Influence of Leadership Styles on Performance of Local Government Agencies: Case of Central Equatoria State Local Government in South Sudan

Abstract

An organization's success depends on successful leadership and good organizational culture. This study investigates the influence of various leadership styles on the performance of local government agencies in Central Equatoria State, Juba, South Sudan. It explores how transformational, transactional, and laissez-faire leadership styles influence the performance of the central Equatoria state local government. The general objective of the study was to examine the influence of various leadership styles under the long-range leadership model on the performance of the central Equatoria state local government. The specific objectives of the study include the following: To assess the influence of transformational leadership style on performance of the central Equatoria state Local Government, to establish the influence of transactional leadership style on performance of the Central Equatoria state Local Government and to examine influence of laisses-faire leadership style on performance of the Central Equatoria state Local Government. The research employed a descriptive design, targeting 791 individuals, including local government officers and leaders from public institutions. A sample of 138 respondents was selected through stratified random sampling, and data was collected via questionnaires, interviews, and document analysis. To ensure validity of the finding, the researcher performed a pilot study on the data collection and analysis instruments in Juba County. This was done to guarantee the instrument's content coverage and authenticity by enhancing problems, the format, and the measuring scales. the researcher ensured protection of the research process to ensure reduction of anomalies, inaccuracy and scoring in the measurements to guarantee reliability of the data obtained. This research was focused on both primary and secondary data. Questionnaires was used as the main tool of data collection supported by both physical and telephone interview. Analysis of reports published on newspapers and internet was as well done. The study utilized the full range leadership model by James MacGregor Burns (1985) and Bernard M. Bass (1985), which encompasses transformational, transactional, and laissez-faire leadership styles. The findings revealed that both transformational and transactional leadership styles are not widely practiced by the CESLG Leaders and had limited impact on performance of the central Equatoria state local government while laissez-faire leadership being the most practiced style, significantly influenced poor performance outcomes of the central Equatoria state local government and it’s one of the reasons for the poor performance of the CESLG institutions. As such the researcher recommend among others, the following to both the CESLG leaders and other stake holders for implementation; The CESLG leaders need to consider recruiting young and well-educated local government officer as the study revealed that majority 48.8% of the local government officials are aged between 51 to 60 years whose performance are average , the local government leaders need to consider initiating executive training and development Programme for local government officers, The CESLG leadership is advised to conduct regular performance review for its institutions and staff. the CESLG leaders and other stakeholders/institutions are encouraged to adopt modern leadership styles such as transformational and transactional in their management styles.