Sophia Bangirana2026-06-282026-06-282026-05-28https://hdl.handle.net/20.500.11951/2173PostgraduateThis study examined the influence of leadership styles on organizational performance in selected microfinance institutions in Kampala District, focusing on Deed Microfinance, ASA Microfinance (Uganda) Limited, and Octa Finance Limited. The objectives of the study were to assess the effects of transformational, servant, and transactional leadership on organizational performance. A correlational research design was employed, using both quantitative and qualitative approaches. The study targeted a sample of 207 employees, of whom 192 participated, yielding a response rate of 92.8%. Quantitative data were collected using structured questionnaires and analyzed through descriptive statistics, Pearson’s correlation, and multiple regression analysis, while qualitative data from interviews and focus group discussions supported the quantitative findings. The findings revealed that respondents generally held positive perceptions of transformational leadership (Mean = 3.75, Std. Dev. = 0.903), servant leadership (Mean = 3.91, Std. Dev. = 0.764), and transactional leadership (Mean = 3.91, Std. Dev. = 0.767). Correlation analysis indicated statistically significant positive relationships between all leadership styles and organizational performance (p < 0.01), with transactional leadership showing the strongest association (r = 0.653). Multiple regression results showed that transformational (β = 0.156, p = 0.008), servant (β = 0.169, p = 0.013), and transactional leadership (β = 0.581, p < 0.001) collectively explained 47.4% of the variance in organizational performance (R² = 0.474). The study concluded that all three leadership styles positively influenced organizational performance, with transactional leadership having the greatest impact. It recommended that microfinance institutions strengthen transformational leadership by promoting vision, innovation, and ethical role modeling; enhance servant leadership through employee support, empathy, and community-building; and reinforce transactional leadership by clarifying performance expectations, providing feedback, and ensuring fair rewards. The study highlighted limitations related to the cross-sectional design, sample scope, and reliance on self-reported data, suggesting areas for future research including longitudinal studies, exploration of additional leadership styles, and the moderating role of organizational culture.enCC0 1.0 Universalhttp://creativecommons.org/publicdomain/zero/1.0/Leadership StylesOrganisational PerformanceMicrofinance InstitutionsTransformational LeadershipServant LeadershipTransactional LeadershipThesis