On the other hand, sources in secondary research will include previous research reports, newspaper, magazine and journal content.
Existing findings on journals and existing knowledge on books will be used as secondary research.
The interpretation will be conducted which can account as qualitative in nature.
To validate the research objective different scholarly views are presented of each independent variable effect on the dependent variable.
In past, the previous study investigated performance phenomena and how it was affected by various variables such as: Leadership, and with its different leadership styles such as participative, autocratic, and democratic.
It was noted that, in most studies, the concept of participative approach was highly lacking yet in the data collected, it was noted that this approach was critical to the sustainability of leadership processes especially in large work environments.A conceptual model is developed on the basis of their relationship with a view to analyze which one leadership style is most appropriate to improve the performance of employees of an organization.Consequently, performance was operationally perceived as: executing defined duties, meeting deadlines, team input, and achieving departmental goals.All in all, the history of leadership and how it affects performance of employees dates as back as early as the 17th century  where towards the end of that century we started noticing a shift from treating humans as machines and rather see them as human capital necessary for the achievement of different work tasks.Conceptual perspective In this study, there are different leadership styles such as autocratic, democratic, and Participative which taken as independent variables and employee performance would be taken as dependent variable.Theoretical perspective The Fred Fiedler presents the theory of Fiedler leadership contingency model theory in which he proposed that effective employees performance depended upon the proper match b/w a leaders’ ability to lead is contingent upon situational factors that include the leaders’ capabilities, preferred style, and behavior, competency of employees .This theory propounded that leaders should adopt that style which best to the situation and immediately stimulate the employee performance.The above should lead to efficiency, specialization, effective feedback and good organizational relations.Both terms (leadership and employee performance) cohesion should be proved through styles and approaches in attempt to cause efficiency which variable in this study was leadership and indeed Carter  defined leadership as the ability to employ managerial competencies to organized performance processes by inspiring, igniting and motivating teams to meet set organizational goals.This problem happen due to lack of strategic interventions of specific leadership styles to the particular situations was predicted as the problem at hand.This problem was continuously affecting employee performance.