Leadership Styles and their Effects on Staff Turn- Over in an Organization A Case Study of Voluntary Action for Development [VAD]

Abstract 

This is a report of a study which establishes the effect of good leadership on staff turn over. It is a case study of VAD operating in Wakiso and Mpigi Districts of Uganda. The main research problem was that mangers lack knowledge about or there is little documentation of the relationship between leadership and staff turn over. At VAD, there was certainly no such data. The purpose of this study was therefore to provide documented evidence that good leadership is associated with low turn over. The field data was collected during August and September 2009. The methodology used in data collection was both quantitative and qualitative. A sample of 92 respondents was selected out of 191 and a questionnaire was self administered. The data was then treated statistically using SPSS and Excel software programmes. Essentially, the SPSS programme was used in creating frequency tables. This ea sed narrative interpretation. The main findings are VAD has good leadership. This is seen in regular communication, good relations with staff, availing training opportunities, a concern for performance and availing a good working environment. The staff turn over is also low with only 3 people having left in 10 years. The conclusion is that good leadership leads to low staff turn over. It is recommended that such good practices be maintained at VAD.

TABLE OF CONTENTS

Preliminary Pages

Title page

Declaration

Approval iii

Dedication iv

List oftables

List offigures

List of abbreviation

Table of contents

Abstracts ix

CHAPTER ONE: INTRODUCTION

1.1. Background

1.2. Statement ofthe Problem 3

1.3. Purpose 3

1.4 Objectives 3

1.5. Research questions 4

1.6. Statement of null hypotheses 4

1.7. Scope of Study 4

1.8. Significance of Stduy 7

1.9. Limitations 7

CHAPTER TWO: LITERATURE REVIEW

2.1. Theoretical Framework 8

2.2. Conceptual framework 9

2.3. Review of Related literature 10

2.3.1. Democratic style of Leadership and staffturn-over of Organisations 10

2.3.2. Autocratic style of Leadership and staffturn-over ofthe Organisation 11

2.3.3. Laissez-Faire style of Leadership and staffturn-over 12

2.3.4. The traits, the situational and the behavioural theories of Leadership Style 12

2.3.5. Gender issues 15

CHAPTER THREE: METHODOLOGy

3.1. Research design 17

3.2. study population 17

3.3. Sample and sampling proceedure 17

3.4. Research instruments 18

3.5. Validity and Reliability 19

3.6. Data analysis 20

3.7. Ethical Consideration 20

4.0. CHAPTER FOUR : DATA ANALYSIS AND SUMMARy OF FINDINGS 24

5.0. CHAPTER FIVE : CONCLUSIONS AND RECOMMENDATIONS 69

5.1. Conclusion 69

5.2. Recommendations 73

1.0. REFERENCES

2.0. INSTRUMENTS 78