This study examined the influence of leadership styles on organizational performance at Uganda Electricity Generation Company Limited (UEGCL). The objectives were to identify the dominant leadership styles among middle and senior management, assess the level of organizational performance using both employee perceptions and objective metrics, and determine the relationship between leadership styles and organizational performance outcomes. A crosssectional research design was employed, and data were collected through questionnaires administered to employees, interviews with management, and organizational performance records. Multiple linear regression analyses were conducted to examine the relationships between leadership styles and performance indicators. The results revealed that transformational (β = 0.421, p < 0.001) and transactional (β = 0.356, p = 0.001) leadership styles were the most dominant and positively influenced organizational performance. Conversely, laissez-faire leadership (β = -0.229, p = 0.006) negatively affected performance. Organizational performance, as measured by employee productivity, operational efficiency, customer satisfaction, and financial outcomes, was significantly associated with the prevalent leadership styles. Transformational leadership was particularly impactful, fostering innovation, employee motivation, and strategic alignment, while transactional leadership enhanced operational efficiency and accountability. Laissezfaire approaches, however, were associated with reduced employee engagement and lower overall performance outcomes. It was concluded that leadership style was a critical determinant of UEGCL’s organizational performance. Transformational and transactional leadership positively influenced employee productivity, operational efficiency, customer satisfaction, and financial performance, while laissez-faire leadership undermined these outcomes. The study recommended that UEGCL should promote transformational leadership through targeted training, mentorship, and coaching programs, strengthen transactional leadership mechanisms via structured performance management and reward systems, minimize laissez-faire practices through accountability and skill development, enhance employee engagement and motivation, and implement continuous monitoring and evaluation systems to ensure sustainable performance improvements.