Daniel Atem Apet & Prof. Dr. Maxwell Adea.

Abstract

This study examines the impact of autocratic leadership on employee performance in three public universities in the Republic of South Sudan. Beyond contributing to the development of higher education locally, the study aims to provide insights into leadership practices in fragile states and their implications for organizational performance globally. Findings indicate that autocratic leadership is the dominant style, with 48.2% of respondents agreeing or strongly agreeing, while 25% were uncertain and 26.9% disagreed or strongly disagreed. The prevalence of this style is influenced by ongoing socio-economic crises and conflict, which limit leaders’ capacity to fully exercise their roles. Key challenges identified include delays and inconsistencies in staff promotions, inadequate investment in training and professional development, poor infrastructural development, and insufficient motivation packages for employees. These factors hinder staff performance, reduce institutional growth, and affect the quality of graduates produced. Overall, the study concludes that while autocratic leadership is prevalent, it does not significantly enhance employee performance or institutional development. The restrictive nature of this style, compounded by external challenges, limits management efficiency and organizational progress. The research recommends adopting more participatory or transformational leadership approaches to improve staff performance and the overall quality of higher education in South Sudan.

Keywords: Autocratic, Leadership, Employees, performance, public Universities.

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