The Nexus between Transactional Leadership Style and Employee Performance in a South African University

This study examines the nexus between transactional leadership style and employee performance within the context of a South African university. As higher education institutions continue to experience increasing demands for improved service delivery, accountability, and organisational effectiveness, leadership practices have become a critical determinant of employee performance. Transactional leadership, characterised by contingent rewards, performance monitoring, and corrective actions, is widely recognised for promoting role clarity, compliance with organisational goals, and operational efficiency. However, its effectiveness within the dynamic and knowledge-intensive environment of higher education remains an area requiring further investigation. The study explores the extent to which transactional leadership influences employee performance. Grounded in leadership and organisational behaviour theories, the research adopts a quantitative approach using a survey method of dada collection. Data were collected from academic and administrative staff at a South African university. A convenient sample of n=400 was used to collect data. Inferential statistics were employed to determine the nature and strength of the relationship between transactional leadership practices and employee performance outcomes. The study seeks to contribute to the growing body of knowledge on leadership in higher education by providing context-specific evidence from South Africa and offers practical recommendations for university management to develop leadership strategies that enhance employee performance while supporting institutional effectiveness and sustainable organisational development.