An Assessment of Leadership Styles for Organizational Performance:A Case Study of Mika Hotels Lusaka, Zambia
DOI:
https://doi.org/10.5281/zenodo.15374758Keywords:
Leadership Styles & Organizational performanceAbstract
A cross-sectional study explored the influence of leadership styles and employee recognition on organizational performance at Mika Hotels in Lusaka, Zambia. A total of 100 participants from various organizational levels were involved. Data were collected using a semi-structured questionnaire and analyzed through logistic regression using Stata software (version 14.0). The median age of participants was 31 years, with an interquartile range of 26–35 years. Most participants held diploma-level qualifications (53%) and worked in clerical or administrative roles (81%).
The findings showed that situational leadership was associated with a modest, non-significant effect on organizational performance (AOR = 1.05; 95% CI: 0.21–3.77; P = 0.939), indicating no conclusive evidence of its impact. In contrast, employee recognition was found to be strongly and significantly associated with improved organizational outcomes (AOR = 33.14; 95% CI: 2.29–425.58; P = 0.007), suggesting that recognition is a key factor in enhancing organizational success. In conclusion, while situational leadership did not show a significant effect, employee recognition emerged as a critical driver of organizational performance at Mika Hotels.
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