The Impact of Leadership on Organisational Performance: A Case of Farm and City Centre Chipinge Zimbabwe

Abstract

The study seeks to assess the effect of leadership on organisational performance at Farm and City Centre (FCC) in Chipinge, Zimbabwe. Theoretically, the study is guided by the Trait Theory, the Stakeholder Theory, the Contingency Theory and the Resource-based Theory which can be adapted in different situations to help leaders to improve their effectiveness in guiding terms towards success, and the literature review from other contexts worldwide. The study methodologically employs a quantitative approach where closed ended questionnaires were used to collect data using stratified sampling and managed to get 40 respondents out of the total population of 60. The SPSS was used to examine the results that were received, using regression analysis. Based on the results of the study, servant leadership is the dominant leadership style employed by FCC. The results also show the impact of leadership style on organisational performance is not statistically significant, meaning that leadership style has no impact on organisational performance. The research bring forward strategies that improve leadership style and enhance organisationalperformance, which include leadership training, employee empowerment, effective communication and being customer centric