Leadership styles and employee performance in the ministry of internal security and national administration in Kenya: a study of Kisii County

Abstract

One of the most important factors in enhancing employee performance is leadership. It is assumed that overall success of an institution is influenced by the leadership style used. The effect of leadership style on employee performance in the ministry of internal security national administration in Kisii County was investigated in this study. This study was guided by democratic, autocratic and bureaucratic leadership styles as independent variables in the specific objectives. Target population was the 257 employees in the ministry of internal security national administration in Kisii County out of which systematic random sampling method was used to determine the sample used in the study which was determined by the Yamane formula to be 157 respondents. Quantitative data was collected through structured questionnaires that were distributed to the respondents in the area of study. The quantitative data was analyzed by using descriptive and inferential analysis. A multiple regression formula was used to help the researcher establish the extent to which each of the leadership styles affect the performance of the employees in the ministry of internal security and national administration. Findings reveal that democratic leadership enhances performance by fostering trust and teamwork, though it sometimes leaves employees feeling excluded from decision-making. Approximately 8% of performance is tied to democratic practices, underscoring its importance but also indicating that other styles contribute as well. Autocratic leadership, impacting around 23% of performance, is effective in directive environments yet often undermines morale due to its top-down approach, limiting employee creativity. Bureaucratic leadership, strongly associated with performance, provides structure and consistency through a hierarchical system, yet its rigidity can impede innovation. The study concludes that while each leadership style contributes uniquely to internal security effectiveness, a balanced approach incorporating the strengths of all three may be essential to optimize operational success. The study recommends that the internal security administration should actively implement democratic leadership practices to address the feelings of exclusion experienced by some employees. While recognizing the potential of autocratic leadership to improve performance, the administration should strive to balance this style with approaches that prioritize employee well-being and morale. Given the importance of bureaucratic leadership for operational consistency, the administration should maintain a clear hierarchical structure while also promoting flexibility and innovation.