Effect Of Laissez-Faire Leadership On Organizational Performance: A Case Of PZ Cussons East Africa Limited

Mwihaki Ruth and Wanyoike Rosemarie
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Mwihaki Ruth: Department Of Business Administration, School Of Business, Economics, And Tourism, Kenyatta University, Kenya
Wanyoike Rosemarie: Lecturer, Kenyatta University, Kenya

International Journal of Research and Innovation in Social Science, 2025, vol. 9, issue 3, 4180-4187

Abstract: Leadership significantly influences the success of organizations, affecting productivity, decision-making, and employee engagement. Among the various leadership styles, laissez-faire leadership is often characterized by minimal supervision, lack of direct leadership involvement, and high employee autonomy, making its impact on organizational performance a subject of debate. This study examines the effect of laissez-faire leadership on the performance of PZ Cussons East Africa Limited, a major Fast-Moving Consumer Goods (FMCG) company in Kenya. The research employed a descriptive survey research design, targeting 84 employees through a census approach. Data was collected using semi-structured questionnaires and analyzed using descriptive and inferential statistics, including correlation and regression analysis. The findings reveal that laissez-faire leadership has a statistically significant negative impact on organizational performance. Correlation analysis showed a moderate negative relationship between laissez-faire leadership and performance (r = -0.52, p

Date: 2025
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