THE INFLUENCE OF LEADERSHIP ON EMPLOYEES PERFORMANCE

IN some selected smes

A case study of Bauchi meat product company

BY

Aliyu Abdulaziz ( Alulaye)

National Diploma in Office Technology and Management

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ABSTRACT

This research examines the effect of leadership style on employee performance.

The main objective of this study is to investigate the effect of leadership style on the
employee performance; also it is to determine the influence of leadership style on
employee performance. Identify the type of leadership style existing in the
organization. To identify the leadership style that will enhance employee
performance in an organization. Simple random sampling technique and Taro
Yamen's formula where used to draw the population and sample. The population of
the study was 316 of which the total sample size drawn was 300. The method of
data collection was both primary and secondary. The study utilized questionnaire
administered by the researcher with response supplied by the respondents. The
findings show that there is an implication of leadership style on employee
performance. It was recommended that The leader should endeavour at all times to
create a good working relationship between him and the organizational members
since it is believed that his attitude influences employee’s productivity, The
leadership style in organization should avoid any behaviour that would have
adverse effect on the employees that could cause low productivity, absenteeism
production, below standard as a result of inappropriate leadership and A
conducive work environment should be created by management and ensure that
adequate technology and facilities are available for the employees to execute their
job, without which production will never rise. It is worthy to note that manual
labour does not improve employee performance.

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 CHAPTER ONE

BACKGROUND OF THE STUDY

1.1 INTRODUCTION

Leadership is the ability to influence others. A leader is one who is able to

coordinate the activities of others, within a group, towards achieving a

common goal or objectives. A leader could emerge when the position of

leadership is conferred on the person, or he could just emerge from the

group of assume the position of a leader. Leadership could be seen from two

perspectives, one it is a status symbol, in which case, the leader stands out

from the crowd.

Two, leadership is a function, in which the leader carries out the duty of

coordinating task related activities directed towards the realization of the

organizational goals. The term leadership is an elusive but fascinating

concept that has engaged researchers for some present when people work

together to achieve a common goals. To a large extent an achievement of an

organizational goal depends on the quality of leadership. The term

leadership has been considered as one of the most important elements

affecting organizational performance for the managers.

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Leaders have significant effects on the behavior attitudes and the

performance of the employees. Leadership is an important aspect of

management. The essence of leadership is followership that is the

willingness of people to follow and make a person a leader. An effective

performance of the employee, there must be the act of inspiring employees

to perform their duties willingly competently and enthusiastically.

According to Kontz et al (2002) inflaming people so that they will strive

willingly and enthusiastically toward the achievement of group goals.

Szitagy et al (2000) sees leadership as the relationship between two to more

people in which one attempt to influence the others towards the

accomplishment of certain goals. The key to this definition is that leadership

is a function of power based on the leader approach or behavior of the leader

and the correspondence of those factors with the characteristics, needs and

decision roles of the employee.

In every organization it must be decided how many employee, a leader can

lead for effective purpose, where a leader lead more than the required

number of employee, then it will be affected for this reason a leader is

responsible and entrusted to performed such leadership as process, the

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process of directing and influencing the task related activities of groups,

members.

The above definition shows two important implications first, leadership must

involve or engage distribution of power among leaders and group member.

Secondly, leader can influence employee in a variety of ways.

Gibreath (2004), that almost everyone has the potentials to be a leader. Their

environment will suppress or reward the characteristics that are required

with the right amount of training and inherent skills, people will succeed as a

leader only if there to environment nature when what is required is an

atmosphere that reward people for what they deliver to encourage

innovations and calculate risk-taking and that cherishes creativity. One

factor that influence the effect of leadership styles is motivation.

Stomer Style (2002) defines motivation as that which cause channels and

sustain people behavior. The above definition is important to leaders as they

work through people will help leaders understand why employee behave the

way they do and can influence the performance of the employee.

Baridam (2007) refers leadership styles to the patterns of constellation of

leadership behavior that characterized a given leader. Mees (2005) sees

leadership styles at the right of a manager to assign duties to an employee

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 i.e. the process and method of getting people to do what the leader wants.

The Knotz (2008) he identified leadership based on the use of authority, he

mentored the autocratic leader someone rho command the expect

compliance, It is dogmatic and positive, leaders with the ability to withhold

and give reward and punishment, while the democratic leader consult with

the employee on proposed action and decision and encourage participation

from the employee

The free-reins otherwise known as the laissez-fair Kontz said, this type of

leader use his/her power very little given employees, a high degree of

independent in their operations. Baridam (2007) stated that the ability of the

leader to vary leadership behavior to suit different situational demand.

1.2 STATEMENT OF THE PROBLEM

The effect of leadership in the overall success of an organization cannot be

over-emphasized. Many organizations have not been able to attain the set

goals adopted in those organizations. Robbins and Smart-Kotze, (200).

The path-goal approach suggests that the most important leadership tool

mangers have is their ability to dispense rewards (Evans and House 2001)

Inappropriate leadership styles have been resulting poor performance in the

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work place. Some leaders do not define path-goal clearly to their

subordinators due to poor communication and lack of managerial skills.

However, communication is inducing others to interpret an idea in a manner

intended by the speaker or writer. Flippo (2003). In this regard

communication plays an important role in a behavioural approach. Precisely,

the problem of this study is to identify inappropriate leadership styles and

their potential disadvantage and potential consequences on the attainment of

organizational goals.

The problem should be concern to managers (leaders) at different levels.

Most importantly, a good leadership is a life wire of a successful

organization.

It is obvious that the implication of leadership style on productivity will

result within the organization for instance, lack of trust towards

subordinates, non establishment of good working condition, non

appreciation for job well done, lack of motivation and welfare for

subordinates. This nonchalant attitude could lead to creation of idle time by

the subordinated which results to poor productivity. Alternative solution

towards the achievement or organization goals is a problem this study

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 attempt to solve. The problem to be investigated in the course of this studies

are:

1. How leadership styles managers affect employees performance.

2. The reaction of employees to leadership style.

3. The leadership styles adopted by employees in the banks.

1.3 OBJECTIVE OF THE STUDY

The main objective of this study is to examine:

i. Determine the influence of leadership style on employee

performance.

ii. Identify the type of leadership style existing in the organization.

iii. To identify the leadership style that will enhance employee

performance in an organization.

RESEARCH QUESTION

The following are the various research questions that has been raised as an

operational question to guide the behavior of the research work.

i. What are the types of leadership style existing in the organization?

ii. What are the influences of leadership style on employees

performance.
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 iii. To identify the leadership style that will enhance employee

performance in an organization.

1.5 RESEARCH HYPOTHESIS

H0: There is no implication of leadership style on employee performance.

Hi: There is an implication of leadership style on employee performance.

1.6 SIGNIFICANCE OF THE STUDY

The study will be of great benefit to managements, employees and to all

actors in the organizations as whole. This will enable the manager to know

the types of leadership style to adopt in their effort to achieve organizational

set goals as well us how the style will influence productivity in their

organization. Also this study is important/essential because it will enable the

coordinator in organizing, to know the style of leadership preferred by their

employee. This research focused on the styles that will use for effective job

performance in an organization.

This study well serve as a stepping-stone to any individual who may be

willing to go into business, but for the fear of how to make an effective and

efficient use of human resources that they employ.

1.7 SCOPE OF THE STUDY

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 This research study will be delimited to identifying the leadership effect on

productive employees in the work-place. The study will be carried out in

some flowing organizations in Port-Harcourt metropolis. Questionnaires will

be used in collecting data from managers and their subordinates in the

selected firms.

1.8 LIMITATIONS OF THE STUDY

There is bound to be problems in the course of carrying out any research.

The ability of the researcher to minimize the problems will go a long way to

improve the quality of the work. Also, time and financial constraints posed a

lot of limitations to this study. Finally, the work is limited selected firms in

Port Harcourt. This being so, care should be taken in generalizing the

findings to firms outside the area of study.

1.9 DEFIMTION OF THE TERMS

Effect: The term effect can be seen as a change that somebody caused in

somebody or something else. (According to Oxford Advanced Learner’s

Dictionary 8Th edition).

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Leadership Style: John F’. Mees (2005) defined leadership style as a right

of a manager to assign duties to the employee i.e. the process and method of

getting people to do what the leader wants.

Employee: An employee is simply refers to someone employed by an

employer in an organization to work under another person known as the

manager or the supervisor officer.

Performance: This is the accomplished or to do a certain piece of work to

the degree which is intended according to the organizational goals.

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 CHAPTER TWO

LITERATURE REVIEW

On the whole, Gordon (2000) has noted some important qualities of and the

obstacles to, effective leadership. He listed the qualities as:

A leader is well advised to deal openly, fairly and equitably with all

members, making distinctions among members only on work-related

criteria. A leader should maintain a fairly firm hold on the reins of

leadership, while at the same time fostering a genuinely constructive two

way flow of communication by explaining rationale for proposed courses of

action and acting on worthwhile suggestion from members.

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A leader can greatly influence the whole course of events in the organization

by setting the tone of interactions with the members. Cronyism and

favouritism should be absolutely avoided. A leader should move carefully

and democratically to secure consensus more than merely. Majority vote-un

significant action.

The wise leader will try to prevent empire building, and other divisible

tendencies within the ranks. The goal is to prevent disunity as one step

toward building cohesion within the group. He adds that, a good leader

should equally exhibit reasonable competences in task and human

effectiveness.

EFFECTIVE LEADERSHIP

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George J. Gordon (3rd edition)

1986:289, New York, America.

George J. Gordon, public administration in America, on the constraints to

effective leadership Gordon points the following:

First, the situational potential, for leadership may vary according to the

organizational level of particular group leader.

He argues that “the tighter the rein holds on subordinate by superiors, the

less change subordinate will have exercise leadership with their own

organizational bailiwicks.

In addition, if an organization is highly structure some would say

bureaucratized then, the possibilities of leadership in the manner we have

described are more limited.

Secondly, individual goals may simply remain beyond the reach of the

leader’s influence, though cooperation could more easily be induced from

less secure members than from those with seniority, tenure and the like.

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Third, fighting fund vision (among both members and leaders) may turn out

to be a frustrating job.

Fourth, innovation in highly structured organizations is different to manage.

Fifth, a gladiator will not always succeed in external environment part of the

leader’s skill. Therefore, should lie in knowing when to fight and when not

to.

Finally, leadership is conditioned by the particular combination of people,

tasks and organizational dynamics that sexist in each case. Therefore, as one

leader can embody all the vary guidelines.

There is no binding law in the business world which says what the head of a

business concern should be called ‘the terminology in business is far from

standard”. Workers needs leader to reduce, confusion and uncertainty,

influence their behaviours and help the workers to achieve the set objectives.

Organization seeks for me who will help them bring about the attainment of

organizational goals through effective leadership. Dominant people in our

various business are addressed in different ways. Sometimes they may be

called president, chairman, managing directors, chairman board of directors,

general manager and chief executive director etc one thing at is certain about

this people is that, they play the role of leader in business ventures they
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 possess the basic leadership skill required and must select those to work

under their leadership skill according to Kontz et al (2000).

These seems to be a compound of at least three major ingredients the ability

to comprehend that human being have different motivating forces at varying

time and in the different situations, the ability to inspire and the ability to act

in a way that will develop a climate for responding to and arousing

motivation. It is the duty of a manager/leader to encourage and motivate

his/her employees this we can do by ensuring that the phenomenon of goal

congruency exists within the organization, Nwanchukwu (2008). The leader

is an overseer who ensures that the activities of other employees are in

comparable with the organizational goals.

2.2. FUNCTIONS OF A LEADER

The function of a leader, therefore is to persuade employee to contribute

willingly to the organizational goal in accordance with their

Other leadership activities performed by manager in a business organization

include, recruiting, performance appraisal, training and development,

rewarding them equally, promoting transform and perhaps dismissing the

employees.

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 Leaders are expected to carry out day-to-day activities of an organization,

evaluation of employees to determine how well they are performing their

duties assigned to them.

A leader should also find out if the resource allocated to the employee is

enough for him to perform creditably and the work environment should also

be look into.

If an employee is performing below expectation, the leader should check if

the employee is equal to the task in terms of its qualification.

2.3 THE CONCEPT OF LEADERSHIP

If one is to analyze management from the system perspective. It will be

found out that leadership; represent a sub-subset of management functions.

Leadership is part of management but not all of it. According to Baridam

(2007) define leadership as a process of using power to obtain inter-

personal influence.

The employee in a work group sees power as a differencing means

between the organization and himself.

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 The organization has it which the employee does not resentful employees

consciously or consciously may do the organization harm in a small or

large ways.

The employees never question the power if it is inherently alight of the

organization or doubt that it is indispensable to organization tasks.

Baridam (2001) has this to say “the power of the leader in respect to the

group is high that is, his/her council regard the punishment had the

organization backing.

2.4 PRINCIPLE OF LEADERSHIP

The principles of leadership as identified by Ezocha (2005) include the

following:

Leadership must be legitimate and authoritative this means that no person

can lead unless given a mandate by those being led. The social mandate to

direct and control be given to him.

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 Leadership must subject itself to the demand of the public advancement,

responsibility, and accountability it is only within the above framework

that good relations can be maintained between leaders and the led.

Leadership must operate within limitations of the mandate entrusted to it

by people outside of the people’s mandates, the leader ceased to lead

legitimately.

In terms of recruitment, leadership must be by merit and not by inheritance

or usurpation.

The above leadership in western countries, in third world countries like

African countries, such principle may not apply.

2.5 TYPES OF LEADERSIUP

Scholars have identified different types of leadership such as traditional

leaders, religious leaders, political leader, charismatic leader, institutional

leader, professional leaders etc.

2.5.1 TRADITIONAL LEADERS

These are leaders with traditional authority. They lead tribes, ethnic

groups, traditional institutions, towns, and collages. Example of such

leaders are Obi of Onitcha, Obong of Calabar, Oba of Benin etc.

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2.5.2 RELIGIOUS LEADER

These leaders lead religious groups and institutions example are Sultan of

Sokoto, the Pop, Archbishop, the Imam etc.

2.5.3 POLITICAL LEADER

These are leaders that govern a state e.g. heads of state, governors, local

government chairman etc.

2.5.4 CHARISMATIC LEADER

These are leaders that manifest some chairman such leaders perform

extraordinary feats, their leadership qualities may not depend on their

educational qualification. Example of such leaders is Jesus Christ,

Muhammed, Rainhad Bonke etc.

2.5.5 INSTITUTIONAL LEADER

These are commonly found in schools colleges, universities and other

bodies performing teaching research and training function e.g. principal of

a school, vice chancellors. Etc

2.5.6 PROFESSIONAL LEADER

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 In the professional organization e.g. the president of Nigerian society of

engineers, the president of the Nigerian bar association, president of

Nigerian medical association etc.

2.6 APPROACHES TO THE STUDY OF LEJDERSHIP

Concepts of leadership become clear, and more succinct if one books at

the approaches to the study of leadership, leadership research has gone

through four phases namely

The personal traits and characteristics (sociological aspects)

The situational factors (sociological aspects)

The interactional focus which includes both the psychological and

sociological aspects, otherwise known a observed behavior approached or

contingency approach.

Holy and Miskel (2002) and peretmode (2007) identify their approaches to

the study of leadership in line with the above phases as follows:

The trait approach.

The situational approach

The contingency approach

The behavioral approach

2.6.1 THE TRAIT APPROACH

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 The trait is also known as the “great man” approach this approach

dominated the study of leadership until 1950’s in this approach, attempts

are made to isolate specific of distinctive traits that make leaders different

from their followers, those born to be leaders were believed to possess

certain trait that made them effective leaders.

According to the Kimbrough and Nunnery (2003) the usual approach to

studying the psychological aspect use some measure of effective

performance, and determine the extent to which the level of effectiveness

correlated with selected traits or behavioural characteristics. Generalization

made was that:

Leaders tend to be slightly higher in intelligence than the average of the

group led

Leaders tends to be emotionally mature to exhibit self confidence to be goal

oriented to initiate action to be dependable in exercising responsibility to

have a insight into problems faced by the group, and to have a strong

continuing drive to succeed.

Leaders realize that people are essential for goal achievement therefore they

attempt to communicate with other tend to be sociable show consideration

for people and seek cooperation of others.

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 The presence of such traits and characteristics does not guarantee effective

performance as a leader nor does their absence preclude effective

performance rather the presence of those traits and characteristics enhances

the probability of effective performance as a leader.

According to Cartwright et al (2005) trait studies have found that effective

leadership did not depend on a particular set of traits but rather or how well

the leader traits matched the requirement of the situation that he/she was

facing scholars after review of all the traits said there is no evidence that

consensus leadership traits exist Barrow (2009).

A review of the research literature using this traits approach to leadership

has revealed few significant or study Jennings, fanning (2001) concluded

fifth year of study have fated to produce personality traits that can be used to

discriminates leaders and non leader therefore empirical studies suggest that

leadership is a dynamic process varying from situation to situation with

changes in leader follower and situation.

2.6.2 THE BEHAVIOURAL APPROACH TO LEADERSHIP STYLE

The behavioural approach focused on leadership effectiveness not be

emergence of it individual leader in recent years, research finding indicate

that leaders, that are employees oriented may be describe as democratic

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 leaders others stress that leaders that are task oriented can be viewed as

autocratic leaders. Still others seen to the both tasked oriented and employee

oriented. The behaviourist found that most effective groups haw some form

of shared leadership in which one person the manager/leader) performs the

task function while the group members perform the social function.

Bales (2001) secondly, the behaviourist focused on the leadership styles the

task oriented manager supervised employee closely to ensure that the task is

perform to their satisfaction this is the emphasis the leader places on getting

the job done, then the development and growth of employee.

The employee oriented managers encourage and allow employee participate

in decision affecting them, managers are friendly, trusting and respectful

relationship with group members stone (1989)

2.6.3 THE CONTINGENCY MODEL OF LEADERSHIP STYLES

Tamnebau and Schmist (2008) developed a contingency model of leadership

behavior. This means from totally antocratic to employee freedom from one

end to the scale to the other between the autocratic and democratic extremes,

there are many possible combinations of leaders and followers influences.

There are three variable needs to be analyzed to select the most effective

leadership style for a given situation

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 These variables are:

1. Force within the leaders

2. Force in the employee

3. Forces in the situation

This model suggest that leaders can be authoritative in a task oriented

position, make decision and give orders while on the other hand a leader can

be democratic man employees oriented situation. A lot freedom of action is

given to workers. In this, a leader cannot he both authoritarian and

democratic

2.6.4 THE SITUATIONAL APPROACH

The situation approach is mid-way between trait approach and behavioural

approach to the study of leadership scholars are of the view that the trait

approach is inadequate to deal with the complexities of leadership

phenomenon situational approach becomes necessary because effective

leader behavior may vary from situation to situation effective leadership

depends upon the leader’s action of personal attributes as well as the

situation the leader finds himself.

2.7 LEADERSHIP STYLES

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Although leadership has been well researched over the years, there is still

lack of a definition that is universally accepted. Just like Stogdill (2004) puts

it, “There are almost as many definitions of leadership as there are persons

who have attempted to define the concept”. The following are a few

examples of such definitions Talat et al (2015) asserts that leadership is wide

spread process, which calls for authority, responsibility and delegation of

power. Leaders help to direct, guide and persuade their followers

(employees) towards achieving their personal and organizational goals and

objectives. Thus, leadership styles cover all aspects of dealing within and

outside of an organization, handling or dealing with conflicts, helping and

guiding the workforce to achieve and accomplish their tasks and appearing

as a role model for all. According to Kumar (2014) “leadership is leadership

is defined as a process by which a person influences others to accomplish an

objective and directs the organization in a way that makes it more cohesive

and coherent”. These are accomplished through the application of leadership

attributes, such as beliefs, values, ethics, character, knowledge, and skills.

Leadership is the integrated sharing of vision, resources, and value to induce

positive change. It is the ability to build up confidence and zeal among

people and to create an urge in them to be led. Wammy & Swammy (2014)

see leadership as a social influence process in which the leader seeks the

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voluntary participation of subordinates in an effort to reach organization

goals and therefore a leader is a person who delegates or influences others to

act so as to carry out specified objectives. Memon (2014) defines leadership

as process by which an individual influences the thoughts, attitudes and

behaviors of others by taking responsibility for setting direction for the firm,

others to see and visualize what lies ahead and figure out how to archive it.

Leadership style is a managerial content, is the general way a leader, and

behaves towards employee in order to attain objectives. The degree to which

a manager delicate authority the move of power a manager employs or task

orientation all tend to reflect the manager leadership styles. (MesCon 2007).

Considerations of leadership style have longer constituted a dilemma. The

managerial dilemma is optimized by several well-known posers such as “can

anyone undertake leadership role or only a favoured few”. Are the favoured

few (effective leaders) born or made? Is effective’s leadership an ingle

characteristics is there a particular art to if or a particular style something

that can be measured? Do you like to be effective or vice versa?

According to the studies on leadership, there are some accepted styles of

leadership, and they are:

1. Autocratic leadership style

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2. Democratic leadership style

3. Laissez-faire leadership style

4. Consultative leadership style

AUTOCRATIC LEADERSHIP STYLE

In autocratic leadership style, the leader alone dictates to the subordinates

what should be done. He is a dictator. He does not involve them in decision

making. He makes decisions alone and coerces the subordinates to carry

them out.

He does not believe in consultation or participative decision making. He

suspects the subordinates and thinks that he knows every answer to all

problems. He is so mechanistic in his approach and treats subordinates as if

they are machines. He does not have the interest of the group in mind but

later for his interest alone. His staffs do not know the aim of the

organization.

Authoritarian leaders do not allow their staff to make use of their initiation

and discretion as they take absolute control of the work. Free flow of

communication is impossible in autocratic leadership, the leader maintains

downward communication (communication from super-ordinates to

subordinates). He hardly encourages upward communication

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(communication from the subordinate to the super ordinate’s). Autocratic

leaders rest on their legitimate powers and hardly make use of expert and

referent powers. They reprimand their staff and hardly give praise for

workers good performance. They use threat and intimidation as a means of

ensuring absolute obedience.

CHARACTERISTICS OF AUTOCRATIC LEADERSHIP STYLE

1. Autocratic leader is very conscious of his position.

2. He has little trust and faith in his subordinates.

3. He feels that pay is just reward for work and is the only reward that will

motivate the workers.

4. He gives order and demand that they be carried out. No questions are

allowed and no explanation given.

5. Group members assumes no responsibility for performance and merely

do what they are told.

6. Production is good when the leader is present but drops in his absence.

All these characteristics make an authoritarian leader.

DEMOCRATIC LEADERSHIP STYLE

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Democratic or participatory leadership style demonstrates respect for group

members who are involved in decision making a democratic leader do s not

monopolies responsibilities. He communicates freely with the subordinates

because he has respect for them and does not see them as machines. This

leadership style maintains that the group greater than the sum of its parts.

Democratic leadership built on the belief that individuals will give their

support, cooperation to the decision, which they participated formulating. He

sees employee first as a human being and secondly as a worker. He therefore

takes interest in the employee life and job. A democratic leader maintains

good human relationship realizing that productivity will be enhanced with the

maintenance of good human positive.

CHARACTERISTIC OF A DEMOCRATIC LEADERSHIP STYLE

Decision making is shared by the leader and the group.

Criticism and praise are objectively given.

A feeling of responsibility is developed within the group.

Quality and productivity are generally high. New ideas and changes are

welcome.

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When the leader is forced to make a decision his reasoning is explained to the

group.

The group generally feels successful under the democratic leadership.

Though ad administrative leadership styles according to the situation,

researches have shown that leaders adopting democratic leadership style

achieve greater cooperation of workers morale and productivity in the

organization. Thus democratic leadership style is widely considered the most

desirable form of leadership.

LAISSEZ-FA1RE LEADERSHIP STYLE

The word laissez-faire is a French language meaning “let things go their

way” laissez-faire leader does not exercise any degree of control over the

conduct of workers under him. A laissez-faire or free allows subordinates to

make decisions with a minimum of direction, the subordinate has high degree

of autonomy. Here the leader allows things to sort themselves out.

He hate crisis situation and tries to satisfy everybody in the system. He is not

comfortable involving subordinates to share in taking decision. He prefers to

solve problems by himself rather than risk opposition. The subordinates learn

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from their mistake/experiences without any directive from anybody. They are

not being supervised.

CHARACTERISTICS OF LAISSEZ-FAIRE LEADERSHIP STYLE

1. He has no confidence in his leadership ability.

2. He does not get goals for the group.

3. Productivity is generally low and work is sloppy.

4. The group has little interest in their work.

5. Morale and term-work are generally low,

6. Decision making is performed by whoever in the group is willing to

accept it.

EFFECT OF LAISSEZ-FAIRE LEADERSHIP STYLE

Absence of purposeful leadership or direction which results in confused

situations in an organization.

The decline in the maintenance of discipline among staff and students.

The decline in the performance and productive of workers.

A prevailing atmosphere of chaos among staff since there is no identifiable

leader.

CONSULTATIVE LEADERSHIP STYLE

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 A consultative leadership style tends to be fairly in decision but allows more

participation or opinion from his followers. But the decision rests with the

leaders.

These followers are free to consult the leader on any issue they cannot handle

on how the work should be done.

The consultative leader welcomes ideas from the group on how work might

be carried out and uses such inputs as a guide to decision making. He or she

is not bound by suggestions or the followers but does incorporate their ideas

where possible.

2.8 THEORETICAL LITERATURE REVIEW

Globally, leadership has become the most widely studied aspect of

organizational behavior and a number of theories have emerged focusing on

the strategies, traits, styles and the situational approach to leadership. As a

result of ever-growing interest in the field of leadership, behavioral scientists

and sociologists began to analyze the possible consequences of leadership

behaviors and the variables that are used to predict the leader’s behaviors.

Traits and Behavioral Theory

The trait perspective was one of the earliest theories of leadership in the

1940’swhich assumes that great leaders are born with distinguished

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personality traits that make them better suited for leadership and make them

different from other people or their followers. Stogdill’s (2008) survey of the

leadership literature came up with the most comprehensive list of traits.

Stogdill’s observation that leadership situations vary significantly and place

different demands on leaders, destroyed trait theory, leading to the emergence

of situational and behavioral approaches.

Behavioral theories of leadership state that it is the behavior of leaders that

distinguishes them from their followers. It focuses on the actions of leaders

rather than on mental qualities or internal states with the belief that great

leaders are made, not born. According to this theory, people can learn to

become leaders through teaching and observation. Behavior theories examine

whether the leader is task oriented, people oriented, or both. Studies

conducted at the University of Michigan and Ohio State University in 1945,

established two major forms of leader behavior namely: employee-centered

and production-centered (Hersey and Blanchard, 2008).

Situational and Contingency Theory

Contingency theory is an approach to leadership in which leadership

effectiveness is determined by the interaction between the leader’s personal

characteristics and aspects of the situation. Contingency theories are based on

34
the assumption that the relationship between leadership style and

organizational outcomes is moderated by situational factors related to the

environment, and therefore the outcomes cannot be predicted by leadership

style, unless the situational variables are known (Cheng and Chan, 2002).

Three models exist in this leadership approach: Fiedler’s (2007) co-worker

theory, House’s (2001) path-goal theory, and Heresy and Blanchard (2009)

situational leadership theory. From this approach and the three models no

leadership style is best in all situations. Success depends upon a number of

variables, including the leader’s preferred style, the capabilities and

behaviours of the followers, and aspects of the situation. Effective leadership

requires adapting one’s style of leadership to situational factors, and control

is contingent on three factors namely the relationship between the leader and

followers, the degree of the task structure and the leaders authority, position

or power.

Transformational and Transactional Theory

Over the past twenty five years, a large body of research has emerged around

transformational transactional leadership theory. Transactional theories focus

on the role of supervision, organization and group performance and they base

leadership on a system of rewards and punishments for meeting particular

35
objectives. The type of transaction, whether a reward or discipline, depends

on the performance of the employee. Bass (2005) as cited by Chan (2005)

theorized the transactional leaders appeal to the subordinates’ self-interests.

Transactional leaders attempt to meet the current needs of their subordinates

through bargaining and exchanging. Both leaders and followers focus on

achieving the negotiated performance level. Transformational theories focus

upon the connections formed between leaders and followers.

Transformational leadership is the leader’s ability to motivate followers to

rise above their own personal goals for the greater good of the organization

(Bass, 2005, as cited by Murphy & Drodge, 2004). Bass (2005) theorized the

transformational style of leadership comes from deeply held personal values

which cannot be negotiated and appeals to the subordinates’ sense of moral

obligation and values. Bass declared there were four types of

transformational leadership behavior, namely idealized influence (charisma),

inspirational motivation, individualized consideration, and intellectual

stimulation.

Transactional Leadership and Employee Performance

Transactional leadership: is a leadership style that emphasizes to transactions

between leaders and subordinates. Bass and Avolio (2003) suggest that

36
 characteristics of transactional leadership consist of two aspects, namely

contingent reward and exception management. Contingent reward is where

leaders make agreement about what must subordinate do and promising

reward obtained when goal is achieved. While exception management is

leader monitor deviations from established standards and take corrective

action to achieve organizational goals. Yulk (2007) asserts that transactional

leadership style is one leadership style that

2.9 EMPLOYEE PERFORMANCE

The main goal of any organization is to enhance the job performance of its

employees so that it could survive in this highly competitive environment.

Performance is a multidimensional construct and an extremely vital criterion

that determines organizational successes or failures. Prasetya and Kato

(2011) define performance as the attained outcomes of actions with skills of

employees who perform in some situation. According to Pattanayak (2005),

the performance of an employee is his/her resultant behavior on a task which

can be observed and evaluated. To Pattanayak, employee performance is the

contribution made by an individual in the accomplishment of organizational

goals.

37
Here employee performance is simply the result of patterns of action carried

out to satisfy an objective according to some standards. This means employee

performance is a behavior which consists of directly observable actions of an

employee, and also mental actions or products such as answers or decisions,

which result in organizational outcomes in the form of attainment of goals.

Ibrahim (2004) defined job performance as an important activity that

provides both the goals and methods to achieve the organizational goals and

also provide the achievement level in term of out-put. El-Saghier (2002)

considered it as an effort of an employee to achieve some specific goal, the

researcher will adopt this definition.

Transactional Leadership and Employee Performance

Transactional leadership: is a leadership style that emphasizes to transactions

between leaders and subordinates. Bass and Avolio (2003) suggest that

characteristics of transactional leadership consist of two aspects, namely

contingent reward and exception management. Contingent reward is where

leaders make agreement about what must subordinate do and promising

reward obtained when goal is achieved. While exception management is

leader monitor deviations from established standards and take corrective

action to achieve organizational goals. Yulk (2007) asserts that transactional

38
leadership style is one leadership style that emphasizes on transaction

between leaders and subordinates. Transactional leadership motivates and

influencing subordinates by exchanging reward with a particular

performance. In a transaction the subordinate promised to be given rewards

when subordinate is able to complete their duties in accordance with

agreements. In other words, he encourages subordinates to work.

Transactional leadership styles can affect positively or negatively on

performance. It depends on employee assessment. Positive effect can occur

when employees assess transactional leadership positively and a negative

effect can occur if employee considers that transactional leadership styles

cannot be trusted because they do not keep their promises, dishonest or not

transparent.

Transformational Leadership and Employee Performance

This seeks to transform of visionary. It becomes collective vision where

subordinates work to realize the vision into reality. In other words,

transformational process can be seen through a number of transformational

leadership behaviors as: attributed charisma, idealized influence, inspirational

motivation, intellectual stimulation, and individualized consideration Bass

and Avolio, (2003). Yukl (2007) states that application of transformational

39
leadership style can improve performance because transformational

leadership style wants to develop knowledge and employees potential. Leader

with transformational leadership provides opportunity and confidence to his

subordinates to carry out duties in accordance with his mindset to achieve

organizational goals. Butler (2009) states that a transformational leader

encourages subordinates to have vision, mission and organization goals,

encouraging and motivating to show maximum performance, stimulates

subordinates to act critically and to solve problems in new ways and treat

employees individually. Suharto (2005) suggests that more frequent

transformational leadership behaviors implemented will bring significant

positive effect to improve psychological empowerment quality of

subordinates. Transformational leader that gives attention to individual will

be capable to direct vision and mission of organization, providing

motivational support, and creating new ways to work effectively.

Laissez Faire Leadership and Employee Performance

The leader's ability to lead is contingent upon various situational factors,

including the leader's preferred style. Contingency theories to leadership

support a great deal of empirical freedom to leadership, (laissez-faire style)

North house (2001). Many researchers have tested it and have found it to be

valid and reliable to explaining how effective leadership can be achieved. It

40
stresses the importance of focusing on inter personal relationships between

the leader's style and the demands of various situations and employees. Under

this type of leadership according to Kumar (2015) maximum freedom is

allowed to subordinates. They are given freehand in deciding their own

policies and methods and to make independent decisions.

It carries the belief that the most effective leadership style depends on the

ability to allow some degree of freedom to employees in administering any

leadership style. This study will aim to investigate further how laissez-faire

may contribute to employee performance. On the other hand, much has been

written in regard to the relation of positive self and effective management.

Kerns (2004) discussed the relationship of values to organizational leadership

and his study was hugely in support of the laissez-faire style in bridging the

gap between the employer and employee where his concern was solely on the

fact that laissez-faire would create a positive environment through which

employees and employers felt like a family regardless of their positions.

Autocratic Leadership and Employee Performance

Autocratic leaders are classic “do as I say” types. Typically, these leaders are

inexperienced with leadership thrust upon them in the form of a new position

41
 or assignment that involves people management. Autocratic leaders retain for

themselves the decision- making rights. They can damage an organization

irreparably as they force their ‘followers’ to execute strategies and services in

a very narrow way, based upon a subjective idea of what success looks like.

There is no shared vision and little motivation beyond coercion.

Commitment, creativity and innovation are typically eliminated by autocratic

leadership. In fact, most followers of autocratic leaders can be described as

biding their time, waiting for the inevitable failure this leadership produces

and the removal of the leader that follows Michael (2010).

2.10 EMPIRICAL ANALYSIS

A large body of empirical evidences has demonstrated that leadership

behaviors influence employee performance that strong leaders outperform

weak leaders, and that transformational leadership generates higher

performance than transactional leadership (Burns 2008; Bass 2000; Hater and

Bass 2005; Howell and Avolio 2003). Research (Bass & Avolio, 2004;

Kotter, 2008 and Meyer & Botha, 2000) in organizational behavior has

identified transformational leadership as the most suitable for modern-day

organisations. The current business environment requires this innovative kind

of leadership style; a style that empowers employees and raises employee

42
performance in an effort to improve organisational performance and

continued existence (Kotter, 2008). Evidence has been gathered in service,

retail and manufacturing sectors, as well in the armed forces of the United

States, Canada and Germany that points towards the marginal impact

transactional leaders have on the effectiveness of their subordinates in

contrast to the strong, positive effects of transformational leaders (Brand,

Heyl & Maritz, 2000). Furthermore, in the Canadian financial industry it was

found that transformational leadership is more strongly correlated with higher

employee satisfaction and individual/organisational performance than

transactional leadership (Meyer & Botha, 2000). On the basis then of the

literature, it could be proposed that transformational leadership as opposed to

transactional leadership would be more effective in achieving higher levels of

employee performance.

Under transformational leaders, employees may receive individualized

attention from the leader. As a result, they tend to reciprocate by supporting

the leader’s agenda and performing beyond expectations. Hence,

transformational leaders can develop high quality leader member exchange

relationships with followers, through which they influence followers’

performance (e.g., Wang et al., 2005). Although the initial stage of LMX may

43
be transactional, it can be transformational if the last stage is reached (Bass,

2009). In both Bass’s (2005) and Podsakoff et al.’s (2000) conceptualization,

transactional leadership clarifies expectations toward followers’ performance

and provides rewards to followers contingently on the level of their

performance.

Followers will be motivated to meet performance expectations and fulfill

their end of the contract in order to be rewarded accordingly (Bass, 1985). A

strong empirical support for the relationship between leaders’ contingent

reward and employee performance has been found (cf. Podsakoff, Bommer,

Podsakoff, & MacKenzie, 2006). However, transformational leadership

inspires followers with attractive vision, expresses optimism and high

expectations for excellence and performance on the part of followers. It

should be able to move followers beyond their normal level of performance

(Bass, 1985).

A positive relationship between transformational leadership and employee

performance has been found in both lab (Howell & Frost, 1989) and field

(Bass, 1985) settings. Thus both transformational and transactional leadership

are expected to have positive direct effect on employee performance. Raja

44
and Palanichamy (2015) examined the effect of leadership styles on

employee performance in public vs. private sector enterprises in India. From

43 middle-level managers and 156subordinates, the study results indicate

sufficient evidence, at the 5% level of significance, that there is a linear

positive relationship between transformational leadership and employee

performance, there is a significant positive relationship between transactional

leadership employee performance. However, the study found that laissez-

faire leadership had a negative relationship with the employee

performance/outcomes”.

Leaders and their leadership styles is one of the mostly researched topics in

the recent past. A number of studies have been conducted on the effects of

leadership styles on employee performance. Rassol et al (2015) studied

leadership styles and its impact on employee's performance in health sector

of Pakistan and concluded that transformational leadership styles have more

positive effect on employee performance than transactional leadership. They

found out that transformational leadership can perform better in highly

organic environment where focus is on competitive advantages. Results of

their study also explored that the impact of transactional leadership was not

much stronger as compared to transformational leadership on job

45
 performance. According to Pradeep and Prabhu (2011), leadership is

positively linked with employee performance for both transformational

leadership behaviors and transactional contingent reward leadership

behaviors. The managers, who are perceived to demonstrate strong leadership

behaviors, whether transformational or transactional, are seen to be engaging

in increasing the employees’ performance.

2.11 SUMMARY

Research literature in leadership is replete with different definition of

leadership, yet there is no consensus or a universally acceptable definition.

However, leadership is seen as the process of influencing people towards

achievement of set goals. To elucidate further the concept of leadership, four

approaches to leadership were discussed namely.

The trait approach, the situational approach, the behavior approach and the

contingency approach. The trait approach indicated that leaders are born not

made, while the situational approach shows that leaders are made by the

situation including learning skill. The behavioural approach sought to focus

attention on how leaders tend to behave. The types and principles of

leadership were x-rayed, type of leadership included the traditional leaders,

religious.

46
 CHAPTER THREE

METHODOLOGY

3.0 INTRODUCTION
This research was conducted to study the implication of leadership style on

productivity. In the previous chapter, relevant literature was reviewed in

order to establish the theoretical foundation of the work. This chapter is

designed to discuss research methodology. Getting the data is as important

as solving the problem and that is why this chapter is normally given the

required attention it deserves.

47
 The major issues discussed here is under the following subheadings.

1. Research Design

2. Sampling Procedures

3. Types and sources of data collection methods.

4. Data analysis techniques.

3.1 RESEARCH DESIGN

There are basically two identifiable research strategies and they are, the case

study and survey method. The case study is the intensive analysis of one

instance or a few instances .for the purpose of a greater understanding of the

phenomenon and the possibility of generalization.

This would imply that the case study approach comprises the selection of a

particular entity whose behaviour is to be examined at a time based on

previously defined characteristics.

The survey method on other hand is generally regarded as the election of

representative instance or samples whose analysis can be readily generalized

to a wider class or related instances, that is, the survey method may be

deemed to constitute the collection and examination of a set of behaviour

with a general characteristic. that may be readily extended as applicable to

predict a significant large number of similar entities .With the consideration

48
 of the particular nature of leadership style to all other activities, the survey

method was appropriate for this study. This enables us to have a general

insight of the type of leadership styles that exist in Nigerian organizations

and probing indebt to the relationship of leaders with other activities of the

organization. The choice was to avail us the opportunity of making objective

inference for the purpose of our findings.

3.2 SAMPLING PROCEDURE

The study was carried out in Port Harcourt and was centered on both public

and private firms, since this is the class of firms that constitute the target

population. But, due to time and financial constraints, the researcher could

not study all the firms in the target population. But, due to time and financial

constraints, the researcher could not study all the firms in the target

population. Convenience sampling techniques were used and conducted to

obtain the data from three selected oil firms in Port Harcourt because they

are accessible or easy to measure.

The analytical procedure in testing the hypothesis study was as follows:

(a) Statement of the hypothesis

(b) Identification of test statistic

49
 (c) Computation

(d) Specification of decision rule

(e) Decision

3.3 METHODS OF DATA COLLECTION

Methods for gathering pertinent data in the research process are a crucial

one. No solutions will be arrived at without a proper method of gathering the

required information

Therefore, there are vital instruments that are always employed in the

gathering of data. They include interview and questionnaire.

INTERVIEW: This is a method of adopted by the researcher to obtain

information from interviewees in a face-to-face situation, Here, verbal

responses from respondents are collected in order to validate hypothesis.

QUESTIONNARIE: A questionnaire contains a set of questions, which are

either written or printed. Spaces for answers are usually provided for

respondents to fill in their responses.

TYPES OF QUESTIONNAIRES:

Structured or closed questionnaires

50
 Unstructured or open-end questionnaires

STRUCTURED OR CLOSED QUESTIONNAIRES:

This comprises of prepared or structured list of specific questions and

choices which are provided to pick from as possible answer. It is easier to

administer as well as to analyze and to complete without wasting much time.

It does not reveal the respondents motives.

UNSTRUCTURED OR OPEN-END QUESTIONNAIRES:

This form of questionnaire does not provide any options for the respondents.

Only questions pertinent to the questions are asked and the respondents is

free to supply his response in his own words, as he deems most appropriate

where subjects responses are going to be.

3.4 SOURCES OF DATA COLLECTION

It is necessary to explain some of the sources of data available for the

purpose of this work. The sources of data are basically the primary and

secondary sources.

(i) Primary Source: Data from this sources is sometimes referred to as first

hand data gotten from sample in the entire population, this can come in form

of responses from personal interview, personal observation and responses to

51
 questionnaires, enquires and direct contracts which the researchers has with

the organization whose activities have, bearing with the research problem

being investigated by a research.

(ii) Secondary source: These data’s are information obtained from

secondary source such as publications of government agencies, magazines,

articles, journals and textbook.

many companies were studied and extensive numbers of respondent were

used for the study. Questionnaires were designed and administered to the

three (3) selected firms in Port - Harcourt and the data obtained from there

formed the basis for analysis.

3.5 DATA ANALYSIS TECHNIQUES

Population of the Study: The researcher chose three (3) firms; the sample

population is drawn from management staffs and others. This is aimed at

obtaining balanced information on the subject. The population of the three

oil firms is 1, 500 employees.

Sample Size: We adopted a survey study strategy in this research from the

population to get the sample size; a scientific instrument called Taro

Yamen’s formula will be use:

52
Where n = Sample size

e = Level of significance

N = Population size,

The population of three (3) firms will be considered which 1,500 and it is

considered adequate for the study of the same nature selected studied.

Applying the above formula:

This means that the researcher will study 316 as a sample size out of the

1500 employees. The need to micro sample is to reduce the time, effort and

cost needed to obtain information that is sufficient and accurate than when

the whole population is being studied. The data collected from the

questionnaire administered were tested using elementary statistical tools, in

testing the hypothesis; the researcher used the statistical tool of chi-squared

(x2) distribution.
53
 CHAPTER FOUR

4.1 DATA PRESENTATION AND ANALYSIS

This chapter is aimed at analyzing and interpreting the collected data so that

the research objectives will ascertain the implication of leadership style on

productivity.

The data obtained from the investigations are thus analyzed. The reason

behind this is to enable the researcher determine whether the productivity.

To achieve this, hypothesis formulated was used as a guide and relevant

question of this hypothesis were analyzed using the available responses from

the administered question collected and shown in the analysis tables.

54
4.1 DATA COLLECTION

A total of three hundred and sixteen (316) questionnaires are administered to

respondents. But only three hundred (300) were, retrieved. The retrieved

questionnaires represent 94% collection.

4.2 DATA PRESENTATION

The percentage method is used to analyze some of the data obtained from

the questionnaire and the chi-square (statistical tool) was used to test the

hypothesis.

4.3 DATA ANALYSIS

Question 13

To what extent do you agree that organizational goal can be accomplish

through team work?

Firms High Average Low Total

A 50 30 20 100

55
B 40 20 10 70

C 40 50 40 130

Total 130 100 70 300

Source: Survey Data 2017

Analysis: From the above table, most of the employees observed that

organizational goal can be accomplished through team work to a high extent.

Question 14

To what extent is leadership style on productivity effective in your

organization?

Firms High Average Low Total

A 40 30 15 85

B 30 40 20 90

C 30 55 40 120

Total 130 125 75 300

Source: Survey Data 2018

56
Analysis: From the above table 125 out of 300 respondents which are 42%

said to an average that leadership style on productivity is effective in the

organization

Question 15

To what extend can you place the promotion of your employees?

Firms High Average Low Total

A 30 40 20 95

B 50 35 20 105

C 50 30 30 100

Total 130 100 70 300

Source: Survey Data 2018

Analysis: From the above table, it shows that 130 out of 300 respondents

which are 43% said they would place the promotion of employees at a high

rate.

Question 20

To what extent do you motivate your employees?

57
Firms High Average Low Total

A 50 30 20 100

B 40 20 10 70

C 40 50 40 130

Total 130 100 70 300

Source: Survey Data 2018

Analysis: From the table above, it shows that employees are motivated to a

high extent.

Question 23:

To what extent does your participation affect productivity?

Firms High Average Low Total

A 50 60 40 150

B 25 30 15 70

C 25 35 20 80

58
 Total 100 125 70 300

Source: Survey Data 2018

4.4 CALCULATION OF EXPECTED FREQUENCY

The expected frequency for each category that will be compared with The

actual are calculated thus: Giving by:

59
The X2 calculation can now be made.

Observed Expected
(O-E) (O-E)2 (0— E)
Frequencies Frequencies (E-O)

220 208 12 144 0.69

190 196 -6 36 0.18

120 125 -5 25 0.2

185 159 26 676 4.25

145 150 -5 25 0.17

75 96 -21 441 4.59

185 222 -37 1369 6.17 —

60
 220 209 11 121 0.58

160 134 26 676 5.05

x2 21.87

4.5 TESTING THE HYPOTHESIS

As earlier stated, in testing the hypothesis chi-square will be used to

determine the effect of leadership style on employee performance. Chi-

square is given as:

Where 0 = Observed frequency E - Expected frequency

This test is carried out at 0.05 level of significance, below will be tested.

Degree of freedom = (R-1) (C-i)

Where R = Number of row

C = Number of columns
61
 In this case, the degree of freedom = (3-1_ (3-1) 4

H0: There is no implication of leadership style on employee performance.

Hi: There is an implication of leadership style on employee performance.

4.6 DECISION RULE

If the value of the calculated X 2 is greater than the critical value, we accept

the alternative hypothesis but if the calculated X 2 is less than the critical

value, we accept the null hypothesis.

Degree of freedom is given by:

(Row-I) (Column-1)

(3-1)(3-1)=4

At 0.05 level of significance

X2 calculated - 21.87

Critical value = 9.49.

4.7 DISCUSSION OF FINDINGS

From the above computation, the critical value is 9.49, calculated chi-square

is 21.87. We hereby reject the H0 hypothesis as 21.87 is greater than the

62
 critical value of 49. We therefore conclude that there is an implication of

leadership style on employee performance.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 SUMMARY

The research project examined the implication of leadership style on

productivity. The research has the following as the purpose of study, to

identify the type of leadership style existing in the organization, to determine

which leadership style managers employ in the course of their duties that

will enhance productivity in the organization.

In order to achieve the objective stated above, the following research

questions were formulated to guide the study, what type of leadership style

exist in Nigerian organization? What type of leadership style do managers

adopt in the managerial functions? And to what extend does the leadership

style influence employee productivity.

63
 To make the study more reliable, a review on related literature was

employed in analyzing the data collected. Base on the analysis, a conclusion

was drawn and recommendations made.

5.2 CONCLUSION

From the findings of the research work, it was revealed that various types of

leadership that exist in organizations, the predominant style in existence are

the democratic (participative) style which is human oriented others are

autocratic styles. The results confirmed that “boss” attitude towards

subordinates staff influence their performance at work.

The study also indicated that leader, follower’s relationship enhances

workers performance and all other important aspect that contributed to

organizational success is team work.

Furthermore, it was also revealed that involvement of employee in decision

making is very important for accomplishment of desired goal. The result of

the study showed that apart from leadership style, there are other factors that

influence productivity such as concern for employee and his family, job

security and work enhancing amenities.

Finding also confirmed that inappropriate style could cause low productivity

on the part of the subordinates, that is, when the leader cannot identify or
64
 recognize the environmental variables at the work place, such as technology,

task structure and poor leader-member relation. The result of the study

agreed that no aspect of the three factors should be neglected. The necessary

factors for effective leadership are leaders, followers and situation

combined, which is likely to achieve and accomplish organizational success.

Finally, for managerial competence, the integrated style that combines high

relationship orientation was identified as the leadership that is likely to

enhance and facilitate productivity of employees for organizational goal

attainment.

5.3 RECOMMENDATION

Arising from the findings and conclusions, the following. recommendation

was made:

1. The leader should endeavour at all times to create a good working

relationship between him and the organizational members since it is

believed that his attitude influences employee’s productivity.

2. The leadership style in organization should avoid any behaviour that

would have adverse effect on the employees that could cause low

productivity, absenteeism production, below standard as a result of

inappropriate leadership.
65
3. A conducive work environment should be created by management and

ensure that adequate technology and facilities are available for the

employees to execute their job, without which production will never rise.

4. For continuous improvement on their job, training policy should be

adopted, tested and followed up.

5. The employees should see the organization as their source of livelihood

that is, means of their survival. The management should also see the

employees as partners in progress and they should not be used as tools

but as factor of production whose contributions should not be neglected.

6. Finally, there should be vertical co-operation at all levels in the

organization that is, from top management to the least employee in the

organizational and vis-visa because one person cannot enhance

organizational growth, it must be a team work of all concerned in the

organization to achieve a desired success.

66
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Article 08

APPENDIX

Questionnaire

Instruction: Please tick where appropriate in the box(es)

1. Sex: Male [ ] Female [ ]

2. Marital Status: Single [ ] Married [ ]

3. Place of Work:

…………………………………………………………………….…..
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4. Department:……………………………...…………………………..

……………….

5. Rank…………………………………………………….

…………………………………

6. Qualification:

……………………………………………………………………………

7. How long have you serve in the organization?...............................

8. What type of leadership exists in your organization?......................

a. Democratic (people oriented) [ ]

b. Autocratic (task oriented) [ ]

c. Situational (contingency) style [ ]

d. Appointed (Bureaucratic) [ ]

9. As a manager, do you

a. Make decisions alone? [ ]

b. Involve subordinates in decision making? [ ]

c. Have a care free attitude towards decision making? [ ]

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 d. Others (specify) [ ]

10. Employees participation in decision making exposes the organization to

unpleasant result and should not be encourage.

Yes [ ] No [ ]

11. Do you consider your leadership style to be effective?

Yes [ ] No [ ]

12. If your answer on 11 is yes, do you agree that the quality of leadership is

capable of leading to, increase productivity?

Yes [ ] No [ ]

13. To what extent do you agree that organizational goal can be accomplished

through team work?

High [ ] Average [ ] Low [ ]

14. To what extent is leadership style on productivity effective in your

organization?

High [ ] Average [ ] Low [ ]

15. To what extent can you place the promotion of your employee?

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 High [ ] Average [ ] Low [ ]

16. How often do you present the workers problem toe the management?

Weekly [ ] Monthly [ ] Half yearly [ ] Annually

Others (specify) [ ]

17. Do you delegate responsibility to your staff when you are not there?

Yes [ ] No [ ]

18. How do you assess your relationship with your employees?

Close Gap [ ] Wide Gap [ ] No Gap [ ]

19. To what extent do you motivate your employees?

High [ ] Average [ ] Low [ ]

20. Does your participation influence their productivity?

Yes [ ] No [ ]

21. Apart from the leadership style that influences productivity, which of the

following would you attribute to low productivity?

Poor salary [ ] Poor structure [ ] Irregular payment of salary [ ]

Inadequate facilities [ ] Low rate of promotion [ ] None of the above [ ]

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22. To what extent do your participation affect productivity?

High [ ] Average [ ] Low [ ]

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