Results on Autocratic Leadership Style and Employee Performance
The fourth objective the study was to determine how autocratic leadership style affects employee
performance and the average mean for this was 3.118 and standard deviation of 0.987 indicating
respondents agreeing with most of the statements. Leaders emphasize the importance of having a
collective sense of vision and mission and a mean of 3.264 and a standard deviation of 0.868,
leaders specify the importance of having a strong sense of purpose for others a mean of 3.169 and
a standard deviation of 0.979, leaders avoid getting involved when important issues arise regarding
employees and a mean of 3.169 and a standard deviation of 0.828, employees are given and trusted
with appropriate information regarding company matters affecting the organization with a mean of
3.162 and a standard deviation of 1.218, leaders go beyond their own self-interest for the
benefit of the employees with a mean of 3.135 and a standard deviation of 0.893. The findings
showed that leaders do not intervene in organizational issues until they become serious a mean
of 3.155 and a standard deviation of 0.855, leadership is the most effective style of leadership
characterized by increased employee morale and a mean of 3.027 and a standard deviation of
1.267, participative leadership is inappropriate because they are focused on productivity and a
mean of 3.020 and a standard deviation of 1.053 and that leaders concentrated their full
attention on dealing with mistakes, complaints, and failures and a mean of 2.926 and a
standard deviation of 0.983. The findings are indicated in the Table 4.16 below.
Table 4.16: Autocratic Leadership Style and Employee Performance
N Mean
Std. Dev
Leaders go beyond their own self-interest for the benefit of the employees
148
3.135
0.893
Leaders specify the importance of having a strong sense of purpose for
others
148
3.169
0.979
Leaders emphasize the importance of having a collective sense of vision and
mission
148
3.264
0.868
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
Employees are given and trusted with appropriate information regarding
company matters affecting the organization
148
3.162
1.218
Participative leadership is inappropriate because they are focused on
productivity.
148
3.020
1.053
Leadership is the most effective style of leadership characterized by
increased employee morale
148
3.027
1.267
Average
148
3.118
0.987
4.6.2 Correlation Analysis between Autocratic Leadership Style and Employee
Performance
A Pearson Correlation was performed, and the result of the Pearson correlation test as
presented in Table 4.17 show a correlation (r (148) = 0.863; p<0.05) between autocratic
leadership style influence employee performance. The findings imply that autocratic
leadership style is positively correlated to employee performance.
Table 4.17: Correlation Analysis between Autocratic Leadership Style and Employee
Performance
Autocratic Employee
Leadership Style Performance
Autocratic Leadership Style Pearson Correlation
1
.863
**
Sig. (2-tailed)
.000
N
148 148
Employee Performance Pearson Correlation
.863
**
1
Sig. (2-tailed)
.000
N
148 148
**. Correlation is significant at the 0.01 level (2-tailed).
4.6.2 Regression Analysis between Autocratic Leadership Style and Employee
Performance
The findings of the coefficient of determination are as shown in Table 4.18. The study
established that coefficient of correlation R was 0.863 an indication of strong positive
correlation with the study variable. The study further established that adjusted R2 was 74.3
which translates to 74.3%. Therefore, 74.3% changes in employee performance are caused by
autocratic leadership style in member associations. The residual of 25.7% can be explained by
other factors beyond the scope of the current study.
Table 4.18: Model Summary between Autocratic Leadership Style and Employee
Performance
Std. Error of the
Model
R
R Square
Adjusted R Square Estimate
1
.863
a
.745 .743
.37773
a. Predictors: (Constant), Autocratic 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 4.19. The study found out that F-Calculated was 426.932
and F-Critical (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 4.19: ANOVA between Autocratic Leadership Style and Employee Performance
Sum of
Model Squares df Mean Square F
Sig.
1 Regression 60.915
1
60.915 426.932
.000
b
Residual 20.832
146
.143
Total 81.747
147
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), Autocratic 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 4.20. The findings revealed
that when all the variables were held constant to zero, employee performance would be at 0.610.
A unit increase in autocratic leadership style by 0.610 increases the employee performance of
the member associations by the same number of units of 0.610.
The fitted equation is as shown below: Y= 0.610 + 0.833X1 that is
Employee Performance = 0.610 + 0.833 Autocratic Leadership Style
Table 4.20: Coefficient Between Autocratic Leadership Style and Employee Performance
Unstandardized
Standardized
Coefficients Coefficients
Model
B Std. Error Beta
t Sig.
1 (Constant)
.610 .160
3.803 .000
Autocratic Leadership
.833 .040 .863
20.662 .000
Style
a. Dependent Variable: Employee Performance
4.7 Multiple Regression Results
Multiple regression analysis was conducted and Table 4.21 is the breakdown of the model
summary. From the results, the value of R square is given as 0.601; this means that employee
performance in the Membership Associations in Kenya is explained by leadership styles.
Table 4.21: Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1.775a.601 .559 .92744
ANOVA findings are shown in Table 4.14. From the results, the overall regression model of the
study was significant (F=53.835, p<0.05).
Table 4.22: ANOVA Findings
Sum of Squares df Mean Square
F
Sig.
Regression
49.221 4
12.305 53.835
.000
b
Residual
32.686 143
0.229
Total
81.907 147
The findings of the beta coefficients and significance were determined as shown in Table 4.15. From
the findings based on beta coefficients and p-values, the study established that transformational
leadership style exerted the greatest significant effect on employee performance (β=0.826, p<0.05)
followed by transactional leadership style (β=0.416, p<0.05), participatory leadership style (β=0.298,
p<0.05) and lastly autocratic leadership style (β=0.205, p<0.05).
Table 4.23: Coefficients and Significance
Unstandardized Standardized
Coefficients Coefficients
B Std. Error
Beta
t
Sig.
(Constant)
4.272 2.713 1.574
.124
Transformational
.826 .216 .792 3.824
.000
leadership style
Transactional
.416 .121 .581 3.437
.001
leadership style
Participatory
.298 .120 .204 2.483
.018
leadership style
Autocratic leadership
.205 .091 .318 2.252
.030
style
