Impact of Transactional and Transformational leadership on NGO Performance in Masvingo Province-Zimbabwe

This article examines the impact of transactional and transformational leadership styles on non-governmental organization (NGOs) performance in Masvingo Province-Zimbabwe. The research used a descriptive quantitative design. The study used a quantitative approach to survey participants from the NGOs in the region and the respondents were the leaders and the management in this sector. 64 leaders and management of all the twenty-four (24) NGOs actively operating in Masvingo Province were included and were stratified into two strata according to nature of business, The findings indicate a positive impact of transactional and transformational leadership styles on organisational performance. However, the study shows many related leadership challenges that includes; failure to embrace upward feedback, failure embrace change management strategy, unclear grievance handling procedures, high Staff turnover and unclear communication channels. The study recommends that leadership need to be hybridised with sustainable approaches such as capacity building workshops for leaders, implementation of staff retention programs and most significantly there is need to adopt both transactional and transformational leadership styles in the NGO sector.