Laissez-faire Leadership Styles Research Articles

Leadership Styles of Headteachers, Teacher Commitment and Academic Performance within Ejisu Municipality

This was a survey study aimed at finding out the relationship between leadership styles, teacher commitment, and academic performance within the Ejisu Municipality. The researchers selected 50 headteachers purposively and 210 teachers, using the sample size calculator by Raosoft. A set of closed-ended questionnaires was used, and this comprised 67 items for the respondents. The data was analyzed, using descriptive statistics, t-tests, and correlation analysis. The study discovered, among other things, that leadership styles such as democratic, transactional, autocratic, situational, and laissez-faire significantly influenced teacher commitment in the schools selected for the study. However, laissez-faire leadership style had a negative influence on teacher commitment. It was also revealed that democratic and transactional leadership styles had a positive effect on academic performance and it was statistically significant. The study, therefore, recommended that the Municipal Education Directorate should organise seminars on leadership styles, teacher commitment, and academic performance for headteachers, their assistants, and all heads of department so they to know not only the influence these leadership styles have on teacher commitment, and academic performance but also the positive relationships between these concepts in the management of any school system in terms of positive academic performance.

The harmful side of absent leaders: Multifactor leadership and employees’ job-stress-related presenteeism

Abstract This study tests the role of the full range leadership model’s leadership styles in employees’ job-stress-related presenteeism (JSRP). Further, the study tests a model that introduces mediating variables in the relationship between absent leaders and JSRP. Employees from four different types of organizations: police (N = 148), public service (N = 479, not-for-profit (N = 96), and construction (N = 214) completed the Multifactor Leadership Questionnaire on their direct supervisor, as well as a self-report measures of JSRP, psychological distress, and work–life balance. Correlations and hierarchical linear regression models showed that laissez-faire leadership had the strongest influence on JSRP for all four organizations. The parallel mediation model results showed that both employee psychological distress and work–life balance partially mediated the relationship between laissez-faire leadership style and employees’ JSRP. These results underscore the importance of looking at absent leaders and how they affect employees negatively.

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

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.

Impact of Nursing Leadership Styles on the Staff Turnover Intention in Saudi Arabia: A Cross-Sectional Study.

Background and objectives The efficiency of healthcare systems and nursing care depends on appropriate leadership. The purpose of this study was todetermine the association between leadership styles of nurse managers and the staff turnover intention in Saudi Arabia. The nurses' intention to quit their jobs was considered as indicative of staff turnover intention. Methods A quantitative cross-sectional questionnaire-based study was conducted among 279 nurses, employed in three hospitals in Hafar Al-Batin City, Saudi Arabia. The questionnaire comprised three parts to determine the association between leadership styles of nurse managers and staff turnover intention, and how they related to participants' demographic variables (gender/age/education/income/marital status/experience). The first part collected demographic data, and the second part was an adapted and validated version of the multifactor leadership questionnaire (MLQ-6S) used to assess the perceived leadership styles of nurse managers, based on 21 items. The third part, comprising seven items, was used to assess nurses' turnover based on intention to quit. The second and third parts of the questionnairewere scored using a five-point Likert scale. Collected data were tabulated and analyzed using a statistical software package for descriptive and inferential statistics (t-test, one-way analysis of variance (ANOVA), and correlation), comparing dependent outcome variables against independent demographic variables. Statistical significance was assumed when p-value was less than 0.05. Results Based onleadership style scores, transactional (13.32 out of a maximum of 24; 55.48%) and transformational (26.58 out of a maximum of 48; 55.37%) leadership were the most frequently perceived leadership styles among nurse managers. Laissez-faireleadership (6.31 out of a maximum of 12; 52.57%) was the least frequently perceived style. Upon comparing perceived leadership styles of nurse managers againstdemographic variables, no significant differences were observed for transformational leadership. However, income and experience of nurses showed significant relationship with the perceived transactional and laissez-faire leadership style scores, respectively. Based onperceived "intention to quit" scores, majority of the nurses expressed uncertain intention to quit (n = 193; 69.2%) and there was a significant yet weak negative correlation between the perceived leadership styles and intention to quit. The correlation coefficient (Pearson's-r) was lowest for laissez-faire leadership (-0.258)followed by transactional (-0.295) and transformational styles of leadership (-0.348). Conclusions The present study indicated a greater degree of transactional and transformational leadership styles among nurse managers than laissez-faire leadership style. While most of the nurses mentioned an uncertain intention to quit, correlating it with the perceived leadership styles it was found that transformational leadership among nurse managers indicated greater retention of nurses within their present jobs. The present research findings underline the importance of prioritizing and fostering healthy workplace environment by the nurse managers, through inculcation of transformational leadership practices. Furthermore, focused, multi-centric studies from around the world can help understandthe leadership practices of nursing leaders and its relationship with the intention of nurses to quittheir respective roles.

The Influence of the Coach’s Leadership Strategy on the Motivation and Performance of Volleyball Players in the Pusri Team

This study investigated the effects of different coaching leadership strategies on the motivation and performance of volleyball players in the Pusri team. By employing a mixed-methods approach, the research analyses transformational, transactional, and laissez-faire leadership styles. Results show that transformational leadership significantly enhances intrinsic motivation and performance, fostering team cohesion and individual development. Transactional leadership, while effective short-term, presents challenges in sustaining long-term motivation due to its reliance on external rewards. Laissez-faire leadership benefits self-motivated players but can negatively impact those needing more guidance. The study concludes that adaptive leadership, tailored to individual and team needs, is crucial for optimizing performance. Recommendations include prioritizing transformational techniques, balanced use of transactional methods, and selective application of laissez-faire strategies. These findings contribute to both theoretical understanding and practical applications in sports leadership.

Modeling the Relationship between Some Leadership Styles on the Cohesion of the Educational Group using PLS modeling – a Field Study on a Sample of Primary Education Teachers in the City of Messaad

Purpose: This study aims to clarify the relationship between the three leadership styles (democratic, authoritarian, and Delegative) of primary school principals and their relationship to educational group cohesion from the point of view of primary education teachers. Design/Method/Approach: The study is an experimental study that reveals the administrative leadership styles of the school principal and their relationship to the cohesion of his group, using the descriptive, relational approach. We also used the questionnaire tool to collect data for 376 male and female teachers in primary education. Findings: Through analyzing the model, we found that there is a direct relationship between the democratic style of primary education principals in the city of Messaad and the cohesion of the educational group from the teachers’ point of view. While the delegative(Laissez-Faire)leadership style and the authoritarian style do not affect the cohesion of the educational group from the point of view of teachers. Theoretical Implications: This paper presents two significant studies on leadership styles, group dynamics, and cohesion, providing a basis for comparison with the findings of the current study. Additionally, it includes comprehensive definitions of the study's key terms. Originality/Value: This study is one of the first studies that was applied in the researchers’ environment, as this study helps school principals and supervisors adopt the appropriate method in managing their institutions in accordance with the needs and requirements of subordinate teachers in order to work efficiently and provide the best performance. Research Limitations/Future Research: This study provides prospects for future research on appropriate leadership styles as well as factors that help maintain group cohesion. Paper Type: Empirical JEL Classification: C93, D23, C92, M12

The Relationship between Head Teacher’s Laissez-faire Leadership Style and Teachers’ Burnout in Secondary Schools in Ibanda Municipality, Ibanda District, Uganda

The investigated the relationship between head teacher’s laissez-faire leadership style and teacher burnout in secondary schools in Ibanda Municipality, Uganda. In order to ascertain the relationship between the two variables, a correlation design was used, and to accommodate both qualitative and quantitative data, a mixed approach combining quantitative and qualitative research methods was also adopted. 217 teachers and 15 head teachers from the 15 secondary schools in Ibanda municipality provided the data. A questionnaire was given to the teachers, while an interview guide was given to the head teachers. The Leadership Styles Questionnaire and the Maslach Burnout Inventory served as the foundation for the questionnaire. The findings indicate that laissez-faire leadership style had a negative but moderate relationship with burnout, according to the correlation between them, which is r = -0.39, which shows a negative relationship between the two variables. This means that laissez-faire leadership does not lead to burnout since the two variables move in different directions. Therefore, high laissez-faire leadership was associated with reduced burnout. The researcher recommends that teachers’ training colleges and universities need to restructure their curriculum to include in depth coverage of leadership styles and motivation as a way of preparing teachers for leadership positions or producing responsible teachers who are not going to demand for excessive freedom on their jobs. An emphasis on ethics will produce responsible teachers who will work well with their head teachers to improve their schools without injuring the relationship that exists between the two parties. Future head teachers will enter the teaching profession better equipped with skills that would lead to effective enhancement of leadership in schools. The researcher also suggests doing empirical research in Ibanda’s non-municipality secondary schools and other regions of the country to see whether the study’s conclusions are still relevant. Keywords: Leadership Styles; Burnout, head teacher, School and relationship

Exploring the relationship between patient safety culture and the full-range leadership theory in primary care settings: a conceptual analysis

PurposeThis study aims to investigate the conceptual relationship between full-range leadership theory (FRLT) and patient safety culture in primary care settings, aiming to understand how leadership styles influence the development and sustainability of a culture prioritizing patient safety.Design/methodology/approachUsing a conceptual analysis approach, the study builds a theoretical framework that integrates FRLT – which includes transformational, transactional and laissez-faire leadership styles – with the elements of patient safety culture. This framework serves as the basis for a comprehensive literature review, allowing for the formulation of hypotheses regarding the impact of each leadership style on patient safety culture.FindingsThe analysis demonstrates that transformational leadership bolsters patient safety culture by fostering open communication, encouraging error reporting and facilitating continuous improvement. Transactional leadership yields mixed effects, effectively supporting compliance and operational outcomes but showing limitations in promoting a proactive safety culture. Conversely, laissez-faire leadership is associated with negative outcomes for patient safety culture, mainly due to its passive and detached approach.Originality/valueThe originality of this study is rooted in its focused examination of FRLT’s impact on patient safety culture within primary care settings, the development of a unique conceptual framework and its contribution of actionable insights for health-care leadership. These elements collectively advance the understanding of how leadership can enhance patient safety culture, providing a solid foundation for future research and practical application in primary care environments.

Educational Leadership and Learners’ Academic Achievement in Secondary Schools in Developing Countries: A Critical Review

The study explored three leadership styles in education for students’ academic achievement in secondary schools viz: democratic, laissez-faire and autocratic leadership styles in developing countries. The main crux of the study was examining the impact of heads of schools' leadership towards academic achievement of secondary schools’ students and recommending the most effective leadership style for heads. In-depth study of heads of schools' leadership styles to students’ academic achievement through systematic review of previous related literature was conducted. The study used qualitative method to analyse 49 published documents of which 5 were books published from 2002 to 2023 and 44 were papers published from 2006 to 2023 years. This study was confined in the following sample of countries Nigeria, Ghana, Tanzania, Kenya and South Africa. Also, supplementary papers from Kuwait and USA were reviewed to study more how leadership in education is done. The findings showed that no single leadership style in educational context fits all schools’ environments. Moreover, it was shown that most heads of schools prefer the use of the democratic type of leadership style which does not fit all schools’ environments. The studies revealed that educational situations differ, thus the leadership style chosen should rely on the school situation. The current study recommends some effective measures for leadership development of secondary schools’ heads.

Stance of numerous leadership styles and their effect on teaching to sustain academic performance at the high school level

The present study focused on three leadership, autocratic, democratic, and Laissez-faire, to sustain high school academic performance. To accomplish this, we used quantitative survey method and employed convenient sampling technique to collect data from 358 high school teachers/educators in various regions of Multan, Punjab, Pakistan. Data collection consisted of administering a survey questionnaire that used a five-point Likert Scale. The questionnaire included four variables: one dependent variable, sustained academic Performance, and three independent variables: Autocratic Leadership, Democratic Leadership, and Laissez-faire Leadership. Following data collection, Cronbach's alpha was used to assess the questionnaire's reliability, while the Kolmogorov-Smirnov test was utilized to confirm the normality of the data. Formal statistical analysis included conducting a correlation study to ascertain the association between Autocratic Leadership, Democratic Leadership, and Laissez-faire Leadership with SAP and the impact of each independent variable on the dependent variable. CFA and SEM were conducted using Linear Structural Relations (LISREL) 8.80. These tests were used to identify relationships and differences among the study participants' opinions. The findings indicate that democratic leadership has a highly positive impact, and autocratic leadership has a moderate impact on sustaining academic performance. In contrast, the laissez-faire leadership style has the lowest impact on sustaining academic performance. Based on the study's findings, it is recommended that school teachers/educators should use a combination of democratic and authoritarian leadership styles in their classes to promote cooperation, student participation, ownership in the learning process and leading to their exceptional performance. Furthermore, the findings suggest that schools should actively promote teacher involvement in administrative tasks and decision-making. Ultimately, by integrating the advantages of both types, it is possible to cultivate a comprehensive educational experience that promotes scholarly achievement and equips students with the necessary skills to tackle future problems.

An Assessment on the Effect of Leadership Styles on the Employee Performance: A Case of Namibia Dairies in Namibia

The paper examines the effect of leadership styles on the employee performance a case of Namibia dairies. From the study, it was discovered that the type of leadership style that managers use influences the morale of the employees. This study adopted a qualitative research approach using a case study design. A case study is a qualitative research method that allows a deep exploration within a natural context and hence provides a full and through understanding of the particular and lived experience of a participant. The study has 15 participants who were selected using non-probability sampling method. The results also highlighted that some of the leadership styles that are used by managers stifles employee morale thereby affecting the employees’ efficiency in an organisation. The study findings also indicated that there was significant positive relationship between democratic leadership and employee performance. The study findings furthermore indicated that there was significant positive relationship between democratic leadership and employee performance. Whilst the study results revealed that laissez-faire leadership style and individual performance has a negative relationship. The study recommends that democratic leadership style should be encouraged, for the fact that it would further empower their subordinates by developing teams and accord some measure of responsibility and authority to their employees. Therefore, workers would ignite their potentials, realize job satisfaction, and execute their tasks maximally for organization survival.

Leadership style, change management and job performance of health information management practitioners in tertiary hospitals in South-East, Nigeria

PurposeManaging patients’ health information is one of the building blocks of the health system and the adoption of health information technologies like electronic health records (EHRs) is expected to reduce the various challenges in keeping and accessing quality health-care data that aid decision-making among medical practitioners. This study aims to investigate how leadership styles and change management affected the job performance of health information management practitioners on their adoption of EHRs in tertiary hospitals in Nigeria.Design/methodology/approachThe study used primary data collected using a Likert scale questionnaire from 117 health information management officers and health information technicians in selected tertiary hospitals in South-Eastern Nigeria. The data were analysed using bivariate correlation and multiple regression techniques of inferential statistics.FindingsThe analyses revealed that transformational leadership style, transactional leadership style and change management had significant positive influence on the job performance of health information management practitioners. However, laissez-faire leadership style did not show any significant positive influence. A further analysis showed that the combined effects of leadership styles and change management were also affirmed to significantly influence the adoption of EHRs for quality health-care delivery in Nigerian tertiary hospitals.Originality/valueThe study contributes to health information management and the need to understand how leadership styles and change management can influence the adoption of EHRs. However, there is no adequate research that examined the role of leadership style and change management in influencing the job performance of Nigerian HIM practitioners regarding their usage of EHRs in tertiary hospitals in Nigeria.

Punjab Police: Leadership Styles and Burnout in Bahawalpur District

The present study investigates how leadership styles can lead to burnout and organizational engagement via sample of 100 officers from the executive arm of the Punjab Police Department. A random sampling method was used based on primary sources. The required information was obtained from Bahawalpur District police. Data analysis for this research is done using correlation and multiple linear regression, while Cronbach's alpha is used to evaluate the survey instrument's reliability. Additionally, the regression results show that there is no considerable and instantaneous effect of transformational leadership on job burnout. In addition, transactional and laissez-faire leadership styles significantly lead to job burnout. In the Punjab Police Agency, its leadership applies transactional and laissez-faire approaches which results rise in turnover levels year after year within the organization. Given the results, senior management should therefore consider and implement guidelines that encourage revolutionary approaches towards managing people in leadership to minimize burnout.

Assessing Leadership Styles' Influence on Organizational Performance: A Case Study of Service-Oriented Companies

This study investigates the influence of various leadership styles on organizational performance at Company XYZ, a service-based company. The importance of this research lies in the role of leadership as a key factor in enhancing company performance and competitiveness. Using qualitative approaches and a case study design, data were collected through in-depth interviews with 15 managers and employees, participant observation over three months, and document analysis. The results show that transformational leadership styles significantly improve organizational performance by increasing employee motivation and engagement. In contrast, transactional leadership also has a positive impact, but its effectiveness is limited to operational contexts and short-term targets. Conversely, laissez-faire leadership styles negatively correlate with organizational performance, highlighting the need for direction and support from leaders. Mediating factors such as effective communication and an organizational culture that supports innovation reinforce the positive relationship between leadership style and organizational performance. This research provides valuable insights for leaders at Company XYZ on the importance of choosing an appropriate leadership style and emphasizes the role of communication and organizational culture in achieving success in a competitive business environment.

Leadership Styles of Head teachers in Relation to Teachers’ Job Satisfaction: A Case Study of the Volta Region – Ghana

Purpose: The present study focuses on exploring the leadership styles of basic school headteachers, and their effects on teachers’ job satisfaction in Ghana’s Volta region. Methodology: Two research questions and one hypothesis guided the study. The study adopted a descriptive research design. The study was conducted in the Volta region of Ghana. The population of the study are 3,009 headteachers and 17,889 teachers in the 18 districts in the Volta Region. The sample size of the study was 191 headteachers and 328 teachers. Multi-stage sampling technique was used to draw the sample size. The Multifactor Leadership Questionnaire (MLQ) and Mohrman-Cooke-Mohrman Job Satisfaction Scale (MCMJSS) was adopted for the study. Findings: It was found that headteachers identified moderate levels of transformational, transactional, and laissez-faire as the leadership styles adopted by headteachers. Also, the majority of the headteachers had a very low level of job satisfaction whereas the majority of the teachers had a very high level of job satisfaction. Among the three leadership styles, transformational (β = .47, p < .001) and laissez-faire leadership styles (β = .19, p = .002) were the only significant predictors of job satisfaction. Both transformational and laissez-faire forms of leadership were positive predictors of job satisfaction. Unique Contributor to Theory, Policy and Practice: The results shows that headteachers identified moderate levels of transformational (M = 7.68, SD = 0.83), transactional (M = 7.51, SD = 1.15), and laissez-faire (M = 6.94, SD = 1.89) as the leadership styles adopted by headteachers. It shows that 128 (71.9%) of the headteachers had a very low level of job satisfaction, while 30 (16.9%) had a very high level of job satisfaction. On the contrary, 153 (52.8%) of the teachers had a very high level of job satisfaction while 21 (7.1%) had a very low level of job satisfaction. The three leadership styles; transformational (β = .47, p < .001) and laissez-faire leadership styles (β = .19, p = .002) were the only significant predictors of job satisfaction. Both transformational and laissez-faire forms of leadership were positive predictors of job satisfaction. Based on the findings of the study, relevant conclusions were drawn.

Effect of Leadership Styles on Gen-Z Work Performance: An Empirical Analysis

The main purpose of this paper is to examine the relationship between leadership styles and Gen-Z workforce performance. A disproportionate stratified random sampling technique was used to select respondents from private secondary schools in Ogun State, Nigeria. Given a sampling frame of 1300 Gen-Z employees, this study adopted Cochran (1977) sample size method to analyse 279 usable questionnaires. The proposed structural model was assessed through established GOF indices. While specified hypotheses were tested using SEM. Findings show that confirmatory factor analysis reduced the measurement model to 20 items. In addition, the structural model showed GOF indices of χ² / df ratio (438.572 / 166) = 2.642, RMSEA (0.053), TLI (0.901), and CFI (0.907). SEM hypotheses testing revealed that transformational leadership styles do not only have positive path estimates, but also established practical and statistically significant relationship with Gen-Z workforce performance. Contrary to previous research, laissez-faire leadership style was found to be positive and significant with Gen-Z performance. Perhaps, due to the autonomy it accorded Gen-Z cohort to handle tasks without interference. This style makes Gen-Z feel respected and empowered. However, transactional leadership style reported a different outcome. Transactional leadership style was found to be positive, but its path estimate was not practical and statistically significant (β = 0.07, p = 0.120) with Gen-Z work performance. Hence two out of three specified hypotheses were accepted. This paper has it contributions. By implication, its outcome addressed some equivocal issues in leadership literature. Theoretically, it extends body of knowledge on empirical linkage between leadership styles and the digital natives (Gen-Z). Also, the paper impliedly suggests to CEOs / HR / management experts on formulating and implementing policies that will motivate, inspire, and retain Gen-Z in their organisations. Practically, the established relationship between laissez-faire leadership style and Gen-Z cohort suggests that Gen-Z can practically come on board with their ideas and work as ally with their leaders towards achieving the overall organizational goals. There are limitations which may have biased the outcome of this study. Hence, potential areas for further studies have been highlighted.

The Role of Leadership Styles in Fostering Organizational Commitment Among Nurses

This study aims to explicitly examine the relationship between leadership styles and nurse organizational commitment, providing specific correlations and regression results to enhance readers’ understanding of the findings. Nurses’ well-being is significantly influenced by the leadership styles they observe, and effective healthcare leadership is crucial for improving healthcare systems’ efficacy. The study population consists of private hospital nurses from Vellore City, Tamil Nadu, India. Questionnaires were disseminated using Google Forms, resulting in 308 responses, of which 283 ( N = 283) were deemed usable. Nurses self-rated their perceptions of their various managers’ leadership styles using the Multifactor Leadership Questionnaire 5x-short, along with the Three-Component Model (TCM) Employee Commitment Survey and a demographic questionnaire. Descriptive statistics, correlation, and regression were examined using SPSS 26.0. The study’s regression analysis found significant links between leadership styles and various types of commitment among nurses. Specifically, the results show that transformational (TRF) and laissez-faire (LF) leadership styles positively impacted affective commitment. TRF had a stronger influence (TRF: β = .938, p < .001; LF: β = .580, p < .001). The findings also indicate that TRF and LF styles positively influenced normative commitment (TRF: β = .803, p < .001; LF: β = .392, p < .001), while transactional (TRA) leadership had a negative effect on normative commitment (TRA: β = −.308, p = .007). These results provide valuable insights for healthcare organizations looking to increase commitment among their nursing staff by fostering specific leadership styles. This study contributes to nursing and organizational behavior by filling a gap in the current knowledge on the relationship between leadership styles and organizational commitment among nurses. Given the specific obstacles and stresses nurses face in their jobs, understanding how different leadership styles affect their commitment can assist healthcare organizations in better supporting their nursing staff. Healthcare organizations can apply these results by implementing targeted leadership development programs to identify and cultivate leaders with transformational and laissez-faire traits. Additionally, organizations can create a work environment that values autonomy and decision-making, fostering commitment among nurses. Future research could explore the long-term effects of implementing leadership development programs based on the identified effective leadership styles. Additionally, examining the broader implications of these findings for the field of nursing and healthcare management would be valuable for advancing the understanding of organizational commitment among nurses.

Impact of Leadership Styles on Job Satisfaction among Teachers in Secondary Schools in Monduli District

The purpose of this study was to explore the impact of leadership styles on job satisfaction among teachers in selected secondary schools in Monduli district. The study hypotheses were that H1 there is no statistically significant correlation between transformational leadership style and job satisfaction among teachers in selected secondary schools in Monduli district, H2 there is no statistically significant correlation between transactional leadership style and job satisfaction among teachers in selected secondary schools in Monduli district and H3 there is no statistically significant correlation between laissez-faire leadership style and job satisfaction among teachers in selected secondary schools in Monduli district. The study employed a descriptive survey design. A sample size of one hundred twenty-nine respondents was randomly chosen from four secondary schools in Monduli namely; Manyara, Lowassa, Engutoto, and Irkisongo district secondary schools. A self-administered questionnaire was used to collect information from respondents. The collected data were analyzed by Statistical Package for Social Scientists (SPSS) using, Independent t-test and Fisher's Analysis of Variance (ANOVA) to determine whether demographic variables varied with students' academic performance. Karl Pearson's Linear Correlation Coefficient was undertaken to determine the relationship between leadership styles and teachers' Job satisfaction. The study results indicated that hypotheses H1 and H3 were supported by the study findings. However, the study findings revealed that H3 was not supported by the study findings. The study concluded that transformational and laissez-faire leadership styles had a direct influence on teachers' job satisfaction. Therefore, school administrators in the Monduli district should use transformational and laissez-faire leadership styles in their day-to-day administration. The study findings led the researcher to recommend that, the school administration should focus on the use of transformational and laissez-faire leadership styles since they had a direct significant influence on teacher's job satisfaction. For future research focus should be on obtaining a larger and more representative sample, conducting the same study in other schools from another district for comparison purposes, and replicating the study using a qualitative approach.

Assessing the Effectiveness of Leadership Styles among Nurses in Tertiary Hospitals of Peshawar

Background: The healthcare sector increasingly recognizes the importance of leadership styles in shaping the work environment, employee satisfaction, and patient care outcomes. Leadership within nursing teams, particularly in tertiary hospitals, plays a crucial role in addressing the challenges of healthcare delivery and staff retention. The diversity in leadership styles—authoritarian, democratic, and laissez-faire—offers various approaches to managing nursing teams and influencing healthcare outcomes. Objective: This study aimed to assess the prevalence of different leadership styles among nurses working in tertiary hospitals in Peshawar and to explore their impact on nursing practice and healthcare delivery. Methods: A cross-sectional study design was employed, involving 240 nurses from Khyber Teaching Hospital and Lady Reading Hospital in Peshawar. Participants were selected using a convenience sampling technique. A structured questionnaire, comprising socio-demographic items and leadership style assessments, was utilized for data collection. Statistical analysis was conducted using SPSS version 25, focusing on frequencies, percentages, means, and standard deviations to evaluate the distribution of leadership styles. Results: The majority of participants reported a high range of authoritarian (44.2%), democratic (44.2%), and laissez-faire (46.3%) leadership styles. The prevalence of very high range was significant for authoritarian (43.3%) and democratic (40%) styles, indicating a strong inclination towards these leadership approaches among nursing staff. The study also highlighted a positive association between democratic leadership styles and job satisfaction among nurses. Conclusion: The findings underscore the diversity of leadership styles among nurses in tertiary hospitals in Peshawar, with a notable preference for authoritarian and democratic approaches. This diversity suggests the need for flexible leadership training programs tailored to the dynamic requirements of healthcare settings. Enhancing leadership skills among nurses is crucial for improving healthcare delivery and achieving better patient care outcomes.

The Effect of Laissez-Faire Leadership Style on Academic Performance of Primary School Pupils in Selected Primary Schools in Kasese District

Education plays a crucial role in the development of society, particularly in the developing world. The purpose of this research is to assess the impact of a laissez-faire leadership style on the academic performance of primary school students in selected schools within Kasese district. The study utilized a cross-sectional survey design, employing both quantitative and qualitative methodologies. Quantitative data was processed by coding and entering it into a computer program called the Statistical Package for Social Sciences (SPSS 22.0). This data was then summarized using frequency tables, allowing for the identification of errors and necessary revisions. Among the respondents, 27 (45%) disagreed with the statement, indicating that teachers appreciate the leadership style that grants them freedom. This lack of accountability can have negative consequences. Conversely, 24 (40%) agreed that head teachers adopt a hands-off approach, empowering teachers to independently solve problems, while 60% disagreed with this statement. Additionally, 17 (28.3%) of head teachers spend the majority of their time outside the school, with their presence on campus being rather casual. This evidence suggests that head teachers do not perceive their presence as significant, failing to recognize its positive impact on academic performance. In Kasese District, the Primary Leaving Examination (PLE) results for 2018 and 2020 revealed a disappointing pass rate of only 47%. Therefore, it is crucial to examine various factors, such as the leadership styles of head teachers, in order to address this issue effectively. Keywords: laissez-faire leadership, academic performance, primaryschool, pupils, social studies.