Leadership and organizational performance: A case study of Uganda Revenue Authority.

Abstract

This research is a study on the organizational structure of URA and the influence of leadership styles on the performance of Authority during the period of 2001- 2003 and 20014-2008 as reflected in the Chapter one of this study. The scope covered top leadership (Commissioners and Heads of Department) based at the Authority’s offices in Nakawa and Crested Towers in the period of.

The researcher used qualitative and quantitative research designs for a sample size of 50 respondents (6 commissioners, 25 middle level managers, and 19 lower level officers) randomly sampled as recorded in chapter three of this study. Various tools were used to record responses such as Questioners and key informant interviews; and recorded responses were tabulated in tables and pie charts, and mean frequency obtained in some cases and analysed in a descriptive sequence. URA is where it is today due to the leadership style exhibited as they are provided with all the necessary tools needed to meet the goals different from the previous regime of leaders. The leadership at URA has greatly influenced better performance especially in revenue collection through staff motivation and remuneration, team work, and participation in decision making. Although charismatic leadership is most preferred at the Authority, a combination of all the leadership styles is needed in order to achieve the desired results in Uganda Revenue Authority. It is recommended that a flexible enabling innovative and creative structure is advanced through departmentalization to allow growth of new leaders, delegation of duty, and embracing all views, and involving staff in setting realistic targets and on job training can reduce on pressure at work.