International Journal of Small Business and Entrepreneurship Research Vol.12, No.1, pp.,24-46, 2024 Print ISSN: 2053-5821(Print) Online ISSN: 2053-583X (Online) Website: https://www.eajournals.org/ Publication of the European Centre for Research Training and Development-UK 24 Leadership Styles and Organisational Performance: Case of Small Businesses in Cameroon Size Businesses in Buea Municipality Neba Noela Buwah Department of Marketing, Higher Institute of Commerce and Management, University of Bamenda, Bamenda, Cameroon Ibrahima Department of Marketing, Ecole Supérieure des Sciences Economiques et Commerciales (ESSEC) University of Douala, P.O.Box: 1931, Douala, Littoral, Cameroon Negou Ernest Department of Management Sciences, Higher Technical Teachers´ Training College (HTTTC), University of Buea, P.O.Box: 249, Kumba, SWR, Cameroon Elangwe Eugenia Bie Department of Management Sciences, Higher Technical Teachers´ Training College (HTTTC), University of Buea, P.O.Box: 249, Kumba, SWR, Cameroon doi: https://doi.org/10.37745/ijsber.2013/vol12n12446 Published January 14 2024 Citation: Neba N.B., Ibrahima, Negou E., and Elangwe E.B. (2024) Leadership Styles and Organisational Performance: Case of Small Businesses in Cameroon Size Businesses in Buea Municipality, International Journal of Small Business and Entrepreneurship Research, Vol.12, No.1, pp.,24-46 ABSTRACT: This study assesses the relationship between leadership styles and organisational performance for small and medium size organisations in Cameroon. Specifically, it examines the effect of authoritarian leadership style on organisational performance, the effect of democratic leadership style on organisational performance and the effect of transformational leadership style on organiational performance. Using a causal research design, the research selected 100 employees in small and medium size organisations through purposive sampling technique. Descriptive and inferential statistics were used through SPSS version 25 to analyse data. Findings reveal that there is a positive and significant relationship between leadership styles and organizational performance in small businesses studied. Results further reveal that democratic leadership styles do not have a positive effect on organizational performance while authoritarian and transformational leadership style has a positive and significant impact on organisational performance. It was recommended that managers in small and medium size organisations use authoritarian and transformational leadership styles in order to increase performance. KEYWORDS: Leadership styles, Organisational Performance, authoritarian leadership style, transformational leadership style, democratic leadership style.