INVESTIGATING THE EMPLOYEES PERCEPTION ON LEADERSHIP STYLES IN MANAGING HUMANI RESOURCE PERFORMANCE:

Abstract

The goal of this study was to examine employee perceptions of leadership styles in order to improve human resource management performance in the Arusha region. A literature survey and pilot study are used to select the main dimensions of transformational leadership style and transactional leadership style for use in this study. This is done because there are so many dimensions to both transformational and transactional leadership styles, and each one is appropriate within a particular country and organizational environment. The independent variables within the framework are transformational leadership and transactional leadership styles, and the dependent variable is managing human resources performance. A descriptive-correlation study design with a quantitative approach was used to investigate employees' perceptions of leadership styles in order to improve managing human resource performance. The study's participants (Immigration Department Employees) were chosen from the six districts of Arusha Region using a non-probability sampling technique with a total population sampling procedure. The main instrument for data collection was a questionnaire, which was distributed to 109 workers in total. About 103 usable responses were obtained for analysis through the SPSS 23 version and analyzed through the statistical analysis procedure by estimating means, standard deviations, frequencies, and correlation coefficients. The empirical findings revealed that leadership style plays a minor role in managing the immigration department's human resource performance through organizational directives, while achievement-oriented practices play a major role in ensuring organizational productivity. Following the findings and conclusions, it was suggested that leadership engage in employee engagement and a supportive approach to ensure that human resource needs of motivation and rewards are not overlooked in order to improve more human resource performance, particularly in the areas of integrity and commitment. In conclusion, generalizing these findings for all immigration departments may require further investigation.