AN APPRAISAL OF LEADERSHIP STYLES AND ITS EFFECTIVENESS IN ORGANIZATIONAL PERFORMANCE

ABSTRACT

This research on An Appraisal of Leadership Styles and Its Effectiveness in Organizational Performance with particular references to Mr. Biggs Okpara Avenue Enugu, Enugu State was intended to determine and assess the leadership style operational n Mr. Biggs presently and its effectiveness as a means of achieving organizational and national goals.

In carrying out the research therefore, references were made to source including some related literature.

In addition, questionnaires method was extensively employed to gather the necessary data for the study. This supported with other forms of collecting data such as books and consultation to the school libraries. Although getting information through some of this source was not easy, the research therefore acknowledge some limitations which might in one way or the other affect the result of the research. After the collection of the data it was used to present analyze, and interpret the data.

At the end, some finding based on the data were made which among other is that the most popular style of leadership operational in Mr. Biggs is participatory form of leadership although it was noted that this is subject to change due mostly to situational factors. It was also found out that most mangers in Mr. Biggs use to compensate their subordinate by giving additional responsibilities but failing to arrange such action with adequate incentives such as recommendation for promotion pay increases, and there is no proper provision for training of such workers to enable them carry out effectively the added responsibility.

Based on the major findings, some recommendations for improvement was derived which among other is that there is need for adequate provision of training facilities for both the workers and managers as this would go a long way in improving their performance.

As also noted involvement of workers in taking certain decisions establishment of effectiveness communication

CHAPTER ONE

Introduction

1.1 Background Of The Study

An appraisal of leadership styles and its effectiveness in organizational performance. A leadership is generally means influence, the act or process of influencing people so that they will strive willingly towards the achievement of group goals. The concept can be enlarged to imply not only willingness to work with real and confidence.

Zeal reflects order, earnestness, and intensity in the execration of work; confidence reflects exercises and technical ability.

To lead is to guide, conduct, direct and preceded. Leader act to help a group achieve objectives with the maximum application of its capabilities. They place themselves before to accomplish organizational goals.

The relationship of leaders to the management crises intriguing as a case of the situational approach to leadership, there are many facets to consider. In time of prosperity well-developed hygiene factors supervision, interpersonal relation working conditions, wages, polices, and job security. May, to a variable degree, be used by the leader as reinforcing agents to provide a “set” that will produce good results. But if adverse conditions develop, such as a long. Drawn out depression or deflect by an enemy in war. There will be no jobs and inadequate pensions; there may be wages cuts and negative changes in working conditions when there is the preferred leadership style.

Another hygiene factor, not include in the usual enumerate, is the relationship of managerial success or failure of leadership potential. It would appear that in our society success is assumed and therefore is not a positive factor as a leadership role. On the other hand, can a manger with a succession of failures effectively lead?

The emergence of spontaneous leaders in times of crises used to favorite theme for developing an understanding of leadership itself, the group at play selects its leaders and follows order, at all scene of an accident emerges during crises?

Based on these problems, it is the intension of the researcher to verify the existence of this problem in Nigeria using Mr. Biggs Okpara Avenue Enugu as a case study.

1.2 Problems Associated With The Subject Matter

a look at the happenings in various private owned institutions gives a picture of workers attitude that varies between disinterestedness to deliberate impediment as a result of which the smallest and simplest piece of business takes move time and trouble than it should and frequently, requires the attention of a senior instead of junior employee before it can be done at all, this odds to the actual cost of operating a business which involves uneconomic and senseless use of manger. Through the years it has shown that private owned institutions have almost if not completely failed in their performance this failure may partly be attributed to ineffective leadership, it is based on this, that we set out to investigate and evaluation the effectiveness of leadership adopted by these intuitions.

1.3 Problems The Study Will Be Connected With

With reference to Mr. Biggs Okpara Avenue is hindrance on leadership, while some critical dimension of the leadership situation in Nigeria organization especially on Mr. Biggs Okpara Avenue Enugu is postion power. A leader with clear and considerable position power can move easily obtain better follower ship than one without such power. In Mr. Biggs Enugu position may be given to uneducated/unqualified person or to somebody without adequate authority, less position for higher authority and responsibility but the leader abuses the position by neglecting his duties and responsibilities and engage in corruption and encirclement upon individual liberty.

Task structure:

Where task are better spelt out, the leaders quality of output or performance be more easy noticed than where task are not. In Mr. Biggs appointments, task structure or quality of performance is not a matter of concern.

What is paramount is interest on dually bags, while it doesn’t even know what they are supposed to be doing and even when they know, they do not know the extent or deliberately cross boundaries.

Exploitative Authoritative:

These kind of classes of leaders are highly autocratic have little trust in subordinates. Lead people through fear and punishment, with occasional rewards, engages only in downward community, limit decision making to the top etc. these explanations relates to many of our Nigeria leader both directors in Mr. Biggs, particularly Mr. Biggs Okpara avenue Enugu. May of this leaders think that if the encourage their subordinate climb the organization ladder, they will be push out the organization.

Leaders Members Relation:

This is the extent to which group members like and trust a leader and are willing to follow him. This is the most important from leader point of view since position power is the control of enterprise. Very few leaders in Nigeria carry their workers or subordinate along with them.

1.4 The Important Of Studying That Area

This research work will b e of the immense help to Mr. Biggs in their process of chosen their best leadership style to follow.

Furthermore, it will educate the company on the style of the subordinate and superior relationship to be maintained in the organization for achievement of their organization objective.

It will also help the general public on their decision on leadership style to be followed by similar organization.

This study is justified in the sense that it is done as a contribution to the current search for their solution of their managerial problem especially on the areas of the leadership.

Finally, it will help other research that will research into leadership’s style in the future.

1.5 Definition Of Importance Terms

The terms used were willing defines as follows

a. Leadership style:

Some earlier explanation of leadership style classified them on the basics of how leaders used their authority leaders were seen as applying three basic. The autocratic leader was seen as one who commands and expert compliance, who is dogmatic and positive, and leader by their ability to withhold or give the reward with punishment, the democratic or participative leaders consult with subordinate on proposed actions an d decisions and encourage participation from them.

b. Management:

This means people involved in corporate decision-making process and are responsible for any attendant risk.

c. Organization environment:

This refers to both micro and macro environment, actions of which influence the performance of the organization. They include employees, customers, suppliers, government and its agency, competitors and general public.

d. Material / equipment:

This is the aggregation of all in terms of input into the organization, non-availability of which will affect performance.

e. Organizational performance:

This refer to the degree of achievement objectives or otherwise.

…

CHAPTER TWO

2.0 Literature Review

2.1 Introduction

The review of relevant literature is the main topic of this chapter. A literature review covers theoretical and methodological contributions to a certain issue in addition to the state of knowledge at the time of writing. It provides information about the state of the art in relation to the subject you are writing about. It examines the body of work on the chosen subject. The literature evaluation in this study comprises the …

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TABLE OF CONTENTS
PRELIMINARY PAGES

Title page
Approval page
Dedication
Acknowledgement
Table of Contents
Abstract
CHAPTER ONE
INTRODUCTION
1.1 Background …
⋮
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
2.2 Conceptual Review
2.3 Theoretical Framework
⋮
2.4 Empirical Studies
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
3.2 Research Design
3.3 Population of Study
3.4 Sampling and Sampling Technique
3.5 Validation of Research Instrument
3.6 Method of Data Collection
3.7 Method of Data Analysis
3.8 Questionnaire Administration
3.9 Ethical Consideration
3.10 Statistical Analysis
CHAPTER FOUR
DATA ANALYSIS, RESULT AND DISCUSSION
4.1 Introduction
4.2 Presentation and Analysis of Data
4.3 Re-statement of Research Questions
4.4 Test of Hypotheses
4.5 Discussion of Findings
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 Introduction
5.2 Summary of Findings
5.3 Conclusion
5.4 Recommendation
5.5 Suggestion for Further Study
REFERENCES
APPENDIX A - “QUESTIONNAIRE”

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