PERSONALITY TRAITS AND MANAGERIAL EFFECTIVENESS OF PUBLIC SERVANTS
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PERSONALITY TRAITS AND MANAGERIAL EFFECTIVENESS OF PUBLIC SERVANTS
Chapter one
INTRODUCTION
Background of the study
Personality attributes and leadership style both play an important part in determining management effectiveness.
The origins of personality traits and management leadership can be traced back to Thomas Carlyle’s “great man” idea. The history of the world was the biography of great men (Carlyle, 2010).
In other words, outstanding leadership shapes history (Judge, Piccolo, & Kosaika, 2012). Galton advanced the hypothesis and discovered that leadership was a unique feature of outstanding people, and the characteristics leaders possessed were immutable and could not be developed.
With an increase in the number and size of public servants in Akwa Ibom State, Nigeria, and in the case of a public secondary school, which is a case study for this project
the hiring of more teachers, changes in school structures, and an expanded curriculum, the problems of effective managerial leadership by school principals are bound to become more complex.
Rapid development through the establishment of junior and senior secondary schools may result in more instructors with less experience, as experienced principals are not accessible in some schools.
In Akwa Ibom State, it is important to note that some schools experience more conflicts than others, which is attributed, among other things, to the principals’ level of managerial leadership effectiveness.
Discipline in school is the result of effective leadership, whereas indiscipline is caused by some principals’ lack of commitment (Adesina, 2012). Today, discipline in Nigerian secondary schools tests principals’ maturity.
Principals, as the primary agents in promoting school effectiveness, are the cornerstones of the educational system, particularly at the second tier of the educational pyramid. The principal’s position is significantly more complicated and complex today than it was in past decades.
The vast number of functions that principals are asked to perform on a daily basis, frequently at the same time, demonstrates the complexity. The amount to which they effectively carry out their leadership responsibilities has a significant impact on the preservation of educational quality and standards.
According to Itsueli (2010), the school leader (principal) must execute three key functions:
To identify and influence the creation of goals and policies.
To form and coordinate educational organisations responsible for planning and implementing appropriate programmes.
Procure and manage the resources required to support the managerial system and its planned programmes.
Statement of the Problem
It is a well-known fact that the Nigerian civil service as an institution was required to respond to the country’s political, social, and economic development.
This response manifested itself in a variety of reforms aimed at improving leadership effectiveness, efficiency, productivity, and welfare packages, as well as human and financial resource management.
However, these reforms have failed in a variety of areas, including training, staffing, gender, age, and employee experience. So that individuals who are technically and intellectually qualified can advance to the highest levels of general administration.
Between 1945 and 1999, there were around nine significant civil service reforms, each of which established several landmarks in the civil service in direct response to the country’s political, social, and economic developments.
The pervasive issue of low morale among public sector workers, which has been caused by poor remuneration, insufficient staffing, and the government’s inability to pay retirement benefits on time, are all related to employee welfare issues that lead to ineffective performance of their duties.
Thus, Akwa Ibom State’s civil service has done poorly in terms of policy formulation, control, accountability, and political monitoring. The issue of work unhappiness among civil officials in the service, which has led to decreased productivity and effectiveness, may be traced back to poor administrative leadership.
According to Amagoh (2013:246), the state civil service is currently plagued by issues such as worker unhappiness, maladministration, inefficient control, role conflict and ambiguity, uncoordinated disciplinary procedures, and general corruption, all of which contribute to a negative image of the services.
PURPOSE/OBJECTIVES OF THE STUDY
To identify the personality traits and management leadership effectiveness of public servants in Akwa Ibom State.
To understand the importance of age and experience among public servants.
To give recommendations that will influence personality attributes and managerial effectiveness.
RESEARCH QUESTIONS:
Is there any relationship between the principal’s age and his managerial effectiveness?
Are there any significant disparities in management effectiveness between men and women?
Is there a significant difference between principal experience and management effectiveness?
Is there a temperament trait that combines intelligence and decisiveness?
Research Hypotheses
Ho1: There is no significant association between a principal’s age and their managerial efficiency.
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