The Effect of Leadership Styles of Administrative Leaders on Job Performance Behavior among Staff of Najran University

Abstract

The present study is an attempt to investigate the effect of leadership styles of administrative leaders on job performance behavior among staff of Najran University. To achieve the objective of the study, the sample was randomly selected of (117) administrative staff at Najran University. The descriptive approach was adopted in this study, in which the author designed 36-item questionnaire divided into two sections: the first one is leadership style (25) items distributed to three domains (autocratic leadership style, participative leadership style and bureaucratic leadership style), and the second section is job performance (11) items. The questionnaire was applied to the participants after verification of validity and reliability. The study revealed that participative style was high, autocratic style was moderate and bureaucratic style was low. The results showed that there are statistically significant differences in autocratic style (a = 0.05) due to gender in favor of females, while there are statistically significant differences in participative style in favor of males, and no statistically significant differences due to scientific qualification. The results indicated that there are positive correlation between the participative style and job performance and negative correlation between the autocratic style and job performance. The author recommends adopting the participative leadership style in administration due to the positive effects it has on job performance, as well as conducting studies on the common leadership styles in other Saudi universities.