Leadership Styles and Its Effect in Organizational Performance
Chapter One
Objectives of the Study
The overall objective of this study is to look generally on the impact of leadership style on organizational productivity with a particular reference to the organization of study. The objectives among others include the following:
1 To examine the impact of Transformational leadership style on productivity.
2 To examine the effect of Transactional leadership style on productivity.
3 To examine the effect of laissez-faire style of leadership on productivity.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
INTRODUCTION
Leadership is viewed as a social influence process through which one individual exerts influence intentionally over others to structure the behaviours and relationship within a group or organizations. Yuki (1994) opines that the specific construct of leadership vary considerably. For instance, over the past years, leadership has been in terms of personal traits, individual behaviour, interpersonal influence, situational factors and a combination of these. According to Singapore Productivity Association (SPA, 2010): there posited that leadership is a social influence which individual exhibits and gets the support of other persons in the accomplishment of a common goal. It has to do with the role someone play in influencing followers in order to achieve organizational goals. Another connotation of leadership considered by Moshane and Vanglino (2000) maintained that leadership is the process of influencing people and providing an enabling environment for them to achieve team or organizational goals and objectives. Inyang (2004:121) defined leadership as a process which involves the use of non-coercive influence to shape a group or organizational goals, motivate behaviour towards achieving the goals as well as define the group’s culture. From the above frameworks, leadership occurs when one individual influences other to perform voluntarily above the minimum requirement of their work. Organizations productivity is dependent on the leadership style adopted. This is to say that they are interwoven showing the leader’s willingness, commitment, selflessness, pro-activeness etc. to act in a given way to bring forth increase in the profit margin of the firm, effectiveness, efficiency and general increase in employee performance and productivity. Leadership style should be dependent on the task and the people being led, the environment and the leader initiative. However, there are several types of leaders exhibiting different leadership characteristics. It is therefore a first step to understand leadership development by exposing the various styles of leadership. Leadership style may be based on autocratic structure, people and production orientation. Empirical research conducted by Levin and white (1953) on leadership style, identified three major leadership styles:
- Autocratic leader
- Laissez faire leader
- Democratic leader.
In autocratic leadership style, the leaders is very conscious of his position. He has little trust and faith in his subordinates and he feels that “pay” is a just reward for work and is the only reward that will motivate a worker. An autocratic leader gives orders and demands that they be carried out. No questions are allowed and no explanation given. The group members ensure no responsibility for performance and merely do what they are told. Consequently production is good when the leader is present, but drops in his absence. Laissez faire leader has no confidence in his leadership ability. He does not get goals for the group and decision making is performed by whoever in the group is willing to accept it. Under laissez faire leadership style, productivity is generally low and work is sloppy. The group has little interest in their work morale and team work which are generally low. Democratic leadership style reflects a leader to follower relationship. Where decision making is shared by the leaders and members of the group he leads. Under democratic leadership style, criticism and praise are objectively given. A feeling of responsibility is developed within the group and enhanced productivity. Performances are usually high. New ideas and changes are developed.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
POPULATION OF THE STUDY
According to Udoyen (2019), a study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes of individuals or elements that are homogeneous in description.
This study was carried to examine leadership styles and its effect in organizational performance. Benue Links Nigeria Limited, Makurdi form the population of the study.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain leadership styles and its effect in organizational performance. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of leadership styles and its effect in organizational performance
Summary
This study was on leadership styles and its effect in organizational performance. Three objectives were raised which included: To examine the impact of Transformational leadership style on productivity, to examine the effect of Transactional leadership style on productivity and to examine the effect of laissez-faire style of leadership on productivity. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from Benue Links Nigeria Limited, Makurdi. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
The study concludes that leadership style of the organization greatly influence the performance and organizational output. Organization will function effectively when management employs a proper leadership styled. Therefore, harmony should be created between workers, management and the task environment.
Recommendation
We recommend that democratic, participatory and supportive leadership should exist within the organization, leaders should set vibrant high performance organizational culture through interpersonal relation, dialogues and transparency. Leaders should adopt effective communication pattern to produce enthusiasm and foster an atmosphere of confidence within the organization. It should note that the aforementioned as indices and indexes of democratic leadership style which culminated to high performance.
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