This study examined the effect of leadership styles on the performance of government agencies in Uganda with UNRA as a case study. This qualitative research was focused on the following three specific objectives; the first one was to find out how transformational leadership has impacted on the performance of Uganda National Road Authority. The second objective was to assess how transactional leadership style affected the performance at Uganda National Road Authority. The last objective for this study was to establish how the laisse-fair leadership style has influenced the performance at Uganda National Road Authority. With the use of variety of research tools, including questionnaires, interviews and focus group discussions, systematically the researcher followed the order of the research objectives, collected dated, analysed and presented the findings. The findings of the study showed consisted of both positive and negative effects. To begin with, the research revealed that when the administrators employed the transformational leadership, it resulted into improvement in the performance of the agency. Secondly the research showed that it is paramount for the leaders to ensure that the reward system was providing motivation to the staff for them to improve on their performance and hence the performance of the agency. It was also revealed that laissez faire leadership affected the performance negatively. The study concludes that all the three leadership styles (transformational, transactional and laissez faire) had an association with the performance of UNRA. The study suggested sustainable ideas that could turn the challenges upside down. Some of the suggestions included the need for appropriate skills among men and women as an important factor in job acquisition. Other suggestions included, administration of UNRA focuses on using transformational leadership style. The study finally noted that administration should eliminate the elements of laissez faire leadership.

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