Autocratic leadership style and employee performance in Zimbabwe’s public sector Procurement Management Units (PMU): mediating role of Electronic Government Procurement (e-GP)

Abstract

Procurement Management Units (PMUs) in Zimbabwe continually strive to enhance their
performance to remain viable within an increasingly dynamic and complex environment. In line with
Zimbabwe’s Second Republic emphasis on improved performance to fulfil its economic blueprints,
employee job performance has emerged as a critical success factor. Despite the formal adoption of
e-GP in Zimbabwe’s PMUs, inefficiencies and irregularities continue to persist, as consistently
evidenced by the Auditor-General’s Reports from 2017 to 2023. Among the numerous determinants
of job performance, the autocratic leadership style has received considerable attention. Therefore,
this study sets out to examine the impact of leadership styles on the performance of employees in
Zimbabwe’s PMUs with a particular focus on the mediating role of electronic Government
Procurement (e-GP). A cross-sectional survey design was employed, targeting PMU professionals
across Government Ministries, Departments and Agencies (MDAs) located in provincial centres,
specifically Harare, Bulawayo, Gweru, Masvingo, Mutare and Chinhoyi. Five theoretical
frameworks underpin the study: the Situational Leadership Theory, which posits that leadership
effectiveness depends on contextual dynamics; Institutional Theory, which recognises institutional
pressures in policy adoption; Stewardship Theory, which views managers as stewards of
organisational interests; the Diffusion of Innovation Theory, explaining the adaptation to digital
transformation; and the Path–Goal Theory, which explores how leaders facilitate employees in
achieving performance goals. Systematic sampling was utilised to collect quantitative data between
April and May 2025 through structured survey questionnaires. These questionnaires captured
demographic variables and constructs relating to autocratic leadership styles, task and contextual
performance, and the mediating effect of e-GP. Data analysis was conducted using Partial Least
Squares Structural Equation Modelling (PLS-SEM), alongside descriptive statistics (mean,
frequency), correlation analysis, and hypothesis testing. Instrument reliability was assessed using
Cronbach’s alpha, and inferential statistics employed p-values (<0.05) to test significance. The final
sample comprised 67% male and 39% female respondents, with 4% unspecified. The modal age
range for professional experience in PMUs was 41–45 years. Structural Equation Modelling Partial
Least Squares (SEM-PLS) results indicated statistically significant relationships between autocratic
leadership styles and employee performance in PMU. All hypotheses were supported, and the
mediating role of e-GP constitutes a novel contribution to autocratic leadership and performance
studies in the Zimbabwean context. In light of the findings and conclusions of the study, an integrated
hybrid leadership style framework is recommended to enhance employee performance mediated by
electronic Government Procurement. This framework should prioritise the institutionalisation of
leadership training and participatory decision-making, with strategic autocratic enforcement skills
necessary for ensuring compliance, discipline, and consistent execution of procurement reforms. This
balanced approach is critical for optimising both employee engagement and accountability,
particularly in the implementation of digital platforms such as electronic Government Procurement
(e-GP).