IMPACT OF LEADERSHIP TECHNIQUES ON EMPLOYEE’S JOB PERFORMANCE
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IMPACT OF LEADERSHIP TECHNIQUES ON EMPLOYEE’S JOB PERFORMANCE
Chapter one
Introduction and Background of the Study
Organisational leadership is a dynamic social process that transcends generations, with equal emphasis on commercial and non-profit organisations.
Today’s organisations are in critical need of powerful leadership that will provide a beneficial and significant platform for employees to thrive legitimately in order to achieve the stated goals and objectives. Almost no organisation or group in the world operates without leadership.
The essence of leadership in an organisation is to provide direction with an inspiration to ensure prudent utilisation of organisational resources in an effective and efficient manner to facilitate the immediate attainment of organisational set goals and objectives by influencing the behaviour of individual members or groups (human component of resources)
of the organisation through a non-coercive means with confidence and encouragement towards an improvement in performance without Gryphon (1999) argued that managers, administrators, and their organisations have a tremendous influence on our current society.
Granted, leadership is associated with a group of individuals or an organisation. That is, leadership developed from groups and organisations, implying that a leader cannot exist or function without people (groups or organisations).
Of course, this assumes that any group or organisation that wants to be successful requires both administration and leadership. While the latter is required to effect change
the former improves the accomplishment of orderly results and works in tandem with the latter to promote orderly change; and leadership, in collaboration with management, can maintain the organisation correctly aligned with its environment.
In an organisation, the concept of power and authority is associated with the leadership who exercises it. Organisation is both a bundle of anarchy without leadership and a void without people (workers) and where they are dehumanised through the application of these concepts (power and authority)
resulting from leadership techniques that promote resentment, insubordination, and little or no adherence to instruction from superior to subordinate officer.
Currently, there is a growing awareness in the workplace that managers or administrators can no longer rely solely on their position in the hierarchical structure to exercise the functions of leadership;
however, for the desired results to be obtained, managers/administrators must also have a deep feeling and regard for workers to encourage or inspire high morale, a spirit of involvement, cooperation, and willingness to work.
Public sector organisations are frequently confronted with problems caused by leadership techniques and their deteriorating effect on workers, as evidenced by low or no participation in decision making, policy formulation, and implementation, combined with a lack of sensitivity or irregular or irregular training, resulting in low or no adherence to directives and decisions passed from the top to the bottom of the organization’s hierarchy.
In a summary, there are various leadership strategies that management may use to demotivate employees, causing them to withhold contributions, which can have untold implications or effects on productivity.
Studies have demonstrated that adopting authoritarian leadership techniques in organisations results in occasional setbacks and low levels of achievement, because humans are logical thinking animals that require some level of independence.
Scholars recognised the Laizzez faire leadership method as characterised by hesitation, vacillation, and apathy. The leaders have no policies and give the group and its individual members unlimited freedom to do anything they choose.
According to studies, authoritarianism reduces worker happiness and productivity, whereas laissez faire is surrounded by confusion, a sense of no direction, the lowest output or none at all, and workers’ wills (Henry, 1974: 251).
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