The Nexus Between Autocratic Leadership Style and Employee Performance in a South African University
DOI:
https://doi.org/10.51137/wrp.ijarbm.719Keywords:
Leadership, Performance Management, Sustainability, University, South AfricaAbstract
This study examines the relationship between autocratic leadership style and employee performance in the context of a South African university. Autocratic leadership, which is characterized by centralized decision-making, strict supervision, and limited employee participation, remains common in many hierarchical environments, including higher education institutions. The research focuses on how autocratic leadership practices influence the productivity, job satisfaction, and commitment of university employees, particularly in administrative and academic support units. A quantitative research approach was utilized, with data collected through structured questionnaires administered to a convenient sample of n=400 employees at the university. The Pearson Product Moment correlation was used to analyze the relationship between autocratic leadership behaviors and key indicators of employee performance. The findings aim to determine whether autocratic leadership has a positive impact on performance by promoting discipline and task completion or a negative impact by lowering morale and limiting employee empowerment. This study offers insights for university management on finding a balance between authoritative leadership practices and participative strategies to enhance employee performance and organizational effectiveness. Ultimately, the research aims to inform leadership development and human resource practices within universities to create more productive and supportive work environments.
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Copyright (c) 2026 Owen Zivanai Mukwawaya, Mqemane Tshababa, Mokoena Patronella Maepa, Emmanuel Mutambara (Author)
This work is licensed under a Creative Commons Attribution 4.0 International License.
