INFLUENCE OF MANAGEMENT STYLE ON STAFF PERFORMANCE
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INFLUENCE OF MANAGEMENT STYLE ON STAFF PERFORMANCE
Chapter one
1.0 Introduction
The primary goal of any purposeful company is to achieve its business goals. The achievement of this goal is heavily dependent on how the organisation controls its four pillars of management: man, machinery, material, and money.
The’man’ who serves as the 4ms’ arm refers to those who are responsible for achieving the organization’s goals. Among these people, a select few should manage and lead the rest.
A manager is a leader; hence, In psychological studies, a leader is usually described in terms of the group he leads; he is the one who supervises, directs, and regulates the group’s activities in order to attain the group’s goals.
Leadership is therefore defined more broadly as the process of persuading others to work freely towards shared goals.
To lead is to manage, guide, conduct, direct, and precede; indeed, the ability to lead effectively is one of the prerequisites for being an effective manager.
Job performance is critical for any manufacturing company’s survival. If staff are not well-coordinated, motivated, guided, and regulated, they may work at 50 to 60 percent capacity, which is only enough to meet the requirements for job retention.
To attain optimum efficiency in job performance, the manager must elicit devoted responses from subordinates by using an effective leadership style.
The significance of management leadership styles cannot be overstated, since its appropriateness has a significant impact on the overall success of the organisation. There are three types of managerial leadership styles: free-reign, democratic, and authoritarian.
These managerial leadership styles have different and distinct qualities. Thus, the goal of this research is to critically investigate the effects of these managerial leadership styles on employee job performance.
1.1 Statement of Problems
The human resources of any organisation influence its success or failure to a considerable extent, and as such, their management and efficiency should be a top priority for this management.
However, it is true that most managers in commercial organisations struggle to effectively lead their employees and motivate them to give their all in their work. This problem stems mostly from the leadership style used by these managers.
Most managers are unable to design the appropriateness of a specific managerial style for reaching organisational productivity goals. Some of these issues are highlighted below.
(1) Poor Communication: Communication is regarded as the most important part of contact in a society; a breakdown in the communication system would result in poor interaction, and it is also the lifeline of every civilization.
As a result, communication within an organisation fosters the relationship between superiors and subordinates. Meanwhile, a manager can only be effective in his leadership tasks if there is an effective flow of Leadership , as poor communication has been identified as a leadership responsibility issue, which impairs work performance.
(2) Poor Managerial Perception:- Job performance can only be improved if leaders comprehend employee diversity inside the organisation, resulting in an effective motivation plan.
The failure of a manager to identify employees’ needs in order to know when and how to motivate them for effective job performance reduces such managers’ leadership responsibility
which will be a major problem in achieving organisational goals and objectives. It could also result in high levels of job discontent, absenteeism, tardiness, and labour turnover, among other things.
1.2 Statement of Hypothesis
The hypothesis statement will be as follows.
(1) The managerial leadership style is likely to have an impact on employee job performance.
(2) That the level of satisfaction among employers is most likely determined by the managerial style.
(3) The managerial style used will most likely be determined by the sort of goal setting.
(4) The managerial style is likely to vary depending on the situation.
1.3 Object of the Study
The research study’s objectives will be as follows:
(1) To investigate Acra Contractors Company Lagos’ managerial leadership style and how it has helped the firm achieve its goals.
(2) To learn about the other aspects that influence job success at Aero Contractors Company Lagos.
(3) To investigate the extent to which the managerial leadership style has contributed to industrial peace and harmony at Aero Contractors Company Lagos, as well as how this has resulted in increased production.
(4) To recommend a managerial style, if necessary, to Aero Contractors Lagos. It is intended that it would help the organisation achieve its goals.
1.4 Significance of the Study
The study seeks to determine the impact of managerial styles on staff performance in an Aero contractors organisation.
It will also investigate the land of relationships between leaders and subordinates with the goal of addressing deficiencies.
The study will also look into measures to maximise worker productivity, efficiency, and profitability.
Furthermore, the research will identify solutions to preserve an acceptable and conducive work environment while reducing tension and industrial interest. Employee performance is critical for an organization’s survival in the global competitive landscape, and managerial styles are required to ensure that employees perform to expectations.
Because managerial style is a crucial determinant of specific work behavioural patterns, this study must emphasise its fundamental impact on employees, organisations, and the whole economy.
The study will add to existing knowledge in the field of managerial styles, thereby stimulating more studies or research on these topics, as progress is made every day.
1.5 Scope of Study
This study examines the impact of management leadership style on the job performance of employees who work for the Aero Contractors Company in Lagos.
The research will attempt to critically assess the impact of different management leadership styles on employee job performance and the company as a whole.
1.6 Area of Study
Nigeria’s Aero Contractors Company was created in 1959. It is a completely owned subsidiary of Schreiner Airways B.V. from the Netherlands. In 1973, the Nigerian Oteri holding became the exclusive partner with a 40% investment in Aero Contractors of Nigeria, which increased to a 60% ownership stake in 1976, anticipating the Nigeria indigenization edict.
Schreiner is currently the managing partner, and the precise management tasks are stated in the shareholders agreement contract. As a result, Schreiner is in charge of the company’s daily operations.
The company began in 1959 as an air charter operator for Nigeria’s fledgling oil sector, mostly in the Warri Escravos region.
Since its inception, the company has been awarded contracts to supply helicopters and air charter services to Nigerian Agip Oil Company, ELF (Nigeria) Ltd, and Texaco Oil Petroleum Company Nigeria Ltd.
The helicopter enabled offshore and swamp communication, while the air plan connected Warri, Port Harcourt, and Lagos. Today, Aero Contractors provides both rotar and fixed wing services to major oil and gas firms, as well as supporting businesses in Nigeria and West Africa.
Aero contractors has a crew of approximately 945 people with specialised talents in several professions. To compete on a worldwide scale, the company has implemented an effective training policy for its employees both domestically and internationally.
1.7 Definition of Terms
(1) Control refers to the ability to manage or direct.
(2) Coordinate: The integration of actions from different parts to achieve a shared aim.
(3) Job Performance: The act or state of performing a job.
(4) Leadership: It refers to the ability to lead, as well as the position or role of the leader.
(5) Management:- Management is the process of planning, organising, leading, and controlling the activities of organisational members, as well as the use of organisational resources to achieve a specified organisational goal.
(6) Motivation: An act or incentive offered to employees to help them operate more effectively and efficiently.
(7) Organisation: The act of being organised as a group of people arranged in a system to work and complete tasks as a team.
(8) Subordinate: A junior rank or position that is less important and works under the direction of another individual.
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