Leadership Style. And Empi.Oyee.'S Performance Ikwoto County Headquarter ( H/Q) Of EAstern Equatoiua State, The Repubuc Of South Sudan

ABSTRACT

The research was carried out within the Headquarter and county as whole and it was

carried on the effects of leadership style on employee's performances. The study was

basically on following styles below:

Autocratic leaders make decisions without consulting their team members, even if their

input would be useful. This can be appropriate when you need to make decisions

quickly, when there's no need for team input, and when team agreement isn't necessary

for a successful outcome. However, this style can be demoralizing, and it can lead to

high levels of absenteeism and staff turnover.

Democratic leaders make the final decisions, but they include team members in the

decision-making process. They encourage creativity, and people are often highly

engaged in projects and decisions. As a result, team members tend to have high job

satisfaction and high productivity. This is not always an effective style to use, though,

when you need to make a quick decision.

Laissez-faire leaders give their team members a lot of freedom in how they do their

work, and how they set their deadlines. They provide support with resources and

advice if needed, but otherwise they don't get involved. This autonomy can lead to high

job satisfaction, but it can be damaging if team members don't manage their time well,

or if they don't have the knowledge, skills, or self motivation to do their work

effectively. (Laissez-faire leadership can also occur when managers don't have control

over their work and their people.) Lewin's framework is popular and useful, because it encourages managers to be less autocratic than they might instinctively be.