Leadership Styles and Their Role in Enhancing Job Performance among Employees of the Libyan Red Crescent – Misurata Branch

Abstract

Following the significant societal shifts in Libya after 2011, the Libyan Red Crescent experienced a notable transformation, particularly in volunteer numbers, which surged into the hundreds. This necessitated effective leadership capable of managing the organization's broad humanitarian programs. The current study explored the impact of leadership styles on the functional performance of volunteers, combining a theoretical review with an empirical investigation involving a sample of 50 volunteers from the Misrata branch. The findings revealed a statistically significant relationship between the democratic leadership style and improved volunteer performance. In contrast, no significant correlation was found between the authoritarian style and performance. Interestingly, a significant correlation also emerged between the laissez-faire style and performance. These results underscore the importance of adopting democratic leadership practices to enhance the effectiveness of humanitarian work.