Role of Transformational and Transactional Leadership Styles on Employees’ Performance with the Median of Organization Commitment, in Selected Higher Learning Institutions at Mwanza, Tanzania

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This study examined the roles of transformational and transactional leadership styles on the employee’s performance in higher learning institutions in Mwanza. The study specifically aimed to identify the relationship between transaction leadership style and employee task performance, to determine if there is a relationship between transactional leadership style and employee tasks performance and to determine if transformational or transactional leadership style influences employee organization performance. The study was guided by situation and contingency theory as well as Transformation and transaction leadership theory. It employed a quantitative research approach and descriptive research design. The study employed a targeted population of 545 from which a sample size of 217 was used. Data in this study was collected through questionnaires and were analyzed using SPSS. V20 uses inferential statistics, descriptive statistics as well as regression and mediation analysis. The result obtained shows that overall model results R. Square of about 65%which is adjusted to 56%. Generally, R square and Adjusted R square were used to explain the power of the regression model in which the results of the model predictors explain 65% of the variation in the employee performance among the sampled respondents in the targeted higher learning institutions. The findings from the regression analysis show a positive and significant relationship between TRNF and EP. The regression formed a coefficient value of .643 and T-test was 2.092whihc was significant at .0002. Transactional Leadership Style (TRNS) was positively and significantly related to Employee Performance (EP). This can be evidenced by the coefficient of .528 and T-statistics of 2.241 which was significant at a level of. 001. The study also tested the relationship between Organization Commitment (OC) and Employee performance (EP) among the selected respondents. The Coefficient value was .556 and a T-Test was 2.85 which was significant at .000. The results from the analysis show a regression coefficient of .447 and a T-test of 2.040 which was significant at a level of .000. The study concluded both Transformational and Transactional leadership style has positive impacts on the task performance of the employee in the higher learning institution because through is a leader uses his/her acts to build my respect in the working place and also leader acts as a good role model to their employee hence employee as motivated to work in a committed manner to attain the desired organization objective whether long term or short term.