Situational Leadership Style and the Employee Performance: A Sequential-Explanatory Study

The researcher assessed the Situational Leadership of leaders on Employees' Performances in business in Rosario and Noveleta, Cavite. The researchers used a survey and interview to ask fifty (50) respondents for the quantitative phase and ten (10) respondents for the qualitative stage that supported the conducted study. The researchers used mixed method research, combining qualitative and quantitative research methods. The approach used is sequential explanatory in collecting quantitative data. The researchers used it as a guide to answer the problem statement. It focuses on the leadership style of the managers that affects the employee's performance. Thematic Analysis, mean, standard deviation, percentage, and a statistical tool, SPSS, were used to determine how leadership styles affect employees' performances. Based on the respondent's managers and employees. It shows that Employees Performance (m=3.96) correlates with LS of Telling (m=4.27), LS of Selling (m=4.16), LS of Participating (m=4.24), and LS Style of Delegating (m=4.24). The findings showed a significant relationship between situational leadership style and employee performance. This study recommends that managers assess their situational leadership style and their employee's performances to improve the employee's skills further.