Abstract:
This study investigates the effect of leadership styles on human rights protection in Arusha
City, Tanzania, with a focus on three leadership styles: transactional, transformational, and
participative. The specific objectives include determining the impact of each leadership style
on human rights within the region. Social learning theory, transformational leadership theory
and contingency theory were used. In this study, a descriptive research design was utilized
and quantitative approach was used. The target population of this study was based on the fact
that employees and citizens of Arusha City. The study used a combination of purposive and
simple random sampling techniques. Primary data for this study was gathered utilizing a self administered questionnaire. Moreover, for the aimed of this study, secondary data was
gathered by reviewing other researchers' papers and journals, company policies, and records.
In this study quantitative data was analysed using descriptive and inferential statistics with the
aid of SPSS version 26. The study found that this transactional leadership style emphasizes
the importance of meeting human rights standards, foster a culture of compliance and
adherence, and prioritize training and awareness programs. The findings revealed that
transformational leadership style inspire support and advocacy for human rights, encourage
innovation, and emphasize continuous learning and development. Also, findings indicated that
suggests participative leadership style open dialogue, inclusivity, and collaboration, promoting
a culture of respect and equality. Arusha City should consider strengthening mechanisms for
addressing human rights violations promptly, emphasizing clear reporting, investigation, and
remediation processes. Further research in this area should consider in-depth case studies
focusing on specific organizations and communities would offer practical insights into the
application of leadership styles for effective human rights advocacy.
