Leadership styles and their effects on staff turn- over in an organisation a case study of voluntary action for development [VAD]:
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Date
2010-09
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Kampala International University, College of Humanities and social sciences.
Abstract
This is a report of a study which establishes the effect of good leadership on staff turn
over. It is a case study of VAD operating in Wakiso and Mpigi Districts of Uganda. The
main research problem was that mangers lack knowledge about or there is little
documentation of the relationship between leadership and staff turn over. At VAD, there
was certainly no such data. The purpose of this study was therefore to provide
documented evidence that good leadership is associated with low turn over. The field
data was collected during August and September 2009.
The methodology used in data collection was both quantitative and qualitative. A sample
of 92 respondents was selected out of 191 and a questionnaire was self administered. The
data was then treated statistically using SPSS and Excel software programmes.
Essentially, the SPSS programme was used in creating frequency tables. This ea sed
narrative interpretation. The main findings are VAD has good leadership. This is seen in
regular communication, good relations with staff, availing training opportunities, a
concern for performance and availing a good working environment. The staff turn over is
also low with only 3 people having left in 10 years. The conclusion is that good
leadership leads to low staff turn over. It is recommended that such good practices be
maintained at VAD.
Description
a research thesis submitted to the school of postgraduate and research in partial fulfillment of the requirements for the award of a degree of master of arts in human resource management of Kampala international university;
Keywords
Leadership styles, staff turn- over, voluntary action for development