INTRODUCTION

Good leadership makes business and not-for-profit organizations successful.

Without leadership, organizations move too slowly, stagnate, and lose their way
(Northhouse, 2007). Much of the literature about organizations stresses
decision-making and implies that if decision-making is timely, complete and
correct, then things will go well. Yet a decision by itself changes nothing. After
a decision is made, an organization faces the problem of implementation - how
to get things done in a timely and effective way. The problems of
implementation are really issues about how leaders influence behaviour, change
the course of events, and overcome resistance. Thus, effective leadership is
crucial in implementing decisions successfully and hence, it is a major
ingredient of effective management and for the delivery of good health services
in medical institutions as well as other organizations in Nigeria.

Different styles of leadership exist to match different situations in an

organization and each of these styles works best only if the leader has a vision
of what can be achieved and then communicates this to others and evolve
strategies for realizing the vision (Reddins, 1990). Most leaders motivate people
and are able to negotiate for resources and other support to achieve their goals.
These leaders ensure that the available resources are well organized and applied
to produce the best results. Given limited resource and difficult operating
environments of many low to middle profile hospitals in Nigeria, the medical
director, who is the overall leader is nonetheless expected to achieve optimum
results. Thus, it may not be out of place to draw at this point in time that
probably this instance marks where most scholars in the area of leadership
research concluded that leading is a complex process. But it is common
knowledge today that most organizational leaders succeed whenever they
successfully influences others (followers) in achieving organizational goals.
Corroborating on the foregoing, Sule as cited in Ogbe (2006)states:

……an effective leader could be linked to a Fulani herdsman The

herdsman goes

ahead of the cattle while the cattle follow from behind, where
there is a river to cross, he steps in and watches until all the
cattle have crossed. If any of the cattle was unable to cross,
he does not leave until such a time when he has assisted
those particular cattle in crossing. He sleeps where the cattle
sleep, drinks the water the cattle drink, if there is an attack on
the herdsman either by an animal or a person, the cattle all
rally round to fight the common enemy (as they see it). Thus,
the question now is how many leaders arecomparable?

The answer to the question above seems inconclusive. Theoretically, different

leadership styles yielded different results – desirables and undesirables. The
best or effective leadership style is one that produces desirable results for
individual workers and the organization at large. Hence, there is a need to
investigate the leadership style that influences workers behaviour and
contributes to the organizational goals positively; more so that findings from
previous studies on leadership styles and employee performance are
inconsistent. For example, studies by Adeyemi (2010), Nuhu (2010) and
Belonio (2011) found that autocratic leadership style has significant impact on
employee performance while Dolatabadi and Safa (2010) and Obiwuru, Okwu,
Akpa and Nwankwere (2011) found no significant impact between the two
variables. Moreover, democratic leadership style exert significant impact on
employee performance (Nuhu, 2010; Belonio, 2011; Umer, Adnan, Adnam and
Inam-ul-Hassan, 2012) while Tandoh (2011) found that people-centered and
democratic leadership styles have no significant impact on employee job
performance.
Importantly, we observed that the employees of public hospitals demonstrate
poor attitude to work thereby affecting the quality of services provided by the
hospitals at the detriment of the patients. Employees’ poor attitude to work
could be attributed to poor leadership style. A good leadership style is
expected to direct workers behaviours toward achieving organizational
predetermined goals. Therefore, this study investigate how different
leadership styles (e.g. autocratic, democratic and liaises faire) affect
employees’ job performance in Federal Medical Centre (FMC), Bida. The
novelty and contribution of the study to existing knowledge hinge on the fact
that no work of this nature has been conducted using FMC Bida as a casestudy.

Objectives of the Study

The study seeks to achieve the following specific objectives:

To determine the effect of autocratic leadership style on employees

jobperformance.

To ascertain the effect of democratic leadership style on employees’

jobperformance.
To examine the impact of laissez faire leadership style on employee
jobperformance.

HYPOTHESES

Consistent with the objectives of the study, three hypotheses were

developed for testing. These are:

H01: Autocratic leadership style has no significant impact on job

performance of health workers.

H02: Democratic leadership style has no significant impact on job

performance of health workers.

H03: Laissez-faire leadership style has no significant impact on the job

performance of healthworkers.

LITERATUREREVIEW

The Concept ofLeadership

Stogdill (1989) describes leadership as both a process and a property. As a

process, leadership involves the use of non-coercive influence, while as a
property it specifies the set of characteristics attributed to someone who is
perceived to use influence successfully. Akanni (1987) defines leadership as
the process of influencing the actions and attitudes of followers to achieve
certain results. Blake and McCanse (1991) see leadership as a process whereby
an individual influences a group of individuals to achieve a commongoal.

Drawing from foregoing definitions, one can reasonably posits that while there
are a variety of leadership definitions out there, there is a specific component
that is central to the majority of these definitions. Thus, “influence” is central
to most definitions of leadership especially the ones given above. However,
the concept of influence used here connotes the leader’s ability to accomplish
much more in association with others than the strictly formal components of
organization would appear to permit. Rowe (2007) affirms that “influence”
involves getting people to do what you want them to do thereby providing the
means or methods to achieve two ends of operating and improving the
organization. Operating and improving the organization by the leader boarders
on one’s commitment to integrity, transparency and service to the
organization and community at large. While transparency is very vital in an
organization where status and greed have characterized leadership in the past,
there is always a price for attempting to cultivate integrity, transparency, and
provide service to humanity. The price according to Akanni (1987) is usually
rejection and cynicism and members of the organization call the leader names.
But it is worth persisting, if a leader is able to withstand these names he gets
honoured at the end by these samemembers.
In contrast, a leader who has no commitment to integrity, transparency and
service could be said to have ignored the moral component of his position and
may well go down in history as a wicked person with no principles. Thus,
agreeing with Stoner and Freeman (1992), a legacy of poor managerial
performance will be the least of posthumous worries of leaders who ignores
the moral components of their positions.

The phrase ‘cheat now and pay later’ would no doubt remain a warning for
those in the position of leadership and who may wish to ignore the moral
components of their positions as they approach their retirement period. One
will also agree with Ogbe (2006) as he posits that, people must ask all
questions about the activities of their leaders, they must make their leaders to
account for public funds in the interest of sustainable development. It
followsfrom the foregoing, that leadership plays a key role in uplifting any
human society or holding down the wheel of progress. It is the foundation that
determines progress or the absence of it. Saddique, the first Caliph, and leader
of the Muslim community after the transition to glory of Prophet Mohammed
[Peace Be upon Him], in his inaugural speech which was cited in Ali (1975),
statedthat:

………..I have been chosen to rule over you, though I am not

the best amongst you. Help me if I am right; correct me if I
am wrong. The weak among you will be strong until I have
 attained for him his due…and the strong among you will be
weak until I have made him give what he owes. Obey me as
long as I obey Allah and His prophet; if I do not obey them,
you owe me no obedience.

Leadership Styles: Concept, Types and Characteristics

Leadership style is the general way a leader behaves toward subordinates in

order to attain objectives. The degree to which a manager delegates authority,
the modes of power he employs and his or her relative concern for human
relationships or task orientation all tend to reflect the manager’s leadership
styles (Blake and Mouton, 2005). In his view, Northouse (2007) argues that
leadership style is the manner and approach of providing direction,
implementing plans, and motivating people. This argument was corroborated by
the researchers’ believe that leadership style refers to a leader's behaviour and it
is also the result of the philosophy, personality, and experience of theleader.

Noteworthy is the fact that each organization is a unique combination of

individuals, tasks and objectives. Stogdill (1989) believes that different
organizations and situations call for different leadership styles. Corroborating
on the foregoing, Rowe (2007) posits that, in an emergency when there is little
time to converge on an agreement and where a designated authority has
significantly more experience or expertise than the rest of the team, an
autocratic leadership style may be most effective; however, in a highly
motivated and aligned team with a homogeneous level of expertise, a more
democratic or laissez-faire style may be more effective. Lamb and McKee
(2004) submitted that the style to be adopted by a leader should be the one that
most effectively achieves the objectives of the group while balancing the
interests of its individual members.

The autocratic leader commands and expects compliance, is dogmatic and

positive and leads by the ability to withhold or give rewards and punishment
(Fubara, 1985). They do not entertain any suggestions or initiatives from
subordinates. This style is used when leaders tell their employees what they
want done and how they want it accomplished, without getting the advice of
their followers (Allan, et’al 2001). The authoritarian leader has enough power
to impose his or her will on followers and does not hesitate to do so if
necessary. Some of the appropriate conditions to use it are when you have all
the information to solve the problem, you are short on time, and your employees
are well motivated. Characteristically, the autocratic management has been
successful as it provides strong motivation to the manager. Thus, one could add
that this style of leadership permits quick decision- making, as only one person
decides for the whole group and keeps each decision to him/her until he/she
feels it needs to be shared with the rest of the group. But, some people tend to
think of this style as a vehicle for yelling, using demeaning language, and
leading by threats and abusing their power. This is not the authoritarian style,
rather it is an abusive, unprofessional style called “bossing people around.”
Under the autocraticleadership style, Stogdill (1989) observed that all decision-
making powers are centralized in the leader, as withdictators.

Democratic leadership involves the leader including one or more employees in

the decision making process (Skouzes and Posner, 1987). To Robbins (1993),
democratic leadership style tends to favour mainly, decision-making by the
group members. Furthermore, evidences from other existing literature shows
that a democratic style leader gives instructions after consulting with
subordinates on proposed actions and decisions and encourages participation
from them. This confirms the possibility that such leader can win the
cooperation of their group and can motivate them effectively and positively.
The decisions of the democratic leader are not unilateral as with the autocrat
because they arise from consultation with the group members and participation
by them. However, the leader maintains the final decision making authority.
Using this style is not a sign of weakness; rather it is a sign of strength that your
employees will respect (Bernard, 1990). It could be said that the use of this style
works best when the leader has part of the information, and the employees have
other parts. Hence, a leader is not expected to know everything — this is why
organizations employ knowledgeable and skillful employees. Using this style is
of mutual benefit especially as it allows the employees to become part of the
team and allows the leader to make better decisions.

Laissez – Faire Leadership, also known as “free-rein leader” does not lead, but
leaves the group entirely to itself (Mintzberg, 1983). Such a leader allows
maximum freedom to subordinates; they are given a free hand in deciding their
own policies and methods. He/she allows the employees to make the decisions.
However, the leader is still responsible for the decisions that are made. Victor
and Arthur (1988) cautioned that the style is not to be used by a leader so that
he can blame others when things go wrong; rather this is a style to be used when
you fully trust and have confidence in the people below you. Blake and
McCanse (1991) believed that this style is used when employees are able to
analyze the situation and determine what needs to be done and how to do it.
True laissez- faire is in fact “non-leadership” because the “leader” has almost
no influence over the group (Brech,
1985).Arguably,whereverthisstyleofleadershipispracticedtheremaybedifficultyin
distinguishing the leader from the followers. Thus, it may not be out of place to
say that this leadership style is probably a descriptive idea that does not really
exist.
Transformational leaders enhance the self-concept of followers and encourage
followers’ personal and collective identification with the goals and objectives of
both the leaders and the organizations (House et’al. 2004). Skilled
transformational leaders have the ability to support and educate employees,
while challenging them to stretch themselves in order to do their jobs and
encourage the employees in their efforts to promote job aims and goals (Bass,
1985). Transformational leaders have inspirational motivation and intellectual
stimulation (Kotter, 1990). Inspirational motivation is defined as the degree to
which leaders articulate an appealing vision and behave in ways that motivate
those around them by providing meaning and challenge to their followers’
work. Intellectual stimulation is defined as the degree to which leaders stimulate
their followers’ effort to be innovative and creative by questioning assumptions,
reframing problems, and approaching old situations in new ways (Yukl, 2005).
Therefore, transformational leaders use inspirational motivation and intellectual
stimulation to encourage followers in their efforts to promote taskperformance.

Transactional leadership occurs when a leader exchanges something of

economic, political, or psychological value with a follower. These exchanges
are based on the leader identifying performance requirements and clarifying the
conditions under which rewards are available for meeting these requirements
and transactional behaviours can accomplish the leader’s goals and also satisfy
the interests of the followers (House et’al, 2004). Transactional leadership
behavior engages followers in an agreement that specifies the followers’
performance expectations and the consequences for meeting those expectations.
When followers are confident about their specific role expectations, they may
be more likely to go beyond the formal performance (Bernard,1990).
Although transformational and transactional leadership are two different
leadership behaviors, they both serve the same function to engage followers into
their work and generate job performance.
The Concept of Job Performance

An organization is judged by its performance; hence the word “performance” is

utilized extensively in all fields of management. Despite the frequency of the
use of the word, its precise meaning is rarely explicitly defined by authors even
when the main focus of the article or book is on performance. Ivancevich et’ al.
(2007) define job performance as the behaviour that is expected to contribute to
organizationalsuccess.

Further, Mullins (1999) argues that job performance is the product of ability
multiplied by motivation (JP = A x M). Furthermore, Adaeze (2003) concur that
job performance is ultimately an individual phenomenon with environmental
factors influencing performance primarily through their effect on the individual
determinants of performance – ability andmotivation.

Insights gotten from definitions of employee job performance above are that, it
is the individual employee who either performs or fails to perform a task.
Therefore, in order for an organization to perform an individual must set aside
his personal goals, at least in part, to strive for the collective goals of the
organization. It also follows that appropriate application of leadership styles as
situation demands enables greater participation of the entire workforce, and can
also influence both individual and organizational performance.
Leadership Styles and Employees JobPerformance

Leadership affects a wide array of work behaviors, including employees’

motivation, self-efficacy, creativity, and coping with stress. It also predicts
crucial work-related outcomes such as task performance. Azhar (2004) affirms
that democratic, autocratic and laissez-faire styles of leadership all produce
different job performances under differentsituations.

Adeyemi (2010) found that teachers’ job performance was better in schools
having principals using autocratic leadership style than in schools having
principals using democratic or Laissez-faire leadership styles. A study by Nuhu
(2010) reveals that authoritative leadership style demonstrated significant
influence on workers performance in Kampala District Council in Uganda. The
study further revealed that though the workers’ performance increased under
authoritative instructors and policies, the human values are often undermined.
Dolatabadi and Safa’s (2010) study established that directive (i.e. autocratic)
leadership style has negative influence on employee’s commitment to quality of
offered services to customers. A study by Obiwuru et’al. (2011) found that
transactional (autocratic) leadership style was more appropriate in inducing job
performance in small scale business enterprises than transformational (i.e.
democratic) leadership style as the enterprise developed, grew andmatured.

Nuhu (2010) reported that corporate (democratic) leadership style exerts

significant influence on employees’ performance in Kampala District Council in
Uganda. Dolatabadi and Safa’s (2010) study established that participatory (i.e.
democratic) leadership style has positive influence on commitment, shared
values and employee role clarity. Umer et’al. (2012) reported in their study that
both transactional and transformational leadership are positively associated with
employees’ job performance. However transactional (extreme autocratic style)
leadership was more significant than transformational (democratic/ participatory
style of leadership).
Nuhu (2010) confirmed empirically that laissez-faire leadership style
significantly influence workers performance in Kampala District Council in
Uganda.

3.0 METHODOLOGY
Based on the objectives of the study, the study required primary data from the
medical and administrative staff of Federal Medical Centre, Bida. Thus, a
closed-ended questionnaire instrument was used in gathering data from the 82
employees that were randomly sampled from a population of 1,400 staff within
3 management levels – 332, 448 and 620 staff for top, middle and lower
management levels respectively. A sample size of 82 was initially determined
using Yamene (1974) formula and Browley’ proportional formula as illustrated
by Kumar (1976).

The questionnaire was divided into three sections. Section ‘A’, ‘B’ and ‘C’
sought for data on demographic characteristics of the respondents, respondents’
perception of their superiors’ leadership styles, employees’ assessment of their
job performance respectively. The leadership and performance scales were
measured using a 5-point Likert scale (from strongly agree ‘5’ to strongly
disagree ‘1’). Subsequently, the validity and reliability of the items was checked
using Cronbach’s Alpha (α) test. However, the test on eleven (11) related items
on different leadership styles {(Q1, Q2, Q3, and Q4 for autocratic leadership),
(Q5, Q6, Q7, and Q8 for democratic leadership), (Q9, Q10, and Q11 for laissez-
faire leadership) and six other related items on employees’ job performance
(Q12, Q13, Q14, Q15, Q16, Q17) reveals a computed Alpha (α) of 0.753 and
0.783 for leadership styles and job performance respectively. By convention, an
alpha of .70 or higher according to Gupta and Gupta (2004) is generally
considered acceptable for a research instrument.
Relative frequency, mean, standard deviation and ranking were used to
summarized the data and measure the explanatory variables respectively.
Furthermore, linear regression was used to test all the hypotheses. These tests
were achieved with the aid of Microsoft Excel and Statistical Package for Social
Sciences (SPSS) version 22.

ANALYSIS ANDINTERPRETATION
This study was carried out to determine the effect of each of autocratic,
democratic and laissez faire leadership styles on employee job performance in
FMC, Bida - Nigeria.
Of the total questionnaire distributed, 73 copies of the questionnaire
representing 89% were returned while 9 copies representing 11% were not
returned. Specifically, 14 questionnaire representing 77.7% were returned in
respect of top management level, 22 questionnaire representing 84.6% were
returned in respect of middle level management, and 37 or 97.4% questionnaire
were returned in respect of lower management level.
The first hypothesis which stated that autocratic leadership style has no
significant impact on the Job performance of health workers was tested using
linear regression. The summary of the results of data analysis as contained in
Table 1 shows Coefficient of Correlation (r) = .110, Coefficient of
Determination (r2) = .012, F-cal = .870, and Significant Value (α) = .354. These
implies that there is positive but weak correlation between autocratic leadership
style and employee performance (r =
.110); it further suggests that autocratic leadership accounts for only 1.2%
variation in employee job performance (r 2= .012). Importantly, the autocratic
leadership style exerts no significant impact on the employees job performance
(F-cal = .870; α = .354; and P > .05). Thus, the null hypothesis one (H01)
issupported.

Table 1: Summary of Regression Results

Variables Coefficient Coefficient Significant F-Cal
Level (α)
of of
Correlation( Determination(
r) r)2
Autocratic 0.11 0.012 .354 0.870
Leadership 0
Style
Democratic 0.44 0.195 .000 17.177
Leadership 1
Style
Laissez-Faire 0.23 0.056 .044 4.201
Leadership 6
Style
Dependent variable: job performance

Source: SPSS Computer Generated Output

The second hypothesis which stated that democratic leadership style exerts no
significant effect on the Job performance of health workers was tested using
linear regression. The results of the analysis are r = .441, r 2= .195, F-cal = 17.177,
and α = .000 (see Table 1). These imply that there is moderate positive
correlation between democratic leadership style and employee performance (r
= .441); it further shows that democratic leadership style accounts for as much
as 19.5% variation in employee job performance (r 2= .195). Essentially, the
democratic leadership style exerts strong significant influence on the
employees’ job performance (F-cal = 17.177; α = .000; and P < .01). Thus, the
null hypothesis two (H02) is not supported.

Hypotheses three (i.e. laissez-faire leadership has no significant impact on

employees’ job performance) was also tested using linear regression. The
results of the analysis as contained in ‘Table 1’ reveals that there is weak
positive correlation between laissez-faire leadership style and employee
performance (r = .236); it further shows that laissez-faire leadership style is
responsible for just 5.6% variation in employee job performance (r 2= .056).
Generally, the laissez-faire leadership style has significant impact on the
employees’ job performance (F-cal = 4.201; α = .044; and P < .05). Thus, the
null hypothesis three (H03) is notsupported.

Discussion of Findings

This study examined the effects of different leadership styles (i.e. autocratic,
democratic or laissez- faire) on employees’ job performance in the public health
sector in FMC, Bida. The study reveals that autocratic leadership does not exert
significant influence on the job performance of health workers (α = 354; P
> .05). This is consistent with the finding by Dolatabadi and Safa (2010) that
directive (i.e. autocratic) leadership style has negative influence on employee’s
commitment to quality of offered services to customers. These suggest that the
use of autocratic and authoritative principles of leadership by the managers at
various management levels yield undesired level of task and organizational
performance. Invariably, autocratic style of leadership could be detrimental to
long-term survival and perpetual existence of public organizations since its
application negates one of the corporate goals – optimal taskperformance.

The question on whether democratic leadership style has positive influence on

employee performance or not was raised and investigated; the findings was in
the affirmative (α = .000; P <.01). This particular finding is tandem with those
of Nuhu (2010) and Dolatabadi and Safa (2010); the two studies reported that
democratic leadership significantly influences employees’ performance and
commitment to external service quality delivery respectively. This connotes that
democratic leadership style is the most productive among the three types of
leadership examined since it brings about increased performance among the
health personnel ofFMS.

Furthermore, the study examined the effect of laissez-faire leadership on the job
performance of health personnel in FMC Bida. The study subsequently
established that laissez-faire leadership style exerts significant influence on the
job performance of health personnel in FMC Bida (α = .044;P
<.05). Affirmatively, Nuhu (2010) found that laissez-faire leadership style
significantly influence workers performance in a public organization in
Kampala. Impliedly, when goals are set for the personnel and given necessary
working equipments, they could perform greatly without any form of
supervision; that is, their personal discretions is enough to provide a meaningful
guide towards expected optimal performance.

Comparatively, however, the democratic leadership style exerted more

significant influence on employee’s performance (α = .000; P <.01) than
laissez-faire type of leadership (α = .044; P <.05). This further suggests that
democratic leadership style is a better precursor of employee performance the
governmental hospitals than laissez-faire, and should therefore be given more
priority in development of management policies.

CONCLUSIONS ANDRECOMMENDATIONS

Leadership is a critical function of managers at all management levels of the

organization. In exercising their leadership roles, managers often demonstrate
different leadership styles, namely autocratic, democratic and laissez-faire in
order to obtain predetermined organizational objectives. Each of the leadership
styles yields different results at different times and in different situations. Thus,
this study examined the effect of different leadership styles on the employee job
performance in Federal Medical Centre, Bida. The study established that
autocratic leadership style impacted negatively on the subordinate performance;
democratic leadership style impacted positively on the employee performance;
and laissez-faire also impacted positively on the workers performance.
Consequently, the study concludes that the FMC managers who employed
democratic leadership style usually record increased job performance in their
units. Similarly, the caliber of the hospital managers that demonstrated laissez-
faire leadership style records significant work performance in their units.
Furthermore, the performance of heath personnel working under autocratic
managers is low and belowtargets.

Owing from the stated finding and conclusions, the following recommendations
are made. First, the management of the FMC Bida should encourage managers
at various levels and units of the hospital to adopt democratic leadership style in
the course of discharging their managerial responsibilities. This
recommendation can be achieved by training and re-training the managers on
the features and importance of democratic leadership because leadership
qualities can be acquired. Policies that facilitate democratic leadership should
also be put in place. Second, the managers of the hospitals should be
encouraged to lead their subordinates using laissez-faire leadership method
especially where the subordinates are knowledgeable about the task and also
highly commitment to work. This can also be achieved through continuous
training of management staff on the rudiments and significance of laissez-faire
leadership technique. Third, the hospital management should put policies in
place that discourage autocratic leadership since it hampers
employeeperformance.

Limitation and Future Research

This study is faced with certain methodological weaknesses which call for
caution in generalizing the findings of the study. First, the study covers only one
out of dozens of Federal Medical Centers in Nigeria. The findings from FMC
Bida cannot be extended to other FMCs in other state in Nigeria or generalized
for the entire FMCs in the country. Therefore, future research should focus on
the effect of leadership styles on employee performance in Federal Medical
Centers in either Northern or SouthernNigeria.

Second, FMC belongs to public health industry and therefore, findings relating
to it can hardly be extended to the private health sector. The privately operated
health clinics are business oriented and thus, more attentive to staff compliance
with terms of employment contract and conditions of service as well as human
resources practices that guarantee business success. Impliedly, the leadership
style that yield high performance in public hospitals may yield different result
in a private hospital. Consequently, this study should be replicated using private
hospitals as case study.

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APPENDIX
LEADERSHIP STYLES SCALE
Q1 Auto My superior/boss in FMC gives me close

cratic supervision while at work 5 4 3 2 1

Q2 leade My superior in FMC believes that we

rship (theworkers) are very 5 4 3 2 1

style lazy and have to apply tough/strict

measures to make us carry out daily
tasksaccordingly.
Q3 My superior often reward (e.g. promote,
honour) workers that excel at 5 4 3 2 1
work and punish (e.g. demote, query) workers
that perform poorly.
Q4 My superior in FMC has formed a belief that
we (the workers) lack 5 4 3 2 1
initiatives and needed to be directed at all time
Q5 Dem My superior in FMC involves us (the

ocrati workers) in decision making on 5 4 3 2 1

c issues relating the department and/or the

leade entire hospital.

Q6 rship My superior in FMC is always ready and

styles willing to guide workers 5 4 3 2 1

when it is necessary
Q1 Auto My superior/boss in FMC gives me close

cratic supervision while at work 5 4 3 2 1

Q7 leade My superior in FMC encourages open door

rship policy that facilitates 5 4 3 2 1

style smooth communication between him and the

workers
Q8 My superior in FMC assumes responsibility
of his workers’ actions, 5 4 3 2 1
good or bad
Q9 La My superior at FMC often allows us (the

iss workers) to solve complex 5 4 3 2 1

ez- work problems by ourselves.

Q10 fai My superior in FMC stays out of the way of

re the workers as they do 5 4 3 2 1

lea their work.

Q11 der At best, my superior will appoint one of

shi the workers to guide us during complex 5 4 3 2 1

p situations

sty
le

JOB PERFORMANCE SCALE

Q12 FMC through my superior/boss has define and 5 4 3 2 1

set daily task/duty for each individual worker.
Q13 I strive hard to achieve my daily task timely. 5 4 3 2 1
Q14 I do not compromise quality when I carry 5 4 3 2 1
Q12 FMC through my superior/boss has define and 5 4 3 2 1
set daily task/duty for each individual worker.
out my daily task in FMC.
Q15 I have received several informal/oral 5 4 3 2 1
commendations from
colleagues and patients for executing my job
effectively.
Q16 I have received several formal/written 5 4 3 2 1
commendations from my
superior and/or FMC for executing my job
effectively.
Q17 I was once exceptionally rewarded (e.g. 5 4 3 2 1
promotion, price, training,
study scholarship) for excelling at work.
15