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oai:repository.unam.edu.na:11070/37842024-02-17T22:00:41Zcom_11070_3315com_11070_3305col_11070_2806

Shipopyeni, Salomo S. 2024-02-12T12:31:04Z 2024-02-12T12:31:04Z 2023 http://hdl.handle.net/11070/3784 A thesis submitted in partial fulfilment of the requirements for the degree of master in business administration The study examined the impact of leadership development on employee performance at the Okahao Town Council in the Omusati Region, Namibia. The impact of leadership development on employee performance cannot be overemphasised. The need for adequate coaching, training and development, empowerment, participation and delegation are fundamental at promoting efficient and excellent employee performance. Though studies on the role of leadership development on employee performance has been well-research in other countries, less can be said of Namibia. Therefore, this study‟s imperative was to examine the relationship between leadership development and employee performance. This study considered five factors of leadership development, i.e., coaching, training and development, empowerment, participation and delegation. The data was collected through questionnaires and focused on lower-and-middle-level employees. Interviews were conducted with departmental managers and the Chief Executive Officer with questions tailored towards determining, the relationship between empowerment and participation in decision-making and employee performance, the relationship between authorisation and employee performance, the relationship between education and development and employee performance among others. The study sought to confirm if the five variables collectively as leadership development factors prove a synergistic effect and increase the overall employee performance. An extreme case sampling method was used to select the Okahao Town Council (OTC) among other councils in the Omusati Region and in Namibia at a large. The study employed mixed methods research to gather and analyse quantitative and then qualitative data in two consecutive phases. Triangulation was used to integrate the two phases, and that enabled the interpretation of the combined findings. Quantitative data was analysed using SPSS 28 using Cronbach‟s Alpha coefficient of leadership development and employee performance to quantify the strengths and correlation. The qualitative data was analysed and the presented as tables and graphs. Regression vi | P a g e analysis was used to test the impact of leadership development on employee‟s performance at the OTC. Obtained results after analysing statistical data demonstrate that there is a positive and significant relationship among leadership development and its dimensions. Authorisation and education and development among leadership development dimensions are strong correlators of employees' performance. Also, regression results analysis shows variables of authorisation, education and development and empowerment among predictor variables (leadership development dimensions) based on the highest significant level and coaching and participation in decision-making are not inserted in analysis. Authorisation, education and development and empowerment variables explain employees' performance score significantly. These variables are important in predicting employees' performance. Therefore, it is concluded that authorisation, education and development and empowerment have the highest impact on employees' performance, respectively en University of Namibia Participation and delegation Empowerment Training and development Coaching Employee performance Leadership development The impact of leadership development on employees’ performance: A case study of the Okahao Town Council, Namibia Thesisopen.access