IIARD International Institute of Academic Research and Development

INTERNATIONAL JOURNAL OF ECONOMICS AND FINANCIAL MANAGEMENT (IJEFM )

E-ISSN 2545-5966
P-ISSN 2695-1932
VOL. 8 NO. 6 2023
DOI: https://doi.org/10.56201/ijefm.v8.no6.2023.pg52.66

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Influence of Transactional Leadership Style on Employee Performance in Tanzania: A Case of Iringa Region

Zozimo Gozberth, Haji Ng’elenge, Enock J. Wiketye, and Bahati Golyama

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Abstract

This study assessed the influence of transactional leadership style on employees’ Performance at Regional commissioner’s Office in Iringa region. Specifically, the study examined the influence of active management on employee performance at Iringa Regional commissioner’s Office. The study sample size was 341 employees found in Iringa region. The study employed quantitative research methods to investigate the objectives. Simple random sampling as well as purposive sampling techniques was employed during data collection. Data analysis was done by correlation and regression to get the significant relationship of variable. Also, the findings indicated that active management have positive and significant influence on employee’s performance (B = 0.246, p = 0.000). The study concluded that active management has positive and significant influence on employee’s performance. Therefore, the practical implication is that active management should be encouraged, developed, established and promoted to increase the level of employee’s performance. In addition, the findings have revealed that contingent rewards have insignificant contribution on employee’s performance. Thus, all factors which hinder the effectiveness of contingent rewards should be addressed. The study recommended that the use of active management should be improved to increase employee performance.

keywords:

Transactional Leadership, Employee performance, Active management, Iringa region, Contingent Rewards

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Bass, B. M. (1985). Leadership: Good, better, best. Organizational Dynamics, VOl. 13. No. 8.
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