Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan

Jacob Dut Chol Riak; Daniel Atem Awoul Apet

doi:doi:10.11648/j.ajtab.20261203.12

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Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan

Jacob Dut Chol Riak^*

, Daniel Atem Awoul Apet

Published in American Journal of Theoretical and Applied Business (Volume 12, Issue 3)

Received: 8 October 2026 Accepted: 17 October 2026 Published: 28 October 2026

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Abstract

This study examines the influence of employee-oriented leadership style on employee performance in three selected public universities in South Sudan. The study was motivated by persistent operational and socioeconomic challenges affecting the higher education sector, including staff and student strikes, delayed salary payments, inadequate infrastructure and accommodation, rising tuition costs, food shortages, armed conflict, poverty, and other disruptions associated with a fragile and post-conflict environment. These conditions have raised concerns regarding the capacity of university leadership to sustain institutional effectiveness, employee motivation, and performance. The study adopted a quantitative research approach. Data were collected using structured questionnaires distributed to academic and administrative staff across the three selected public universities. Of the 325 questionnaires distributed, 220 were successfully returned, yielding a response rate of 73%. The measurement instrument demonstrated excellent internal consistency, with Cronbach’s alpha coefficients ranging from 0.973 to 0.986. Descriptive and inferential statistical techniques were employed to examine the relationship between leadership style and employee performance. The findings demonstrated a strong and statistically significant positive relationship between employee-oriented leadership style and employee performance. Regression analysis indicated that a one-unit increase in the Leadership Styles Index was associated with a 0.605-unit increase in employee performance (β = 0.886, p < 0.001; 95% CI = 0.530-0.680). The findings also revealed institutional variations in leadership practices. The University of Juba and Dr. John Garang Memorial University of Science and Technology exhibited comparatively lower levels of employee-oriented leadership practices than the University of Upper Nile. The study further established that university leaders employed combinations of leadership styles, with their effectiveness varying according to institutional contexts and prevailing challenges. Several institutional constraints were identified, including weak promotion systems, inadequate infrastructure, and limited opportunities for staff development, low employee motivation, ineffective resource utilization, declining student outcomes, and high staff turnover. The study also revealed a substantial gender imbalance among academic and administrative staff, with males constituting 84.1% and females 15.9% of the study population. It recommends strengthening transparent governance and merit-based appointment systems, improving infrastructure and employee welfare, expanding professional development opportunities, enhancing academic quality, research and innovation, and accelerating digital transformation. The study further proposes the TEAD Hybrid Leadership Model, which integrates transformational, autocratic, employee-oriented, and democratic leadership approaches, as a context-sensitive framework for strengthening institutional resilience, enhancing employee performance, and supporting the long-term sustainability of public universities in South Sudan.

Published in	American Journal of Theoretical and Applied Business (Volume 12, Issue 3)
DOI	10.11648/j.ajtab.20261203.12
Page(s)	83-96
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2026. Published by Science Publishing Group

Keywords

Employees, Oriented, Leadership, Style, Employee, Performance, Survey, Public, Universities, South Sudan

References

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APA Style

Riak, J. D. C., Apet, D. A. A. (2026). Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan. American Journal of Theoretical and Applied Business, 12(3), 83-96. https://doi.org/10.11648/j.ajtab.20261203.12

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ACS Style

Riak, J. D. C.; Apet, D. A. A. Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan. Am. J. Theor. Appl. Bus. 2026, 12(3), 83-96. doi: 10.11648/j.ajtab.20261203.12

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AMA Style

Riak JDC, Apet DAA. Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan. Am J Theor Appl Bus. 2026;12(3):83-96. doi: 10.11648/j.ajtab.20261203.12

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@article{10.11648/j.ajtab.20261203.12,
  author = {Jacob Dut Chol Riak and Daniel Atem Awoul Apet},
  title = {Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan},
  journal = {American Journal of Theoretical and Applied Business},
  volume = {12},
  number = {3},
  pages = {83-96},
  doi = {10.11648/j.ajtab.20261203.12},
  url = {https://doi.org/10.11648/j.ajtab.20261203.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajtab.20261203.12},
  abstract = {This study examines the influence of employee-oriented leadership style on employee performance in three selected public universities in South Sudan. The study was motivated by persistent operational and socioeconomic challenges affecting the higher education sector, including staff and student strikes, delayed salary payments, inadequate infrastructure and accommodation, rising tuition costs, food shortages, armed conflict, poverty, and other disruptions associated with a fragile and post-conflict environment. These conditions have raised concerns regarding the capacity of university leadership to sustain institutional effectiveness, employee motivation, and performance. The study adopted a quantitative research approach. Data were collected using structured questionnaires distributed to academic and administrative staff across the three selected public universities. Of the 325 questionnaires distributed, 220 were successfully returned, yielding a response rate of 73%. The measurement instrument demonstrated excellent internal consistency, with Cronbach’s alpha coefficients ranging from 0.973 to 0.986. Descriptive and inferential statistical techniques were employed to examine the relationship between leadership style and employee performance. The findings demonstrated a strong and statistically significant positive relationship between employee-oriented leadership style and employee performance. Regression analysis indicated that a one-unit increase in the Leadership Styles Index was associated with a 0.605-unit increase in employee performance (β = 0.886, p < 0.001; 95% CI = 0.530-0.680). The findings also revealed institutional variations in leadership practices. The University of Juba and Dr. John Garang Memorial University of Science and Technology exhibited comparatively lower levels of employee-oriented leadership practices than the University of Upper Nile. The study further established that university leaders employed combinations of leadership styles, with their effectiveness varying according to institutional contexts and prevailing challenges. Several institutional constraints were identified, including weak promotion systems, inadequate infrastructure, and limited opportunities for staff development, low employee motivation, ineffective resource utilization, declining student outcomes, and high staff turnover. The study also revealed a substantial gender imbalance among academic and administrative staff, with males constituting 84.1% and females 15.9% of the study population. It recommends strengthening transparent governance and merit-based appointment systems, improving infrastructure and employee welfare, expanding professional development opportunities, enhancing academic quality, research and innovation, and accelerating digital transformation. The study further proposes the TEAD Hybrid Leadership Model, which integrates transformational, autocratic, employee-oriented, and democratic leadership approaches, as a context-sensitive framework for strengthening institutional resilience, enhancing employee performance, and supporting the long-term sustainability of public universities in South Sudan.},
 year = {2026}
}

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TY  - JOUR
T1  - Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan
AU  - Jacob Dut Chol Riak
AU  - Daniel Atem Awoul Apet
Y1  - 2026/10/28
PY  - 2026
N1  - https://doi.org/10.11648/j.ajtab.20261203.12
DO  - 10.11648/j.ajtab.20261203.12
T2  - American Journal of Theoretical and Applied Business
JF  - American Journal of Theoretical and Applied Business
JO  - American Journal of Theoretical and Applied Business
SP  - 83
EP  - 96
PB  - Science Publishing Group
SN  - 2469-7842
UR  - https://doi.org/10.11648/j.ajtab.20261203.12
AB  - This study examines the influence of employee-oriented leadership style on employee performance in three selected public universities in South Sudan. The study was motivated by persistent operational and socioeconomic challenges affecting the higher education sector, including staff and student strikes, delayed salary payments, inadequate infrastructure and accommodation, rising tuition costs, food shortages, armed conflict, poverty, and other disruptions associated with a fragile and post-conflict environment. These conditions have raised concerns regarding the capacity of university leadership to sustain institutional effectiveness, employee motivation, and performance. The study adopted a quantitative research approach. Data were collected using structured questionnaires distributed to academic and administrative staff across the three selected public universities. Of the 325 questionnaires distributed, 220 were successfully returned, yielding a response rate of 73%. The measurement instrument demonstrated excellent internal consistency, with Cronbach’s alpha coefficients ranging from 0.973 to 0.986. Descriptive and inferential statistical techniques were employed to examine the relationship between leadership style and employee performance. The findings demonstrated a strong and statistically significant positive relationship between employee-oriented leadership style and employee performance. Regression analysis indicated that a one-unit increase in the Leadership Styles Index was associated with a 0.605-unit increase in employee performance (β = 0.886, p < 0.001; 95% CI = 0.530-0.680). The findings also revealed institutional variations in leadership practices. The University of Juba and Dr. John Garang Memorial University of Science and Technology exhibited comparatively lower levels of employee-oriented leadership practices than the University of Upper Nile. The study further established that university leaders employed combinations of leadership styles, with their effectiveness varying according to institutional contexts and prevailing challenges. Several institutional constraints were identified, including weak promotion systems, inadequate infrastructure, and limited opportunities for staff development, low employee motivation, ineffective resource utilization, declining student outcomes, and high staff turnover. The study also revealed a substantial gender imbalance among academic and administrative staff, with males constituting 84.1% and females 15.9% of the study population. It recommends strengthening transparent governance and merit-based appointment systems, improving infrastructure and employee welfare, expanding professional development opportunities, enhancing academic quality, research and innovation, and accelerating digital transformation. The study further proposes the TEAD Hybrid Leadership Model, which integrates transformational, autocratic, employee-oriented, and democratic leadership approaches, as a context-sensitive framework for strengthening institutional resilience, enhancing employee performance, and supporting the long-term sustainability of public universities in South Sudan.
VL  - 12
IS  - 3
ER  -

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Author Information

Jacob Dut Chol Riak

Department of Political Science, University of Juba, Juba. South Sudan

Contact Email

http://orcid.org/0009-0003-4017-8612
Daniel Atem Awoul Apet

Department of Business Administration, University of Juba, Juba. South Sudan

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APA Style

Riak, J. D. C., Apet, D. A. A. (2026). Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan. American Journal of Theoretical and Applied Business, 12(3), 83-96. https://doi.org/10.11648/j.ajtab.20261203.12

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ACS Style

Riak, J. D. C.; Apet, D. A. A. Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan. Am. J. Theor. Appl. Bus. 2026, 12(3), 83-96. doi: 10.11648/j.ajtab.20261203.12

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AMA Style

Riak JDC, Apet DAA. Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan. Am J Theor Appl Bus. 2026;12(3):83-96. doi: 10.11648/j.ajtab.20261203.12

Copy | Download

@article{10.11648/j.ajtab.20261203.12,
  author = {Jacob Dut Chol Riak and Daniel Atem Awoul Apet},
  title = {Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan},
  journal = {American Journal of Theoretical and Applied Business},
  volume = {12},
  number = {3},
  pages = {83-96},
  doi = {10.11648/j.ajtab.20261203.12},
  url = {https://doi.org/10.11648/j.ajtab.20261203.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajtab.20261203.12},
  abstract = {This study examines the influence of employee-oriented leadership style on employee performance in three selected public universities in South Sudan. The study was motivated by persistent operational and socioeconomic challenges affecting the higher education sector, including staff and student strikes, delayed salary payments, inadequate infrastructure and accommodation, rising tuition costs, food shortages, armed conflict, poverty, and other disruptions associated with a fragile and post-conflict environment. These conditions have raised concerns regarding the capacity of university leadership to sustain institutional effectiveness, employee motivation, and performance. The study adopted a quantitative research approach. Data were collected using structured questionnaires distributed to academic and administrative staff across the three selected public universities. Of the 325 questionnaires distributed, 220 were successfully returned, yielding a response rate of 73%. The measurement instrument demonstrated excellent internal consistency, with Cronbach’s alpha coefficients ranging from 0.973 to 0.986. Descriptive and inferential statistical techniques were employed to examine the relationship between leadership style and employee performance. The findings demonstrated a strong and statistically significant positive relationship between employee-oriented leadership style and employee performance. Regression analysis indicated that a one-unit increase in the Leadership Styles Index was associated with a 0.605-unit increase in employee performance (β = 0.886, p < 0.001; 95% CI = 0.530-0.680). The findings also revealed institutional variations in leadership practices. The University of Juba and Dr. John Garang Memorial University of Science and Technology exhibited comparatively lower levels of employee-oriented leadership practices than the University of Upper Nile. The study further established that university leaders employed combinations of leadership styles, with their effectiveness varying according to institutional contexts and prevailing challenges. Several institutional constraints were identified, including weak promotion systems, inadequate infrastructure, and limited opportunities for staff development, low employee motivation, ineffective resource utilization, declining student outcomes, and high staff turnover. The study also revealed a substantial gender imbalance among academic and administrative staff, with males constituting 84.1% and females 15.9% of the study population. It recommends strengthening transparent governance and merit-based appointment systems, improving infrastructure and employee welfare, expanding professional development opportunities, enhancing academic quality, research and innovation, and accelerating digital transformation. The study further proposes the TEAD Hybrid Leadership Model, which integrates transformational, autocratic, employee-oriented, and democratic leadership approaches, as a context-sensitive framework for strengthening institutional resilience, enhancing employee performance, and supporting the long-term sustainability of public universities in South Sudan.},
 year = {2026}
}

Copy | Download

TY  - JOUR
T1  - Impact of Employees’ Oriented Leadership Style on Employee Performance: A Survey of Three Public Universities in South Sudan
AU  - Jacob Dut Chol Riak
AU  - Daniel Atem Awoul Apet
Y1  - 2026/10/28
PY  - 2026
N1  - https://doi.org/10.11648/j.ajtab.20261203.12
DO  - 10.11648/j.ajtab.20261203.12
T2  - American Journal of Theoretical and Applied Business
JF  - American Journal of Theoretical and Applied Business
JO  - American Journal of Theoretical and Applied Business
SP  - 83
EP  - 96
PB  - Science Publishing Group
SN  - 2469-7842
UR  - https://doi.org/10.11648/j.ajtab.20261203.12
AB  - This study examines the influence of employee-oriented leadership style on employee performance in three selected public universities in South Sudan. The study was motivated by persistent operational and socioeconomic challenges affecting the higher education sector, including staff and student strikes, delayed salary payments, inadequate infrastructure and accommodation, rising tuition costs, food shortages, armed conflict, poverty, and other disruptions associated with a fragile and post-conflict environment. These conditions have raised concerns regarding the capacity of university leadership to sustain institutional effectiveness, employee motivation, and performance. The study adopted a quantitative research approach. Data were collected using structured questionnaires distributed to academic and administrative staff across the three selected public universities. Of the 325 questionnaires distributed, 220 were successfully returned, yielding a response rate of 73%. The measurement instrument demonstrated excellent internal consistency, with Cronbach’s alpha coefficients ranging from 0.973 to 0.986. Descriptive and inferential statistical techniques were employed to examine the relationship between leadership style and employee performance. The findings demonstrated a strong and statistically significant positive relationship between employee-oriented leadership style and employee performance. Regression analysis indicated that a one-unit increase in the Leadership Styles Index was associated with a 0.605-unit increase in employee performance (β = 0.886, p < 0.001; 95% CI = 0.530-0.680). The findings also revealed institutional variations in leadership practices. The University of Juba and Dr. John Garang Memorial University of Science and Technology exhibited comparatively lower levels of employee-oriented leadership practices than the University of Upper Nile. The study further established that university leaders employed combinations of leadership styles, with their effectiveness varying according to institutional contexts and prevailing challenges. Several institutional constraints were identified, including weak promotion systems, inadequate infrastructure, and limited opportunities for staff development, low employee motivation, ineffective resource utilization, declining student outcomes, and high staff turnover. The study also revealed a substantial gender imbalance among academic and administrative staff, with males constituting 84.1% and females 15.9% of the study population. It recommends strengthening transparent governance and merit-based appointment systems, improving infrastructure and employee welfare, expanding professional development opportunities, enhancing academic quality, research and innovation, and accelerating digital transformation. The study further proposes the TEAD Hybrid Leadership Model, which integrates transformational, autocratic, employee-oriented, and democratic leadership approaches, as a context-sensitive framework for strengthening institutional resilience, enhancing employee performance, and supporting the long-term sustainability of public universities in South Sudan.
VL  - 12
IS  - 3
ER  -

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