THE IMPACT OF DIFFERENT LEADERSHIP STYLES ON EMPLOYEE’S PERFORMANCE IN AN ORGANISATION

(A CASE STUDY OF NIGERIAN TELEVISION AUTHORITY (NTA) CALABAR)

BY

ABAM, PATIENCE AROKWE

MATRICULATION NUMBER - BME1309021

A PROJECT SUBMITTED TO THE DEPARTMENT OF BUSINESS MANAGEMENT AND ENTREPRENEURSHIP, INSTITUTE OF TECHNOLOGY AND MANAGEMENT UGEP,

CROSS RIVER STATE.

IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF NATIONAL DIPLOMA (ND) IN BUSINESS MANAGEMENT AND ENTREPRENEURSHIP.

OCTOBER 2016

APPROVAL

This is to certify that the work reported in this dissertation was carried out by ABAM, PATIENCE AROKWE, with MATRICULATION NUMBER – BME1309021 in the Department of Business Management and Entrepreneurship, Institute of Technology and Management Ugep, Cross River State.

…………………………………………                    …………………………………….

Supervisor                                                                 Date

…………………………………………                    …………………………………………

HOD                                                                           Date

……………………………………………                ………………………………………

External examiner                                                               Date

DEDICATION

I give thanks to almighty God for given me the grace in accomplishing this task, may his name be highly exhorted in the name of Jesus. Amen.

ACKNOWLEDGEMENT

Naturally, no scholarly work is done or written without assistance from anybody. It will be possible to give credit to all those who assisted me in one way or the other in the development of this work. However, special mentioned must be made of selected persons whose assistance readily standout.

The work could not have been completed without the living care and protection of the almighty God, to him my life rest on and because of his mercy and protection I am able to be what I am today. To this end, I therefore owe a debt of honour to my supervisor, Mr. Marcel Ihechiama for his criticising eyes and comments which have contributed a great deal in reshaping and improving the quality of this research work. Also his advice, guidance and understanding, throughout the various stages of this study despite his tight schedule. Most wonderfully, my sincere gratitude to Mummy, Daddy and my siblings whose value for sound education has directed me to this level. I will not fail to mention the out gone Rector, Dr. William Pedley who encourages me to do anything I think I cannot do. He also makes me to understand that, if you think you cannot do anything and you allow the mentality to live in you that means the end of it. I give kudos to my able lecture Mr. Victor Ogunsola because, he is my motivator and my mentor. To my friend Godwin ushie Oko for his support in research and printing of my project when my printer fails me. To Gabriel Etenikang odey, Ndifreke Ephraim Ekong, Ruth Oganiru Kuanna, and a host of others for their immense support, for making this work great. May almighty God lift us up to a higher level in Jesus name. Amen. 

ABSTRACT

This study examine the impact of different leadership styles on employee’s performance in an organisation. It went ahead in ascertaining the relationship between employee’s performance and productivity, which is the trademark of the organisation goals and objectives. The study reveal that there is significance relationship between leadership style and employee’s performance in attainment of organisation goals and objectives. The study sought to investigate the effect of leadership styles practice in an organisation and their effect on employee’s performance. The purpose of this study is to understand the effect of different leadership styles (Autocratic, democratic and laissez faire style of leadership) on employee’s performance. The objectives that guides the study were to investigate the effect of Autocratic leadership style and how it affect employee’s performance and to analyse the effect of democratic leadership  style on employee’s performance and laissez faire (lay back approach) leadership style on employee’s performance in an organisation.   

Keywords: - Significance, keys to leadership success, appropriate application of leadership styles. Situational leadership, leadership style, values and belief, Autocratic, democratic and laissez-faire

TABLE OF CONTENTS

 TITLE                                                                                                                       PAGES

Approval - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - i

Acknowledgement - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ii

Abstract - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  iii

Table of content - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - iv

CHAPTER ONE: INTRODUCTION

1.0         Introduction

1.1         Background of the study - - - - - - - - - - - - - - - - - - - - - - -  - - - - - - - - 1

1.2         Statement of Problem - - - - - - - - - - - - - - - - - - - - - - - - - -  - - - - - - - 2

1.3         Objective (s) of the Study - - - - - - - - - - - - - - - - - - - - - - -  - - - - -- - - 3

1.4         Significance of the study - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - 3

1.5         Research Questions - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- 4

1.6         Statement of Hypothesis - - - - - - - - - -  - - - - - - - - - - - - - - - - - - - - - 4

1.7         Theoretical framework - - - - - - - - - - - -  - - - - - - - - - - - - - - - - - - - - -5

1.8         Scope of the study - - - - - - - - - - - - - - - -  - - - - - - - - - - - - - - - - - - - 6

1.9         Limitations of the study - - - - - - - - - - - - - - - -  - - - - - - - - - - - - - - - - 6

1.10      Definitions of terms - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 7

CHAPTER TWO: LITERATURE REVIEW

2.1       Introduction - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  -- - - - - - - - - - - - - - 8

2.2       Factors affecting leadership styles - - - - - - - - - - - - - - -  - - - - - - - - - - - - - 11

2.3       Nature of leadership styles - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 13

2.4       Evaluation of leadership styles - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- 13

2.5       Types of leadership styles - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- 14

2.6       Importance of leadership styles - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 17

2.7       Leadership styles management - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 18

2.8       Effects of leadership styles on organisation - - - - - - - - - - - - - - - - - - - - -- 19

2.9       Effects of employee’s performance - - - - - - - - - - - - - - - - - - - - - - - - - - -  20

CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Research Design - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  - 23

3.2 Population - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  - 23

3.3 Determination of Sample Size - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  - 23

3.4 Sampling Technique - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  - 24

3.5 Source of Data - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  - 24

3.6 Method of Data Collection - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  - 25

3.7 Method of Data Analysis - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  - 25

3.8 Data Collection Instrument - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 26

CHAPTER FOUR:  DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1 Presentation of Data - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 31

4.2 Analysis of Data - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 31

4.3 Testing of Hypotheses - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  - - 35

4.4 Interpretation of Data - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  - 40

CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1       Summary of Findings - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 41

5.2       Conclusion - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  - 41

5.3       Recommendation - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 42

References - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  - 44

Appendix 1 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  45

Appendix 2 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -i - - - - - - - - -- - - - 46

         

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

This study is about the impact of leadership styles on employee’s performance which majority focused on employees. In past years, leadership has engaged as a new effective approach for managing the employees and organisation at large. The traditional concept of personnel administration has gradually replaced with the human resource management. This give importance to the strategy integration of new leadership styles into effective management of employees and to improve the employee performance. The effective leader must be a good diagnostician and adopt style to meet the demands of the situation in which they operates. Different leadership styles are used that fit to employees on the basis of amount of directions, empowerment, and decision making power. An administrative phenomenon reflects the contingency of leadership, and style, situation and performance criteria have been left to suffocate on their own. As a result, employee performance was affected due to lack of proper direction and application of strategic style in managing daily duties. It was noted that, in most studies, the concept of democratic approach was highly lacking yet in the data collected, it was noted that this approach was critical to the sustainability of leadership processes especially in large working environments. The history of leadership and how it affects performance of employees dates as back as the 17^th century (Carter, 2008)  where towards the end of that century we started noticing a shift from treating humans as machines and rather see them as human capital necessary for the achievement of different work tasks.  (Carter, 2008) Defined leadership as the ability to employ managerial competencies to organised performance processes by inspiring, igniting and motivating teams to meet set organizational goals. Leadership is a special type of influential activity. It may be seen in effect in all kinds of special situation, and it is especially obvious. Where the situation demands that the people work together towards common goals. In an organisation, leadership is a managerial activity, the purpose of which is to direct the employee’s in one immediate chain of command towards the accomplishment of work goals.

In this regard, it is important to realise the culture of the working environment. There are integral part of the system in which dependent yet arises upon two-ways communications with constituent and the forces that create the circumstances in which they emerge.

In other hands, leaders are accountable for the performance of their organisation or the success of the government, which is dependent on employee’s productivity. The role of leadership in management is largely determined by organizational culture of the company. It has been argued that manager’s belief, values and assumptions are of critical importance to the overall style of leadership they adopt.

Leadership is an influential process which distinguish a leader by their actions, and also encourage group of people to move towards a common goal. As you can see, leadership is the function that the individual perform, while leader is an individual. Beside an individual within an organisation who have authority are often refers to as leader, regardless of how they act in their job.

In fact, informal leader can exhibit leadership even though they do not hold formal leadership positions that could distinguish them. Therefore, leadership effectiveness is important in the attainment of organisational goals and objectives.

1.2 STATEMENT OF THE PROBLEM

Employee’s performance includes executing defined duties, meeting deadlines, employee’s competency, effectiveness and efficiency in doing work. Various organisation’s needs strong leadership styles that stimulate the employee’s performance. The issue of leadership style in an organisation is very key to achieving organizational goals and objectives. Overtimes, it has been discovered that the nature of the organisation and the staff formation depends on the leadership style to adopt. The performance of employee, its productivity and general contribution to the attainment of goals can be very low or inadequate; this is not because such employee is in experienced but the nature of the leader with whom such employee is assigned duties. An autocratic leader finds it difficult to motivate and correct employee and such lead that is democratic is fairly and just.

It is believed that an effective organisation rooted from the propeller or on the business leaders. The idea of effective leadership is also adopted in the world of technology. The employee’s must perceive that, there is a need of a leader who should not only have to lead people but also, be effective. They need and effective leader who can lead the people towards the changes and performance improvement.

1.3 OBJECTIVES OF THE STUDY

 The objective of the study is to investigate the effect of the different leadership styles (Autocratic, Democratic and laissez-faire) on employee’s performance.

1.    To explore the leadership style that contributes to employees performance

2.    To explain the relationship between effective leadership style and performance of employee’s

3.    To know the significance of leadership styles in employee’s performance

4.    To develop the model that shows relationship among different styles of leadership and employee’s performance

1.4 SIGNIFICANCE OF THE STUDY

The completion of this study will provide understanding of the concept present so as to generate data and information that every planner could use in order to come up with strategies, plans and designs that will strategically position them in the highly competitive, diverse and complex business environment that is experienced at present.

By fulfilling the aims that were stated in the objective section, this study will be helpful for other researchers who may be focusing on understanding the concept of effective leadership. The possibility that other researchers may be able to use the findings in this study for future studies that will create a huge impact on society. This study finding can be used for other findings that might prove to be helpful in introducing changes to the business.

1.5 RESEARCH QUESTIONS

1.    Does leadership styles have effect in your organisation?

2.    What are the impact of leadership styles on employee’s performance?

3.    What are the relationship between leadership styles and employee’s performance in an organisation?

4.    How does different leadership style affect employee’s performance in an organisation?

1.6 STATEMENT OF HYPOTHESIS

Hypothesis (HO): Leadership styles does not affect employee’s performance.

(H1):  Leadership styles affect employee’s performance.

(HO):  There is no significant relationship between leadership styles and performance improvement of employee’s.

(H2): There is significant relationship between leadership styles and performance improvement of employee’s

1.7 THEORETICAL FRAMEWORK

The Fred Fieldler present the theory of Fieldler leadership contingency model theory (S., 1995) in which he proposed that effective employee’s performance depend upon the proper match between a leaders ability to lead is contingent upon situational factors that include the leader’s capabilities, preferred style, behaviour and competency of employee’s. This theory propounded that leaders should adopt that style which best to the situation and immediately stimulates the employee’s performance.

Leaders has  responsibility to provide guidance and share the knowledge to the employee to lead them for better performance and make them expert for maintaining the quality and to become the head of all the team is such a great responsibility. The introduction of clear standards of leadership promotes the core values and maturity on their role and responsibility.

As situation affects which functions they carried out, it will also affect the manner in which the functions are performed. There are broadly three types of leadership styles, according to (Carter, 2008) and he also explains the different traits of each styles that significantly affect the employee’s performance.

Autocratic (Authoritarian): - Both words describe the type of leaders who gives order and expect instant obedient without argument.

Traits of Autocratic Style: - Decisions making power is theirs, unrealistic in demands, uses excessive discipline and punishment, does not allow others to question his decisions or authority, feels he is the ability, critical of differing opinions, rarely give recognitions, is easily offended is offended, uses others for his benefit, actions oriented, highly competitive, useful in the short-term focus.

Democratic Style: - The democratic leaders makes no suggestions but, ask for the group opinion. The group is left to make its own decisions democratically, which are then “rubber stamped” by the leader.

Laissez-faire Style: - Is a leadership style in which employees takes part in the decision making process. Opinions of the group are sought by the leader who use this information to make decisions. This group is kept informed about the future and are allowed to debate and proposed changes to long-term policy.

Traits of Laissez-faire style:  leave alone, employees make decisions, employees have much freedom, and also believe employees are professional.

1.8 SCOPE OF THE STUDY

This study covers the use of different division in leadership styles in organisation and how it helps the employee’s performance. This study only focused on exploring how the different leadership styles stimulated the employee’s performance which include execution of defined duties, meeting of deadlines and achieving departmental goals.

1.9 LIMITATION OF THE STUDY

Based on this study, the researcher limited on the following factors:

Time: time was too short for the project work to be done by the researcher due to academic strike; after returning from the strike there was no much time to further on the research as the examination time table was out immediately.

The cost of typing: the cost of typing and printing of the document is very high and too expensive.

Movement to gather information cost: the cost of moving out of the school to the organisation of my case study (transportation).

Electricity/ power Supply:

1.10 DEFINITION OF TERMS

Autocratic leader: Leader who centralised power and decision making subordinate are instructed on what to do.

Democratic leader: leader is said to be participative and employee-cantered. Leader who decentralize powers and authority; by taking decision with employees in form of participation, employees and the leaders who work as a social group of workers.

Laissez-fair: sometimes it allows the employee to establish its own goals and workout its own problem.

Leadership: is a process of influencing others to work willingly towards organisation goals with confidence and enthusiasm.

Leadership style: it’s the leaders’ manner of acting in a work situation.

Motivation:  is positive or negative inducement, influence, suggestion or other stimuli that can mobilize and the attitude and behaviour of an individual group towards the accomplishment of some specific goals. 

CHAPTER TWO

LITERATURE REVIEW

2.1 INTRODUCTION

Leadership, as Kotler (1990) argues, is more of establishing direction, aligning people, and motivating and inspiring others. Leadership is concerned with long-term outcomes and future goals of the organisations. Leadership is more about people and less of tasks. Leaders often put  many of these skills and interests to good use but often to better effect because they focus on areas such as discovering solutions, managing changings, excelling in spite of organisational structure, and inspiring personnel to achieve their goals. Leaders achieve objectives through energised and excited subordinates who share their passion, vision, and direction. Good leaders feel comfortable challenging the status quo and finding efficient as well as long-term solutions to challenges. Good leader develop through a never-ending process of self-analysis, and the utilization of education, training, and experience to improve. The best leaders are continually working and studying to improve their leadership skills.

Devotion to understanding the traits and behaviour of good leaders was the early effort in leadership research. The objective of this chapter is to discuss the leadership in a public organisation. Our approaches are to discuss the concept of leadership and explore their applications to the public servants. For a better understanding of our subject matter, we shall adopt the wide-ranging approach and draw from three theories which includes the democratic, the system, and the need theory of individuals. The reason for this is that each theory reinforces the other.

 The Democratic Theory

Though this theory has been largely associated with government, it has become inevitable to relate it to organisations for proper conduct and effectiveness. As Besse (1957) put it, the theory is informed two thousand years ago, participation in the religion which has come to dominate the world. Two hundred years ago we put this essential element in our political and social structure. We are just beginning to realise that we ought to put participation in business as well. The theory is informed by the works of classical and neo-classical theorists such as Aristotle, Plato, Thomas Hobbes, John Locke, Jean Jacques, Rousseau, Edmund Burke, James Madison, John C. Calhoun to mention a few. (Baradat, et al., 1979). The core issues about democracy is important but, it attaches to human personality.

 The System Theory of Organisation

The system approach to organisation view an organisation as a whole with a set of interrelated and interdependent parts. These parts could be internal or external. The individuals are essential part of the organisation without which the organisation could either exists nor function. The theory has its roots in (L., 1972) who propagated the idea via his publication: ‘General System Theory’. According to him, “since Bertalanfy perfected his idea, many scholars have built upon it.

Some aspect of the logic of his analysis are:

a.    Physical and biological limitations of individuals lead them to cooperate and once they cooperate with these limitations become limited and also play a part in including further cooperation.

b.    Organisations can be divided into two kinds: the formal organisation, which is that set of consciously coordinated social interactions without a common or consciously coordinated joint purpose.

c.    The formal organisation cannot exist unless there are persons who are able to communicate with one and have a common conscious purpose.

d.    The function of the executive in the formal organisation among others is the maintenance of organisation communication and the integration of the whole. Cooperation is thus a creative process and leadership is the fulminator of its forces.

 Classification of Leadership styles

(R, 1961) Noted that there are many dimensions to leadership and many possible ways of describing leadership styles, such as dictatorial, unitary, bureaucratic, benevolent, charismatic, consultative, participative, and abdication. The style of managerial leadership towards subordinate staff and the focus of power can, however, are classified, broadly, with a simplified three fold headings. The autocratic style is were the focus power is with the manager and all interactions within the group move towards the manager. The manager alone exercises decision-making and authority for determining policy, procedures for achieving goals, work tasks and relationships, control of rewards or punishments. The democratic style is where the focus power is more with the group as a whole and there is greater interaction within the group. The leadership functions are shared with members of the group and the manager is more part of a team. The group members have a greater say in decision-making, determination of policy, implementation of systems and procedures. The laissez-faire (genuine) leadership style is where the manager observes that members of the group are working well on their own. The manager consciously makes a decision to pass the focus of power to members, to allow them freedom of action to do as they think best, and not to interfere; but is readily available if help is needed. There is often confusion over this style of leadership behaviour. The word “genuine” is emphasized because this is to be contrasted with the manager who could not care, who deliberately keeps away from the trouble spots and does not want to get involved. The manager just lets members of the group get on with the work in hand. Members are left to face decisions that rightly belong with the manager. This is more a non-style of leadership or it could perhaps be labeled as abdication (Renunciation or abandonment).

2.2 FACTORS AFFECTING LEADERSHIP STYLES

(Tennenbaun & Schmidt W.H, 1973) (Mullins, 2007), argued that attentions to the manager’s style of leadership has come about because of a greater understanding of the needs and expectations of people at work. It has also been influenced by such factors as:

a.    Increasing business competitiveness and recognition of efficient use of human resources

b.    Changes in the value system of society

c.    Broader standards of education and training

d.    Advances in scientific and technical knowledge

e.    Changes in the nature of work organisation

f. Pressure for a greater social responsibility towards employees, for example through schemes of participation in decision-making and work/life balance and

g.    Government legislation. (Mullins, 2007) Suggested that all of these factors has combined to create resistance against purely autocratic style of leadership.

 The Effect of Leadership Styles

In recent times or years a number of different theories of leadership that have developed, some are complementary where as others are contractor.

There is very close positive relationship between effective leadership and effective management. An effective leadership will often consider the changing situational factors, changing interpersonal relation and appropriate types of reward to be given to the followers

Schlenker develops a style of leadership that will take into account the needs and expectation of his subordinates and recognises the facts of difference in motives between individuals, (Schlenker, et al., 1992) notes that leadership and management are dynamic phenomenon. They need multi front and changing approaches. The recognition of human value by management is necessary; they constitute the focus of the theories of leadership. However, the effect of leadership style can be carried out in several forms.

A successful leader carefully analyse problems, assess the skill level of subordinates, consider alternatives and make an informed choice. By choosing the most appropriate leadership style for the situation, an effective leader provide a lasting impact; using the commanding leadership style, leaders establish a clear distinction between subordinates and superiors. Autocratic leaders command make decisions without input from workers. The typically leads to low employee’s moral. It also tends to result in increased employee’s absenteeism and decreased employee’s pretension. While leaders succeed when using this style in crisis, such as a natural disaster, used of his leadership generally results in poor long term results. When leaders use a coaching style instead, subordinate feel safer and encouraged to focus on their own development which ultimately helps the organisation for the long term by increasing employee’s morale retention and satisfaction.

Productivity Effects

In using democratic leadership style, a leader engages with employee to figure out the best way to accomplish the organisation’s strategic goals. This type of leader recognises that those working, closet to problems usually have the best insight for recommendation process improvements that lead to productivity gains. This includes decreased errors, minimized waste and increased customer satisfaction.

Democratic leaders run team building exercises to promote cultural awareness and diversity, which can improve productivity by allowing the team to recognise each other strength and value.

2.3 NATURE OF LEADERSHIP STYLES

True leadership is special, subtle, and complex. Too often we confuse things like personal style and a position of authority with leadership style.

Leadership style is not primarily a particular personality traits. A trait closely to leadership is charismatic, but many people who are charismatic (for example movie actors and sports figures) are not leaders.

Leadership style is not primarily a set of important objectives. It involves getting things done at the right time.

Leadership style is not primarily a formal position. There have been great leaders who did not hold high positions for example, Martins Luther king (Jr) and Jeanne D’ Arc and, there are leaders who hold high positions who are not leaders at all, but administrators who do not want to rock the boat.

Leadership style is not primarily a set of behaviour. Many leadership manual suggest that, what defined leadership is things such as delegating and providing inspiration and vision; but people who are not leaders can do things and some effective leaders do not do them all. Example of leadership style, we have leadership style in business and leadership style in government.

2.4  EVALUATION OF LEADERSHIP STYLES

The difference between the three styles of leadership

Autocratic

Democratic and

Laissez-faire

Autocratic	Democratic	Laissez-faire
Very authoritative	Gets opinion from followers	Full of inspiration and challenging
Is rule by one	Leads to effective team work	Hand off approach
Decision is made by one person	Social equality	Spread responsibility in different ways
Leader gives order for followers to follow	Motivates employee’s	Leader provide the tools and resources needed
Maintains discipline	Coaching	Usually work with knowledge and experience workers

Similarities of the three different styles of leadership

In all, after contrasting of the three different styles of leadership to management, we realised that, there all result to decision making. Autocratic makes decision and the followers follow, democratic seek the followers then make the final decision and laissez-faire makes decision and the followers work according to instructions. 

2.5  TYPES OF LEADERSHIP STYLES

The following are the different types of leadership styles

Autocratic Style of Leadership

This style has its theoretical basis on the classical organisation theory and in the doctrine concerning the right in private ownership of property. This is a situation where the organisation is run in a very autocratic, directive manner and the entire decision making processes center around the entrepreneur. Under autocratic leadership, the leader is the sole determiner of what is to be done: his main contact with the subordinates occurs when he is telling them what to do. Autocratic leadership style calls for high goals and means control. In other word, this style focuses on the issues of close supervision, legitimate and coercive power, meeting schedule, and evaluating work performance (Nominees, 2006). This leader is likely to rely on the power of his position, more punishment centered and more task oriented.

Democratic Style of Leadership

This leadership style is characterized by employee oriented, and democratically supportive behaviours. He uses general supervision and is considerate of his subordinate. He is group centered and non-directive. He consults with his subordinates to function as a unit, abundantly makes full use of the talents, ability and creativities of the members of the group. He encourages participations in matters and decision affecting his subordinate. He is particularly relationship oriented. He promotes better attitude and morale. He is willing to share responsibility in both planning and execution.

This supportive or democratic styles shows:

1.    Consideration for subordinates. Usually he considers the needs, and preference of his subordinates. He treats them with dignity and kindness. He is non-punitive in his dealings with them.

2.    Consultative decision making. This leader very frequently asks his subordinates for their opinions on issues before making vital decisions.

3.    General supervision. His supervisory style is general rather than in a close manner. He delegates authority to his subordinates and permits freedom to exercise discretion in their work. He does not believe in imposition of tight control and close supervision. However, evidence has clearly shown that this supportive democratic leadership behaviours is most effect on when:

Decisions are routing in nature.

Decision need not be made rapidly allowing time for involvement of subordinates in the decision process.

The information required for effective decision making cannot be standardised or centralised.

Subordinates regard their participation in decision making as legitimate.

Subordinates see themselves as able to contribute to the decision making process.

Subordinates are confidence of their ability to work without close supervision.

This style corresponds to McGregor’s “theory y” which assumed that the average human beings is capable of taking responsibility for himself. This theory explain why managers tend to create pleasant working conditions, delegate’s responsibility and seek feedback regarding decision making from subordinates. But the question of individual’s capability in taking responsibility has a cultural connotation.

Laissez-faire Style of Leadership

This style of leadership is at the other end of the continuum from the autocratic style (Nominees, 2006). With this style, the leader attempts to pass the responsibility for decision making to the group. The leader gives little or no direction and allows group members a great deal of freedom. Also, the group is loosely structured. The decision making process with this style of leadership is slow, and there can be a great deal of “buck passing”. As a result, the task may not be undertaken, and considerations may become somewhat chaotic. The style of leadership presumes that the parties involved are theory y oriented. McGregor himself expressed doubts about the existence in the real world of people who need little or no directions.

Thus, McGregor himself finally realised the importance of a more directive leadership. Group members, in the end, will eventually demand some type of structure to be employed in order to get the job done. Very often the frustrations that accompany the laissez-faire structure outweigh its benefits.

This style gives a major part of the task responsibility to the employee’s. Job satisfaction and productivity will no doubt suffer because employee’s here become so contented with low standards and their own autonomy (freedom) that they may begin to be complacent. Thus, consequently, it will be seen that this leader rather than run the organisation, has abdicated and surrendered to the informal group in the organisation, in the running of the organisation.

 

2.6  IMPORTANCE OF LEADERSHIP STYLES

Few things are more important to human activity than leadership. Effective leadership helps our nation through times of peril. It makes a business organisation to be successful. It enables a not for profit making organisations to fulfil their missions. The effective leadership of parents enable children to grow strong, healthy and become productive adults.

The absence of leadership is equally charisma in its effects. Without leadership, organisation move too slowly, stagnate, and lose their way. Most of the literatures about organisations stresses decision making and implies that if decision making is timely, complete, and correct, then things will go well.

Yet a decision by itself changes nothing. After a decision is made, an organisation faces the problem of implementation, how to get things done in a timely and effective way.

Problems of implementations are really issues about how leaders influences behaviour, change the course of events and overcome resistance. Leadership is crucial in implementing decisions successfully.

Each of us recognises the importance of leadership when we vote for our political leaders. We realise that it matters who is in office, so we participate in a contest, an election, to choose the best candidate.

Investors recognises the importance business leaders when they say a good leaders can make a weak business plan to be successful, but a poor leaders can ruin even the best plan.

2.7  LEADERSHIP STYLES MANAGEMENT

The foundation for the “styles of leadership’ approach was the belief that effective leaders utilize a particular style to lead individuals and groups to achieve certain goals and objectives resulting in high productivity and moral. But even more important on leaders behaviours is the diversity of culture values, beliefs, habits and traditions, which expert profound influence on managerial relations, because what is thought desirable or worthy in life will influence interpersonal relations, especially leadership style. Therefore, leadership style refers specifically to the pattern of philosophies, beliefs, attitude, feelings, and assumptions an individual has about leadership which influence how, as a manager, he actually behaves when managing people. More specifically, it is a set of expectations an individual has to use his leadership position to involve himself and to involve other people in the achievement of results.

Essentially, a leader must be able to persuade all his subordinates or followers to contribute to the organisational goals in accordance with their maximum capacity hence; the leader must bear in mind the following.

The task on hand: here a leader should identify the organisation’s goals and plans how to accomplish the goals and organised his subordinates to work towards the success of the goals.

The team: a successful leader should organised his subordinates into groups in which interpersonal relations and exchanges of ideas can be fostered and or ensured. This will help the leader to encourage good communication among members of the group.

Individuals in the team:  no matter the type, organisations normally are made of group of individuals. In this circumstances, it is the responsibility of the leader to develop interest in the individual. Thus he should know and be aware of their problems private or personal, as they may be.

2.8  EFFECTS OF LEADERSHIP STYLES ON ORGANISATION

Autocratic Style:

Obviously, at certain times, this style will produce excellent short run results particularly during nasty economic conditions when people have little or no choice. Thus, in the short-run people will put up with pressure and be productive. Without thought, this style will create feelings of dependence and lack of self-direction, which in turn could result in resentment and resonance.

This is bad for an organisation.

Furthermore, it will impair initiative; it will create hostility and will definitely foster aggressive behaviour among subordinates. In strong formal organisations. Informal leaders are abound to emerge, and individuals will use their creativity for anti-organisational purpose. Educated and professional employees are more likely to reject an autocratic leadership.

Democratic Style:

The positive effect of this style:

      i.    There will be less inter-group stress/conflict. Cut throat competition will not be minimal if at all, and more co-operations are assumed-turnover, absenteeism, damages and grievance rates will be low.

    ii.    There is frequently greater productivity and high commitment.

   iii.    The leader himself is liked, respected, and viewed as more desirable.

   iv.    Above all there is greater commitment to group task, greater cohesion and greater self-reliance among members.

Potential barriers include:

      i.    Slower decisions making

    ii.    Diluted accountability for decision making and

   iii.    Possible compromises that are designed to please everyone but not the best solution.

Laissez-faire Style:

An advantage of laissez-faire leadership is the opportunity for individual development offered to group members. Everybody is giving a chance to express themselves and to function relatively independently. A disadvantage that may result is lack of group cohesion and unity towards organisational objectives. Without a leader, the group may have little direction and lack of control. The result can be inefficiency or even worse chaos.

2.9    EFFECTS ON EMPLOYEE’S PERFORMANCE

Autocratic Style:

Positive effects

      i.        Quick decision making

    ii.        Total control

   iii.        Maintains discipline

   iv.        Easy to set policies.

Negative effects

      i.        Frustration

    ii.        Low morale

   iii.        Increase work burden

   iv.        Fewer personal right.

Democratic style:

Positive effects

      i.        Create an idea environment for collaboration

    ii.        Problem solving

   iii.        Leads to effectiveness of team members

   iv.        Leads to concrete/ quality result.

Negative effects

      i.        Often depend on the knowledge of the team

    ii.        If the workforce is inexperienced, the style is not effective

   iii.        It is time consuming

   iv.        Gather information from everyone before making decision.

Laissez-faire Style:

Positive effects

      i.        Leads to high motivation

    ii.        Achieves higher quality result when employees are highly skilled, motivated, and capable of working on their own.

   iii.        Accomplishes task with very little guidance

   iv.        Workforce are professionals

Negative effects

       i.        It can lead to slaking off

      ii.        Prolong decision making and execution

    iii.        Requires skilled and motivated employees to function properly

    iv.        Work with only professionals

      v.        Less group satisfaction.

CHAPTER THREE

RESEARCH AND METHODOLOGY

3.1 RESEARCH DESIGN

A research design is a specification of procedures for collecting and analysing the necessary data to help solve a given research problem. For the purpose of this study, explorative qualitative research of the case study was used. This approach is suitable in diagnosing research problems, in screening alternatives and for discovering new ideals. It also makes use of survey research. The nature of the study necessitates the use of a descriptive research design as it is concerned with finding out the respondents’ attitudes towards leadership styles in their workplace and hoe it affect their employees’ performance. This method is appropriate in the study because it is concerned with actually finding out the respondents remark on the type of leadership styles they experience and how these styles affect everyday performance on both the employees and the organisation in whole.

3.2 POPULATION

The study population is the aggregation of overall NTA employees’ in Calabar. However, fifty (50) employees’ were randomly selected from the station. This figure is used as the total populations of the study various demographic characteristics of the population like age, sex, marital status and so on are considered. 

3.3 DETERMINATION OF SAMPLE SIZE

A sample is a representative part of the population under observation. For the purpose of this study, a sample size of fifty (50) respondents was selected from different departments. The technique for drawing samples from population is known as sampling. The Yaro Yamani statistical formula that was used to determine the sample size.

N = n

1 +n (e)²

Where, n is the sample size

N = the total population

1 = constant

E = the assume error margin which is 0.05

N =  50

1 +50 (0.05)²

N =  50

1 +50 (0.0025)

N =  50

    0.1275

= 392.15686

N = 392

3.4 SAMPLING TECHNIQUES

Random sampling method is the sampling techniques adopted in this research because it is the fundamental method of probability sampling.  This method uses the principles of randomization, which is a procedure of giving every subject in the population an equal opportunity of being selected from Nigerian Television Authority (NTA) channel 9 Calabar.

3.5 SOURCES OF DATA

Primary source: primary research will be integrated. The reasons for this is to be able to provide adequate discussions for the reader that will help them understand more about the issue and the different variables that involves with it. On the other hand, sources in primary research will not need all the necessary documents like; newspaper, magazine and journal content. Existing findings on journals and existing knowledge on books will be used as secondary research. The interpretation will be conducted which can account as qualitative in nature.

3.6 METHOD OF DATA COLLECTION:

Questionnaire is the main data collection instrument for this study. Questions that make up the questionnaire are based on the research questions and hypotheses formulated for the study.  Oral/ personal interviews were also applied to cover areas not fully treated in the questionnaire.  Many workers (employees) were casually interviewed by way of discussions.  However, the personal interviewed were specifically for the supervisory level managers because they are the employees that feel the brunt of leadership styles in organizations especially in NTA. Observation method or technique was also used as a data collection from both the primary and secondary sources.

3.7 METHOD OF DATA ANALYSIS 

The method of data analysis involved assessing of the data collected through the primary and secondary sources to test the hypotheses of the study in order to make meaningful interpretation. Firstly, the data collected were classified or grouped based on their bearing common characteristics. Tabulation was used as the basic means of data presentation. Statistical techniques used for the study include chi-square and simple percentages.  The chi-square was used to show how the hypotheses conformed to the result of the questionnaire as well as to test the validity and reliability of study instruments.  It was also used in the presentation of the findings of the research. Simple percentages, on the other hand, were used to represent the number of respondents who gave particular responses to certain questions in the questionnaires.  

Chi-square

The Chi-Square is tested of significant which makes use of data in the form of observed frequencies. It is a measure of the discrepancy existence between observed and expected frequencies. It can never be less than zero and it is calculated by finding the frequencies. Chi-Square is calculated using the statistical model.

X² = ∑ (o – e)²

             e

Where:

X² = Calculated value

 O = Observed value

E = Expected value

N = Number of rows in the expected frequency table

K = Number of columns in the expected table  

Level of significance is usually 0.05 from variables that do not involve lives, while 0.1 is for variables that involve lives.

Degree of Freedom (DF) =(R-1) (C-1)

Decision Rule:

This states that the researcher should reject Null Hypothesis (HO) if the probability of obtaining a given or more extreme magnitude, when HO is true is equal or less than some small number. In order words, reject HO if the calculated (empirical value) of the statistics are greater than the table (critical value) at the level of significant otherwise accept the HO.

3.8  DATA COLLECTION INSTRUMENTS

Questionnaire is the main data collection instrument for this study. Questions that make up the questionnaire are based on the research questions and hypotheses formulated for the study. Oral/personal interviews were also applied to cover areas not fully treated in the questionnaire.  Many workers (employees) were casually interviewed by way of discussions.  However, the personal interviewed were specifically for the supervisory level managers because they are the employees that feel the brunt of leadership styles in organizations especially in NTA. Observation method or technique was also used as a data collection from both the primary and secondary sources.

Five copies of the questionnaire used in the study were marked X₁, X_2, X₃, X_4, and X₅ and were pretested on five officials of five selected departments.

Two weeks later, another set of five copies also of the same questionnaire secretly marked Y₁, Y₂, Y₃, Y₄ and Y₅ were administered on the same officials, making sure that the respondent that got X₁, was given Y₁, the one that got X₂ was given Y₂, etc., for easy analysis.

Options (answers) in the questionnaire from which the respondents had to choose were all numbered using Likert 5, ranging from 1 to 5, that is - Strongly agree (5), Agreed (4), Undecided (3) disagree (2) and Strongly disagree (1) the number against each option (answer) ticked by the respondent was taken as his/her score for that question.  Then the total score of each respondent in the first and second tests were separately. For the purpose of compiling the scores, only questions from sections B was used since it contain the main questions for testing the research questions and hypotheses, and are the sections where variation in answers given by the same respondents are likely to occur. 

Pearson’s Product Moment Correlation Co-efficient was used in examining the relationships between the variables. The results of the pilot study of data collected were analyzed as follows:

Respondents	X	Y	X2	Y2	XY
1	30	29	900	841	870
2	28	26	784	676	728
3	29	29	841	841	841
4	26	24	676	576	624
5	32	34	1024	1156	1088
Total	145	142	4225	4090	4151

Using the formula

r =            n∑xy - ∑x ∑y

      √ n (∑x²) – (∑x)²   –   n (∑y²) – (∑y)²

Where

r = product correlation coefficient

n = number of respondents

r =            5(4151) – (145) (142)

      √ 5(4225) – (145)² – 5 (4090) – (142)²

r=           20755 - 20590

      √ (21125) – (21025) – (20450) – (20164)

r =           165  

      √ 100 x 286

r =           165 

      √28600

r =           165 

             169.1153

r =   0.98

Interpretation 

The above calculation shows that the Pearson’s Product Correlation Coefficient result is 0.98.  This shows that there exists a positive relationship between the two variables, X and Y, leadership styles effect and performance in NTA since the coefficient, or Standard Deviation is close to 1. This is an indication that the data collection instrument has very high degree of reliability.  

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1 DATA PRESENTATION  

The researcher adopted a survey research design for this study because it requires expert and imaginative planning, careful analysis and interpretation of the data gathered, logical and skillful of the findings. Data analysis was carried out using simple percentage for the demographic data of the respondents, while an independent sample t-test and a one way analysis of variance were employed to test the hypothesis listed.

QUESTIONNAIRE DISTRIBUTION AND COLLECTION

TABLE 4.1

Organisational Depts.	Nos. Distributed	Nos. not Returned	Percentage
Administrative Dept.	10	9	25.7
Account Dept.	10	3	8.57
Marketing Dept.	10	7	20
News/current affair Dept.	10	8	22.86
Programmes Dept.	10	8	22.86
Total	50	35	100

4.2 ANALYSIS OF DATA             

Table 4.2.1: Descriptive Analysis of Participants

Sex	Frequency	Percentage%
Male	24	68.57
Female	11	31.42
Total	35	100

Table 4.2.2: Educational Qualification

Qualification	Frequency	Percentage %
B.Sc./M.Sc./HND	16	45.71
M.Ed./M.Sc./MBA	13	37.14
Others	6	17.14
Total	35	100

Table 4.2.3: Age

Age	Frequency	Percentage %
46 – 50	17	48.57
51 – 55	11	31.42
56 – 60	7	20
Total	35	100

Table 4.2.4: Duration in Service

Years	Frequency	Percentage %
21 – 25	13	37.14
26 – 30	17	48.57
30 and above	5	14.28
Total	35	100

Table 4.2.5 Marital Status

Status	Frequency	Percentage %
Single	5	14.28
Married	29	82.85
Divorced	1	2.85
Total	35	99.98

Source: field survey 2016

RESEARCH QUESTIONS

 Question 1: Does leadership styles have effect on employee’s performance?

Table 4.2.6

Responses	No. of Responses	Percentage %
Strongly agree	15	42.85
Agreed	10	28.57
Undecided	7	20
Disagreed	3	8.57
Strongly disagree	0	0
Total	35	100

Source: field survey 2016

Question 2: Are there impacts of leadership styles on employee’s performance?

Table 4.2.7

Responses	No. of Responses	Percentage %
Strongly agree	17	48.57
Agreed	8	22.85
Undecided	5	14.28
Disagreed	5	14.28
Strongly disagree	0	0
Total	35	100

Source: field survey 2016

Question 3: Is there relationship between leadership styles and employee’s performance in the organisation?

Table 4.2.8

Responses	No. of Responses	Percentage %
Strongly agree	20	57.14
Agreed	10	28.57
Undecided	2	5.71
Disagreed	2	5.71
Strongly disagree	1	2.85
Total	35	99.98

Source: field survey 2016

Question 4: Does different leadership styles affects the organisation?

Table 4.2.9

Responses	No. of Responses	Percentage %
Strongly agree	15	42.85
Agreed	20	57.14
Undecided
Disagreed
Strongly disagree
Total	35	100

Source: field survey 2016

4.3 TESTING OF HYPOTHESES

 In this part of the section, the formulated hypotheses stated earlier in the introductory chapter of this will be tested one after the other using the chi-square non-parametric test.

HYPOTHESES ONE

HO: There is no significant relationship between leadership style and employee’s performance.

H1: There is significant relationship between leadership styles and employee’s performance.

To test the above hypotheses, the chi-square (x²) test of goodness of fit was employed. The formula is as follows:

X² = ∑ (o – e)²

                e

Where,

0 = Observed frequency of any value

 E = Expected frequency of any value

∑ = Summation notation

In this calculation, E = 35 ÷ 5 = 7 

(Since there are 35 respondent and 5 option/responses)

Table 4.3.1

Response	O	E	O - E	(O – E)2	(O – E)2 E
Agreed	18	10	8	64	6.4
Strongly Agreed	12	6	6	36	6
Disagree	3	8	-5	25	3.1
Strongly Disagree	1	5	-4	16	3.2
Undecided	1	6	-5	25	4.17
TOTAL	35	-	-	-	22.87

Thus, x² = 22.87

It is now necessary to find the appropriate X² vale from the chi-square Table. But before this is done, it is necessary to establish the degree of freedom, V. This is found by multiplying the number of rows in the table less one, by the number of columns less one.

No of Rows = 4 (i.e. 4 horizontal rows of Responses)

No of Columns = 2 (i.e. 1 for Response and 1 for No. of Responses)

Any column or row for calculated variables like Percentage or Total is not counted among the columns or rows. 

Degree of freedom, V = (Rows -1) (Columns -1)

                                                              = (5-1) (2-1)   

  = 4 x 1     

   = 4

 I.e. 4 degrees of freedom. From the chi-square table, the value of the cut-off point of X² for 4 degrees of freedom at 5% level is 9.49 

Decision Rule

 When the chi-square calculated (x²c) is greater than the chi-square tabulated (X²t) we reject the null hypothesis (Ho) and accept the alternative hypothesis (H1) and conclude that the research hypothesis is true, i.e. x² C > x²t

On the other hand, if the chi-square calculated (x²c) is less than the chi-square tabulated, i.e. x² c > x²t, we accept the null hypothesis and reject the alternative hypothesis and conclude that the research hypothesis is false.

 Decision

 From the above calculation, the chi-square calculated 22.87 i.e. x²c is greater than the chi-square tabulated (9.49) i.e. x²t. Therefore, we reject the null hypothesis. Thus, we can conclude that there is a significant relationship between leadership style and employee’s performance.

HYPOTHESIS TWO

HO: leadership styles does not affects employee’s performance in NTA

H2: leadership styles affects employee’s performance in NTA

To test the above hypothesis, we shall employ the chi-square test of goodness of fit using the formula as follows:

X² = ∑ (o – e)²

             e

Where,

O = observed

E = expected

∑ = summation notation

In this calculation, E = 35 ÷ 5 = 7 

(Since there are 35 respondents and 5 options/responses)

Table 4.3.2

Response	O	E	O-E	(O-E)2	(O – E)2 E
Agree	15	10	5	25	2.5
Strongly Agree	10	6	4	16	2.7
Disagree	5	8	-3	9	1.1
Strongly Disagree	4	5	-1	1	0.2
Undecided	1	6	-5	25	4.17
Total	35				10.67

Thus, X^{2 =} 10.67

It is now necessary to find the appropriate X² value from the chi-square table. But before this is done, it is necessary to establish the degree of freedom, V. this is found by multiplying the number of rows in the table less one, by the number of columns less one.

In table two

No. of rows = 4 (i.e. 4 horizontal rows responses)

No. of columns = 2 (i.e. 1 for response and 1 for no of responses)

Any column or row for calculated variables like percentage or total is not counted among the columns or rows.

Degree of freedom, V = (row – 1) (column – 1)

                                                                        = (5 – 1) (2 – 1)

                                                                        = 4x1

                                                                        = 4

i.e. 4 degree of freedom from the chi-square table, the value of the cut-off point of X² for 4 degree of freedom at 5% level is 9.49

Decision Rule

When the chi-square calculated (X²C) is greater than the chi-square tabulated (X²t) we reject the null hypothesis (HO) and accept the alternative hypothesis (H1) and conclude that the research hypothesis is true, i.e. X²C > X²t

On the other hand, if the chi-square calculated (X²C) is less than the chi-square tabulates, i.e. X²C >X²t we accept the null hypothesis and reject the alternative hypothesis and conclude that the research hypothesis is false.

Research Result

From the above calculation, the chi-square calculated (10.67) i.e. X²C is greater than the chi-square tabulated (9.49) i.e. X²t.

Therefore, we reject the null hypothesis. Thus, we can conclude that leadership styles affects employee’s performance in NTA.

4.4 INTERPRETATION OF DATA

The above tables 4.2.1 shows the frequency and calculated percentage value of males and females responded in the analysis of research questions. Table 4.2.2 – 4.2.5 were analysed in the same order. While table 4.2.6 above shows the different responses and calculated percentage of respondents. In question one, does leadership styles have effect on employees’ performances? The analysis shows that 15 strongly agree with 42.85 %, 10 agree with 28.57%, 7 undecided with 20%, 3 disagree with 8.57, and 0 strongly disagree. In order of the percentage, it is proven by 42.85% that leadership styles affect employees’ performance. The other research questions were analysed in this order.

CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1 SUMMARY OF FINDINGS

The findings of this research have revealed the importance of leadership styles on employee’s performance in the organisation which is an aggregation of the individual employee’s productivity. A large percentage of the respondents agree that NTA management engage in leadership management. This finding is strongly agreed with the view of (Lawal, 2002), that NTA managers have effective leadership styles that enhances employee’s performance. This findings also agree with the respondent view on the instrument distributed.

The need has not been adequately met in NTA as acknowledge by few of the respondents. Many of the respondents are of the opinion that the effective leadership style enhances employee’s performance. (D., 1975) Also gave opinion that continuous use of effective leadership style of management means continuous goals objectivity in organisation and employee’s performance.

This study has also established that the availability of appropriate tools of leadership management in NTA enhances employee’s performance. 100% of the respondents attested for this.

5.2 CONCLUSION

The above conclusions were drawn from the analysis of data collected from the field survey conducted by the researcher. From these, it can be inferred that NTA Channel 9 Calabar employees are not as well paid as they would want, though the presence of good leadership styles management enhance the performance.

Leadership plays an important role in the behaviour and attitude of the members of an organisation. It also determines how people would interact with each other in order to solve   problems and take decisions. The field of leadership not only focuses on interpersonal relations, but also appreciate the role of a leader as a motivator and energiser. The objective of this research was to enhance the understanding of emerging dominant leadership styles in Nigerian Television Authority (NTA) Channel 9 Calabar. The study revealed that NTA organisations have same management styles of leadership.

5.3 RECOMMENDATIONS

In view of the findings of this study, the following recommendations would be helpful to Nigerian television Authority (NTA) Channel 9 Calabar and other organisations in Nigeria, to redress some of the challenges facing them, especially in the area of leadership styles of management and general management of people at work.

Secondly, apart from academic qualifications and seniority, workers should be rewarded more on the basis of performance. Since this research work has shown that performance related pay spurs employee’s to greater performance, it is strongly recommended that workers’ salaries be based more on performance than other parameters.

In other words, performance appraisal should play a greater role in the promotion process. Every level of responsibility and result achieved must be with a corresponding of remuneration. On performance, it is strongly recommended that workers should be periodically promoted or upgraded with a period of not more than four years. While this serves as recognition of their good work, it provides a larger scale for measuring their benefits. This brings satisfaction to the employee and encourages him/her to improve in performance.

Finally, organisations should, adopt the democratic style of leadership and human management practices in order to adequately commit the workforce to the work activities.

In summary, implementation of these recommendations in NTA Channel 9 Calabar, would lead to humanisation of the work and working environment. It would make workers have a sense of belonging and positively affect their work behaviour or attitude to work. Ultimately, employee’s productivity and performance of the individual workers and those of the organisation itself would remarkably increase.

 

REFERENCES

Baradat, Chruden & Sherman, 1979. Business Statesmanship. s.l.:s.n.

Bodmin, a., 2004. statistical reference for social sciences. kampala: makerere university press.

Carter, M., 2008. overview of leadership in organisation. s.l.:s.n.

Collins, J., 1995. Grains Arising and power. New York: Comell University press.

D., B., 1975. Personnel: The Management of People at work. 3rd edition ed. New York: Macmillan Publishing Co..

Daniel, M., 2002. the new leaders. london: lancaster press.

dawson, c., 2002. research made easy: lessons for research students. chicago,USA: s.n.

Debashis C, S. P., 2000. Leading consciously: A pilgrimage toward self-mastery. Wildwood Avenue USA: Butterworth-Heinemann.

Heneman RL, G. M., 1999. The effects of changes in the nature of work on compensation. USA: Ohio State University.

J., A., 2002. effective strategic leadership. London: macmillan publishers limited.

J, A., 2005. How to lead the way to success. london: MPG book limited.

Kourdi, J., 1999. one stop leadership. London: ICSA publishing limited.

L., B., 1972. The History and status of General System Theory. Academy of Management Journal, Volume 212, p. 15.

Lawal, 2002. Management in Focus. Lagos: Abdul Industrial Enterprise.

Lttner C, L., 2002. Determinants of performance measure choice in work incentive plans. Chicago, USA: Sunrise Printery.

milgron, p. & B, h., 1991. incentive contracts, asset ownership and job design. london: prentice hall printer.

Mullins, L., 2007. Management and organisational behaviour. 8 ed. New York: prentice hall .

Nominees, M., 2006. Lagos Journals of Entrepreneurship and Technology. A publication of Academic Staff Union of Polytechnics, 1( 1), pp. 138-153.

Nwokoye, N. & Ahiauzu,, A., 1988. Introduction to Business Management. European Journal of Business and Management, 5(23), p. 137.

P, H. & Blanchard , K., 1988. management of organisational behaviour. new jersey: eagle wood cliffs.

R, L., 1961. New Patterns of Management. New York : Mc-Graw Hill.

S., F., 1995. the use of non-financial rewards in performance measurements. prentice hall: eaglewood cliffs.

S., T. A., 1968. Control in Organisation. New York: MC graw Hill.

Schlenker, B, R., Weigold & M.F, 1992. Interpretational Process Involving Impression Regulation and Management. Annual Review of Psychology, Volume 168, pp. 133-168.

Tennenbaun, R. & Schmidt W.H, 1973. How to Choose a Leadership Pattern. Harvard Business, pp. 162-175.

VPG, K., 2006. Kampala City handbook, Gava associated service. Kampala Uganda: s.n.