IMPACT OF EFFECTIVE LEADERSHIP STYLE ON ORGANIZATIONAL PERFORMANCE.
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IMPACT OF EFFECTIVE LEADERSHIP STYLE ON ORGANIZATIONAL PERFORMANCE.
Abstract
This study investigates the impact of successful leadership style on organisational performance. A case study on Dangote cement. The study’s entire population consists of 200 Dangote cement employees in Lokoja.
The researcher employed questionnaires to collect data. Descriptive A survey research design was used for this investigation. The survey included 133 respondents,
who were human resource managers, production managers, senior staff, and marketers respectively. The acquired data were displayed in tables and analysed with simple percentages and frequencies.
Chapter one
Introduction
Background of the study.
Organisational leadership style is a technique that enables management to shape its own destiny through proactive rather than reactive actions. A focused organisational leader offers and establishes visionary leadership for his organisation. He recognises and values flexible management options in response to changing circumstances.
He creates viable styles based on sustainable competitive advantages. A competent organisational leader adopts a proactive approach to strategic management, in which management anticipates rather than simply detecting and responding to change, which is the scourge of indigenous commercial organisations in developing countries.
As a result, the findings of this study are likely to contribute significantly to the improvement of the leadership class. Leadership is the ability to persuade others to pursue set goals with enthusiasm. Human truth pulls a group together and encourages it to achieve its aims (David, 2003).
Robin (2000) described leadership as superiors’ ability to direct, guide, and motivate others to achieve a specific set of goals in an organisation. The source of influence might be official, such as holding a management position in an organisation
or informal, such as occurring outside of the organisation structure. The majority of organisational theorists feel that strong leadership is one of the most essential contributions to overall organisational success.
Organisations seek managers who can manage successfully and efficiently. However, each manager has an own style that varies according to the scenario and paradigm. Managerial style refers to the way a manager thinks, feels, and behaves when dealing with people and situations.
A manager can have numerous managerial styles, including authoritarian, bureaucratic, charismatic, democratic, and laissez faire (Nwachwukwu 1998). According to Basse (1982), some managers have only one managerial style. However, most managers combine these five managerial styles, which can only be characterised in a variety of ways.
Managerial style has a significant impact on the organization’s operations. An effective managing style can raise productivity, empower people, boost morale and motivation, and contribute positively to the organisation, among other benefits.
Leadership is the core, as well as the nervous system, of organisational solvency. (Hogan and Curphy, 1994; House Aditya, 1997; Judge and Piccolo, 2004). Leadership increases productivity and profitability
but the degree of success is determined by the leader’s style and the systematic environment built to facilitate staff functionality. Based on this information, the researcher will use Dangote cement as a case study.
Statement of the Problem
Many organisations invest a significant amount of money to solve managerial challenges. Furthermore, research on management’s leadership style and organisational performance is sparse, and employees are unaware of the relationship between management’s leadership style and organisational productivity.
Several organisations nowadays face the issue of leadership and the style to be used in guiding employees. Over the years, organisations have encountered bureaucratic leadership. As a result, several leadership ideas developed during the previous century have influenced the overall effectiveness of organisational productivity (Heurieglet, 2004).
Leadership has features that set it apart as a dynamic symbolic movement that every employee turns to for guidance when needed. These traits explain why leaders must be sensitive and properly positioned inside their organisations.
The absence of competent leadership is a critical issue that plagues many organisations. The obvious effect is poor worker performance
a lack of enthusiasm, and poor institutional growth and development. As a result, this study would look into the relationship between management leadership style and organisational performance.
1.3 PURPOSE OF THE STUDY
The study’s aims are:
To determine the various types of leadership styles used by managers at Dangote Cement
To determine the major leadership strategies utilised by managers at Dangote cement.
To determine the effectiveness of such styles in accomplishing organisational objectives in these organisations.
Research Hypotheses
The following hypothesis will be tested.
Hypothesis One:
H0: there are no different types of leadership styles utilised by managers at Dangote cement.
H1: Managers at Dangote cement use a variety of leadership techniques.
Hypothesis Two
H1: Such styles are ineffective for accomplishing organisational goals in these organisations.
H0: Such styles are efficient in accomplishing organisational objectives in these organisations.
Significance of the Study
The study of organisational leadership styles and their impact on organisational development is seen as essential from both a theoretical and practical perspective. Organisational collapse could be caused by incorrect leadership styles, inadequate implementation of styles, and other factors.
This study will help to improve our understanding of the impact of organisational leadership styles on the environment as a factor in organisational change. The findings could be used to advise existing organisations in adopting new strategies to survive and expand.
As a result, this study can assist managers in properly adopting leadership styles for decision making, which can be utilised to attain, control, and coordinate their actions more successfully in any organisation.
Scope and Limitations of the Study
The study’s scope includes the effects of strong leadership on organisational performance. A case study. Dangote Cement. The researcher faces various constraints that limit the scope of the investigation;
a) AVAILABILITY OF RESEARCH MATERIAL: The researcher has insufficient research material, which limits the investigation.
b) TIME: The study’s time frame does not allow for broader coverage because the researcher must balance other academic activities and examinations with the study.
Definition of Terms
LEADERSHIP: Leadership is both a research topic and a practical talent including the ability of an individual or organisation to “lead” or guide other individuals, groups, or entire organisations.
ORGANISATIONAL PERFORMANCE: Organisational performance is the actual output or results of an organisation as compared to its expected outputs.
According to Richard et al., organisational success refers to three types of company outcomes: financial performance, product market performance, and shareholder return.
Organisation of the Study
This research study is organised into five chapters for simple understanding, as follows:
The first chapter is concerned with the introduction, which includes the (overview of the study), historical background, statement of problem, objectives of the study, research hypotheses, significance of the study, scope and limitation of the study, definition of terms, and the study’s historical context.
The second chapter focuses on the theoretical framework that underpins the study, as well as a review of relevant literature. Chapter three discusses the research design and technique used in the study.
Chapter four focuses on data gathering, analysis, and presenting of findings. Chapter 5 provides a summary, conclusion, and suggestions from the study.
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