Impact of Participatory Leadership on Improving Job Performance:A Field Study of Employees at the General Authority for Insurance and Pensions - Head Office, Aden

Abstract

The study aimed to identify the impact of participative leadership across its dimensions (delegation of authority, human relations, and participation in decision-making) on job performance at the General Authority for Insurance and Pensions - Aden. The study population consisted of all employees at the General Authority for Insurance and Pensions - Aden, totaling (121) employees (91 males and 24 females), according to official statistics from the Statistics Department of the General Authority for Insurance and Pensions - Main Center, Aden. The researcher relied on descriptive and analytical approaches, selecting the sample via purposive sampling. The study sample initially encompassed the entire population; however, (20) male and female employees were excluded as a pilot sample. A questionnaire was utilized as the primary tool for data and information collection and was distributed to the study sample. (21) questionnaires were excluded due to incomplete responses, leaving a remaining total of (80) male and female employees representing the final study sample subjected to statistical analysis, constituting (66%) of the target population. After employing a set of statistical methods for data analysis, the study reached several results, the most prominent of which are:

1.     ​The study proved the existence of a strong positive relationship between participative leadership and job performance, with the dimensions of human relations and delegation of authority emerging as the most influential.

2. The study concluded that enhancing participative leadership can serve as a strategic entry point to raise performance efficiency in public institutions by improving internal communication, strengthening organizational belonging, and increasing job satisfaction.