| dc.creator |
Mwesigwa, Nyangoma |
|
| dc.date |
2020-09-30T09:39:46Z |
|
| dc.date |
2020-09-30T09:39:46Z |
|
| dc.date |
2019 |
|
| dc.date.accessioned |
2021-05-05T08:08:36Z |
|
| dc.date.available |
2021-05-05T08:08:36Z |
|
| dc.identifier |
APA |
|
| dc.identifier |
http://hdl.handle.net/11192/4312 |
|
| dc.identifier.uri |
http://hdl.handle.net/11192/4312 |
|
| dc.description |
A Dissertation submitted in partial fulfillment of the Requirements for Award of the Degree of Master of Business Administration of Mzumbe University |
|
| dc.description |
The purpose of the study was to investigate the influence and relationship of leadership style on organizational performance. The study was conducted on two departments of Norton Rose Fulbright the researcher picked interest on the fact that leadership style and performance is too generalized on literature hence the reason for conducting the study at this firm. Apart from assessing and identifying leadership style and level of performance at Norton Rose Fulbright, determining the influence of leadership style on performance of Norton rose Fulbright was another specific objective. A sample size of 233 respondents was used from two teams of NRF in Tanzania and South Africa. Using convenience and purposive non-probability sampling techniques to collect data, the study also used a mixed approach of quantitative and qualitative techniques in the research process. The qualitative data was collected using a focus group discussion while quantitative data were collected through a multifactor leadership questionnaire version six S (6S) Quantitative data in terms of descriptive and inferential statistics were organized and coded by the aid of SPSS software version 25 and analysed using the Pearson correlation matrix and multiple linear regression techniques. The descriptive statistical data were analysed using five-point likert scale measures, and analysed using content analysis method Findings from the content analysis revealed that neither transformational leadership style nor transactional leadership style were practiced at NRF instead leaders at NRF exhibited traits of transformational style while the firm through its policy practiced some traits of transactional leadership style. Pearson correlation matrix revealed that both leadership styles had significant linear relationships with the firm performance with a strong negative correlation between the variables. Multiple linear analysis revealed that transformational leadership style had an insignificant relationship with the firm performance while transactional leadership style significantly related with firm performance. It was concluded that both leadership are important in first growing businesses while future researches can look at other leadership styles. The study recommended that the law society should establish and implement programs that help foster transformational leadership skills among its leaders. |
|
| dc.language |
en |
|
| dc.publisher |
Mzumbe Univesrity |
|
| dc.subject |
Leadership Style |
|
| dc.title |
The influence of leadership style on organizational performance: the case of Norton Rose Fulbright |
|
| dc.type |
Thesis |
|