Contents

CHAPTER 1: INTRODUCTION.......................................................................................................3
1.1 Background Study.......................................................................................................................3
1.2 Problem Statement.......................................................................................................................5
1.3 Aim and Objective........................................................................................................................6
1.4 Scope of the Study.......................................................................................................................7
1.5 Focus of the Study.......................................................................................................................8
1.6 Significance of the Study..............................................................................................................9
1.7 Hypothesis...................................................................................................................................9
1.8 Research Questions...................................................................................................................10
1.9 Research Limitations..................................................................................................................10
CHAPTER 2: LITERATURE REVIEW.........................................................................................10
CHAPTER 3: METHODOLOGY....................................................................................................11
3.1 Data Collection...........................................................................................................................11
3.2 Questionnaire............................................................................................................................12
CHAPTER 4: ANALYSIS AND INTERPRETATION OF DATA..................................................13
4.1 Data Analysis and Discussion.....................................................................................................13
CHAPTER 5: CONCLUSION AND RECOMMENDATIONS.....................................................17
5.1 Conclusion.................................................................................................................................17
5.2 Recommendations.....................................................................................................................18
5.3 Limitations.................................................................................................................................19
CHAPTER 6: REFERENCES..........................................................................................................19
9. CHAPTER 7: APPENDICES...................................................................................................20
 CHAPTER 1: INTRODUCTION

1.1 Background Study

This research aims to explore the relationship between leadership styles and organizational
performance, specifically focusing on the Abu Dhabi National Oil Company (ADNOC). This chapter
discusses the background of the study, its aims and objectives, the problem statement, the
significance, and the hypotheses. The research intends to demonstrate how different leadership styles
impact organizational and employee performance. While several studies have explored various
leadership styles, few have delved deeply into their specific effects within the context of UAE-based
organizations like ADNOC.

Leadership involves guiding a group or organization towards achieving its goals, and it is applicable
across various domains such as business, politics, and social organizations. Leadership styles are
diverse, with each suited to specific situations. These styles significantly influence organizational and
employee performance, ultimately determining the success or failure of an organization. The style of
leadership adopted by an organization shapes the relationship between leaders and employees,
profoundly affecting employee commitment, engagement, and satisfaction. Effective leadership is
influenced by three primary factors: the leader's characteristics, the followers' responses, and the
situational context in which leadership is exercised.

This study examines five distinct leadership styles—autocratic, democratic, laissez-faire,

transactional, and transformational—and their effects on organizational performance. Understanding
the predominant leadership styles practiced at ADNOC is crucial, even though the organization may
not employ all these styles extensively.

Autocratic leadership centralizes decision-making power in the leader, with minimal input from
subordinates. This style can be effective in situations requiring quick decisions but may lead to
employee dissatisfaction and high turnover if used excessively. Democratic leadership, on the other
hand, encourages participation and input from team members, fostering a collaborative and inclusive
work environment. This style can enhance job satisfaction and creativity, although it might be less
effective in situations requiring rapid decision-making.

Laissez-faire leadership provides employees with substantial freedom to make decisions and complete
tasks independently. This approach can foster innovation and autonomy but might result in a lack of
direction and accountability. Transactional leadership focuses on clear structures, rewards, and
penalties to manage followers. It is effective in stable environments where tasks are routine, but it
may limit innovation and creativity. Lastly, transformational leadership inspires and motivates
employees to exceed their own expectations and achieve higher levels of performance. This style is
particularly effective in dynamic environments requiring change and innovation.

Established in 1971, ADNOC is responsible for managing and overseeing oil production and
distribution in the UAE. Over the years, ADNOC has grown to become a major player in the global
energy market, managing an integrated network of businesses covering the entire hydrocarbon value
chain. The company’s leadership and organizational performance are critical to its success, making it
an ideal case study for examining the impact of leadership styles on performance.

This study aims to provide insights into how different leadership styles affect ADNOC's performance.
By analyzing the predominant leadership styles within ADNOC, this research seeks to identify which
styles contribute positively to organizational performance and which may hinder it. This information
is valuable not only for ADNOC but also for other organizations in the UAE and similar contexts,
offering a blueprint for effective leadership practices.

The objectives of this study include identifying the predominant leadership styles adopted by
managers at ADNOC, measuring the effects of these styles on employee performance, and assessing
the overall impact of leadership styles on organizational success. The problem statement highlights
the critical role of leadership styles in achieving organizational goals and the need to understand
which styles are most effective within the unique context of ADNOC.

The significance of this study lies in its potential to inform strategic planning and leadership
development programs within ADNOC and other UAE-based organizations. By understanding the
impact of different leadership styles on performance, ADNOC can tailor its leadership practices to
enhance employee satisfaction, commitment, and overall organizational success. Moreover, this study
adds to the limited body of research on leadership in the UAE, providing a foundation for future
studies in this context.

The hypotheses guiding this research include the following: the autocratic leadership style is not
significantly practiced at ADNOC; the democratic leadership style has a significant positive impact on
organizational performance at ADNOC; the laissez-faire leadership style is minimally practiced at
ADNOC; the transactional leadership style significantly influences organizational performance at
ADNOC; and the transformational leadership style has the strongest positive impact on organizational
performance at ADNOC.

This research aims to shed light on the complex relationship between leadership styles and
organizational performance at ADNOC. By examining the effects of various leadership styles within
this prominent UAE-based organization, the study seeks to provide actionable insights that can
enhance leadership practices and organizational outcomes, benefiting both ADNOC and similar
entities in the region.
1.2 Problem Statement
Certain leadership styles in organizations can lead to project failures, employee dissatisfaction, and
high turnover rates. Understanding the impact of leadership styles on organizational performance is
essential to mitigate these issues. Different leadership approaches can shape the dynamics within a
workplace in varied ways, influencing everything from employee morale and productivity to the
success or failure of projects.

Autocratic leadership, for example, involves a leader making decisions unilaterally, without much
input from subordinates. While this style can be effective in situations requiring quick decision-
making or where tasks are straightforward and routine, it can also lead to significant issues.
Employees may feel undervalued and disrespected if their opinions and expertise are consistently
disregarded, leading to decreased job satisfaction. Over time, this can result in high turnover rates, as
employees seek more inclusive and supportive work environments. Furthermore, the lack of input
from diverse perspectives can lead to poor decision-making and project failures, as critical insights
from team members are overlooked.

In contrast, laissez-faire leadership, which involves giving employees a high degree of autonomy, can
also have mixed results. While it can foster innovation and allow skilled, self-motivated employees to
thrive, it can also lead to a lack of direction and accountability. Projects may fail if leaders do not
provide adequate oversight and support, and employees who require more guidance may become
frustrated and disengaged. This style can result in a chaotic work environment where priorities are
unclear, leading to dissatisfaction and increased turnover.

Transactional leadership, which focuses on structured tasks and rewards or penalties based on
performance, can create a stable and predictable work environment. However, it might not be
sufficient to motivate employees beyond basic compliance. If employees feel that their contributions
are only valued in terms of tangible rewards, they may not feel a deeper sense of commitment or
loyalty to the organization. This can lead to disengagement and higher turnover, especially if
employees do not feel that their personal growth and career development are being nurtured.

Transformational leadership, characterized by the ability to inspire and motivate employees toward a
shared vision, is generally seen as more effective in fostering high levels of employee engagement
and commitment. Leaders who adopt this style focus on creating a sense of purpose and encouraging
innovation and collaboration. However, this style requires leaders to be highly skilled in
communication and emotional intelligence. If executed poorly, it can lead to unrealistic expectations
and burnout, especially if employees are constantly pushed to exceed their limits without adequate
support.
Democratic leadership, which emphasizes participative decision-making and collaboration, can
enhance employee satisfaction and commitment by making team members feel valued and heard.
However, it can also slow down decision-making processes and potentially lead to conflicts if not
managed effectively.

Understanding the impact of these leadership styles on organizational performance is crucial for
mitigating the negative outcomes associated with inappropriate leadership practices. By selecting and
adapting the most suitable leadership styles, organizations can improve employee satisfaction, reduce
turnover rates, and enhance overall project success, creating a more resilient and dynamic work
environment.

1.3 Aim and Objective

The aim of this study is to reveal the link between leadership styles and organizational performance at
Abu Dhabi National Oil Company (ADNOC). Specifically, the objective is to identify the leadership
styles adopted by managers within ADNOC and measure their effects on employee performance and
overall organizational success. By focusing on five distinct leadership styles—autocratic, democratic,
transformational, transactional, and laissez-faire—this study seeks to provide a comprehensive
understanding of how leadership impacts one of the UAE's largest and most influential organizations.

Understanding the nuances of these leadership styles is critical. Autocratic leadership, where decisions
are made unilaterally by the leader without much input from team members, can lead to efficient
decision-making processes but may also result in lower employee morale and engagement due to the
lack of participatory input. This style might be beneficial in crisis situations requiring quick, decisive
action but can be detrimental in a collaborative environment where team input is valuable.

Democratic leadership, on the other hand, emphasizes participative decision-making. Leaders who
adopt this style encourage open communication and consider team members' opinions before making
decisions. This approach can foster a strong sense of belonging and motivation among employees, as
they feel their contributions are valued. However, it can also slow down decision-making processes,
potentially leading to delays in project execution.

Transformational leadership is characterized by leaders who inspire and motivate their employees
towards achieving a shared vision. This style is often associated with high levels of employee
engagement and innovation, as leaders focus on encouraging personal development and fostering a
supportive and challenging work environment. Transformational leaders at ADNOC could drive
significant organizational change and performance improvements by aligning employees' goals with
the company's strategic objectives.

Transactional leadership, which is based on a system of rewards and penalties, provides a clear
structure and expectations for employees. This style can be effective in achieving short-term goals and
maintaining productivity. However, it might not foster long-term employee engagement or creativity,
as it primarily focuses on performance outcomes rather than personal development or innovation.

Lastly, laissez-faire leadership involves giving employees a high degree of autonomy. While this can
lead to increased innovation and job satisfaction for self-motivated individuals, it can also result in a
lack of direction and oversight, potentially leading to poor performance and missed deadlines if not
managed properly.

This study will examine how these leadership styles are implemented at ADNOC and assess their
impact on various performance metrics, including employee satisfaction, productivity, and overall
organizational success. By analyzing these relationships, the research aims to provide actionable
insights for enhancing leadership practices within ADNOC, ultimately contributing to its sustained
growth and competitiveness in the global energy market.

1.4 Scope of the Study

The research will employ a detailed questionnaire consisting of 30 questions designed to gather
comprehensive data from 50 employees at the Abu Dhabi National Oil Company (ADNOC). These
questions are carefully crafted to capture insights into the various leadership styles experienced by the
employees and their perceived impact on organizational performance and employee satisfaction. The
questionnaire will cover aspects such as decision-making processes, communication effectiveness,
motivation strategies, and the overall work environment under different leadership styles.

In addition to the questionnaire, the study will include a series of interviews to gain deeper qualitative
insights. These interviews will be conducted over three weeks, allowing for more nuanced and
detailed responses from the participants. The interviews aim to complement the quantitative data
gathered through the questionnaire by exploring employees' personal experiences and opinions
regarding leadership practices at ADNOC.

However, the research's limited time frame poses a significant challenge for data collection and
analysis. Conducting interviews and administering questionnaires within three weeks requires
meticulous planning and efficient execution to ensure that the data collected is both comprehensive
and representative. The researchers must coordinate effectively with ADNOC's employees to schedule
interviews and distribute the questionnaires, which may be difficult given the participants' potentially
busy schedules and varying availability.

Furthermore, the short time frame may limit the depth of analysis that can be performed on the
collected data. Analyzing both quantitative and qualitative data within this period will require
streamlined processes and possibly the use of advanced data analysis software to handle the volume
and complexity of the information. Ensuring the reliability and validity of the findings will be critical,
given the constraints.
Despite these challenges, the research aims to provide valuable insights into the relationship between
leadership styles and organizational performance at ADNOC. By carefully managing the data
collection and analysis process, the study can offer actionable recommendations for improving
leadership practices and enhancing employee performance and satisfaction within the organization.

1.5 Focus of the Study

Organizational performance is a multifaceted concept influenced by numerous factors, including
employee motivation, organizational culture, knowledge management, and notably, leadership. This
study will zero in on leadership, specifically examining five distinct leadership styles: autocratic,
democratic, laissez-faire, transactional, and transformational. Understanding these styles and their
impact on organizational performance can offer valuable insights into optimizing leadership strategies
within organizations.

1. Autocratic Leadership: This style is characterized by leaders who exert complete control over
decision-making processes and provide minimal opportunity for input from team members.
Autocratic leaders make decisions unilaterally, often relying on their authority and expertise.
While this approach can lead to quick decision-making and clear directives, it can also stifle
creativity, reduce team morale, and lead to high levels of employee dissatisfaction if
overused.
2. Democratic Leadership: In contrast to autocratic leaders, democratic leaders encourage
participation from all team members. They foster an environment where ideas are freely
exchanged, discussions are encouraged, and decisions are made collectively. This inclusive
approach can enhance employee engagement, foster creativity, and improve job satisfaction.
However, it can also slow down decision-making processes and may lead to conflicts if not
managed properly.
3. Laissez-faire Leadership: Leaders who adopt a laissez-faire style provide their team members
with significant freedom to make decisions and carry out their tasks as they see fit. This
hands-off approach can be highly effective in teams with experienced, self-motivated
individuals who require little oversight. However, it can also lead to a lack of direction,
inconsistency, and decreased accountability if team members are not adequately prepared or
motivated to work independently.
4. Transactional Leadership: Transactional leaders operate on a system of rewards and
punishments to manage their teams. They establish clear goals and expectations, and
performance is closely monitored and rewarded or penalized accordingly. This leadership
style can be effective in achieving short-term goals and ensuring compliance with established
procedures. However, it may not inspire long-term commitment or innovation among
employees, as it often focuses more on extrinsic rather than intrinsic motivation.
 5. Transformational Leadership: Transformational leaders focus on inspiring and motivating
their employees to achieve greater levels of performance and to embrace significant changes.
They are visionary, fostering an environment of trust, enthusiasm, and commitment to the
organization's future. Transformational leaders tend to be highly effective in driving
organizational change, encouraging innovation, and improving overall employee satisfaction
and performance.

By examining these leadership styles within the context of organizational performance, this study
aims to identify which styles are most beneficial in various situations and how they can be leveraged
to improve both employee outcomes and overall organizational effectiveness. Understanding the
nuances of each style can help leaders adopt more flexible and adaptive approaches, ultimately
leading to better performance and a more positive organizational culture.

1.6 Significance of the Study

This study holds immense potential to furnish corporations with crucial insights necessary for crafting
new plans and strategies tailored to navigate the complexities of a competitive business environment.
By delving into the intricate relationship between leadership styles and organizational performance,
the findings derived from this research can serve as a beacon guiding organizational decision-making
processes towards greater efficacy and success. Understanding how different leadership styles impact
employee dynamics, productivity, and overall organizational outcomes equips companies with the
knowledge needed to optimize their leadership strategies for maximal effectiveness.

Moreover, the significance of this study transcends the corporate realm, extending its impact to the
academic domain. By addressing a notable gap in research pertaining to leadership styles and
organizational performance within UAE-based companies like ADNOC, this study contributes
invaluable knowledge to the academic community. As the UAE continues to establish itself as a
global hub for commerce and industry, research endeavors elucidating the intricacies of organizational
dynamics within this context become increasingly pertinent. By shedding light on how leadership
styles influence organizational performance in the unique socio-cultural landscape of the UAE, this
study enriches the academic discourse surrounding leadership theory and practice.

Furthermore, the implications of this research extend beyond the confines of the UAE, offering
insights that may resonate with organizations worldwide. While the study focuses on ADNOC, its
findings hold relevance for companies operating in diverse geographical and cultural contexts.
Leadership principles are universally applicable, albeit nuanced by cultural nuances and contextual
factors. Therefore, the insights gleaned from this study have the potential to inform leadership
practices in a global context, contributing to the advancement of organizational theory and practice on
a broader scale.
1.7 Hypothesis
H1: The autocratic leadership style isn’t practiced in the organization.

H2: The democratic leadership style has a significant impact and is widely practiced in the
organization.

H3: The laissez-faire leadership style isn’t practiced in the organization.

H4: The transactional leadership style has a significant impact on organizational performance.

H5: The transformational leadership style will have a stronger impact on organizational performance.

1.8 Research Questions

1. What is the relationship between the five leadership styles and organizational performance?
2. What are the negative impacts of the autocratic style on organizational performance?
3. How significant is the impact of transformational leadership on organizational performance?
4. Which leadership style shows the most impact on organizational performance?

1.9 Research Limitations

The research faced constraints due to its limited time frame, which necessitated a smaller sample size
compared to the vast workforce of ADNOC. This limitation compromises the precision and
dependability of the findings, as a larger sample size is typically required to enhance the statistical
validity of the results. With a smaller sample size, there is an increased risk of sampling bias and
reduced representativeness of the broader employee population at ADNOC.

Furthermore, the study's exclusive focus on ADNOC, a UAE-based organization, poses limitations on
the generalizability of its findings to other regions or cultural contexts. The leadership dynamics and
organizational culture within ADNOC may be influenced by unique socio-cultural factors specific to
the UAE, thus potentially limiting the applicability of the findings to organizations operating in
different geographical locations or cultural settings. Variations in leadership practices, organizational
structures, and employee dynamics across diverse contexts warrant caution when extrapolating the
study's conclusions beyond the boundaries of ADNOC.

Despite these limitations, the research offers valuable insights into the relationship between leadership
styles and organizational performance within the specific context of ADNOC. While the findings may
not be directly applicable to organizations in other regions, they contribute to the broader body of
knowledge on leadership and organizational behavior. Future research endeavors could seek to
replicate the study in different organizational contexts or extend the investigation to encompass a
more diverse range of companies, thereby enhancing the generalizability and robustness of the
findings. Additionally, efforts to mitigate time constraints and increase the sample size could further
strengthen the research's validity and reliability, paving the way for more comprehensive insights into
the intricacies of leadership and organizational performance across varied contexts.

CHAPTER 2: LITERATURE REVIEW

Leadership involves influencing others and being effective. To be a unique leader, certain traits must
be considered. Researchers have identified various leadership traits suitable for achieving tasks under
specific conditions. Effective leaders design and create an organization's vision for the future and
motivate team members to achieve it [Brown, 1982].

According to Khan and Adnan (2014), leadership aims to set organizational goals and mold resources
to achieve objectives. Trust and confidence between leaders and organizational members are crucial
for achieving goals [Koontz & Donnell, 1993].

Modern leadership theories include charismatic, transactional, transformational, visionary, and

culture-based leadership. Additionally, democratic, autocratic, dictatorial, and laissez-faire styles are
derived from McGregor's Theory X and Y assumptions [Igbaekemen, 2014]. Effective leaders exhibit
competencies such as orientation, a humanistic approach, inclusiveness, integrity, and loyalty
[AlMazrouei & Zacca, 2015].

Transformational and transactional leadership theories are successful due to leaders' ability to adapt to
environmental changes [Lowe et al., 1996]. Both styles positively impact organizational members
[Awamleh et al., 2005]. Leadership significantly influences individual performance in organizations,
motivating employees to achieve organizational goals [Mehra et al., 2006].

Leadership is essential for organizational processing, influencing culture, change management, and
organizational performance in the UAE public sector [Al-Ali et al., 2017].

CHAPTER 3: METHODOLOGY

3.1 Data Collection

The primary research method employed in this study was a questionnaire survey, selected for its cost-
effectiveness and efficiency in gathering data from a large number of participants within a limited
time frame. Given the resource constraints and time sensitivity of the research, a questionnaire survey
emerged as the most viable approach to collect data on leadership styles and their impact on
organizational performance at ADNOC.
To determine the sample size for the survey, a sample size calculator was utilized, considering a
confidence level of 95% and a confidence interval of 15. This calculation yielded a sample size of 50
employees from ADNOC's workforce, which boasts an approximate total of 3000 employees. While
the sample size may appear modest relative to the organization's overall workforce, it was deemed
sufficient to generate meaningful insights into the prevailing leadership styles and their effects on
employee performance within ADNOC.

The questionnaire survey comprised 30 questions designed to gauge participants' perceptions and
experiences related to leadership styles prevalent within ADNOC. These questions encompassed
various dimensions of leadership behavior, including decision-making processes, employee
participation, motivational strategies, and organizational communication channels. By eliciting
responses from a diverse range of employees across different departments and hierarchical levels
within ADNOC, the survey aimed to capture a comprehensive understanding of the leadership
landscape within the organization.

Given the dynamic and multicultural nature of ADNOC's workforce, the questionnaire survey
provided a valuable platform for employees to express their perspectives on leadership practices and
their implications for organizational performance. By soliciting direct feedback from frontline
employees, middle managers, and senior executives, the survey sought to capture insights from
multiple vantage points within the organizational hierarchy, enriching the depth and breadth of the
research findings.

While the questionnaire survey served as a practical and expedient means of data collection, it is
important to acknowledge certain limitations inherent in this method. The self-report nature of survey
responses may introduce biases or inaccuracies, and the findings are contingent upon participants'
subjective perceptions and interpretations. Additionally, the reliance on a single data collection
method precludes the triangulation of findings through alternative research approaches, necessitating
caution in drawing definitive conclusions solely based on survey results.

Overall, the questionnaire survey constituted a pivotal component of the research methodology,
facilitating the collection of empirical data to examine the relationship between leadership styles and
organizational performance at ADNOC. Despite its limitations, the survey provided valuable insights
into the prevailing leadership dynamics within the organization, laying the groundwork for subsequent
analysis and interpretation of the research findings.

3.2 Questionnaire
The questionnaire utilized in this study consisted of 30 statements aimed at analysing the prevalent
leadership styles within ADNOC, particularly focusing on their communication aspects. Employees
were tasked with providing their responses based on the extent of their agreement or disagreement
with each statement. The purpose of this approach was to gather insights into how leadership is
perceived and practiced within the organization, specifically through the lens of communication
dynamics.

Each statement within the questionnaire was carefully crafted to reflect various dimensions of
leadership behavior, encompassing aspects such as decision-making processes, communication styles,
delegation of tasks, and employee involvement in organizational matters. By eliciting responses from
employees, the study aimed to capture a comprehensive snapshot of the prevailing leadership
landscape at ADNOC.

Following the data collection phase, the responses obtained from the survey participants were
meticulously analyzed using statistical software, specifically SPSS (Statistical Package for the Social
Sciences). SPSS is a powerful tool commonly employed in research settings for conducting robust
statistical analyses, making it well-suited for processing and interpreting the gathered data.

Through the application of SPSS, various statistical techniques were employed to derive meaningful
insights from the dataset. This included descriptive statistics to summarize the key characteristics of
the responses, such as mean scores, standard deviations, and frequency distributions. Additionally,
inferential statistics may have been utilized to examine relationships between different variables and
test hypotheses formulated within the study.

The utilization of SPSS not only facilitated the organization and management of the collected data but
also enabled the researchers to conduct sophisticated analyses to uncover underlying patterns and
trends. By leveraging the analytical capabilities of SPSS, the study was able to draw robust
conclusions regarding the prevalent leadership styles at ADNOC and their implications for
organizational communication and performance.

CHAPTER 4: ANALYSIS AND INTERPRETATION OF DATA

4.1 Data Analysis and Discussion

Various leadership styles exert profound impacts on organizational success and employee
performance, underscoring the importance of comprehending and effectively managing these styles
within organizations. By elucidating the prevalent leadership dynamics, organizations like ADNOC
can enhance their leadership practices and optimize employee outcomes.

Table (A) and Bar Chart (A) offer a succinct summary of the findings gleaned from a comprehensive
30-question survey administered to 50 ADNOC employees. This survey aimed to discern the
prevalence and manifestations of different leadership styles within the organization, shedding light on
their respective influences on organizational performance and employee engagement.

The responses garnered from the survey furnish valuable insights into the prevailing leadership
landscape at ADNOC. They illuminate the extent to which various leadership styles—ranging from
autocratic and democratic to laissez-faire, transactional, and transformational—are practiced and
perceived within the organizational milieu. Each leadership style embodies distinct approaches to
decision-making, employee empowerment, communication, and motivation, thereby shaping the
organizational culture and influencing employee behaviors and attitudes.

Table (A) presents a comprehensive overview of the survey responses, delineating the frequencies
with which employees endorsed specific leadership styles. Through a meticulous tabulation of scores
attributed to each leadership style across the respondent pool, the table discerns patterns and trends
indicative of the predominant leadership paradigms operative within ADNOC. This quantitative
analysis facilitates a nuanced understanding of the relative prevalence and salience of different
leadership styles, offering organizational stakeholders valuable insights into the prevailing leadership
ethos.

Complementing Table (A), Bar Chart (A) offers a visual representation of the survey findings,
rendering the data more accessible and comprehensible to stakeholders. By graphically depicting the
distribution of responses across different leadership styles, the bar chart elucidates the relative
frequencies with which employees endorse specific leadership paradigms. This visual representation
enhances the interpretability and impact of the survey findings, enabling organizational leaders to
discern overarching trends and patterns in leadership practices within ADNOC.

In essence, the findings encapsulated in Table (A) and Bar Chart (A) serve as a foundational resource
for organizational leaders seeking to optimize leadership practices and foster a conducive work
environment at ADNOC. By elucidating the prevailing leadership dynamics and their implications for
organizational performance, these insights empower leaders to cultivate effective leadership strategies
tailored to the unique needs and exigencies of the organization, thereby fostering sustainable success
and employee well-being.

Survey’s scoring system:

The scoring system for the given questionnaires is as follow; the highest of the five scores
indicates the predominant style of leadership. If the highest score is 25 or more, it is a strong
indicator of the leaders’ normal style. The lowest of the three scores is an indicator of the
leadership style least used. If the lowest score is 10 or less, it is a strong indicator that the
leaders normally do not follow this style

Table (A): Survey Results

Employee No. Autocratic Laissez-Faire Democratic Transformational Transactional

1 15 19 16 14 17
2 16 14 16 19 20
3 17 20 17 16 16
4 18 15 20 17 18
5 17 16 18 17 18
6 15 18 17 15 16
7 18 21 16 13 21
8 14 16 14 13 13
9 18 17 16 16 14
10 16 16 16 16 16
11 18 21 10 11 12
12 18 16 16 21 21
13 15 20 10 12 13
14 14 17 16 16 14
15 14 13 15 11 9
16 13 17 11 12 11
17 23 21 17 21 19
18 17 19 12 11 12
19 19 17 19 18 18
20 18 17 19 18 18
21 14 12 14 12 15
22 14 15 14 14 14
23 14 14 11 14 12
24 14 15 14 16 16
25 15 20 11 14 14
26 18 19 12 12 15
27 21 15 19 19 19
28 15 16 14 20 16
29 17 9 21 24 20
Employee No. Autocratic Laissez-Faire Democratic Transformational Transactional
30 17 9 21 24 20
31 16 13 21 13 12
32 17 19 12 11 12
33 15 20 11 14 14
34 15 20 10 12 13
35 14 17 16 16 14
36 14 13 15 11 9
37 13 17 11 12 11
38 23 21 17 21 19
39 17 19 12 11 12
40 19 17 19 18 18
41 18 21 16 13 21
42 14 16 14 13 13
43 15 19 16 14 17
44 16 14 16 19 20
45 17 20 17 16 16
46 18 15 20 17 18
47 17 16 18 17 18
48 15 18 17 15 16
49 18 21 16 13 21
50 14 16 14 13 13

Bar Chart (A): Leadership Styles in ADNOC

The survey results from the 50 ADNOC employees reveal a nuanced picture of leadership styles
within the organization. None of the leadership styles examined appear to dominate, suggesting a
diverse approach to leadership among ADNOC leaders.

Analyzing the percentages, it's evident that there's no clear preference for a single leadership style.
Laissez-faire leadership, characterized by its hands-off approach, holds a slight edge with 16.9%. This
suggests that some leaders within ADNOC may adopt a more decentralized approach, allowing
employees significant freedom in decision-making and task execution.

Following closely behind is the autocratic style at 15.7%. This finding indicates that there's still a
notable presence of leaders who prefer to retain control and authority over decision-making processes.
While this style can lead to quick decision-making, it may also stifle employee autonomy and
creativity if overly rigid.

Transactional leadership comes next at 15.4%. This result suggests that a considerable proportion of
ADNOC's leadership employs a more contingent approach, relying on rewards and punishments to
motivate employees. While transactional leadership can be effective in ensuring compliance with
established standards and goals, it may lack the inspirational elements found in transformational
leadership.

Transformational leadership, at 15.2%, indicates a significant presence of leaders who strive to inspire
and motivate employees towards a shared vision. This style focuses on fostering positive change and
innovation within the organization, often leading to higher levels of employee engagement and
commitment.

Lastly, democratic leadership, characterized by its emphasis on participation and collaboration, is

slightly lower at 15.1%. While still prevalent, this result suggests that within ADNOC, there may be
fewer leaders who actively seek input and involvement from their team members in decision-making
processes.

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS

5.1 Conclusion
The primary objective of the study was to assess the leadership styles practiced by managers within
ADNOC and evaluate their impact on employee performance. The results revealed a diverse range of
leadership approaches utilized by managers, highlighting the absence of a singular dominant style
within the organization.

ADNOC managers exhibit a multifaceted approach to leadership, incorporating various styles

depending on the context and requirements of different situations. This diversity suggests a nuanced
understanding among managers of the need to adapt their leadership strategies to effectively address
different challenges and engage with diverse teams.

By not adhering strictly to one specific leadership style, ADNOC managers demonstrate flexibility
and responsiveness in their leadership approach. This adaptability enables them to tailor their
leadership behaviors to suit the specific needs and preferences of their teams, ultimately fostering a
more conducive work environment.

The absence of a predominant leadership style underscores ADNOC's commitment to embracing a

dynamic and inclusive leadership culture. Rather than adhering rigidly to a single approach, managers
are encouraged to draw from a repertoire of leadership styles to best support their teams and drive
organizational success.

Overall, the findings of the study shed light on the complex and nuanced nature of leadership within
ADNOC. By recognizing and leveraging the diversity of leadership styles employed by managers,
ADNOC can enhance its organizational effectiveness, promote employee engagement, and achieve
sustainable long-term growth.

5.2 Recommendations
1. Adopt a Shared Leadership Style: ADNOC should prioritize multiculturalism in its work
environment by embracing a shared leadership approach. This style promotes inclusivity and
 collaboration among team members from diverse backgrounds, fostering trust and cohesion.
By encouraging individuals to contribute their unique perspectives and skills, ADNOC can
harness the collective intelligence of its workforce to drive innovation and achieve
organizational goals.
2. Moderate Autocratic Leadership: While autocratic leadership may be necessary in certain
situations, ADNOC should strive to use this style judiciously to avoid negative repercussions
on employee satisfaction. Overreliance on autocratic decision-making can lead to
disengagement and demotivation among employees. Therefore, ADNOC should adopt a
more balanced approach, incorporating input from team members whenever feasible to
promote a sense of ownership and empowerment.
3. Utilize a Mix of Styles: ADNOC can benefit from employing a diverse range of leadership
styles tailored to different work environments and requirements. By blending autocratic,
democratic, and transformational approaches, managers can adapt their leadership strategies
to suit the unique needs of various teams and projects. This versatility enables ADNOC to
effectively navigate diverse challenges and capitalize on opportunities for growth and
innovation.
4. Maximize Transformational Leadership: Transformational leadership holds significant
potential for driving employee growth and organizational change at ADNOC. By inspiring
and motivating employees to embrace new ideas and pursue ambitious goals,
transformational leaders can cultivate a culture of continuous improvement and innovation
within the organization. ADNOC should prioritize the development of transformational
leadership capabilities among its managers, empowering them to lead by example and inspire
positive change throughout the organization.

5.3 Limitations
While the study provides valuable insights into the leadership styles and organizational performance
specifically within ADNOC, its focus on a single organization limits the generalizability of the
findings. ADNOC operates within a unique industry and cultural context, and the leadership dynamics
observed within the company may not necessarily be reflective of other organizations or regions.

To enhance the robustness and applicability of the research findings, future studies should aim to
include a larger and more diverse sample size. By expanding the scope of the study to encompass
multiple organizations operating in various industries and regions, researchers can obtain a more
comprehensive understanding of how different leadership styles impact organizational performance
across different contexts.

Additionally, conducting comparative analyses between organizations operating in similar industries

but with varying leadership practices could yield valuable insights into the relative effectiveness of
different leadership styles. By examining a broader range of companies, researchers can identify
common trends and patterns that transcend organizational boundaries, providing a more nuanced
understanding of the relationship between leadership styles and organizational outcomes.

Furthermore, exploring the influence of cultural factors on leadership practices and organizational
performance represents another important avenue for future research. Cultural nuances can
significantly shape leadership behaviors and preferences, influencing the effectiveness of different
leadership styles within specific cultural contexts. By incorporating cross-cultural perspectives into
their analyses, researchers can uncover valuable insights into how leadership practices evolve across
different cultural settings and how they impact organizational performance.

CHAPTER 6: REFERENCES
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 9. CHAPTER 7: APPENDICES
1. ADNOC Annual Reports
2. Survey taken for ADNOC Executives
3. Employee Reviews on Glassdoor
4. ADNOC Corporate Communications Materials
5. Academic Studies on Leadership and Organizational Performance
6. Employee Training and Development Programs at ADNOC
7. Industry Benchmarking Reports