Transformational leadership, employee engagement and job performance among employees at Uganda Management Institute

Abstract

The major purpose of the study was to assess the relationship between transformational leadership, employee engagement and job performance among employees of Uganda Management Institute. The objectives of the study were to find out whether Transformational leadership is related to employee engagement, to find out whether employee engagement is related to job performance, and to find out the relationship between Transformational leadership and job performance. The population of the study was 100 and the sample size of the participants was 80. A correlational research design was adopted to describe the relationship between variables. Data was analysed using a Statistical Package for Social Scientists (SPSS) and Pearson Product Moment Correlation Coefficient (r) to establish whether the variables were correlated. The findings of the study showed that there is no significant relationship between transformational leadership and employee engagement since (p=.371, r=-.106 at 0.01). A negative significant relationship between employee engagement and job performance since (p=.002, r=-.360** at 0.01), and a positive significant relationship between transformational leadership and job performance since (p=.009, r=.305** at 0.01) The study recommended that Uganda Management Institute should investigate the various types of leadership styles that impact employee engagement among employees. Therefore, concluded that organizations should device means on how to influence levels of employee engagement if they are to yield positive levels of job performance.