By
Pitshou YADISADILA KlKA

FACULTY OF PSYCHOLOGY AND EDUCATIONAL SCIENCES

DEPARTMENT OF BUSINESS MANAGEMENT AND WORK ORGANIZATION

SUMMARY OF THE WORK

Our study focused on the leadership and performance of employees of Small and Medium Enterprises. Concretely, in this study we wanted to define the cause and effect relationship that exists between the different leadership styles and the performance of employees and identify the leadership style that best predicts the performance of employees of SMEs.
The problem of this research was summarized by the following main question: What relationship exists between the leadership style adopted by the supervisor and the predisposition of workers to increase their performance.
From this primary concern arose the following secondary concerns:

• Which leadership style best predicts employee performance in the SMEs studied?
• What is the leadership style practiced by managers in the SMEs studied?
• Is there a leadership style appropriate to the context of SMEs in the City of Kinshasa?

In light of the questions in the problem, we formulated the following hypotheses:

As for the main question, we believe that there is a relationship of dependency between leadership style and employee performance.
To verify these hypotheses and achieve the objectives assigned to our study, we used survey, comparative, descriptive and statistical methods coupled with documentary techniques and the survey questionnaire.

After analyzing the survey results, the following conclusions were drawn:

• Leadership style influences the performance of employees in the SMEs under study, which leads us to say that all things remaining equal, employee performance is a function of the leadership style adopted by the leader.
• Regarding the impact of leadership style on worker performance, it should be noted that we carried out a cross-variable analysis where we crossed the leadership style variable and the worker performance variable using multivariate statistical analysis, specifically multiple linear regression analysis.

Thus, we found that the transformational style led to a greater predisposition to increased worker performance; followed by the transactional style.