This study examined the effect of leadership style on the performance of administrative staff members at selected universities in the Bono region of Ghana. The specific objectives of this study were to: investigate leadership styles currently being practiced in the selected universities in the Bono region, examine the effect of democratic leadership on employee performance, assess the effect of autocratic leadership on employee performance, and determine the effect of laissez-faire leadership on employee performance. The research approach was quantitative and the research design was descriptive. The study used 231 respondents and these respondents were purposively selected. Questionnaires were used to collect data from the respondents. Descriptive statistics such as mean, and percentages, as well as correlation and regression statistical tools, were used to analyse the data. The study found that while the democratic leadership style was frequently used, universities also use autocratic and laissez-faire leadership styles. The study revealed that the democratic leadership style statistically and empirically has a positive impact on employee performance. The study found that while an authoritarian leadership style generally has a negative impact on workers' performance, it does so to some level. The study also showed that employees' performance at lower levels is positively impacted by a laissez-faire leadership style. As a result, the study concluded that the leadership styles used at the selected universities in the Bono region of Ghana had an impact on employee performance. It recommended that supervisors apply democratic, autocratic, and laissez-faire leadership styles depending on the scenario at hand since various circumstances call for various leadership approaches.