PERCEIVED LEADERSHIP STYLES AND JOB PERFORMANCE AMONG GOVERNMENT EMPLOYEES IN DON MARCELINO, DAVAO OCCIDENTAL

Abstract

This study used a descriptive-correlational approach to examine the level of perceived leadership styles and job performance among government employees in Don Marcelino, Davao Occidental. It assesses the significance of the relationship between perceived leadership styles and the job performance of government employees, as well as which domains of independent variable best influenced the respondents' level of job performance. There were 281 respondents from the municipal office of Don Marcelino, that were included in the study. The independent variable was measured using an adapted and modified questionnaire, the "Perceived Leadership Styles Questionnaire," developed by Gul et al. (2012), and the dependent variable was measured using the "Level of Job Performance among Government Employees Questionnaire," developed by Yusoff et al. (2014). Throughout the study, the researchers utilized a variety of statistical meth-ods, including the mean, Spearman’s rho, and step-wise multiple regression. Among the domains of perceived leadership styles (autocratic, democratic, transformational, and transactional leadership), transformational leadership style is most likely applied by leaders in the government sector. Meanwhile, when looking at the level of job performance among government employees, task performance was found to be the most used by government employees in carry-ing out their work. The study's findings revealed a strong or high positive correlation between the two variables, with the observed correlations being statistically significant. Furthermore, all domains of perceived leadership styles, namely autocratic, democratic, transformational, and transactional leadership, were found to influence respondents' levels of job performance. How-ever, democratic leadership had the most influence.