IMPACT OF LEADERSHIP STYLE ON EMPLOYEES’ PERFORMANCE (A CASE STUDY OF CHEVRON CORPORATION)
Abstract
This study investigates the impact of various leadership styles on employee performance within Chevron Corporation, focusing on how these styles influence motivation, productivity, engagement, and overall organizational commitment. A total of 365 respondents participated in the survey, which utilized structured questionnaires to gather data on the perceived effectiveness of transformational, transactional, laissez-faire, and adaptive leadership styles. The findings reveal that transformational leadership significantly enhances employee performance and motivation, while transactional leadership positively impacts productivity and job satisfaction. Furthermore, laissez-faire leadership influenced employee engagement, albeit with potential drawbacks concerning organizational outcomes. The study also highlights the importance of adaptive leadership in fostering employee motivation and commitment during times of change. By emphasizing the relationship between leadership styles and employee performance, this research contributes valuable insights for organizations seeking to improve their workforce effectiveness and overall organizational performance. The results advocate for a strategic emphasis on specific leadership practices tailored to the needs of employees, thereby enhancing both individual and organizational success.
Keywords: Leadership styles, employee performance, transformational leadership, transactional leadership, laissez-faire leadership, adaptive leadership, organizational commitment, employee motivation.
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