Leadership styles and team performance of local governments in Uganda: A case of the Kampala Capital City Authority (KCCA)

Abstract

The KCCA as a local government in Uganda has recognised the importance of hiring transformative managers in its enterprises and has developed a policy that institutes leadership styles in service to citizens. Since the early 2000s, the KCCA combined political and technical leadership to effectively execute their contracts. In that effort and to that end, senior state officials heading departments and faculties were required to change their leadership styles from dictatorship to other leadership styles. This study was designed to assess the effect of leadership styles on the team performance of KCCA workers