The Impact of Leadership Styles on Job Performance Among Trainees at Higher Education Institutions: A Case Study of the University of Venda
DOI:
https://doi.org/10.51137/wrp.ijarbm.411Keywords:
Leadership Styles, Job Performance, Internships, Higher Education, Transformational LeadershipAbstract
This study examines the relationship between leadership styles and job performance among interns at the University of Venda, South Africa. Using a quantitative research approach with a sample of 52 interns, the study investigated how transformational, transactional, and laissez-faire leadership styles influence various dimensions of job performance including teamwork, work fulfilment, autonomy, and professional development opportunities. Data were collected through validated questionnaires and analysed using SPSS version 29. Results revealed significant positive correlations between transformational leadership and multiple job performance factors (r = 0.395), while transactional leadership showed limited positive impact only on work fulfilment (r = 0.044). Laissez-faire leadership demonstrated significant relationships with autonomy (r = 0.402) and teamwork (r = 0.315). The findings contribute to understanding effective leadership practices in internship programs and provide evidence-based recommendations for enhancing intern experiences and organizational outcomes.
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