EFFECT_OF_LEADERSHIP_STYLES_ON_WORKERS_P

CHAPTER ONE
1.1 BACKGROUND TO THE STUDY
Leadership strategy is the collection of behaviour that a manager uses to influence his or
her employees to accomplish organizational goals. Going by the sayings of Glassman,
(1968) the style of a leader is determined to a greater extent by what the subordinate perceive it to
be.
It can be seen in this present day that some leaders embark on a leading style without
working at it from the perspective of the subordinates which always causes disagreement
between the leader and the subordinate and to a greater extent have negative impact on
the growth and development of the organization since organizational goal is dependent on
worker’s performance. Therefore in managing human resource leaders must carry people
along with them in a host of directions, they will transcend the uncertainties and
insecurities of the modern business environment and followers must be prepared to fend
for themselves.
Schein’s (1980) definition of formal organization as ―the planned co-ordination
of the activities of a number of people for the achievement of same common explicit
purpose or goal.
Leadership therefore is not mystical or mysterious, rather effective leadership is
complimentary and necessary for the achievement of management goals and objectives in
an increasingly complex and volatile business environment.
Leadership is the process through which an individual tries to influence another
individual or a group of individuals to accomplish a goal. Leadership is valued in our
culture, especially when it helps to achieve goals that are beneficial to the population,
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such as the enactment of effective preventive health policies. An individual with
leadership qualities can also improve an organization and the individuals in it, whether it
be a teacher who works to get better teaching materials and after school programs or an
employee who develops new ideas and products and influences others to invest in them.
Leadership can be exhibited in a variety of ways and circumstances. Mothers and fathers
show leadership in raising their children with good values and encouraging them to
develop to their potential. Teachers show it in inspiring students to learn and to develop
their intellectual capacity. Health care workers can be leaders and develop services that
meet the needs of the communities they serve, or work in collaboration with other
organizations to create cost effective, prevention oriented programs and services.
P. Banjoko S. (1995)
Many studies have been done and many books and articles have been published on this
subject. Through this work a consistent set of leadership attributes has emerged. An
effective leader does most, if not all, of the following:
Challenge the Process: search out challenging opportunities, take risks, and learn from
mistakes.
Inspire others to come together and agree on a future direction or goal— create a shared
vision by thinking about the future, having a strong positive vision, and encouraging
others to participate.
Help others to act: Help others to work together, to cooperate and collaborate by
developing shared goals and building trust, and help to make others stronger by
encouraging them to develop their skills and talents.
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Set an example: Behave in ways that are consistent with professed values and help
others to achieve small gains that keep them motivated, especially when a goal will not
be achieved quickly.
Encourage others: Recognize each individual's contributions to the success of a project.
Another way of defining leadership is to acknowledge what people value in individuals
that are recognized as leaders. Most people can think of individuals they consider being
leaders. Research conducted in the 1980s by James Kouzes and Barry Posner found that a
majority of people admire, and willingly follow, people who are honest, forward looking,
inspiring, and competent
An individual who would like to develop leadership skills can profit from the knowledge
that leadership is not just a set of exceptional skills and attributes possessed by only a few
very special people. Rather, leadership is a process and a set of skills that can be learned.
The word leadership can refer to: the process of leading. Those entities that perform one
or more acts of leading.
Hersey P, Blanchard KH (1988) states that "Leadership is not a place, it‘s not a position,
and it‘s not a secret code that can‘t be deciphered by ordinary people. Leadership is an
observable set of skills and abilities. Of course some people are better at it than others."
In general terms, leadership can be defined as the ability to influence the behaviour of
others.
This definition can be expanded when considering leadership in organizations to include
the fact that the leader exerts influence within a working group in order that the group
may achieve group tasks or objectives. . Carter M (2008) leadership is an everyday art
involving the skill of leading and dealing with people. The success in ruling new
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dominions is contingent upon both his ability to wield power effectively, and the
existence of an opportunistic situation. Problems, which result within organizational
members, disagree on both the natures of the goals of which people disagree on both the
natures of the goals of which people aspire, and the act of leadership. Leadership, as we
use the term refers to behaviour, undertaken within the context of an organizational
members behave. It could be observed that leadership and management envisages deeply
into what the organization can achieve if the quality of recognition is accorded to them.
Leadership has been propounded to include the sources of influence that are built into a
position in an organizational hierarchy. . Fisher S (1995)
Leadership is very essential organization and greatly influences the whole organization
because achievements and results occur corollary to the traits being projected by the
leader. Leadership includes the ultimate source of power but has that positive ability in
persuading other individuals and to be innovative in decision making. According to
Bennis and Nanus (2010), many organizations are over managed and under led. The
difference is crucial, managed are people who do things right, but leaders are people who
do the right things always. Problems are bound to occur within every noted organisation
and decision making is bound to generate conflicts while initiating policies. Adair J
(2002)
People are expected to coordinate whatever they are doing to achieve organizational
goals. In this light, the notion of leadership act are those which help a grouping meeting
those stated objectives (Bavelas 1960). In general terms the acts of controlling other
people consists uncertainty reduction ,which entails making the kind of choice that
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permits the organization to proceed towards its objective despite various kinds of internal
and external variables. Kourdi J (1999)
1.2 Objective of the Study
The main objective of the research study is to determine the effect of employee
compensation on entrepreneurial productivity in Ekiti State. The specific objectives of the study
include:
1. To examine the effects of leadership styles commonly used in Federal Polytechnic Ado-
ekiti.
2. To examine how the leadership style affects employee’s productivity in Federal
Polytechnic Ado-ekiti.
3. To identify the effect of environmental factors on leadership styles applied in Federal
Polytechnic Ado-ekiti.
1.3 Significance of Study
This research work is to serve as an effective and efficient tool for leaders/managers in
the industries and the public so as to identify appropriate leadership styles that promotes
cordial relationship between workers and management and also between leaders
subordinates such that high productivity and efficiency is guaranteed. Also, this research
work will be of great benefits to managers on how to be a good leader in increasing the
performance of workers, which would yield productivity to the organization concerned.
Employees or workers would also benefit from this research work as a preparation
towards achieving their dreams when they establish a firm of their own thereby making
them a successful entrepreneur in future. Organizations as well would not be left out in
achieving greater productivity from this research work by coordinating the heads and
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subheads of all departments of the organization, which in return would yield positive
result.
Finally, this research work would be useful scholars and researchers by extracting the
materials and developing it even into a more standardized way for the usefulness of
organizations and individuals. Also, researchers can use this research work as a reference
in making further and deeper research in gaining more knowledge thereby making their
research better than this.
1.4 Definition of Terms
Some terms used in the study are defined to avoid misinterpretation of the objectives of
the study. These terms includes the following:
i. Leadership: Leadership is the process through which an individual tries to
influence another individual or a group of individuals to accomplish a goal.
ii. Productivity: This is the ability to yield positive result in relation to the amount
of materials and employees needed.
iii. Autocratic Leadership: This type of leadership is obtained where there is
absolute centralization of decision making authority in the leader.
iv. Democratic Leadership: This leadership style thrives on paver sharing
relationship between the leader and the subordinate. Democratic leadership in
essence seek to obtain the voluntary compliance of subordinates towards
organizational goal attainment through the persuasive overture of the leader who
gives orders why after consulting the group and sees to it that policies are worked
out in group discussion and with the acceptance of the group.
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v. Laissez Faire Style: This type of leadership style boils down to a situation of
leadership where subordinates are left entirely to their whims and caprices in the
pursuit of the groups goals.
vi. Organization: an organized group of people with a particular purpose, such as a
business or government department
vii. Situational: The definition of situational is a person or thing in regards to
surroundings or circumstances. An example of situational is how a person reacts
in different environments; called situational reactions.
viii. Transformational Leadership: Transformational leadership is a style of
leadership where a leader works with subordinates to identify needed change,
creating a vision to guide the change through inspiration, and executing the
change in tandem with committed members of a group
ix. Style: Style is a manner or way of doing or presenting things.
x. Bureaucratic Leadership: Bureaucratic leadership is leadership based upon
fixed official duties under a hierarchy of authority, applying a system of rules for
management and decision-making.
xi. Performance: The accomplishment of a given task measured against preset
known standards of accuracy, completeness, cost, and speed. In a contract,
performance is deemed to be the fulfillment of an obligation, in a manner that
releases the performer from all liabilities under the contract.
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CHAPTER TWO
LITERATURE REVIEW
2.0 Concept of Leadership
Different researchers and authors have attempted to define leadership in their own ways
thus giving rise to many definitions as there are researchers and authors.
One of the most recent definitions of leadership is taken from the speech made by Colin
Powell, United State Secretary of State, he defines leadership as ―the act of
accomplishing more than science of management. Daniel G (2002) defines leadership as
a relationship through which a person influences the behaviour of other people.
It involves one person consciously trying to get other people to do something that he or
she wants them to do.
Oyenuga O. (1997) defines leadership as the process by which a person called the leader
is involved in the responsibility of directing the activities of people i.e its subordinates or
followers towards the achievement of pre-determinaed goals. Falker (2010) looks at
leadership as the moral intellectual ability to visualize and work for what is bestfor the
company and its employees. He also indicated some desirable quality of leaders.
These are compassion, clear thinking, a general understanding of technological operation
without obsession with detail, integrity, ability to retain the confidence, ability to
communicate and enthusiasm.
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In a broad based definition, David B, Andrzy (2014) describes leadership as a process
and a property.
As a process, he sees it as the use of non-coercive influence to shape the goals of a group,
motivate behaviour towards the achievement of these goals and help define group or
organizational structure. As a property, he sees leadership as a set of characteristics
attributed to individuals who are perceived to be leaders.
He summarizes this up by describing leaders as people who can influence the behaviour
of others without having to rely on force and whom others accept as leaders.
From the above, it is apparent that leadership involves getting people to do a particular
thing in order to achieve a specified goal. Basically, leadership has to do with influencing
people towards the achievement of result, without influence on would not be able to lead
others.
Therefore, we can summarise from the above definitions of leadership that it is an act of
influencing the behaviour of others without resulting to the use of force, to achieve a
particular goal.
Leadership is the integrated sharing of vision, resources, and value to induce positive
change.
Leadership is defined in so many different ways that it is hard to come up with a single
working definition. Leadership is not just a person or group of people in a high position;
understanding leadership is not complete without understanding interactions between a
leader and his or her followers. Neither is leadership merely the ability or static capacity
of a leader. We need to look into the dynamic nature of the relationship between leader
and followers. In these unique social dynamics, all the parties involved attempt to
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influence each other in the pursuit of goals. These goals may or may not coincide:
Participants actively engage in defining and redefining the goal for the group and for
themselves.
Putting all these into a comprehensive statement: Leadership is a process in which a
leader attempts to influence his or her followers to establish and accomplish a goal or
goals.
In order to accomplish the goal, the leader exercises his or her power to influence people.
That power is exercised in earlier stages by motivating followers to get the job done and
in later stages by rewarding or punishing those who do or do not perform to the level of
expectation. Leadership is a continuous process, with the accomplishment of one goal
becoming the beginning of a new goal. The proper reward by the leader is of utmost
importance in order to continually motivate followers in the process. Adair J (2005)
What does leadership do for an organization? If we define leadership as a process
involving interactions between a leader and followers, usually subordinate employees of
a company, leadership profoundly affects the company: It defines or approves the
mission or goal of the organization. This goal setting is a dynamic process for which the
leader is ultimately responsible. A strong visionary leader presents and convinces
followers that a new course of action is needed for the survival and prosperity of the
group in the future. Once a goal is set, the leader assumes the role of ensuring successful
accomplishment of the goal. Another vital role of leadership is to represent the
group/organization and link it to the external world in order to obtain vital resources to
carry out its mission. When necessary, leadership has to defend the organization's
integrity. Mullins J (2002).
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Effective Leadership is a topic of great concern to managers, employers, and the general
public. Good leadership is essential to government, to business and to countless group
and organizations that shapes the way which lives works and play. Many managers
believe that leadership is the major determinant of organizational success. This belief can
be seen in the thousands of naira spent annually by individual companies on leadership
programmes. Government has been wrecked in some countries due to bed leadership.
There are such comments as “He is a very effective leader”, “the company failed because
it lacked effective leadership”, “the country lacked effective leadership”, “and leadership
makes the differences between success and failure”. Graver K, Austin S (1995)
In the achievement of organizational goals and objectives of any organization, an
effective leadership or leader is obviously an important ingredient. The follower acts as a
compliment to the leader in the achievement of the organizational goals of any
organization. If there is no effective leader, most organizational goals and objectives may
not be adequately realized. When leaders who are professionals in their respective fields
are involved in the management to a company, the impact on their achievement is easily
noticeable. This becomes a dynamic force in most sectors of our economy today and
emphasis on the crucial native of effective leadership. In commerce, similar attempts are
directed towards appointing leaders who will be able to run the organization effectively
and efficiently for the achievement of Organisational goals. Leadership increasingly
becomes under great pressure from the followers and from the environments. Graver K,
Austin S (1995)
With the presence of effective leadership, there are efficient and effective management of
government enterprises to perform up to expectations. Like most other tools for achieving
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organizational goals effective leadership is faced with some constraints which prevent
some enterprises from achieving their normal goals ad objectives. Also, most
management is not even aware of the exact constraints to the effective leadership.
Mullins J (2002)
2.2. IMPORTANCE OF LEADERSHIP
Leadership is a dynamic process. Leadership is important in all levels within the
company from main board to shop floor leadership is the moral and intellectual ability to
visualize and work for what is best for the company and its employees. The most
important thing a leader does is to create a team spirit around him, not in a schoolboy
sense but in realistic terms of mature adults.
Leadership is an important function of management which helps to maximize efficiency
and to achieve organizational goals. The following points justify the importance of
leadership in a concern. Hatz D and Kahn R (1953)
 Initiates action- Leader is a person who starts the work by communicating the policies
and plans to the subordinates from where the work actually starts.
 Motivation- A leader proves to be playing an incentive role in the concern’s working. He
motivates the employees with economic and non-economic rewards and thereby gets the
work from the subordinates.
 Providing guidance- A leader has to not only supervise but also play a guiding role for
the subordinates. Guidance here means instructing the subordinates the way they have to
perform their work effectively and efficiently.
 Creating confidence- Confidence is an important factor which can be achieved through
expressing the work efforts to the subordinates, explaining them clearly their role and
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giving them guidelines to achieve the goals effectively. It is also important to hear the
employees with regards to their complaints and problems.
 Building morale- Morale denotes willing co-operation of the employees towards their
work and getting them into confidence and winning their trust. A leader can be a morale
booster by achieving full co-operation so that they perform with best of their abilities as
they work to achieve goals.
 Builds work environment- Management is getting things done from people. An efficient
work environment helps in sound and stable growth. Therefore, human relations should
be kept into mind by a leader. He should have personal contacts with employees and
should listen to their problems and solve them. He should treat employees on
humanitarian terms.
 Co-ordination- Co-ordination can be achieved through reconciling personal interests
with organizational goals. This synchronization can be achieved through proper and
effective co-ordination which should be primary motive of a leader.
Source: www.managementstudyguide.com
2.3 LEADERSHIP THEORIES AND THEIR RELEVANCE
The term “leadership” is a phenomenon which is of great interest to a person from all
works of life, today just as it was in earlier times when it was the so called leaders that
coordinated the activities of communities led them to wars, to civilization and in the
achievement of other great facts.
Since leadership has been an issue over decades, different approaches have been
employed over the years by researchers and authors to arrive at a plausible explanation of
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the phenomenon, its importance as well as its effects on the society and various
organization.
As a result of various studies, a member of theories in leadership has evolved and is still
evolving, the earliest is the trait theory
TRAIT THEORY
This theory assumes that there are inherent traits and qualities in every leader or manager.
Most behaviour was attributed to the underlying personality of the actor. The theory
therefore believes that successful leaders are assumed to posses more certain traits than
the unsuccessful ones and that good leaders are born with some distinguished qualities
which are unique to them.
Eze, N (1995) in analyzing the trait theory enumerated qualities, believed to be inherent
born leaders as
 Self assurance
 Intelligence
 Initiative
 Supervisory ability
 Need for achievement
 Decisiveness for self actualization
 Working class affinity and security.
He then goes further to list the characteristic of leadership as:
 Strong drive for responsibility
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 Task completion
 Persistence in pursuit of goals
 Ventures oneness
 Originality in problem solving
 Initiative and drive to exercises it in social situations.
 Readiness to absorb interpersonal stress.
 Willingness to tolerate frustration and delay.
 Ability to influence other person’s behaviour.
 Willingness to accept consequences of decisions and actions.
 Capacity to structure social interaction.
BEHAVIOURAL THEORY
This theory explains in terms of what leaders do. It has an intuitive appeal because it
centered around efforts to discover the behaviour in which good leaders engaged.
The early efforts in behavioural theory identified such behaviour as communication;
delegation, motivation, planning e.t.c. as desirable leader behaviour.
One real value of the theory was its implication that leaders need to be born but trained to
do the right thing.
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Among the various studies that made significant impact on the understanding of
leadership are the Ohio State University studies and the University of Michigan studies
both in the United States of America.
Researchers at the university of Michigan led by Rensis Liken began studying leadership
in the Late 1940s based on expensive interviews with leaders (manager) and followers
(subordinates) this research identified two basic forms of leadership behaviour.
The job-centred leadership behaviour pays close attention to subordinates work, explains
work procedure and is keenly interested in performance.
Managers using employee-centered leader behaviour are interested in developing a
cohesive work group and ensuring that employees are satisfied with their jobs. Their
primary concern is the welfare of their subordinates.
SITUATIONAL THEORY OF LEADERSHIP
The situational approach of leadership is based on the premise that leadership is specified
and always relative to a particular situation in which it occurs. A leader is believed to
exhibit different personality traits depending on the situation he finds himself/herself
Two fields of theory emerged under the situational approach. The contingency theory and
the path goal theory.
CONTINGENCY THEORY
The first theorist to use the label ―contingency explicit was Fred Fielder (1967).
Fielder named his leadership model “the leadership contingency model”. In his view,
group performance is contingency upon the leadership adopting an appropriate style in
the light of the relative favourableness of the situation.
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This theory argues that the effectiveness of a group depends on the personality of the
leader and the degree which he or she receive power from the situation.
PATH GOAL THEORY
This theory explains that one of the major functions of effectiveness is to enhance the
physiological state of subordinates which results in increase of motivation to perform and
increase subordinate satisfaction with the job.
The major concern of the theory is how the leader’s behaviour is motivating or satisfying
because of the consequence it has on the subordinates perception of his or her goals and
the paths these goals.
A leader in the path goal theory assumes the role of
a Influencing the value of reward to the individual
b Influencing or improving upon the effort to performance and performance to reward
probabilities.
Hatz D and Kahn R (1953)
2.4 FUNCTIONS OF LEADERSHIP
The leader performs the function of planning, therefore fashioning out the goals and
objectives of a firm and ways in which those goals are to be achieved.
 The leader controls and coordinate the activities of the organization to ensure compliance
with the set rules and procedures towards achieving organizational goals and standards.
 The leader organizes to see that things work out as planned.
 The leader rewards subordinates who have performed above ordinary.
 The leader as symbol of the group enhances group unity by providing some kind of
cognitive focus and establishes the group.
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 The leader as ideologist serves as the source of beliefs, values and standard of behaviour
for individual member of the group.
Adair J (2002)
CHARACTERISTICS OF LEADERSHIP
CHARISMA: This is where a leader is chosen because he is the most charming person
in that group and thereby commands respect of everyone in that group.
ECONOMY POWER: One becomes a leader in this respect by virtue of the fact that his
family or himself possess more than 50% (or majority) shares in the organization.
COERCIVE POWER: A person can forcefully assume the position of leadership or
suddenly find himself holding the reins of power in a period of emergency as we have
witnessed many times in Nigeria.
DEMOCRATIC LEADERSHIP: It is also possible for a leader to be elected by general
consensus of opinion where majority principle prevails like the present civilian regime.
2.5 THE STYLES OF LEADERSHIP
The concept and definition of leadership and style may differ from one person, or
situation, to the other. The word „leadership‟ has been used in various aspects of human
endeavour such as politics, businesses, academics, social works, etc. Previous views
about leadership show it as personal ability. Messick and Kramer (2004) argued that the
degree to which the individual exhibits leadership traits depends not only on his
characteristics and personal abilities, but also on the characteristics of the situation and
environment in which he finds himself. Since human beings could become members of
an organization in other to achieve certain personal objectives, the extent to which they
are active members depends on how they are convinced that their membership will
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enable them to achieve their predetermined objectives. Therefore, an individual will
support an organization if he believes that through it his personal objectives and goals
could be met; if not, the person’s interest will decline. Leadership style in an organization
is one of the factors that play significant role in enhancing or retarding the interest and
commitment of the individuals in the organization. Thus, Glantz (2002) emphasizes the
need for a manager to find his leadership style.
Among the objectives of any small enterprise are profit making and attainment of
maturity and liquidity status. In the pursuit of these objectives, enterprises allocate scarce
resources to competing ends. In the process they provide employment, provide goods and
services, purchase goods and services and, thus, contribute to the growth of the society
and economy at large. Unamaka (1995) observes that in most Nigerian small-scale
settings, the effectiveness of this process is greatly determined by the availability of and
access to personnel, finance, machinery, raw material and possibility of making their
goods and services available to their immediate community and the nation at large.
The extent to which members of an organization contribute in harnessing the resources of
the organization equally depends on how well the managers (leaders) of the organization
understand and adopt appropriate leadership style in performing their roles as managers
and leaders. Thus, efficiency in resources mobilization, allocation, utilization and
enhancement of organizational performance depends, to a large extent, on leadership
style, among other factors. Akpala (1998) identifies attitude to work, leadership style and
motivation as some of the factors that exert negative effect on organizational performance
in Nigeria.
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The terminology style is roughly equivalent to the leader’s behavior. It is the way in
which the leader influences the followers (Luthans, 1977). There are many ways to lead
and every leader has own style. Some of the more common styles include autocratic,
bureaucratic, leadership and laissez-faire. In the past several decades, management
experts have undergone a revolution in how they define leadership and what their
attitudes are toward it. They have gone from a very classical autocratic approach to a very
creative, participative approach. Somewhere along the line, it was determined that not
everything old was bad and not everything new was good. Rather, different styles were
needed for different situations and each leader needed to know when to exhibit a
particular approach. . Katz And Kahn (1989)
1. AUTOCRATIC STYLE OF LEADERSHIP
This is often considered the classical approach. It is one in which the manager retains as
much power and decision-making authority as possible. The manager does not consult
employees, nor are they allowed to give any input. Employees are expected to obey
orders without receiving any explanations. The motivation environment is produced by
creating a structured set of rewards and punishments. This leadership style has been
greatly criticized during the past 30 years. Some studies say that organizations with many
autocratic leaders have higher turnover and absenteeism than other organizations.
Employees have proven to be highly resistant to this management style. These studies say
that autocratic leaders:
 Rely on threats and punishment to influence employees
 Do not trust employees
 Do not allow for employee input
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 Autocratic leadership is not bad. Sometimes it is the most effective style to use.
 New, untrained employees who do not know which tasks to perform or which procedures
to follow.
 Effective supervision can be provided only through detailed orders and instructions.
 Employees do not respond to any other leadership style
 There are high-volume production needs on a daily basis
 There is limited time in which to make a decision
 A manager's power is challenged by an employee
 The area was poorly managed
 Work needs to be coordinated with another department or organization
 The autocratic leadership style should not be used when:
 Employees become tense, fearful, or resentful
 Employees expect to have their opinions heard
 Employees begin depending on their manager to make all their decisions
 There is low employee morale, high turnover and absenteeism
Advantages of Autocratic Style of Leadership
 Good control, overview
 Unimpaired programme
 Laws: Youth protection laws
 No long discussions
 Group members know what they must do
 Rules give security
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 Discipline
Disadvantages of Autocratic Style of Leadership
 Defiance
 No development of freedom of choice
 Listlessness
 Less own initiative (Fears, hatred toward other members)
 No trust
 Less or no self-confidence
 Hierarchy is promoted
 Group interests are suppressed
 Groups are not relaxed
 Rivalry amongst the group members
 Ability to criticize is suppressed
 The independence of the group is weakened by the authority of the leader
 Talents are not recognized and therefore not promoted
 Fear turns into aggression, therefore violence
2. DEMOCRATIC STYLE OF LEADERSHIP
The democratic leadership style is also called the participative style as it encourages
employees to be a part of the decision making. The democratic manager keeps his or her
employees informed about everything that affects their work and shares decision making
and problem solving responsibilities. This style requires the leader to be a coach who has
the final say, but gathers information from staff members before making a decision.
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Democratic leadership can produce high quality and high quantity work for long periods
of time. Many employees like the trust they receive and respond with cooperation, team
spirit, and high morale. Typically the democratic leader:
 Develops plans to help employees evaluate their own performance
 Allows employees to establish goals
 Encourages employees to grow on the job and be promoted
 Recognizes and encourages achievement.
 Like the other styles, the democratic style is not always appropriate.
 It is most successful when used with highly skilled or experienced employees or when
implementing operational changes or resolving individual or group problems.
Democratic leadership should not be used when:
 There is not enough time to get everyone's input.
 It's easier and more cost-effective for the manager to make the decision.
 The business can't afford mistakes.
 The manager feels threatened by this type of leadership.
 Employee safety is a critical concern.
Advantages of Democratic Style of Leadership
 Self-sufficient
 Compromises are agreed
 Motivating
 Varied ideas
 Has the confidence of the group members
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 Strengthens public interests
 Prohibitions are understood
 An understanding of most problems
 The possibility to grow creatively is given
 Freedom of opinion
 Equal rights
 Makes integration of outsiders possible
Disadvantages of Democratic Leadership Style
 Time consuming for the leader
 Difficult for the leader
 Very dependent upon age
 No optimal solutions
 Lots of discussions can become boring ( google.com)
3. LAISSEZ-FAIRE STYLE OF LEADERSHIP
The laissez-faire leadership style is also known as the "hands-off ¨style. It is one in which
the manager provides little or no direction and gives employees as much freedom as
possible. All authority or power is given to the employees and they must determine goals,
make decisions, and resolve problems on their own. This is an effective style to use
when:
 Employees are highly skilled, experienced, and educated.
 Employees have pride in their work and the drive to do it successfully on their own.
 Outside experts, such as staff specialists or consultants are being used
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 Employees are trustworthy and experienced.
This style should not be used when:
 It makes employees feel insecure at the unavailability of a manager.
 The manager cannot provide regular feedback to let employees know how well they are
doing.
 Managers are unable to thank employees for their good work.
 The manager doesn't understand his or her responsibilities and is hoping the employees
can cover for him or her.
Advantages of Laissez-Faire Style of Leadership
 Freedom to choose
 No burden on the team members
 Sometimes: independent
 The group leader hardly requires any preparation time
 There is a lot of freedom
 Own social structures
 Less chance of the leader being unpopular
Disadvantages of Laissez-Faire Style of Leadership
 The group attempts to overstep the limit
 Unsatisfied minorities
 Tolerance between the group members is destroyed
 Misuse of rules
25
 Team members are no longer taken seriously
 No responsibility
 Weaker members are held back
 Resignation
 No initiative
 The group does not stick together
 High danger of injury to supervision laws.
4. BUREAUCRATIC STYLE OF LEADERSHIP
Bureaucratic leadership is where the manager manages “by the book¨ Everything must be
done according to procedure or policy. If it isn’t covered by the book, the manager refers
to the next level above him or her. This manager is really more of a police officer than a
Advantages of Bureaucratic leadership
Bureaucratic leadership focuses on ruling following a predefined set of standards or rules
of governance and management. The term "by the book" is often used to describe
bureaucratic leadership and as such, it provides an advantageous way of managing and
leading in business when:
 Employees are asked to perform certain routine tasks repeatedly, such as on a
production line for example.
 Employees are asked to understand and follow certain standards or procedures
 When cash is being handled.
 When people are working with delicate or dangerous equipment, or in dangerous
lines of work.
26
 When safety and security training is being conducted.
 In any situation where there is not a stated procedure or guideline to follow, a
leader can refer to their superiors to ascertain what new guideline needs to be
installed to resolve the problem and allow workers to follow this advice in the
future.
Disadvantages of bureaucratic leadership
Bureaucratic leadership isn't ideal in all situations and there can be some disadvantages to
this system, namely:
 Resentment from the workforce under the manager over their management style,
particularly if it is seen to be more autocratic than democratic.
 If work habits have formed that are unproductive, they can be hard to break and
replace with new procedures and this can alienate and demotivate a workforce.
 If morale in a workplace is low and workers only do the minimum of what is
expected of them, but no more.
 If the workforce are not allowed to feel part of the decision making process and
their feedback is not considered by upper management, this can cause resentment
and undermine productivity. Katz And Kahn (1989)
2.6 TRANSACTIONAL LEADESHIP
Transactional leadership is a style of management based on the setting of clear objectives
for sub-ordinates and with ‘punishment or reward’ to promote or encourage compliance
e.g. carrot and stick approaches to management.
27
This style focuses on the management role of direct planning, direction and supervision
of the sub-ordinate and very much the belief of the classical school of management
thought like transactional leaders they focused more on the task and on increasing the
efficiency of structured routines and procedures by work study and standardisation of
work design. According to Vera and Crossan (1999) transactional leadership is about
‘setting goals, articulating explicit agreements regarding what the leader expects from
organisational members and how they will be rewarded for their efforts and commitment,
and provide constructive feedback to keep everybody on task’. James MacGregor Burns
(2000) explained that transactional leaders ‘exchange tangible rewards for the work and
loyalty of followers’. The focus of motivation is therefore to concentrate on the sub-
ordinates extrinsic needs e.g. pay, perks and working conditions, factors which are
removed from doing the job itself. This type of style works by specifying standards and
objectives, with exchanges of reward and promise for the subordinate’s effort. It like
autocratic management styles tends to be more effective in crisis and emergencies, or
when tasks can be carried out in a standardised or structured manner.
TRANSFORMATIONAL LEADERSHIP
This is defined as a leadership approach that causes change in individuals and social
systems. In its ideal form, it creates valuable and positive change in the followers with
the end goal of developing followers into leaders. Enacted in its authentic form,
transformational leadership enhances the motivation, morale and performance of
followers through a variety of mechanisms. These include connecting the follower's sense
of identity and self to the mission and the collective identity of the organization; being a
role model for followers that inspires them; challenging followers to take greater
28
ownership for their work, and understanding the strengths and weaknesses of followers,
so the leader can align followers with tasks that optimize their performance. James A. F
(1990)
2.7 LEADERSHIP PERFORMANCE
The publicity to influence people and direct their energy towards decorable goals in the
success of people and enterprises. . Gregory C. (1997)
The rise of an individual on the corporate ladder depends on his effectiveness in leading
others towards established goals, competitive superiority can be achieved through
leadership superiority. The only real advantage an organization has over another is the
quality of leadership decision relating to who is employed, how they are trained, what
supervision they received and how well they perform on the job, what products to offer
and the direction the firm should taken.
In order to properly and adequately capture the real effects of leadership style son
performance, it will be of great use and importance to establish performance standards.
These includes:
 Labour turnover
 Corporate and individual goal achievement.
 Employee motivation
 Communication and organizational climate.
 Assignment of duties and discharge.
 Team spirit.
Glassman (1986) has provided keys to evaluate various leadership style after a close
examination of different leadership styles he came up with four leadership styles namely:
1. Directive
29
2. participative
3. catalytic
4. non-directive styles
1. Directive Style:
According to him this is high task, low relationship behaviours and it is simply a control
approach predominant behaviour which entails telling, asserting and modeling.
2. Participative Style
This is a high task, high relationship and it is a team spirit approach.
The behaviours are:
 Coaching
 Negotiating
 Collaborating
3. Catalystic Style
This style is low task, high relationship behaviour and it is characterized by helping
others.
It involves:
 Facilitating
 Consulting
 Listening and responding
4. Non-Directive Style
This style is low task, low relationship, it is characterized by his degree of trust for
others.
Gregory C. (1997)
2.8 EFFECTS OF LEADERSHIP STYLE ON EMPLOYEE PERFORMACE
30
Normally leaders have the authority and power upon allotment of resources, decisions of
promotions, assessment of performance and any result that may have an impact direct or
indirect upon employees underneath their management (Smith, 1948; Raven and French,
1958; Bass and Bass, 2009). The importance of leader in the organization is just like sun
in the “solar system”. Leaders can greatly influence their subordinates and have the
ability to increase their productivity. The traits of leaders are visibly significant,
particularly in joint effort in particular. Leaders require the abilities to employ its
employees in prolific and pleasing shared pursuits. But, this is an exit from the normal
means of considering leader traits as belongings, rather than interpersonal relations to
others involved in common actions. The leadership skills and knowledge cannot be
inherited, rather can be got and taken from others, built-up and are apparent in routine
working (Katz, 1974).
Leaders are in a position to apply an immense pressure and influence to enhance the
productivity and output of the workers and employees and they are unaffected to this
effect as they are immune to it. Moreover, leaders frequently put the point for making
intelligence in their employees by choosing variables and methods to be observed,
highlighting major features of productivity performance in cluster and personal
assessments and by managing the stream to employees (Yukl, 2006; Bass and Bass,
2009; Weick, 1995). Therefore, influence and affect is a central subject inside leadership.
Technical skills of leaders include those processes, methods and techniques which help
leaders in understanding a particular subject or any problem (Katz, 1974). These qualities
will bring accurate information to leaders regarding organizational systems and
characteristics of employees.
31
Technical skills are added through the merger of proper tutoring, education and work
practices. These technical skills of leaders are very important as with the help of these,
the leaders will be in a position to guide and instruct employees and subordinates to
increase their productivity and guide the organization to success (Cook, 1998; Yukl,
2001). These abilities place the base for motivation, novelty and tactical planning.
Conceptual skills of leaders consist of critical ability, rational thinking and idea creation.
In the words of Yukl (2001) these skills entails high-quality findings, judgment, care,
imminent, originality and the aptitude to construct choices and decisions in multifaceted
conditions. Conceptual skills are required by leaders to involve in the process of
development, organizing and making decision. For getting high productivity from
employees, leaders need to know the working and functionality of organization and must
posses these conceptual skills. Interpersonal skills of leaders contain information about
the behaviors of human beings and team/group processes. It includes the skills and
capability of leaders to recognize the thoughts, feelings, intents of employees, capability
to evidently and realistically correspond in different situations. It is compromising talents
for settling dissimilarities between employee/workers and set up jointly enjoyable
associations (Mahoney, 1963; Mahoney et al., 1965; Copeman, 1971; Mintzberg, 1973).
Interpersonal skills also comprise those abilities that help leaders to understand the
capabilities needed to make coordination and synchronization for the actions and deeds
for him/her and others people (Gillen and Carroll, 1985; Mumford et al., 2000).
Effective leadership helps to develop team spirit and this enhance work performance. It
encourages the integration of individual and group goals and this facilitates goal
achievement.
32
Effective leadership also aids intrinsic motivation by emphasizing the importance of the
work people do.
It enhances effective communication and creates a conclusive organizational climate
which is vital for innovation and creativity. Performance may be improved as
subordinates are made aware of their duties, responsibilities, authority and suitably
trained for promotion employees perform their duties and carry out instructions because
they are carried alone by the leader, conflicts may be less due to absence of over lapping
of duties and responsibilities in leadership.
Finally, effectiveness in leadership may minimize employer’s turnover rate, absenteeism
and complaints.
The role of a leader in an organization is to help identify worthless goal, help devise
appropriate strategies to achieve such goals and provide direction and motivation for the
group so that agreed upon goals can be attained.
The leader must recognize the value system that operates in a variety of work group and
situation. They must listen to questions as well as provide answers. He must comprehend
the difficulty of being a subordinate so as to understand the fear.
Leadership is about getting results for your followers. If you get results, people will
support you, often without caring too much about how you got them; without results, all
the style or charisma in the world won’t retain the support of your followers for long.
This is true for the leader of a Scout troop, a sports team, a political party, a government
department and a business. Cook (1998).
33
A business leader must increase shareholder value, and the public-sector leader must
increase public value. (Shareholder value increases through either increasing stock price
and/or paying dividends on stock that is owned, results that are usually measured as total
shareholder return over some period of time. In the public sector there is a different but
analogous measure: public value, the return to taxpayers of public goods in an effective
and efficient way.) There is a growing belief that the long-term generation of either
shareholder or public value requires the balancing or integration of the interests of
multiple stakeholders in the enterprise; shareholders, employees, customers or clients,
suppliers, and the various communities within which the enterprise operates and with
which it interacts. Notwithstanding this view, failure to satisfy shareholders is more likely
than any of the others to get business leaders into trouble. Haq, (2011)
To be an effective leader of either a private- or public-sector organization requires you to
do five things:
1. Understand and interpret the environment in which you operate;
2. Develop winning strategies;
3. Execute them brilliantly;
4. Measure the impact of your strategies systematically, adjusting strategies as indicated;
and,
5. Develop organizational, departmental, team and personal capabilities.
QUALITIES OF A GOOD LEADER
There are some qualities that a good leader must possess in order to enhance the affairs of
an organization, some of such qualities are as follows:
34
1. Willingness to assume responsibilities: The leader should not shy away from
responsibilities when he or she is entrusted with responsibilities.
2. Ability to be perceptive: This entails the ability to observe or discover the realities of
one’s environment. Leaders in organization need to know the objectives and goals of the
entire organization so that they can work to support these goals.
3. Ability to establish proper priorities: The ability to recognize what is important and
what is not. A leader is to know which alternatives are worthy of consideration or not.
4. Ability to be objective: Leaders should examine each situation before making decisions.
Objectivity is the ability to look at issues and problems rationally or impersonally without
bias.
LEADERSHIP AND MANAGEMENT
Humphrey, R.H., (2002) distinguishes leadership from management. Effective
management carefully plans the goal of an organization, recruits the necessary staff,
organizes them, and closely supervises them to make sure that the initial plan is executed
properly. Successful leadership goes beyond management of plans and tasks. It envisions
the future and sets a new direction for the organization. Successful leaders mobilize all
possible means and human resources; they inspire all members of the organization to
support the new mission and execute it with enthusiasm. When an organization faces an
uncertain environment, it demands strong leadership. On the other hand, when an
organization faces internal operational complexity, it demands strong management. If an
organization faces both an uncertain environment and internal operational complexity, it
requires both strong leadership and strong management.
CATEGORIES AND TYPES OF LEADERSHIP
35
One can categorize the exercise of leadership as either actual or potential:
Actual giving guidance or direction, as in the phrase "the emperor has provided
satisfactory leadership".
Potential the capacity or ability to lead, as in the phrase "she could have exercised
effective leadership"; or in the concept "born to lead".
In both cases, as a result of the constancy of change some people detect within the late
20th and early 21st centuries, the act of learning appears fundamental to certain types of
leading and leadership. When learning and leadership coalesce, one could characterize
this as "learnership". Mahoney, T.A., T.H. Jerdee and S.J. Carroll, 1965
Leadership can have a formal aspect (as in most political or business leadership) or an
informal one (as in most friendships). Speaking of "leadership" (the abstract term) rather
than have "leading" (the action) usually implies that the entities doing the leading have
some "leadership skills" or competencies. Several types of entities may provide or exhibit
leadership, actual or potential, including:
A person in a position or office of authority, such as a President or a chairperson a person
in a position or office associated with expertise, skill, or experience, such as a team
leader, a ship's captain, a chief engineer, a chief, or a parent a group or person in the
vanguard of some trend or movement, as in fashion trend setters a group of respected
people, (called a "reference group" by sociologists) such as business commentators or
union spokespersons a product that influences other product offerings in a competitive
marketplace. Meyer, J.P. and N.J. Allen, 1997
Leadership can come from an individual, a collective group of leaders, or even from the
disincarnated — if not mystical — characteristics of a celebrity figurehead (compare
36
hero). Yet other usages have a "leadership" which does little active leading, but to which
followers show great (often traditional) respect (compare the courtesy title reverend).
Followers often endow the leader with status or prestige. Aside from the prestige role
sometimes granted to inspirational leaders, a more mundane usage of the word
"leadership" can designate current front runners that exercise influence over competitors,
for example, a corporation or a product can hold a position of "market leadership"
without any implication of permanence or of merited respect. Mintzberg, H., 1973
Note that the ability to influence others does form an integral part of the "leadership" of
some but not all front runners. A front runner in a sprint may "lead" the race, but does not
have a position of "leadership" if he does not have the potential to influence others in
some way. Thus one can make an important distinction between "being in the lead" and
the process of leadership. Leadership implies a relationship of power — the power to
guide others.
37
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 INTRODUCTION
This chapter describes the various social and scientific methods of carrying out a proper
and qualitative research through viewing the research methods and designs, research
population, sample size, sampling techniques and procedures, the applicable and adopted
sources of data collection, applicable research instrument and testing the validity and
reliability of the adopted instrument and finally, the method of data analysis
3.1. RE-STATEMENT OF RESEARCH QUESTIONS.
This research attempts to answer the following questions:
i. What are the leadership styles used in Aquafina Waters?
ii. To what extent does leadership styles affect employee’s productivity in Aquafina
waters
iii. What impact does leadership styles have in the achievement of organizational
objectives in Aquafina Waters.
iv. To what extent does leadership style factors affect the employee’s job
performance?
3.2 RE- STATEMENT OF HYPOTHESES
In this study, the following null hypotheses arc tested at 5% level of significance:
HYPOTHESIS I
Ho: There is no significant relationship between leadership styles and worker’s productivity
38
HYPOTHESIS II
H1: There is no significant relationship between leadership styles and employee’s
performance.
3.3 POPULATION OF THE STUDY
The total population of the respondents within Aquafina waters is not ascertained because
of lack of proper documentation of facts and data in the organization. This population
size is 85. The target population consisted of all registered respondents in Aquafina
Waters.
3.4 SAMPLE SIZE DESIGN AND SAMPLING TECHNIQUES
This study adopts the survey research design. A total of eighty five (85) respondents out
of the population were selected to form the sample of this research work.
For the purpose of this study, a combination of the proportional stratified sampling and
simple random sampling techniques were employed in selecting employees in Aquafina
waters. While the former technique divided the population into sub-division
(departments) to allow for increase in the researchers’ sampling precision which ensures
a more sample of the total population of the respondents. The latter technique gave every
respondents equal chances of being included or excluded in the sample. This ensures
greater accuracy of sampling result as each stratum is formed with homogeneous items. It
also ensures greater geographical concentration which automatically reduces time and
expense on interviewing.
3.5 METHOD OF DATA ANALYSIS
This study is both descriptive and analytical. The first part of the questionnaire was
analvzed using descriptive statistics such as frequency counts and simple percentages and
39
the hypotheses were tested based on the use of the Statistical Package for Social Sciences
(SPSS).
3.6 RESEARCH INSTRUMENTS
The instrument applied in the study include questionnaire design, the questionnaire was
used for the needed information as described above while the personal interview
technique is used to obtain additional information not provided initially either
deliberately or mistakenly.
3.7 RESEARCH TOOL
Percentage constitute the major research tools employed in the analysis procedure. The
percentages are calculated as means of determining the extent the research variables
answers the research questions.
Correlation coefficient index as calculated to determine the relationship between different
leadership styles and their effect on Aquafina Waters productivity and performance.
3.8 LIMITATION OF THE STUDY
The major constraint in the course of this study was inadequate access to related material
as well as difficulty in sourcing information due to lack of interest on the part of the
entrepreneurs. Also, scarcity of consistent comparable data was another major hindrance
to the efficient and effective analysis of the impact of leadership styles on worker’s
performance in the course of this study.
The construction of employee’s performance indicator require a series of data that must
necessarily be obtained for the same period of the study. However, these data were either
not readily available or inadequate to be used in the current research.
40
CHAPTER FOUR
4.0 DATA ANALYSIS AND INTERPRETATION
4.1 INTRODUCTION
In this Chapter, collected data from the preceding chapter were analyzed, deduction were
made and relevant tables constructed, simple percentages were used in analyzing the data
on such tables.
The simple percentages were calculated through the following measure
Unit x 100
Total
4.2 DATA PRESENTATION AND DISCUSSION
Table 4.2.1 Showing “the sex distribution of the respondent”
SEX NUMBER OF RESPONDENT PERCENTAGE
Male 65 76.47%
Female 20 23.53%
Total 85 100%
Source: Field Survey, 2016
From table 4.2.1 above, 76.47% of the respondents are male while 23.53% of the respondents are
female, which shows that majority of the respondents were male.
Table 4.2.2 Showing “the marital status of the respondent”
41
MARITAL NUMBER OF RESPONDENTS PERCENTAGE
STATUS
Single 22 25.88%
Married 63 74.12%
Total 85 100%
From the table 4.2.2 above, 25.88% of the respondents are single while the remaining 74.12% of
the respondents are married. This means that a large proportion of the respondents are married.
Table 4.2.3 Showing “the age distribution of the respondents”
AGE NUMBER OF RESPONDENTS PERCENTAGE
25 – 30 7 8.235%
31 – 35 15 17.647%
36 – 40 40 47.058%
41 – 45 13 15.294%
45 and above 10 11.764%
Total 85 100%
From the table 4.2.3 above, it is revealed that 8.23% of the respondents falls with the age bracket
of 25 – 30 years of age, 17.64% of the respondents falls within 31 – 35 years of age. 47% of the
respondents falls between 36 – 40 of age , 15.29% of the respondents falls between 41 – 45 years
of age, while the remaining 11.76% of the respondents are 45 years and above.
Table 4.2.4 Showing “the educational qualification level of the respondent”
QUALIFICATION NUMBER OF RESPONDENT PERCENTAGE
42
SSCE 8 9.411%
OND/NCE 21 24.71%
HND/BSC 36 36.11%
M.SC 14 42.35%
Ph.D 2 2.352%
Professionals 4 4.71%
Total 85 100%
Table 4.2.5: What are the leadership styles used in Aquafina Waters?
Leadership styles Positive effect Percentage
Democratic leadership style 82 97%
Autocratic leadership style 1 1%
Contingency leadership style 2 2%
Laissez-faire leadership style - -
Total 85 100
The above table intimates’ that 82 respondents or 97% of total respondents agreed that
democratic leadership affects their performance positively, only 1 individual claimed that the
43
autocratic leadership styles affects his performance, while the remaining two respondents
claimed. That contingency leadership style influences their performance.
Table 4.2.6: Type of leadership styles influences employee’s performance in Aquafina Waters
VARIABLES NO. OF RESPONSES PERCENTAGE
Strongly Agreed 60 70.59%
Agreed 24 28.24%
Strongly Disagreed 4 4.71%
Disagreed 7 8.24%
Total 85 100
The table shows that 60 and 24 respondents representing 70.59% and 28.24% Strongly agreed
and Agreed respectively, 5 respondents representing 5.88% were undecided in their responses,
while 4 and 7 respondents representing 4.71% and 8.24% Strongly Disagreed and Disagreed
respectively that the type of leadership influences employee’s performance in Aquafina Waters.
Table 4.2.7: Leadership control style used in supervision on employees performance will
contribute tremendously to the growth of Aquafina Waters
44
Variables NO. OF RESPONSES PERCENTAGE
Agreed 19 22.35%
Disagreed 4 4.71%
Total 85 100%
The table above shows that 50 and 19 respondents representing 58.8% and 22.35% strongly
agreed and agreed respectively, while 2 and 4 respondents representing 2% and 5% strongly
disagreed and disagreed respectively that leadership control style used in supervision on
employees performance will contribute tremendously to the growth of Aquafina Waters
Table 4.2.8 Managerial decision is affected by different leadership style used in Aquafina
waters.
45
Agreed 25 29.41%
Disagreed 12 14.11%
Total 85 100%
Table 4.2.8 above shows that 47.05% and 29.41% of the respondents Strongly Agreed and
Agreed respectively, while 9.41% and 14.11% of the respondents Strongly Disagreed and
Disagreed respectively. This shows that a large proportions of the respondents strongly agreed
that managerial decision is affected by different leadership style in Aquafina Waters.
Table 4.2.9: All departmental heads have different style of leadership used in Aquafina Waters.

46
Agreed 8 9.41%
Disagreed 32 37.64%
Total 85 100%
Table 4.2.9 above shows that 5.88% and 9.41% Strongly Agreed and agreed respectively that all
departmental heads have different style of leadership used in Aquafina waters while 47.05% and
37.64% Strongly disagreed and disagreed to the opinion. This means that a larger proportion of
the respondents disagreed that departmental heads use different style of leadership in Aquafina
waters.
Table 4.2.10: Leadership styles helps in the achievement of organizational objectives in
Aquafina Waters.
47
Strongly Agreed 34 40%
Agreed 26 30.59%
Disagreed 13 15.3%
Total 85 100%
From the table above, 40% and 30.59% of the respondents Strongly Agreed and Agreed to the
opinion respectively while 14.28% and 15.3% of respondents strongly disagreed and disagreed
to the opinion respectively.
Table 4.2.11: Leadership styles have effect on employee’s productivity in Aquafina waters
48
Agreed 25 29.41%
Disagreed 7 8.24%
Total 85 100%
From table 4.2.11 above, it can be revealed that 53% and 29.41% of the respondents Strongly
agreed and agreed to the opinion respectively, while 9.41% and 8.24% of the respondents
strongly disagreed and disagreed to the opinion respectively, which means that a larger
proportion of the respondents agreed to the opinion that leadership styles have effect on the
productivity in Aquafina Waters.
Table 4.2.12 Leadership styles in Aquafina waters motivates the employee’s innovative
behaviour towards the achievement of organizational objective.
49
Agreed 24 28.23%
Disagreed 5 5.9%
Total 85 100%
From the table 4.2.12 above, it can be revealed that 60% and 28.23% of the respondents Strongly
Agreed and Agreed respectively to the opinion that leadership styles in Aquafina waters
motivates the employee’s innovative behaviour towards the achievement of organizational
objective while 5.9% and 5.9% strongly disagreed and disagreed respectively to the opinion.
Table 4.2.13: Leadership style in Aquafina Waters helps to improve employee’s attitude towards
the realization of organizational objectives.
50
Agreed 23 27.1%
Disagreed 5 5.9%
Total 85 100%
From table 4.2.13 above, it can be revealed that 55.3% and 27.1% of the respondents strongly
agreed and agreed respectively to the opinion that leadership style in Aquafina Waters helps to
improve employee’s attitude towards the realization of organizational objectives while 11.76%
and 5.9% strongly disagreed and disagreed to the opinion.
Table 4.2.14: Allowing the subordinates to make some decisions could influence their
performance
51
Agreed 30 35.3%
Disagreed 10 11.76%
Total 85 100%
From the table 4.2.14 above, it is clearly shown that 35.3% of the respondents each strongly
agreed and agreed that allowing subordinates to make some decisions could influence their
performance while 17.64% and 11.76% of the respondents strongly disagreed and disagreed to
the opinion respectively.
Table 4.2.15: Leadership styles influences organizational performance in Aquafina Waters
52
Agreed 13 15.3%
Disagreed 7 8.23%
Total 85 100%
From the table 4.2.15 above, it is clearly revealed that 65.9% and 15.3% of the respondents
strongly agreed and agreed to the opinion respectively while 10.59% and 8.23% of the
respondents strongly disagreed and disagreed respectively to the opinion that leadership styles
influences organizational performance in Aquafina Waters.
Table 4.2.16: Behaviour of leadership styles influences employee’s attitude to work.
53
Agreed 30 35.3%
Disagreed 7 8.23%
Total 85 100%
From table 4.2.16 above, it is revealed that 48.23% and 35.3% of the respondents Strongly
agreed and agreed to the opinion respectively while 8.23% each strongly disagreed and disagreed
to the opinion that behaviour of leadership influences employee’s attitude to work.
Table 4.2.17: For effective performance, workers must be directed and controlled
54
Agreed 17 20%
Disagreed 4 4.7%
Total 85 100%
From the table 4.2.17 above, 70.59% and 20% of the respondents strongly agreed and agreed to
the opinion respectively while 4% each strongly disagreed and disagreed to the opinion that
workers must be directed and controlled for effective performance.
4.3 TEST OF HYPOTHESES
The following hypotheses are assumed in the course of the research.
HYPOTHESIS I
Ho: There is no significant relationship between leadership styles and employee’s job
performance
55
Table 4.2.8: Leadership styles affect employee’s productivity in Aquafina waters?
Chi-Square Tests
Value df Asymp. Sig. Exact Sig. Exact Sig. Point
(2-sided) (2-sided) (1-sided) Probability
Pearson Chi-Square 27.061a 16 .001 .001
Likelihood Ratio 27.632 16 .001 .001
Fisher's Exact Test 25.702 .000
Linear-by-Linear
.334c 1 .000 .001 .001 .001
Association
N of Valid Cases 85
a. 17 cells (68.0%) have expected count less than 5. The minimum expected count is .03.
b. The standardized statistic is -.578.
From the chi-square table above it shows leadership styles affect employee’s job performance in
Aquafina waters in that the standardized statistics showing a value of -.578 is less than zero. The
variables identified are statistically significant at 99% confident level. Therefore, the study
accepts the null hypothesis and rejects the alternate hypothesis.
56
Test of Hypothesis 2
H1: There is significant relationship between leadership styles and worker’s productivity
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 53.734a 7 .000
Likelihood Ratio 56.648 7 .000
Linear-by-Linear Association 38.917 2 .000
N of Valid Cases 85
a. 4 cells (23.3%) have expected count less than 5. The minimum expected count is 7.60.
b. The standardized statistic is 2.312.
The Chi-Square test table above shows that there is there is significant relationship
between leadership styles and worker’s productivity in that the standardized
statistics of 2.312 is greater than zero and also the variable identified is statistically
significant at 99% confident level. Reject Ho (Null hypothesis) the alternative
hypothesis (Hi) will be accepted.
57
CHAPTER FIVE
5.0 SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS
5.1 SUMMARY OF FINDINGS
After the analysis of chapter four has been done, finding reveals in hypothesis 1 from the
chi-square table that there is no significant relationship between leadership styles and
worker’s performance in Aquafina waters in that the standardized statistics showing a
value of -.578 is less than zero. The variables identified are statistically significant at 99%
confident level. Therefore, the study accepts the null hypothesis and rejects the alternate
hypothesis.
From hypothesis 2, the Chi-Square test table shows that there is there is significant
relationship between leadership styles and worker’s productivity in that the standardized
statistics of 2.312 is greater than zero and also the variable identified is statistically
significant at 99% confident level. Reject Ho (Null hypothesis) the alternative hypothesis
(Hi) is be accepted.
Therefore, based on the findings in chapter four, the following summaries have been
made.
1. Majority of the respondents preferred democratic leadership style to the autocratic style,
the contingency approach or the lessez-faire leadership style.
2. The Choice of the democratic leadership style cuts across are, official capacity and
gender.
3. All the respondents agreed that their productivity increases given their preferred
leadership style and decreases not given their preferred leadership style.
58
4. All the respondents agreed unanimously that leadership styles do have an effect on their
performance.
5. Most of the respondents preferred that leadership style however is not the only
motivating factor to their performance.
6. Majority of the respondents claimed that their performance is better influenced under a
democratic setting as compared with the other leadership styles under this study.
7. The respondents claimed that apart from leadership style, salaries, work environment and
fringe benefits are some other factors that could motivate their performance.
8. The factors that may influence people to choose a particular leadership style were given
as the perception of the level of responsibilities conferred on one by an organization and
the assumption of ones subordinates willingness or otherwise to obey work instructions.
9. Most of the respondents prefer democratic leadership. Style because it gives rooms for
consultation before final decisions on issues are made.
10. That given the prevailing economic circumstances in Nigeria now, respondents would
suggest that companies adopt democratic leadership style for the success of their
respective companies.
5.2 CONCLUSION
The findings from the preceding Chapters are summaries and on the basis of that
conclusions are drawn and appropriate recommendations made.
59
Going through the present investigation on the effect of leadership style on worker’s
performance, many findings and result were made in the service and finance oriented
organizations.
The result postulated that the leadership styles affect the behavioural pattern existing in
Aquafina Waters, which in turn acts as a motivational factor to high productivity,
increase work performance to achieve organizational objectives and goals.
Also, from the hypothesis tested, it shows that there is a significant relationship between
leadership styles and the environmental factors.
On the other hand, problems associated with leadership style adoption in every
organization both private and public sector will identify any motivational problems in the
organization. The researcher will further be relating such problems which are
accompanying as a result of organizational behaviour which thus tends to be negative.
However, effective leadership style is very vital in every situation in both case
organizations and every public sector and private sector organizations.
5.3 RECOMMENDATION
Based on the findings of this study, the following recommendations are considered
necessary.
Based on the findings of this research work, the following are recommended for effective
and productive results in every organization;
1. Leaders should allow improvement of interpersonal relationship between the staff and
the management team to ensure increased productivity.
2. There should be a free flow of information to ensure cohesion
60
3. The staff should be involved in the process of decision making to ensure strict
compliance. Leaders shouldn’t just trust on their own decisions.
4. The management team leaders should always have the welfare of the workers at heart.
5. The management team should create a conducive atmosphere that will enhance workers
participation in the day to day running of the business.
6. Subordinates should be education about the need for harmony with them and their leaders
in the work place for the mutual benefit of both parties. This of course call for improved
communication.
7. The flow of communication from top hierarchy downwards should be smooth in order to
avoid unnecessary misinformation which might result into damaging effects on an
organization’s output.
8. There should be equity and fairness to all. This could be in form of adequate
remuneration to staff and the avoidance of unnecessary bias or a show of favoritism in
handling staff grievances and other related matters.
5.4 SUGGESTION FOR FURTHER STUDIES
This research examined the effect of leadership styles on workers performance by
studying only one organization. It is therefore suggested that a similar study be carried
out which will cover more companies in order that the subsequent findings may be
compared with the finding of this research.
61
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64
APPENDIX A
Department of Business Administration,

Lagos City Polytechnic,
Ikeja,
Lagos State.
Dear Respondent,
RESEARCH QUESTIONNAIRE
The questionnaires attached here are based on effect of leadership style on worker’s
performance. It is aimed at obtaining information for a research project as part of the necessary
requirements for the award of Higher National Diploma.
Honest, clear and objective responses to the questions will be highly appreciated. All information
provided shall be treated as highly confidential and will only be used for this academic exercise.
Thanks for your anticipated co-operation.
Yours faithfully,
Liasu Comfort
Researcher
65
APPENDIX B
SURVEY QUESTIONNAIRE
SECTION A
Instruction: Please read the questions carefully and thick any answer you seem appropriate.
1. Gender; Male ( ) Female ( )
2. Marital Status; Single ( ) Married ( ) Divorced
3. Age: 25 – 30 years ( ) 31 - 35 years ( ) 36 - 40 years ( ) 41 - 45 years ( ) 45

and above.
4. Academic qualification SSCE ( ) OND/NCE ( ) HND/BSC ( ) MSC

( ) Ph.D ( ) Professionals ( )
SECTION B
S/ SURVEY QUESTIONNAIRES SA A SD D
Q1 THE FOLLOWING ARE THE LEADERSHIP STYLES USED

IN AQUAFINA WATERS
5 Democratic leadership style
6 Autocratic leadership style
7. Contingency leadership style
8. Laissez faire leadership style
Q2. TO WHAT EXTENT DOES LEADERSHIP STYLES AFFECT
EMPLOYEE’S PRODUCTIVITY IN AQUAFINA WATERS?
9 The type of leadership styles influences employee’s performance in
Aquafina Waters.
10 Leadership control style used in supervision on employees
66
performance will contribute tremendously to the growth of Aquafina
Waters
11. Managerial decision is affected by different leadership style used in
Aquafina waters.
12. All departmental heads have different style of leadership used in
Aquafina Waters.
Q3 WHAT IMPACT DOES LEADERSHIP STYLES HAVE IN

THE ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES
IN AQUAFINA WATERS?
13 Leadership styles helps in the achievement of organizational
objectives in Aquafina Waters.
14 Leadership styles have effect on employee’s productivity in Aquafina
waters
15 Leadership styles in Aquafina waters motivates the employee’s
innovative behaviour towards the achievement of organizational
objective.
16 Leadership style in Aquafina Waters helps to improve employee’s
attitude towards the realization of organizational objectives.
Q4. TO WHAT EXTENT DOES LEADERSHIP STYLES

FACTORS AFFECT THE EMPLOYEE’S JOB
PERFORMANCE?
17. Allowing the subordinates to make some decisions could influence
their performance
18. Leadership styles influences organizational performance
67
19 Behaviour of leadership styles influences employee’s attitude to
work.
20 For effective performance, workers must be directed and controlled
KEYS
SA - STRONGLY AGREED
A - AGREED
SD - STRONGLY DISAGREED
D - DISAGREED
68

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CHAPTER ONE

1.1 BACKGROUND TO THE STUDY

her employees to accomplish organizational goals. Going by the sayings of Glassman,

Schein’s (1980) definition of formal organization as ―the planned co-ordination

Leadership therefore is not mystical or mysterious, rather effective leadership is

an increasingly complex and volatile business environment.

Leadership is the process through which an individual tries to influence another

individual or a group of individuals to accomplish a goal. Leadership is valued in our

organizations to create cost effective, prevention oriented programs and services.

effective leader does most, if not all, of the following:

encouraging them to develop their skills and talents.

Encourage others: Recognize each individual's contributions to the success of a project.

Another way of defining leadership is to acknowledge what people value in individuals

inspiring, and competent

or more acts of leading.

This definition can be expanded when considering leadership in organizations to include

existence of an opportunistic situation. Problems, which result within organizational

position in an organizational hierarchy. . Fisher S (1995)

persuading other individuals and to be innovative in decision making. According to

and external variables. Kourdi J (1999)

1.2 Objective of the Study

2. To examine how the leadership style affects employee’s productivity in Federal

3. To identify the effect of environmental factors on leadership styles applied in Federal

1.3 Significance of Study

performance of workers, which would yield productivity to the organization concerned.

research better than this.

1.4 Definition of Terms

the study. These terms includes the following:

i. Leadership: Leadership is the process through which an individual tries to

influence another individual or a group of individuals to accomplish a goal.

of materials and employees needed.

iii. Autocratic Leadership: This type of leadership is obtained where there is

absolute centralization of decision making authority in the leader.

iv. Democratic Leadership: This leadership style thrives on paver sharing

relationship between the leader and the subordinate. Democratic leadership in

essence seek to obtain the voluntary compliance of subordinates towards

out in group discussion and with the acceptance of the group.

pursuit of the groups goals.

vi. Organization: an organized group of people with a particular purpose, such as a

business or government department

vii. Situational: The definition of situational is a person or thing in regards to

surroundings or circumstances. An example of situational is how a person reacts

in different environments; called situational reactions.

viii. Transformational Leadership: Transformational leadership is a style of

leadership where a leader works with subordinates to identify needed change,

change in tandem with committed members of a group

ix. Style: Style is a manner or way of doing or presenting things.

x. Bureaucratic Leadership: Bureaucratic leadership is leadership based upon

management and decision-making.

xi. Performance: The accomplishment of a given task measured against preset

known standards of accuracy, completeness, cost, and speed. In a contract,

performance is deemed to be the fulfillment of an obligation, in a manner that

releases the performer from all liabilities under the contract.

2.0 Concept of Leadership

Powell, United State Secretary of State, he defines leadership as ―the act of

accomplishing more than science of management. Daniel G (2002) defines leadership as

a relationship through which a person influences the behaviour of other people.

she wants them to do.

followers towards the achievement of pre-determinaed goals. Falker (2010) looks at

These are compassion, clear thinking, a general understanding of technological operation

communicate and enthusiasm.

organizational structure. As a property, he sees leadership as a set of characteristics

attributed to individuals who are perceived to be leaders.

understanding leadership is not complete without understanding interactions between a