IMPACT OF LEADERSHIP STYLE ON THE PERFORMANCE OF EMPLOYEE IN ADAMAWA STATE UNIVERSITY,MUBI

This study investigates the impact of leadership style on employee performance at Adamawa State University, Mubi, Adamawa State, Nigeria. Employing a quantitative research design, data was collected from a sample of academic and non-academic staff using structured questionnaires. The research specifically analyzes the effects of transformational, transactional, and laissez-faire leadership styles, as conceptualized in Bass's (1985) Full Range Leadership Model, on key performance indicators including productivity, job satisfaction, commitment, and motivation. The findings reveal a significant positive correlation between transformational leadership and enhanced employee performance, attributed to its focus on inspiration, intellectual stimulation, and individual consideration. Transactional leadership demonstrated a moderate impact, primarily through structured reward and recognition systems. In contrast, the laissez-faire style was found to have a negligible or slightly negative correlation with performance outcomes, linked to perceived leader absenteeism and lack of direction. The study concludes that leadership style is a critical determinant of institutional effectiveness in the Nigerian higher education context. It recommends the deliberate adoption and development of transformational leadership practices among university administrators to foster a more motivated, productive, and committed workforce, thereby contributing to the overall strategic goals of Adamawa State University, Mubi.