Vilakazi, Blessing Fika Mlondi.Phoswa, Sinothi.2025-10-122025-10-1220232023https://hdl.handle.net/10413/23962Master Degree. University of KwaZulu-Natal, Durban.This study examined the influence of leadership styles on organisational performance using a pulp and paper mill in Durban (PPMD) as a case study. The goal was to gather employees' perceptions at all employment levels. This study focused on four leadership styles: autocratic, democratic, transactional, and transformational. The researcher selected these styles because they are widely used in the business environment and common at PPMD. The specific objectives were to determine the leadership style mostly used by managers at PPMD; to examine the impact of applying autocratic, democratic, transactional, and transformational leadership on organisational performance at PPMD; to explore the feasibility of applying different leadership styles in one organisation; and to examine the challenges PPMD leaders face in practising the current leadership styles for organisational performance. As this study used quantitative methodology, a probability random sampling method was used to select individuals for inclusion in the sample. The study applied a formula Yamane (1967) developed to determine a suitable sample size. Using a five-point Likert scale, the structured questionnaire was administered to 302 employees throughout the organisation. Microsoft Excel was used to analyse the quantitative data from the respondents. The study revealed that PPMD leaders predominantly use a transactional leadership style. The correlation coefficient analysis indicated that transactional and transformational leadership styles positively impact organisational performance. The investigation further revealed that the democratic leadership style does not influence organisational performance, whereas the autocratic leadership style negatively impacts organisational performance. The findings also indicated that PPMD managers practice all four leadership styles examined within the scope of this study. The study further highlighted challenges leaders may face while practising any of the four leadership styles explored in this study, including employee resistance toward change. It is recommended that PPMD leaders adopt any leadership style or a combination of styles examined in this study, depending on the circumstances or time. However, they must avoid using autocratic leadership style because of its significant negative impact on employee performance, which in turn has a detrimental impact on organisational performance. Managers in PPMD must recognise each leadership style's strengths and weaknesses because one approach can yield unfavourable results. Leadership styles must be blended, and leaders must know when to use a specific approach.enCC0 1.0 Universalhttp://creativecommons.org/publicdomain/zero/1.0/Leadership.Leadership theories.Leadership styles.Organisational performance.Employee motivation.Thesis