RESULTS AND FINDINGS ON TRANSACTIONAL LEADERSHIP STYLE AND
EMPLOYEE PERFORMANCE
The second objective the study was to determine how transactional leadership style influences employee
performance and the average mean for this was 3.149 and standard deviation of 0.946 indicating
respondents agreeing with most of the statements. The findings showed that leaders keep track of all
mistakes whether mine or that of other employees with a mean of 3.608 and standard deviation of 0.744,
they express satisfaction when employees meet their goals and expectations a mean of 3.284 and
standard deviation of 0.857 and they provide others with assistance in exchange for their efforts with a
mean of 3.277 and standard deviation of 0.879. The study noted that leaders avoid getting involved
when important issues arise regarding employees with a mean of 3.169 and standard deviation of
0.828, they focus attention on irregularities, mistakes, exceptions, and deviations from standards
with a mean of 3.155 and standard deviation of 0.931, they do not intervene in organizational issues
until they become serious this was shown by a mean of 3.155 and standard deviation of 0.855, they
delay making important decisions when the need arises with a mean of 3.101 and standard deviation
of 0.967, they direct their attention toward failures to improve on their standards a mean of 3.088
and standard deviation of 1.062. Leadership discusses in specific terms who is responsible for
achieving performance targets this was shown by a mean of 3.034 and standard deviation of 1.020
and they make it clear what one can expect to receive when performance goals are achieved a mean
of 3.000 and standard deviation of 1.030. Leaders avoid making decisions and responding to urgent
question, this was revealed by mean of 2.987 and standard deviation of 1.195. Leaders concentrate
their full attention on dealing with mistakes, complaints, and failures this was shown by a mean of
2.926 and standard deviation of 0.983.
Table 4.6: Transactional Leadership Style and Employee Performance
N Mean Std. Dev
Leaders express satisfaction when employees meet their goals and
expectations
148
3.284 0.857
Leadership discusses in specific terms who is responsible for
achieving performance targets
148
3.034 1.020
Leaders make it clear what one can expect to receive when
performance goals are achieved
148
3.000 1.030
Leaders provide others with assistance in exchange for their efforts
148
3.277 0.879
Leaders direct their attention toward failures in order to improve on
their standards
148
3.088 1.062
Leaders keep track of all mistakes whether mine or that of other
employees
148
3.608 0.744
Leaders focus attention on irregularities, mistakes, exceptions and
deviations from standards
148
3.155 0.931
Leaders concentrate their full attention on dealing with mistakes,
complaints, and failures
148
2.926 0.983
Leaders do not intervene in organizational issues until they become
serious
148
3.155 0.855
Leaders avoid getting involved when important issues arise
regarding employees
148
3.169 0.828
Leaders avoid making decisions and responding to urgent questions
148
2.987 1.195
Leader’s delay making important decisions when the need arises
148
3.101 0.967
Average
148
3.149 0.946
40
4.4.2 Correlation Analysis between Transactional Leadership Style and
Employee
Performance
A Pearson Correlation was performed, and the result of the Pearson correlation test as presented
in Table 4.7 show a correlation (r (148) = 0.868; p<0.05) between transactional leadership style
influence employee performance. The findings imply that transactional leadership style is
positively correlated to employee performance.
Table 4.7: Correlation Analysis between Transactional Leadership Style and Employee
Performance
Transactional
Employee
Leadership Style Performance
Transactional Leadership Pearson Correlation
1
.868
**
Style Sig. (2-tailed)
.000
N
148 148
Employee Performance Pearson Correlation
.868
**
1
Sig. (2-tailed)
.000
N
148 148
**. Correlation is significant at the 0.01 level (2-tailed).
4.4.3 Regression Analysis between Transactional Leadership Style and Employee
Performance
The findings of the coefficient of determination are as shown in Table 4.8. The study
established that coefficient of correlation R was 0.868 an indication of strong positive
correlation with the study variable. The study further established that adjusted R2 was 0.753
which translates to 75.3%. Therefore, 75.3% changes in employee performance are caused by
transactional leadership style in member associations. The residual of 24.7% can be explained
by other factors beyond the scope of the current study.
Table 4.8: Model Summary between Transactional Leadership Style and Employee
Performance
Model
R R Square
Adjusted R Square
Std. Error of the Estimate
1
.868
a
.753 .751 .37217
a. Predictors: (Constant), Transactional Leadership Style
The researcher conducted a regression model at 95% significance level. The findings of F-Calculated
and F-Critical is as shown in Table 4.9. The study found out that F-Calculated was 444.195 and F-Critical
41
(1, 148) is 3.7987; hence F-Calculated > F-Critical, therefore the overall regression model was
significant. The findings further established that the study had a p value of 0.000.
Table 4.9: ANOVA between Transactional Leadership Style and Employee Performance
Model
Sum of Squares
df Mean Square
F
Sig.
Regression
61.525 1
61.525 444.195
.000
b
Residual
20.222 146
.139
Total
81.747 147
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), Transactional Leadership Style
To establish the individual influence of the variables on employee performance, the researcher
carried out regression coefficient. The findings are shown in Table 4.10. The findings revealed
that when all the variables were held constant to zero, employee performance would be at 0.584.
A unit increase in transactional leadership style by 0.841 increases the employee performance of
the member associations by the same number of units of 0.841. The fitted equation is as shown
below: Y= 0.584 + 0.841X1 that is
Employee Performance = 0.584 + 0.841 Transactional Leadership Style
Table 4.10: Coefficient between Transactional Leadership Style and Employee
Performance
Standardize
Unstandardized d
Coefficients
Coefficients
Model
B Std. Error Beta
t Sig.
1 (Constant)
.584 .158
3.688 .000
Transactional
.841 .040 .868
21.076 .000
Leadership Style
a. Dependent Variable: Employee Performance
