Authors

Bryan C. Mosnge*
Isabela State University, Echague, Isabela, Philippines

Eva U. Cammayo
Isabela State University, Echague, Isabela, Philippines

Abstract

Leadership styles significantly influence employee performance, particularly in private companies where productivity and competitiveness are critical to success. This study explored the effects of autocratic, democratic, laissez-faire, and transformational leadership styles on employee performance in selected private firms in Cauayan City and Reina Mercedes, Isabela, Philippines. A quantitative descriptive-correlational research design was employed. Data were collected from a total of 188 respondents, who were selected through stratified random sampling and had at least three years of continuous service in their respective organizations. Employee performance was assessed across four key dimensions: quantity of work, quality of work, job knowledge, and working relationships. Findings indicated that democratic and transformational leadership styles were the most effective in promoting innovation, collaboration, and job satisfaction. In contrast, autocratic and laissez-faire approaches were often associated with increased stress, disengagement, and lower morale. The study also revealed that demographic factors such as age, educational attainment, and tenure influenced employee responses to different leadership styles. Overall, the results suggest that adopting democratic and transformational practices enhances productivity, supports employee well-being, and strengthens organizational sustainability, while contributing to Sustainable Development Goals 8 and 17 by promoting decent work, economic growth, and collaborative partnerships.

Keywords: Leadership styles, Employee performance, Sustainable Development Goals.

*Corresponding author / Email: brymosnge@gmail.com
DOI: http://doi.org/10.69651/PIJHSS05021066

Recommended citation:
Mosnge, B.C., & Cammayo, E.U. (2026). Leadership styles and employees’ performance in selected private companies in Isabela, Philippines. Pantao (The International Journal of the Humanities and Social Sciences) 5 (2), 2737-2762. http://doi.org/10.69651/PIJHSS05021066

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