Assessing various leadership styles used at a multinational company specialising in marine services in Sub-Saharan Africa

Chido Samantha Madhanga, Steven Kayambazinthu Msosa and Tatenda Chikukwa
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Chido Samantha Madhanga: Faculty of Management Sciences, Durban University of Technology, South Africa
Tatenda Chikukwa: Faculty of Management Sciences, Durban University of Technology, South Africa

International Journal of Research in Business and Social Science (2147-4478), 2022, vol. 11, issue 2, 136-143

Abstract: This study examined the various leadership styles used at marine services companies in Sub-Saharan Africa. A quantitative structured closed-ended questionnaire was used to gather data from its sample respondent. The target population was 215 employees. However, every second element was selected systematically to produce a sample size of 107. The findings of this study showed that the overwhelming majority of respondents agreed that their managers practice transactional leadership styles. On the other hand, most respondents disagreed that their managers practice laissez-faire and transformational leadership styles. Based on the findings, the company's management should teach and train staff to perform their responsibilities efficiently. Furthermore, the management of the marines services company is advised to be proactive, assist staff, build connections, give resources, and avoid a laissez-faire leadership approach. Key Words:Leadership, performance, organisation, multinational, Sub-saharan Africa

Date: 2022
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