Leadership Styles and Human Resource Management: It’s Impact on Employee Performance in Business Enterprises
DOI:
https://doi.org/10.54536/ajhrpa.v1i2.7828Keywords:
Business Enterprise, Employee Performance, Human Resource Management, Leadership StylesAbstract
This study examined the influence of leadership styles and human resource management practices on employee performance in business enterprises in Malaybalay City and Valencia City, Bukidnon, Philippines. Recognizing that employees are the principal drivers of organizational productivity yet are continuously shaped by the leadership behaviors and human resource systems they experience, the research determined how workplace factors collectively relate to performance outcomes in local business contexts. Using a descriptive-correlational quantitative approach, data were gathered from 400 employee respondents through two-stage cluster sampling, with business enterprises as first-stage clusters and employees as second-stage sampling units, using a standardized questionnaire that captured the levels of leadership styles, human resource management practices, and employee performance. Findings revealed that all seven leadership styles examined were observed in the workplace, with Democratic Leadership most prominently practiced. Among human resource management practices, Recruitment, Selection and Placement was the most strongly applied, while Attendance was the most dominant dimension of employee performance. Pearson r correlation showed that leadership styles and human resource management practices are significantly and positively associated with employee performance, with human resource management practices recording a stronger overall association than leadership styles. These insights underscore the significance of cultivating participative leadership and structured human resource management systems to sustain employee performance and strengthen organizational competitiveness.
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Copyright (c) 2026 Danica L. Bualat, Daryl Jane A. Caballero (Author)
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