Effects of Poor Leadership on Organizational Performance: Evidence From Non-Governmental Organizations in Nangarhar

Abstract

This study examines the effects of poor leadership on organizational performance in non-governmental organizations in Nangarhar province of Afghanistan. The simple linear regression technique is used in order to assess the effects of poor leadership on organizational performance. The sample size of the study is 245 prospective respondents, who are working with the non-governmental organizations in Nangarhar province of Afghanistan. The stratified random sampling techniques is used in order to collect the data. The results shows that there is an indirect and negative relationship between organizational performance and poor leadership. The correlation coefficient is 0.735. Both the size and direction of the structure show an inverse and strong relationship between the two variables obtained. This implies that as poor leadership rises, this would cause to decline the organizational performance and it’s vice versa.  R-square indicates the variation of the independent variables on the dependent variable of the study. The R-Square value is 54 percent. This shows that 55.5 percent variation in the dependent variable is due to independent variables of the study. This implies that the remaining variation is due to unobservable factors that are in error term and due measurement, it is not included. The estimated coefficient of poor leadership is -0.458 given the standard error by 0.02. This indicates that there is a negative effect of poor leadership on organizational performance. The probability value indicates that it is significant at 1 percent. The estimated coefficient can be interpreted as: if there is one-unit change in poor leadership, there would be 0.458 unit change in the organizational performance of Non-Governmental Organizations.