INFLUENCE OF LEADERSHIP STYLE ON EMPLOYEES’ PERFORMANCE IN GOVERNMENT ESTABLISHMENTS
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INFLUENCE OF LEADERSHIP STYLE ON EMPLOYEES’ PERFORMANCE IN GOVERNMENT ESTABLISHMENTS
ABSTRACT
The study looked at how leadership style affected employee performance in government organisations, namely the Ebonyi State Ministry of Finance in Abakaliki.
The study’s goal is to look into the relationship between democratic leadership style and employee performance in government facilities, as well as the relationship between authoritarian leadership style and employee performance.
To guide the investigation, two research hypotheses were developed that were consistent with the research objectives. The survey design was implemented. The study’s population included 280 staff workers from the Ebonyi State Ministry of Finance in Abakaliki.
The sample size is 164, determined using the Yaro Yamane approach. The questionnaire served as the primary data gathering instrument. The stated hypothesis was tested using the statistical method Chi-square.
The findings of the study revealed that both democratic and autocratic leadership styles have a substantial impact on employee performance in government institutions.
According to the findings, because leadership style variables have a strong positive relationship with organisational performance, managers should strive to be role models for their subordinates; inspire subordinates by providing meaning and challenge at work;
stimulate subordinate efforts to become innovative and creative; and consider each individual’s need for achievement and growth. Public managers should also consider developing and implementing effective incentive and recognition systems, as well as increasing managerial supervision.
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.
The Ministry of Finance and Economic Development is a service ministry in Ebonyi State. The ministry is burdened with considerable responsibility and powers, including monitoring the state government’s financial and development strategies and objectives. The ministry’s mission is to integrate and implement the state’s fiscal and developmental policies and programmes.
1.2 Statement of Problem
The issue of decreased productivity, poor performance, and deterioration in the running of public institutions in Nigeria frequently calls into question the style of leadership in our government facilities.
The Ebonyi State Ministry of Finance is not immune to staff underperformance, absenteeism, tardiness, and other issues common in Nigeria’s public sector organisations.
Furthermore, interest in altering the public sector is believed to assist improve the situation in the public sector, as leadership and leadership styles are viewed as major factors in private enterprises’ greater effectiveness than the public sector.
Another issue influencing leadership style in the public sector is the competency of those chosen. Most of their appointments lack merit. As a result, such organisations have competent leaders who lack the talents and capacities to apply the proper leadership style to lead people to achieve the organization’s aims or objectives.
Thus, in some of these organisations, “round pegs in square holes” are more common than “round pegs in round holes.” Once this circumstance happens, there will be utterances in the way such executives conduct or run the organisation, which will have an impact on employees’ morale, commitment, and productivity, as well as the organization’s ability to achieve its goals.
The current study on these topics investigates the impact of leadership style on employee performance in government establishments, with a focus on Ebonyi State Ministry of Finance Abakaliki.
1.3 Object of the Study
The primary goal of the study is to investigate the impact of leadership style on employee performance in government institutions.
The precise aims include:
(a) Determine the association between democratic leadership style and employee performance in government organisations.
(b) Determine the association between autocratic leadership style and employee performance in government organisations.
1.4 Research Questions.
The following research questions were developed to help guide the study:
(i) How effective is democratic leadership at improving employee performance in government establishments?
(ii) How does an authoritarian leadership style effect employee performance in government organisations?
1.5 Research Hypothesis.
The null and alternative hypotheses were developed to guide the study:
1. Ho: Democratic leadership style has no meaningful impact on employee performance.
Hi: Democratic leadership style has a substantial impact on staff performance in government organisations.
2. Ho: The authoritarian leadership style has no meaningful impact on employee performance.
Hello: authoritarian leadership styles have a substantial impact on staff performance in government organisations.
1.6 Significance of the Study
The findings of the study will be of enormous benefit to:
(a) The government: The study’s conclusions will aid the government by guiding the appointment of managers and directors to run public organisations and establishments.
(b) Managers: The study’s findings will be extremely beneficial to managers because they will reveal the causes of poor performance and low productivity, as well as the need to seek alternative management or leadership styles in order to improve performance and achieve the set organisational objectives.
(c) Future researchers: The study’s findings will be useful to researchers who may want to undertake a study on this subject (Topic) in the future. This is because the current study will serve as a reference point for those researchers.
(d) The Researcher: The study’s findings will be extremely beneficial to the researcher because they will assist me broaden my educational horizons.
1.7 Scope of Study
The study investigates the impact of leadership style on employee performance in government establishments, with a focus on Ebonyi State Ministry of Finance, Abakaliki. The topic scope includes leadership style and employee performance, while the geographical scope is Abakaliki, Ebonyi State, Nigeria.
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