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The study was conducted at TCRA and involved 175 respondents to investigate the effectiveness of leadership styles. General objective was to investigate the extent leadership styles employed by management are effective to the performance of TCRA. Specific objectives were: To collect employees’ views on the practice of leadership skills employed by TCRA management, to identify
types of leadership styles employed by TCRA on course of managing the organization and to assess the extent types of leadership styles employed by the management are effective to the performance of TCRA. The case study research design was employed during the study. Data collection methods used was interviews, documentary review and observations. Data collection instruments used was interview questions, observation schedule, documentary review guide and questionnaires. Findings indicated that majority of respondents were aware of the practice of leadership styles at TCRA and that types of leadership styles employed by TCRA were: Transactional, transformational, interpersonal and network governance leadership styles. It was revealed from the study that transactional leadership style focuses on results after setting and transformational leadership style has been enabling managers/directors to encourage, inspire and motivate employees to innovate and create changes that help to grow and shape the future success of the company. Thus, the use of interpersonal leadership style resulted into leaders emphasizing interaction with their employees. In this case, there have been an increase of internal staff meetings, departmental meetings and section meetings and the Network-governance leadership style enabled the management to advance the shared interests of the network in communication and broadcast industries as well as building network with stakeholders. Lastly, it was recommended that: TCRA to increase training budget in order to cover training of employees, board members, stakeholders and customers, the government to empower TCRA through amendments of Act and regulations and TCRA to increase the rate of participation in corporate social responsibility. |
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