This study examined leadership styles and Human Resource Management (HRM) practices, using Indomie Manufacturing Company as a case study. The objective was to assess how different leadership styles such as transformational and autocratic impact HRM practices. A descriptive survey research design was adopted. The study involved a sample size of 222 staff selected through convenience sampling. Data was collected using structured questionnaires designed to capture employee perceptions and experiences related to leadership styles and HRM practices. The data was analysed using multiple regression analysis to determine the statistical significance and strength of the relationship between the variables. The findings revealed that transformational leadership had insignificant impact on HRM practices while autocratic leadership style had insignificant impact on HRM practices. The study concluded that leadership styles play a crucial role in shaping the effectiveness of HRM functions within an organisation while there is need for further improvement in the transformational and autocratic leadership. It recommended that organisations, particularly in the manufacturing sector, adopt more participative leadership approaches to enhance employee engagement, improve performance management, and support organisational growth. Managers should be trained to apply flexible leadership styles that align with situational demands and workforce diversity.    

Keywords: Autocratic Leadership, Organisational performance, Transformational Leadership.