Title: Autocratic Leadership Style and Employee Performance at Civil Service Commission in Hargeisa, Somaliland.
Authors: Shafie Ali Salad
Volume: 10
Issue: 6
Pages: 312-317
Publication Date: 2026/06/28
Abstract:
This study investigated the relationship between autocratic leadership style and employee performance at the Civil Service Commission in Hargeisa, Somaliland. Guided by Lewin's Leadership Style Theory and supported by Behavioural Leadership Theory. The study employed a quantitative research approach using a cross-sectional research design. Data were collected from 92 employees using a structured questionnaire. Both descriptive and inferential statistical techniques were employed. Descriptive statistics, including frequencies, percentages, means, and standard deviations, were used to summarise responses regarding autocratic leadership style and employee performance. Inferential statistics, specifically Pearson's correlation analysis, were used to determine the strength and direction of the relationship between autocratic leadership style and employee performance. Descriptive results indicated that employees generally perceive autocratic leadership behaviours, such as independent decision-making, structured supervision, task monitoring, and compliance enforcement, positively, while feedback provision showed moderate variability. Inferential analysis revealed a moderate positive correlation (r = 0.609, p = 0.001) between autocratic leadership style and employee performance, confirming that directive and task-oriented leadership enhance productivity, compliance, and task efficiency. The study concludes that adopting autocratic leadership practices can strengthen performance outcomes in structured organisational environments, particularly when complemented by consistent feedback and supportive supervisory measures, and recommends the integration of structured feedback mechanisms to further support employee development and organisational effectiveness.