INFLUENCE OF LEADERSHIP STYLE ON EMPLOYEES’ PERFORMANCE IN GOVERNMENT ESTABLISHMENTS
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INFLUENCE OF LEADERSHIP STYLE ON EMPLOYEES’ PERFORMANCE IN GOVERNMENT ESTABLISHMENTS
Chapter one
INTRODUCTION
1.1 Background for the Study
Leadership style determines whether an organisation succeeds or fails (Bass, 1999). A leader is someone who encourages, guides, and motivates others to complete certain duties
as well as inspires his subordinates to execute efficiently in order to achieve the stated company objectives (Sashkin 2006). Leadership style is the way and attitude to offering guidance, implementing plans, and encouraging others.
According to Ngambi (2010) and Ngambi (2011), as cited in Jeremy (2011), leadership is the process of persuading others to pursue their full potential in attaining a value-added, shared vision with passion and integrity.
The nature of this influence is such that the organization’s members work voluntarily with one another to attain the goals that the leader has established for each individual as well as the group.
The leader’s leadership style has a considerable impact on the relationships between the leader and his or her employees, as well as the quality of the employees’ performances.
Leadership style in an organisation is one of the variables that has a significant impact on the interest and commitment of individuals to the organisation (Obiwuru, 2011). According to Michael (2011), leadership has a direct cause-and-effect link with organisational success.
Leaders define ideals, culture, change tolerance, and employee motivation. They shape institutional strategies, including their implementation and efficacy. Leaders can arise at any level of an institution, not only management. Successful leaders, however, have one thing in common. They use their influence to get the most out of the organization’s resources.
Leadership style is defined as the mix of features, characteristics, talents, and behaviours that leaders exhibit when interacting with their subordinates (Marturano and Goshing, 2008).
According to Flippo and Musinger (2009), leadership is a managerial behaviour pattern that combines personal or organisational interest and effect in order to achieve certain goals.
According to Fielder (1969), leadership style refers to a type of interaction in which someone uses his tactics and techniques to convince a large group of individuals to work together on a common task.
Modern leadership theories have identified five leadership styles: transformational leadership, transactional leadership, charismatic leadership, culture-based leadership, and visionary leadership (Yuki, 2014; Sashkin, 2006).
Trannenbanum and Schmidt (1958) also outline four types of leadership that have been generally acknowledged and practiced. These leadership styles are based on McGregor’s Theory ‘X and Y’ assumptions and include democratic, autocratic, dictatorial, and laissez faire leadership styles.
Leadership styles have a wide range of effects, including flexibility, standards, rewards, clarity, and commitment, as well as, in some cases, organisational climates, because the leader’s behaviour produces motivation mechanisms that influence the conduct of individual performance in the organisation (Shamir, 2012).
Thus, the core of leadership is followership. Effective leadership is defined as a leader’s ability to consistently and progressively lead and steer his followers towards organisational performance.
However, rapid changes in the business environment, organisational structure, technology, and lifestyle are causing a significant reassessment of leadership development. Leadership is the ability to influence the conduct of others so that they move in accordance with the leader’s desire and pursuit of goals (Low and Jiang, 2014).
Several people use the terms “manager” and “leader” interchangeably. As a result, a clear distinction should be made between leadership and management, and, more specifically, leaders and managers. Mowson (2011) argues that leaders may not excel at management, and that managers, on the whole, do not make great leaders.
Scholars and researchers have been agreed over the years on the most appropriate type of leadership in organisations, which has resulted in the development of numerous ideas that could improve organisational efficiency and effectiveness.
Though some experts claim that no single leadership style is preferable, workers’ level of participation in decisions that affect them or the organisation as a whole will encourage them to be more committed to achieving established goals.
In comparison, involvement produces excellent long-term results that are not significantly superior than effective short-term ones. The current study adds to the literature on leaders by investigating the impact of leadership style on staff productivity in government enterprises, with an emphasis on the Ebonyi State Ministry of Finance in Abakaliki.
The Ebonyi State Ministry of Finance and Economic Development was established as soon as the state was established in 1996 under the late General Sanni Abacha’s rule
with Mr. Oko Udo Oko and Mrs. Ngozi Nwankwo serving as the pioneer commissioner and accountant general, respectively. Dr. Ekuma Nkama is the current political head of the ministry.
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