Impact of Laissez Faire leadership on employee engagement and job satisfaction: a case of Kampala Capital City Authority

Abstract

The study aimed to determine the impact of laissez faire leadership on employee engagement and job satisfaction, a case of Kampala capital city Authority. The study objectives were; i) to determine the relationship between laissez-faire leadership and employee engagement in KCCA, ii) to determine the relationship between laissez faire leadership and job satisfaction in KCCA, and iii) to determine the relationship between employee engagement and job satisfaction in KCCA. Data was collected from a sample size of 60 respondents using questionnaires and analyzed using SPSS. The study findings revealed that there is a positive significant correlation between laissez- faire leadership and employee engagement (Pearson correlation coefficient of .553**and P=0.000) at 5% level of significance. There was a positive significant correlation between laissez-faire leadership and job satisfaction (Pearson correlation coefficient of .326* and P=0.011) at 5% level of significance. Findings reveal that there is no significant correlation between employee engagement and job satisfaction (Pearson correlation .169 and P=0.198). The study recommended that KCCA should invest in leadership development programs to empower managers and supervisors with the skills needed to effectively engage and motivate their teams. This includes training on effective communication, coaching, and conflict resolution.