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Leadership Style PDF
Leadership Style PDF
BY
OBODOUGO, JACINTA
DEPARTMENT OF MANAGEMENT
FACULTY OF BUSINESS ADMINISTRATION
UNIVERSITY OF NIGERIA, ENUGU CAMPUS
JULY, 2010
TITLE PAGE
BY
OBODOUGO, JACINTA
TO THE
JULY, 2010
CERTIFICATION
Has satisfactorily completed the requirement for the course and research
(MBA) in Management.
and has not been submitted in part or full for any other degree of this or any
other university.
……………………………………
OBODOUGO, JACINTA
……………………………… ……………………………..….
C. O. CHUKWU C. O. CHUKWU
SUPERVISOR HEAD OF DEPARTMENT
This work is dedicated to God the Father, the Son, and the Holy Spirit
and Mother Mary, Queen of Heaven and Earth, for their mercies to all
mankind.
ACKNOWLEDGMENT
and finisher of our faith who made my dreams come true. I appreciate in a
Mr. C.O Chukwu who incidentally is my Project Supervisor for his concern,
May the good God reward all of you abundantly in Jesus name,
Amen.
OBODOUGO, JACINTA.
ABSTRACT
Leadership has been seen by management practitioners as one of the key
functions of management and as such has been a subject of considerable
research. Various studies conducted on leadership styles identified three
basic styles, namely: autocratic, democratic, and laissez faire or free rein.
But the particles style to be adopted has created a lot of problems to many
group leaders. This study therefore is to find out the determinants of
effective leadership style with special emphasis on United Bank for Africa in
Enugu metropolis. To achieve these objectives, questioners were
distributed to two hundred and thirty six (236) respondents which were
sampled from the total population of three hundred and thirty nine (339).
Data were collected from the respondents and analyzed using simple
percentages and Chi-square (x2). From the analysis, the following were
discovered as the determinants of effective leadership style; organization’s
external environment, personality of leaders and subordinates, the
organization’s culture and polices the organization’s structure, time element
and others. It was also discovered that leadership style has a significant
relationship with the subordinate performances. Based on the analysis and
findings, we conclude that no one trait is common to all effective leaders
and no one style of leadership is effective in all situations. In other words,
the effectiveness of a particular leadership style depends on factors in each
situation. We finally recommended that for a leader to be effective, he
should consider the situation or his leadership environment in order to
determine the best style of leadership for effective achievement of the
group objectives.
TABLE OF CONTENTS
Title page - - - - - - - - - - i
Certification - - - - - - - - - - ii
Acknowledgement - - - - - - - - - iii
Abstract - - - - - - - - - - - iv
Table of contents - - - - - - - - - v
1.9 References- - - - - - - - - 8
2.10 References- - - - - - - - - 32
3.1 Introduction - - - - - - - - 34
3.7 Reliability - - - - - - - - - 39
4.1 Introduction - - - - - - - - - 41
Recommendations
5.2 Conclusions - - - - - - - - - 60
5.3 Recommendations - - - - - - - - 61
Bibliography - - - - - - - - 62
Appendix - - - - - - - - - 64
CHAPTER ONE
INTRODUCTION
According to Ile, (1999, 208), a leaders is one who influences his or her
leadership positions while informal leaders are selected by the group. Each
directions from the leader, group members help define the leader’s status
leaders and group members. This is implied that group members are not
essential for trust and cooperation from both sides to be in evidence all the
time.
Therefore, without leadership, an organization is but a muddle of men
They have been variously classified but the most acceptable styles are
conscious of his position and has little trust and faith in his subordinates..
communication. The third type of leader uses his or her power very little, it
own goals and the means of achieving them (Koontz and Weihrich 1988:
480).
trait was effective in all situations. The problem is therefore how to identify
leadership style. It is against this background that this work is carried out.
SPECIFIC OBJECTIVES
subordinates performance.
The research questions are draw from the objectives of the study and
they are:
performance?
subordinates performance.
subordinates performance.
leaders (both formal and informal group leaders) for it will assist them in
study. The academic environment shall also benefit from this study in no
small way. The study will serve as a reference material both to the lectures
in higher institutions and the study therewith. The critics of this study shall
organizations with special emphasis on Unite Bank for Africa (UBA) in the
Enugu metropolis.
study; Time, money and few respondents. As a student, the researcher had
no enough money to study; the entire population would have given better
Okenwa C.P and Ugbo I.F. (2001) Management Theory and Practice
Federal, Polyphonic Oko, Polytechnic Press Ltd.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 Meaning of Leadership:
According to Ile, (1999:207), to lead means to guide, conduct, direct,
precede, and to show the way by going first. He went further to define
leadership as the ability to lead. It is generally defined as influence. It is the
art or process of influencing people so that they will strive willingly towards
the achievement of group goals.
In the view of Ukeje, (1996:5), leadership involves one person trying
to get others do something that he wants them to do. Nwachukwu,
(1988:146) defined leadership as a social influencing process for the
attainment of goals. According to Igboeli, (1990:15) leadership means a
process by which people a re directed, guided and influenced in achieving
group goals. Akpala, (1990:128) said that leadership is a display of ability
to motivate and to integrate followers to achieve determined organizational
goals. Stoner and Freedman, (1992:472) defined leadership as the process
of directing and influencing the task-related activities of group members in
their view Allan and Robert, (1969:391) defined leadership as a process
where one exerts social influence over members of a group. According to
Koontz and Weihrich (1988:437) leadership is defined as influence, the art
or process of influencing people so that they will strive willingly and
enthusiastically toward the achievement of group goals.
Based on the above definitions, we conceive leadership to mean the
process of influencing others to work willingly and to the best of their
capabilities towards the goals of the leader.
2.2 MEANING OF A LEADER
According to Igboeli, (1990:15), a leader is a person who is central in
a group interaction. Ile, (1999:208) sees a leader to mean one who
influences his or her followers or group to achieve an objective in a given
situation. He went further to say that the followers may be his or her
superiors peers as well as the subordinates of the leader. It is the
willingness of people to follow that makes a person a leader. Moreover,
people tend to follow those whom they perceive as providing a means of
achieving their own desires, wants and needs. In his view, Nwachukwu,
(1988:146) said that a leader is a person with power over others who
excises the power for the purpose of influencing the group behaviour. Thus,
all leaders have influences; they provide direction and help in the
achievement of group goals. According to Bernis, (1959:180) a leader is a
person with power over others who exercises this power for the purpose of
influencing their behaviour.
High 1, 9
9, 9 Team
9 Country Club Management
8
Concern for people
5 5, 5 Organization
Man Management
4
2
1, 1 9, I Authority
1
Improvised
Management Obedience
Low
other dimension, his concern for production. They identified five basic
high degree of concern for people and for production. The other two styles
leadership style and to strive consciously to move towards the 9,9 team
leadership is based on the notion that neither the leader nor follower traits
are the main determinants of who will succeed as a leader; rather the
focuses attention not on the personality of the leader as such, but on the
personality or culture of the organization as a whole. By this theory, an
effective leader is one who understands the forces of the situation and
by the situations.
PATH-GOAL THEORY
This stresses that leaders are effective because of their impact on
is so called because its major concern is how the leader influences the
subordinates goals attainment and clarifies the paths to these goals. This is
also known as the “great man theory”. (House and Mitchell, 1971:12)
traitists do, but rather those of the followers, such as their personal needs,
nearly always satisfy the personal needs of his followers. He perceives and
reacts to the followers’ persistent motivations, points of view, frames of
states in Nigeria and even outside Nigeria like Ghana and other African
countries.
UBA PLC has about ten (10) branches located at various strategic
places in Enugu Metropolis. The branches are; Gariki branch, Agbani road
Enugu campus (UNN) branch. The bank has about three hundred and thirty
nine staff (339) capacity in Enugu metropolis. This staffs are categorized
into one hundred and thirty nine (139) core staff and two hundred and two
(202) front-line staff. Infact UBA is one of the commercial banks that has
Allan, G. Tilley and Robert .J. House (1969), Management Process and
Organizational Behavior, Illinois Scott, Foresman and Co
Davis, Keith, (1972), Human behaviour at work, 4th Ed. New York: Mc
Graw-Hill Icn.
Okenwa, C.P and Ugbo, I.F (2001), Management Theory and Practice:
Oko, Polytechnic Press Ltd.
are the population of the study, sample and sampling techniques, method
of data collection and techniques for data analysis. In carrying out the
variables. The dependent variables of this study are, leadership style, and
Based on the theoretical frame work, the independent variables are related
to the dependent variables. To ascertain this, we adopted chi-square(x2) as
X2 = [(OF – EF)2
EF
Where;
X2 is chi-square
E is summation sign
OF is observed frequency
EF is expected frequency
From the analysis using chi-square, decisions were taken and conclusions
research. The primary means adopted for the collection of data is through
Africa (UBA) in Enugu metropolis. The staff is categorized into two; the
core staff and the front line staff. The core staff are the permanent staff of
the bank and they are one hundred and thirty seven (137) in number while
the front line staff are the contract staff of the bank and they are hundred
and two in number. The core staff (137) added to the front line staff (202)
gives us the total population of three hundred and thirty nine (339).
large number of the population and as a result of other factors such as lack
of fund and time. However, a sample size which effectively represented the
entire population were selected. The sample size was determined using
The sample size of this study is two hundred and thirty six (236). The
sample size is categorized into two; the sample size of the core staff size of
the front line staff which is one hundred and thirty four (134). The
summation of the sample size of the core staff and that of the front line staff
gave rise to the total sample size of two hundred and thirty six (236).
The sample size was determine as follows. Yaro Yamane formula =
n = N
1 + N (e)2
Where;
n equal to the sample size
N equal to the population
e equal to 5% torrable error
I is constant.
SAMPLE SIZE FOR CORE STAFF (note that the population is 137)
n = 137
1 + 137 (0.05)2
n = 137
1 + 137 (0.05)2
n = 137
1 + 137 (0.0025)
n = 137
1 + 0.3425
n = 137
1.3425
n = 102
Sample size for front line staff (note that the population is 202).
n = 202
1 + 202(0.05)2
n = 202
1 + 202 (0.0025)
n = 202
1 + 0.505
n = 202
1.505
n = 134
= 236
the two hundred and thirty six (236) questionnaires distributed, two hundred
and thirty were filled and returned while only six were not returned.
RESPONDENTS: This study has two hundred and thirty six for Africa
the office at the time of collection of the filled questionnaires. Analysis were
3.7 RELIABILITY
Reliability refers to the degree of consistency with which an
acceptable up to a limit. Beyond that level, the test will be regarded as not
being reliable.
error is usually associated with survey research like this study. Error arises
degree of consistency between two sets of score obtained from the same
that the variations are negligible with about 0.05% acceptable error.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 INTRODUCTION
In this chapter, data will be presented in tables and analysed using
determinants of effective leadership style while 10 ten did not agree as well
indifference.
PERENTAGE ANALYSIS
Table 4.1.1
total of 43.9% of the respondents that answered yes. On the other hand,
that answered ‘No’. The table finally indicated that 10% and 18.4% of the
17%.
∴ x2 = ∑ (OF – EF)2
EF
OF – Is observed frequency
EF – Is Expected frequency
EF = TR x TC
GT
Where; TR – Is the total of each Row in the payoff matrix table 4.1.
101 x 40
230 = 17.6
EF for the non-management staff that answered yes
101 x 190
230 = 83.4
EF for the management staff that answered ‘No’
90 x 40
230 = 15.7
EF for the non-management staff that answered ‘No’
90 x 190
230 = 74.3
EF for the management staff that were indifference
39 x 40
230 = 6.8
EF for the non-management staff that were indifference
39 x 190
230 = 32.2
Table 4.1.2 Contingency table
Responses Frequency Mgt staff Non mgt Total
staff
Yes Observed frequency 26 75 101
Expected frequency (17.6) (83.4)
No Observed frequency 10 80 90
Expected frequency (15.7) (74.3)
Indifference Observed frequency 4 35 39
Expected frequency (6.8) (32.2)
x2 = ∑ (OF – EF)2
EF
x2 = (26 – 17.6)2 + (75 – 83.4)2 + (10 – 15.7)2
17.6 83.4 15.7
x2 calculated = 8.75
DEGREE OF FREEDOM
GF = (r – 1) (r – 1)
Where
c =3
DF = (2 – 1) (3 – 1)
DF =1x2
DF =2
This implies that if this study is replicated 100 times that only 5 out of the
5.99.
DECISION RULE
Since the calculated chi-square (x2) (8.75) is greater than x2 table value
(5.99) i.e. (8.75 > 5.99), we reject the null hypothesis that organization’s
Table 4.2
Impact of the personality of a leader and personality of subordinate on the
leadership style.
Responses Management Non management Total
staff staff
Strongly agreed 27 75 102
Agreed 11 79 90
Strongly disagreed 0 4 4
Disagreed 2 32 34
Total 40 190 230
Source: Field Survey 2010
From the table, we observed that at of forty (40) management staff of
determinants of leadership style. Seventy five (75) of the one hundred and
ninety (190) of the non-management staff hold the same view. We also see
from the table that eleven (11) of the management staff and seventy nine of
indicated that while non of the management staff strongly disagreed, four
(4) of the non management staff strongly disagreed. The table finally
indicated that about two (2) management staff and thirty two (32) of the
Table 4.2.1
respondents. From the table, we observed that 67.5% and 39.5% of the
leadership style. This therefore brought the total percentage number of the
respondents that hold the same view to 44.3%. We equally observed that
27.5% and 41.6% of the management staff and non management staff
subordinate influences the leadership style. This lead to the 39.1% of the
about 1.7% of the total respondents that strongly agreed. Finally, 5% and
x2 = ∑ (OF – EF)2
EF
Note that the observed frequency (OF) are the responses of the
respondents as indicated in the payoff matrix 4.2.
EF for management staff that answer strongly agreed
102 x 40
230 = 17.7
EF for non-management staff non-management staff that answered
strongly agreed
102 x 190
230 = 84.3
EF for management staff that answered agreed
90 x 40
230 = 15.7
EF for non-management staff that answered agreed
90 x 190
230 = 74.3
EF for management staff that answered strongly disagreed
4 x 40
230 = 0.7
EF for non-management staff that answered strongly disagreed
4 x 190
230 = 3.3
EF for management staff that answered disagreed
34 x 40
230 = 5.9
34 x 190
230 = 28
Table 4.2.2 Contingency
x2 calculated = 11.6
DEGREE OF FREEDOM
DF = (r – 1) (c – 1)
r =2
c =4
DF = (2 – 1) (4 – 1)
=1x3 = 3
Level of significance = 5%
The table value of chi-square at degree of freedom 3 and 0.05 level of
significance is 7.82
i.e. (x2 = 7.82) (3, 0.05)
Table 4.3
The relationship between leadership style and subordinates performance.
Responses Management Non management Total
staff staff
Yes 25 78 103
No 9 90 99
Indifference 6 22 28
Total 40 190 230
Source: Field Survey 2010
From data in the table above, we observed that twenty five (25) of the
management staff and seventy eight (78) of the non management staff
subordinate performance. The data from the table finally show that six (6)
of the management staff and twenty two (22) of the non management staff
staff and 41.1% of the non management staff were of the view that there is
leadership style adopted. This gave rise to the total percentage of the
respondent that say, there is a relationship to 44.8%. The data in the table
also indicated that 22.5% of the management staff and 47.4% of the non
43% of the total respondents that hold negative view. The data in the table
finally indicated that 15% and 11.5% of the management staff and non
neither answered Yes nor No. We therefore have the total percentage of
4.3.
103 x 40
230 = 17.9
EF for the non management staff that answered ‘Yes’
103 x 190
230 = 85
EF for the management staff that answer ‘No’
99 x 40
230 = 17.2
99 x 190
230 = 81.8
28 x 40
230 = 4.9
28 x 190
230 = 23.1
x2 Calculated = 8.4
DEGREE OF FREEDOM
DF = (r – 1) (c – 1)
Where r =2
c =3
∴DF = (2 – 1) (3 – 1)
=1x2
DF =2
Level of significance = 5%
The chi-square (x2) table value at degree of freedom 2 and 0.05 level of
significance = 5.99
i.e. (x2 5.99) (2, 0.05)
subordinates performance.
organization can exist without the influence of both internal and external
materials and other resources which the organization can manipulate and
have control over such as capital, employees, raw materials etc. On the
other hand, the external environment are those individuals, group, agencies
etc which the organization has no control or influence over. Such as
in order to match the competitor. From the data presented and analyzed,
external environment.
leadership. Evidence has demonstrated that situations often work out the
prophecy. According to the study by Ile, (1999:233), it was found out that
new leaders who were told their subordinates were low performers
managed in a more authoritarian way that did new leaders who were told
their were high performers. These findings of this study is in line with the
argument of stoner and Freedman, (1992:480) where they argued that the
considering the classes of his subordinates will also have high employees
turnover which will have a direct impact on the individual and general
He thus exercise some power and has the opportunity to express himself
and exercise his abilities. The results of all these motivations by democratic
leader leads to high performances while the subordinates who are not
the nature of tasks. We therefore conclude that on one trait common to all
power/authority, the relationship between the leader and his followers, the
element and the nature of the goal the members are striving to achieve.
RECOMMENDATIONS
diagnosis.
Dalis, Keith, (1972), Haman Behaviour at work, 4th Edition New York:
McGraw-Hill Inc.
Department of Management
Faculty of Business Administration,
University of Nigeria Enugu Campus
Enugu.
16th March, 2010.
Dear Respondent,
Yours faithfully,
…………………
OGBODO J.
QUESTIONNAIRE DESIGN
INSTRUCTION
Please, indicate at the end of each question the answer(s) which
appropriately appeals to you by ticking [ √ ] against any of the options.
Questions:
PERSONAL DATA:
1. What is your name?
2. Sex:
Male
Female
3. Marital Status:
Married
Single
4. Age
5. State of origin
6. Nationality
7. What is your position in UBA?
Management staff
Non management staff
8. How long have you worked for UBA
More than one year
Less than one year
More than five years
Less than five years
9. Have you worked for any other bank before UBA?
Yes
No
10. If yes in question (9), how long did you work before leaving.
Less than two year
Above two years
11. Why did you leave your former bank for UBA?
Because of poor leadership style of the management
Because of poor working conditions
Personal Reasons
12. In your opinion, do you think organization’s external environment has
any influence in the leadership style to adopted by the leaders in
banking industry.
Yes
No
Indifference
13. Do you think the style of leadership adopted by your boss has any
relationship on your performances?
Yes
No
Indifference
14. Have lead a group before (either formal or informal)
Yes
No
15. These styles of leadership, which one do you appreciate most
Autocratic style
Democratic style
Participative
16. Do you agree that personality of a leader and personality of
subordinates a good determinant to effective leadership style?
Strongly Agreed
Agreed
Strongly disagreed
Disagreed
17. If you are made the leader of any group, what are the things you will
consider before choosing a particular leadership style to enable you
become an effective leader.
18. To what extent do you think that the general performance of UBA has
to do with the various leaders and their style of leadership in the
bank?