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Effect Of Laissez-Faire Leadership On Organizational Performance: A Case Of PZ Cussons East Africa Limited

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  • Mwihaki Ruth

    (Department Of Business Administration, School Of Business, Economics, And Tourism, Kenyatta University, Kenya)

  • Wanyoike Rosemarie

    (Lecturer, Kenyatta University, Kenya)

Abstract

Leadership significantly influences the success of organizations, affecting productivity, decision-making, and employee engagement. Among the various leadership styles, laissez-faire leadership is often characterized by minimal supervision, lack of direct leadership involvement, and high employee autonomy, making its impact on organizational performance a subject of debate. This study examines the effect of laissez-faire leadership on the performance of PZ Cussons East Africa Limited, a major Fast-Moving Consumer Goods (FMCG) company in Kenya. The research employed a descriptive survey research design, targeting 84 employees through a census approach. Data was collected using semi-structured questionnaires and analyzed using descriptive and inferential statistics, including correlation and regression analysis. The findings reveal that laissez-faire leadership has a statistically significant negative impact on organizational performance. Correlation analysis showed a moderate negative relationship between laissez-faire leadership and performance (r = -0.52, p

Suggested Citation

  • Mwihaki Ruth & Wanyoike Rosemarie, 2025. "Effect Of Laissez-Faire Leadership On Organizational Performance: A Case Of PZ Cussons East Africa Limited," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 9(3), pages 4180-4187, March.
    • Handle: RePEc:bcp:journl:v:9:y:2025:issue-3:p:4180-4187
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    References listed on IDEAS

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    1. Solomon OMONONA & Olabanji ONI & Joseph OBAMEN, 2019. "Effects of Leadership Style on Employee Performance of Fast Moving Consumer Goods (FMCGS) in South Africa," Journal of Economics and Behavioral Studies, AMH International, vol. 11(1), pages 1-10.
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