

rewards for the attainment of set goals and targets. However, Judge et al. (2006) submit that in

terms of enhancing effectiveness, transactional style is on the lower scale compared to

transformational style.

5.3.3 Transformational leadership and Employee performance

The study results indicated that there is a significant positive relationship between transformational

leadership and employee performance. Dede (2018) similarly found out a positive relationship

between transformational leadership and public sector innovativeness. The finding is consistent

with Keijzers (2010), and Saripin and Kassim (2019) that established that less intellectual

stimulation is important to inculcate innovative behaviour. However, there is general agreement

that government servants require differential tactics and influence from their leaders to make them

truly innovative (Saripin and Kassim, 2019). In theory, transformational leaders are more likely to

influence creative thought and action in employees, which involves stimulating idea generation

among employees and encouragement of non-traditional thinking (Wilson, Bloxsome & Greenfield,
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2014). The study findings relate with what is theoretically stated.

Davis and Wilson (2000) established how principals’ empowering behaviors affected workers’

motivation, job satisfaction, and work-related stress. The researchers discovered that teacher

empowerment by principals had an effect on worker’s motivation (Davis & Wilson, 2000). Hoy and

Miskel (2005) explored the effectiveness of the leadership style used by principals on teachers’

motivation. The researchers investigated the importance of giving teachers opportunities to

participate in decision-making as well as policy formulation to motivating them (Hoy & Miskel,

2005). Indeed intellectual stimulation has an effect on public sector innovativeness. Hoy and Miskel

suggested that the traits of a leader influence the group’s effectiveness.

With inspirational motivation, a leader spells out his or her expectations for employees. The leaders

pick desirable traits and apply them in their place of work to make the organization more resilient

employees who lack motivation may engage in counter-productive activities, including providing

poor services, saboting equipment, committing theft, and starting destructive rumors. Employees

who are not motivated or satisfied with their jobs sometimes report mental health disturbances, such

as depression, apprehension, tension, sleeplessness, and lassitude (Roper, 2011; Sharaf, Madan, &

Sharif, 2008). According to Dess and Shaw (2001), lack of motivation decreases public sector

innovativeness. When employees are not satisfied at their workplace, they may not complete their

duties. Unsatisfied employees may not attempt to achieve preset goals and objectives.

Findings revealed that the managers or supervisors are responsible for identifying the factors that

cause employee dissatisfaction and limit innovativeness. Lack of innovativeness with companies

can derive from a variety of concerns, such as company benefits, wages, or promotion procedures.

And, identifying and responding to these factors is important to a institution’s success. The

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institution can then replace these employees with motivated individuals to prevent the organization

from experiencing problems associated with a lack of motivation (O'Driscoll & Beehr, 1994).

Otherwise, employees may experience mental health problems or leave the organization if they do

not see signs of innovativeness yet the leadership style is presumed to be transformational.

A transformational leader’s main focus is finding the problem and solving it in collaboration with

all stakeholders with the aim of achieving superior performance (Bass, 2000). Transformational

leaders seek to raise the level of the employees’ commitment to their tasks and toward achieving

the wider goals of the organization (Bass, 2000). Transformational leaders mainly seek to motivate

organizational members while they strive to implement and increase the perception of success

within the organization. These leaders motivate their followers toward the realization of the

organizational goals by gaining their confidence (Currie & Lockett, 2017). Transformational

leaders allow employees to deal with their problems, difficulties, and challenges by finding

solutions and providing them with the autonomy to increase their efficacy as well as performance.

Currie and Lockett (2017) described it as a leadership style for addressing the needs of followers

and being sensitive to appreciating their followers’ differences. Transformational leadership can be

analyzed from various dimensions

Several studies have also examined the effect of innovation capabilities on performance (Huang,

2009). Klomp & Van Leeuwen (2001) reported a positive impact of innovativeness or innovation

capabilities on organisation performance such as productivity lead-times, quality and flexibility.

Chapman (2006) mentioned the strong relationship between innovations and financial success. In

the assessment of green product innovation, Iker (2012) revealed that firm’s product innovation

capabilities positively affects performance. Findings further revealed that idealized influence or

behavior in Century Bottling Company involves employees taking up or copying the ways of
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administration and management leaders. Leaders in Century Bottling Company barely involve their

subordinates in the process of determining the organization’s vision and mission. Some leader are

not role model who an employee may respects, trusts, and admires. In addition, the leader tends to

consider the needs of others instead of his or her own needs. The leader models consistency and

integrity. Many times, employees who respect their supervisor try to follow him or her and are

willing to incorporate their goals

Findings revealed that the environment sometimes may be harsh to the employees. In this context,

organisations draw on external resources, so their performance is affected by their environment, and

the external factors can enable or hinder innovation (Fagerberg, Mowery & Nelson, 2006). Private

sector, as other organisations, also operate in an interdependent environment which requires

interaction with its wider societal (Hughes, Moore & Kataria, 2011; Australian Government, 2011).

Transformational leaders lead team members who demonstrate aspirations and motivation. The

leader accepts and respects the individual differences. He or she acts as a coach in supporting all

team members to develop and succeed in achieving more (Bass, 2000). Such leadership also

involves offering support and encouragement to individual.

5.4 Conclusions

On the basis of the study findings, a number of conclusions were made in line with the objectives of

the study as stated in chapter one;

5.4.1 Democratic leadership and Employee performance

From the findings, it is revealed that leaders in CBL help employees are to busy to support

participative execution of work roles. It was further observed that leaders have not elicited

performance beyond expectations by instilling spirit of hardwork, communication, personal respect,

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85
facilitating creative thinking, and providing inspiration. The leaders have not considered it more

appropriate to take up democratic leadership strongly by rallying employees behind clearly defined

goals. This may be discouraging employee commitment yet it is essential for an organization to

successfully implement business strategies, achieving their goals, gain competitive advantage and

optimizing human capital.

5.4.2 Transactional Leadership and Employee performance

Study findings revealed that leaders commend employees when they do a better job than the

average. It was further observed that Century bottling Company leaders are reluctant to embrace

transactional leadership style yet it would be more effective in promoting organizational

commitment by aligning goals and values of the employees, the group, the leader, and the

organization. Its strong, positive effects on follower’s attributes and commitment will then motivate

followers to reach their fullest potential and exceed expected performance. Therefore improving on

transactional leadership characteristics for example increasing confidence and motivation,

clarifying follower's directions of work and obtaining organizational goals, sharing beliefs and

benefits, and being open to employee's feedback and suggestions will enhance employee

performance in Century Bottling Company.

5.4.3 Transformational leadership and Employee performance

From the foregoing findings,leaders in CBL are willing to help employees change for the better. It

was further observed that Employees in top positions like Century Bottling demonstrate four

factors: individual consideration, intellectual stimulation, inspirational motivation (charismatic

leadership), and idealized influence. Therefore by improving on leadership in terms of innovation

and creativity therefore will be an improvement on Employee performance. By improving on the

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leaders ability to create team spirit to attain organizational objectives, as well as to increase

performance, there will be enhanced performance.

5.5 Recommendations

The recommendations were made in line with the research objectives as below.

5.5.1 Democratic leadership and Employee performance

Based on the study findings, there is need for CBL leaders to take decisions after reaching a

consensus. Leaders should create awareness about important issues in CBCL. Leaders should

encourage members to re-examine the tenets and come up with those tenets that will best guide the

day to day operations of the company. Leaders should help employees to look at their task from

different angles so that they can appreciate the tasks and execute their duties with commitment. It

was further observed that leaders have not elicited performance beyond expectations by instilling

pride, communicating personal respect, facilitating creative thinking, and providing inspiration.

Therefore, CBL leaders should consider it more appropriate to take up leadership democratic and

participative leadership that will enhance performance henceforth by rallying employees behind

clearly defined goals.

5.5.2 Transactional leadership and Employee performance

Leaders in CBL should ensure they adequately motivate the employees and in so doing this will

enhance performance to meet expected standard. Leaders should reward effort based on work

output. Leaders should make sure employees are rewarded for achieving performance targets.

Leaders should guide subordinates new work tasks.

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5.5.3 Transformational leadership and Employee performance

In view of the above findings, it is recommended that CBL leaders should continuously reminds

employees of their past mistakes. Leaders should focus more on failures than achievements of the

workers so as to help them grow their careers and make proper career choices. The leaders should

get involved in mentoring the young ones in roles they are performing, this will help create new and

effective leaders who can take over after the current leaders have exited.

5.6 Contribution of the Study

Findings revealed that transformational leadership had the highest correlation of the three variables.

It further observed that transformational leaders in CBL have not elicited performance beyond

expectations by instilling values and attributes of work commitment in employees, communication,

personal respect, facilitating creative thinking, and providing inspiration. The leaders have not

considered it more appropriate to take up leadership strongly by rallying employees behind clearly

defined goals. This may be discouraging employee commitment yet it is essential for an

organization to successfully implement business strategies, achieving their goals, gain competitive

advantage and optimizing human capital.Therefore if Century Bottling Company is to enhance the

performance of itsemployees, then it should put emphasis on transformational leadership.

5.7 Areas for further research

The research was limited to three objectives of study and all other factors that could influence

subject of study were not considered and therefore there is need for further research on the subject

of study.

i. Similar study can be carried on other types of leadership like Laissez faire and how they influence

employee performance in soft drink companies.

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ii. Similar study can be carried out to establish the relationship between the three leadership styles

and how they influence service delivery or employee commitment in soft drink companies.

iii. Further a longitudinal study can be carried to establish increase or decrease in performance from

year to year and by what percentage and what causes such changes in Drink making companies (if

any).

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 APPENDICES APPENDIXI: QUESTIONNAIRE

Myname isAlexIsuma student ofMastersinPublic AdministrationofUganda Management

Institute.Myinterestinthisstudyistoevaluate therelationship betweenleadershipstylesand

employeeperformanceofCBCL.Youare amongthechosenparticipantswhovoluntarilyhave

beenaccepted representotherindividuals inyourcompany. Allyourresponse willbeutilized

stringentlyforeducationalresearchsignificanceandnotregardingforyourbusinessentity. All

discussionsandresponsesthatyouwillprovidewillbereservedconfidentially. Pleasedonotput

youridentificationpersonalorbusinessnames. Afterfillingoutthequestionnaire,pleaseputin

theprovidedenvelopandsealitandreturntome.Yourinvolvement inthisresearchexercise

forcefree.Therefore,fillingthequestionnaireisanindicatorofyouracceptance toparticipatein

theresearch.Thankyouforyourcollaboration.

Researcher’ssignature…………………………………….Date………………………………
…

i
SECTION A BIO-DATA

Pleasetickthemostappropriate option

Age 20-29 30-39 40-49 50Above

Gender Male Female

Maritalstatus Marrie Single Widowe Divorced

d d
LevelofEducation Master Bachelor Diploma Certificate OthersSpecify
s s

Scale 5 4 3 2 1
Strongly Agree Not sure Disagree Stronglydisagree
Agree

SECTION B
DEMOCRATICLEADERSHIP
5 4 3 2 1
1 Decisionsaretakenafterreachingconsensus
2 Leadersexpressesconfidencewhiletalkingtosubordinates
3 LeaderscreateawarenessaboutimportantissuesinCBCL

4 Leadersencouragesmemberstore-examine
assumptionsthat guidetheoperations
5 Leadersareopentodifferentviews fromthesubordinates
6 Leaderstendtosuggestnewwaysofdoingthingsin CBCL
7 Leadershelpsemployeestolookattheirtaskfrommany
differentangles

TRANSACTIONALLEADERSHIP
5 4 3 2 1
1 Leaderscommend employeeswhentheydoabetterjobthan
theaverage

2 Leadersmake itclearas towhat employees willreceive if

theirperformancemeetsexpectedstandard
3 Leadersprovides employees withassistance based oneffort
theyputin atwork
4 Leadersmakesureemployeesarerewardedforachievin
g performancetargets
5 Leadersguidesubordinates onnewworktasks
2
ii
TRANSFORMATIONALLEADERSHIPSTYLE

5 4 3 2 1
1 Leadersdowaitwhenthingsgowrong beforehe/shetakesaction

2 Leadersfocusesonemployees’mistakesratherthanonwhat
theyhavedoneright
3
Leaderscontinuously remindsemployeesoftheirpastmistakes
4 Leadersfocusesmoreonfailuresthanachievements recorded
byworkers
5 Leadersguidetheworkersthroughthechangeprocess
6 Leadersarewillingtohelpemployeeschangeforthebetter

SECTION C
EMPLOYEEPERFORMANCE
1 2 3 4 5

1 I contribute immensely to the final out put

2 Icontribute immensely to the betterment of the quality of the

product

3 Ifinishworkontime

4 Iputalotofeffortsin taskexecution

5 Iaminconstant contact withmysuperiorstohelpthembetter tasks

iii
 APPENDIXII INTERVIEWGUIDE

DemocraticLeadership

1. Howhaveleadersinfluencedefficiencyin CBCL?

2. Howhastheleadershiphelpedtochangethenatureofworktasksin CBCL?

3. Commentontheviewthatemployeesreportforworkearly

4. Commentontheviewthatthecustomersaredulyattendedto

Transactionalleadership

1. Howhaveleadershelpedemployeestogrowintheirroles?

2. Howhaveleadersboostedcareerdevelopments in CBCL?

Transformational

1. Howhaveleadersmanagedchangein CBCL?

2. HowhaveleadershelpedtotransformCBCL?

i
APPENDIX III: DOCUMENTARY REVIEW CHECKLIST The

researcherwillreviewthefollowingdocuments

Document Purpose

CBCLReports2014/2015, 2015/2016, Informationonperformancewillbegotfrom

2017/2018) thisreport

CBCLHRManual (2018) Information onleadershipwillbegotfromthis

report.
CBCL Annual Performance Reports Informationonperformancewillbegotfrom
(2012/2013, 2013.2014, 2014/2015, thisreport
2015/2016,2017/2018)

i
 turnitin®gJ

ALEX2021 PROPOSAL 2.docx

Jan 9,2021
914words / 5331 characters

AlexIsuma

ALEX 2021PROPOSAL2.docx

SourcesOverview

8%
OVERALLSIMILARITY

•
Kampala International University on2020-02-21
SUBMITTEDWORKS
4%

•
Kampala International University on2020-02-27
SUBMITTED
WORKS
2%

•
Kampala International University on2019-12-13
SUBMITTEDWORKS
1%

•
Kampala International University on2020-02-18
SUBMITTEDWORKS
<1%

Excluded search repositories:

• None

Excluded from Similarity Report:

• None

Excluded sources:

• None