The Effect of Leadership Style on Employee

8/16/2019 The Effect of Leadership Style on Employee

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The Efect o Leadership Style on Employee’s

Perormance

In an Organization

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Abstract

This study is about to fnd out “The Eect o leadership Style on Employee’s

Perormance in an Organization” The study pro!ides the relationship

bet"een the employee’s perormance and producti!ity "hich is crucial to

e!ery organization’s goal achie!ement Study pro!ides e!idence that there is

close relationship bet"een leadership style and employee’s perormance

Introd!ction

This research is conducted to study the eect o leadership style on

Employee’s perormance in an organization #t is !ery important or the

organization to achie!e its goals and ob$ecti!es so the leadership style really

matter in this case to %eep the concern employee’s on trac%

The organization’s mission is basically the producti!ity and good

perormance i the employee are not according to the eorts and "or% "hich

is re&uired or the achie!ement o producti!ity and good perormance so the

organization ace serious conse&uences' in order to minimize this ris% the

leader’s $ob is to %eep the leadership styles in consideration The leader’s $ob is to moti!ate the employees to "or% higher by pro!iding

some re"ards (personal aspiration) at the achie!ement o the specifed goal

or target ob$ecti!e

#n order to enhance the employee’s perormance "hich depend on a

leadership style that is currently operational in a organization E!ery leader


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uses dierent style sometimes it maybe autocratic' sometimes democratic it

depends "hen it is necessary

Literat!re re"ie#

*eadership is a special type o in+uential acti!ity #t may be seen in eect inall %inds o social situations' and it is especially apparent "here the situationdemands that people "or% together to"ard common goals #n Organizations'leadership is a managerial acti!ity the purpose o "hich is to direct theemployees in one immediate chain o command to"ard the accomplishmento "or% goals

*eadership represents a combination o beha!iors e,hibited by one "hooccupies an elected' appointed' or designated position o in+uence in a

social system *eadership beha!ior is thereore o-cially sanctioned eitherormally or inormally and the leader is loo%ed to or guidance and directionby those "ho recognize in his or her po"er

The term leadership thereore can be defned as the e,ercise o in+uence ina social situation in "hich the ollo"ers’ (in+uences) attribute leadership&ualities to the leader (in+uencer) *eaders are leaders because other people!ie" them as such #t must be noted that not all leaders are eecti!emanagers and not all managers are eecti!e leaders #n other "ords'leadership has been described as a process o persuasion "here the leader(or team o leaders) act as an e,ample or a group in order to moti!ate and

induce the group to pursue the ob$ecti!es o the leader and the organization#n this regard' it is important to realize the culture o their "or%ingen!ironment They are integral parts o the system in "hich they arise yetdependent upon t"o."ay communication "ith constituent and the orcesthat create the circumstances in "hich they emerge #n addition' leaders areaccountable or the perormance o their organization or the success o thego!ernment' "hich is dependent on employee’s producti!ity The role oleadership in management is largely determined by organizational culture othe company #t has been argued that manager’s belies' !alues andassumptions are o critical importance to the o!erall style o leadership theyadopt

/a,"ell (0110) says that 02” century leader is one "ho empo"ers others tobe leaders /anagers andsuper!isors must %no" the techni&ues' challenges and benefts o acilitati!eleadership3ccording to him' “the old "orld "as composed o bosses "ho told you "hatto do and thin% and made all thedecisions #n the ne" "orld' no manager can %no" e!erything or ma%e e!erydecision no" to be successul' a


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manager has to "or% in partnership and in collaboration "ith e!eryone' inother to tap e!eryone’s ideas andintelligence /anagers no" are coach' counselors and team builders Their $ob is to fnd people "ith talent and s%ill' and help them "or% togetherto"ards common goals

*eadership is in+uential processes "hich distinguish a leader by theiractions' and also encourage a group o people to more to"ards a common or shared goal 3 leader is an indi!idual'"hile leadership is the unction thatthe indi!idual perorms 4esides' an indi!idual "ithin an organization "hoha!e authority are oten reerred to asa leader' regardless o ho" they act in their $ob4ut $ust because someone is supposed to be a ormal leader in anOrganization' him or her or not e,erciseleadership#n act' inormal or emergent leader can e,hibit leadership e!en though they

do not hold ormal leadershippositions that could distinguish them Thereore' leadership eecti!eness isimportant in the attainment o organizational goals and ob$ecti!es$O%$EPT&AL $LA'I(I$ATIO%S) T*EO'ETI$AL ('A+E,O'-T*EO'IES A%. +O.ELS O(LEA.E'S*IP3ccording to Tra!is (0115)' today’s challenges calls or a undamentaltransormation o management style andculture To accommodate this transormation' leaders "ill need to de!elopne" s%ills The 02st century

acilitati!e leader must act as6$oach The ne" leader must ma%e a conscious eort to hear andunderstand the content' meaning' and eeling isrelated to "hat #s said 7e or she is must raise employee8s a"areness oacts' issues' and implications and impactresponse to increase indi!iduals and corporate producti!ity.reamer6 The leader must be non.$udgmental "hen loo%ing at ne" ideas4e recepti!e to ne" !isions' e!en i itmay seem impractical or unrealistic at horstInno"ator The ne" leader must ignite a here "ithin the sta or group' and%eep it "ell lit The leader must

establish organizational momentum and %eep the pace 7e or she mustgenerate and embrace changeE/plorer6 The ne" leader must ollo" e,perimental trails in the Search orne" ground 4e ad!enturous'uncon!entional challenges your personal limits and ta%es ris%s 8$onnector6 The ne" leader must hnd similarities and commonalities "hereothers see only dierences 7e or


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she must be indi!iduals potential in orming teams and assigning tas%s 7eor she must be +e,ible and open andobser!e "ith all sense0!ilder The ne" leader must8 be detailed' resourceul' ocused' andin!enti!e 7e or she is process.oriented and

can !isualize materials coming together to create a fnished product9lair!oyants The ne" leader must be a"arePublic Policy and 3dministration :esearch """iisteorg#SS; 0002(Paper) #SS; 000=.1?50(Online)@ol=' ;o2' 012=

2?=o the signs o potential strain' "eariness aggra!ation and disempo"ermentand be producti!e to a!oiddysunctional beha!iorPraiser The ne" leader should at e!ery opportunity praise the eort Aputorth' the progress made and the resultachie!ed Praise "ell' praise oten' praise specifcallyB 3ll o these s%ills and&ualities must be de!eloped intoday8s leader 4ut it is $ust as important to %no" "here these &ualities arerepresented on your team' or i any o them are missing Cno"ing ho" ."or%ers thin% and are prone to act isparamount to eecti!e team"or% This%no"ledge is also e,treme !aluable or leaders' "hen 8orming sub.teamsand signing tas%s to %no" the creati!emindset o their team membersT*E -E1S TO LEA.E'S*IP S&$$ESS3ccording to Obisi (2??D)' organizations need &ualifed leaders leaders "hoe!ol!e to perorm consistently"ithin organizations must possess our %ey abilities to eect change Theimportant characteristics includeapplying leadership styles appropriately' communicating eecti!ely' anaging perormance regularly' andde!eloping associates responsibilities These %eys' "hen applied s%illully'pro!ide managers opportunities tounloc% e,cellence in leadershipAPP'OP'IATE APPLI$ATIO% O( LEA.E'S*IP ST1LE/any scientifc theories debate the principles that defne specifc leadership3ccording to 4olman et al (011>)'he noted that agreement e,ists among the ma$or studies regardingleadership The conclusion re!eals8 that there is no best leadership style One study bybeha!ioural theories' 7ersey etal(0112) belie!e that situational beha!iour based on contingency' orms thebasic o leadership styleF This simplymeans that a leader must assess situations beore ta%ing appropriate actionProgressi!e leaders need the ability


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to apply contingency or situational assessment in changing organizationalen!ironments The contingency styleo leadership is a model that pro!ides leaders "ith a menu o choices oapplication&%.E'STA%.I%2 SIT&ATIO%AL LEA.E'S*IP

*eaders "ho ma,imize eecti!eness begin "ith the understanding oleadership style The contingency style o leadership deri!es its credibility rom a beha!ioural approach 7ersey et al(0112) *eadership style is theG regular beha!iour patterns by leaders that creates 8percei!ed in+uence Theyrealize that the !ariables o anysituation in leadership are ne!er the same The theories understood thatleaders contend "ith a "ide range o actors*eaders thereore' must consider contingencies such as the indi!idualsin!ol!ed and the en!ironments o the

situations *eaders base decisions on the amount o instruction andemotional support needed by others toaccomplish tas%s 3dditionally' leaders must consider the attitudes andability le!els o ollo"ers to perorm anydesignated tas% Hurther' leaders use dierent styles o decision ma%ing inorder to moti!ate ollo"ers to perorm"ell /odifcation o the’ leaders’ beha!iours ta%es place "hen ollo"ersreach needed s%ills le!els to achie!egoals *eaders using this model .o leadership style must analyze eachsituation' applying the leadership stylethat best ft

LEA'%I%2 T*E APPLI$ATIO% P'O$ESS The process o applying situational leadership style is a cycle that re&uiresleaders to diagnose' adapt andcommunicate 7ersey et al (0112) Hirst' leader must determine "hatob$ecti!e needed to be achie!ed and toe,ert in+uence upon ollo"ers Second' leaders must a-rm readiness le!elsor ollo"ers *eader must applythe appropriate style o leadership to communicate and obtain the desiredresults rom ollo"ers The ourthphase or the assessment in!ol!es the analysis o the results rom theleadership beha!iour The heal phase o

application re&uires a ollo" up assessment o the o!erall situation The chart belo" pro!ides a &uic% o!er!ie" o the situational leadershipmodel 3s pro!ided by Ste"ard (011


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tas%s' *o" relationship' high tas%' through delegation used leadershipthrough 8telling use ollo"ers are Aable’and 8"hen ollo"ers are 8unable8 and or Amoti!ated8 Or insecurePublic Policy and 3dministration :esearch """iisteorg#SS; 0002(Paper) #SS; 000=.1?50(Online)@ol=' ;o2' 012=

2?DIhen leaders teamed up to apply tas% and relationship beha!iour toin+uence other eecti!ely' then situationalleadership becomes successul Tas% beha!iour is the "ay a leader decideroles or others :elationshipbeha!iour in!ol!es ho" the leader communicates in a !ariety o "ays Thecombination o these beha!ioursorms subsets o situational leader beha!iour The frst baha!iouralcombination in!ol!es high tas% lo"relationship The ne,t combination in!ol!es high 8tas%Jhigh relationship beha!iours 3third combination beha!iour includeshigh relationshipJlo" tas% The last combination beha!iour includes lo"relationshipJlo" tas%Kecision styles or situational leadership application include telling selling'participating or delegating Thesedecision styles "or% in con$unction "ith the degree and type o baha!ioursthat orm a cycle o in+uentialleadership (7ersey' 4lanchard and Lohnson)(OLLO,E'S 'EA.I%2%ESS I% A% O'2A%I3ATIO%*I2* +O.E'ATE LO,:< :> :0 :2 The readiness o a ne" employee re&uires a leader or manager to usespecifc rationale and beha!iour Ste"ard(011


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application cycles The ollo"ing %eys are ine!itable as enunciated bySte"ard (011


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spea%er says in t"o dierent "ays and "ill come to t"o dierentconclusions This is "hy language is the %ey toeecti!e communication 3 spea%er needs to be careul "ith his "ords andtry to enorce his meaning in morethan one "ay

Hinally' the Spea%er must %no" ho" to communicate in order orcommunication to be successul a spea%ermust try to understand and %no" the listener' communication has as muchto do "ith human relationship as itdoes "ith inorming listeners There are our steps to ollo" "hen trying to communicate eecti!ely Thesesteps are attention' apprehension'assimilation' and action The frst step is to eliminate intererence or noise The second step is communicatingeecti!ely in apprehending or understanding 3chie!ing apprehension is ama$or part o the communication

process One thing that a spea%er should remember not to say is63chie!e6 The mnemonic de!ice' achie!e use se!en !ariables6 ability' clarity'help' incenti!e' e!aluation' !alidity'and en!ironmental' to pro!ide leaders and ollo"ers "ith the necessary toolsto impro!e perormance 4y usingthese se!en aids' management can identiy perormance problems anddetermine "hy these problems e,ist3gain' the beneft o using the situational approach is that it allo"smanagement to address needs or eachemployer based on their indi!idual situation3 letter “3” 8represents ability and constitutes the s%ills' e,perience etc

possessed by employees /anager’sidentities s%ills possessed by employee and set goals and tas%s based onability' inormation managementassesses each indi!idual situation to determine i an employee has theability to perorm a particular tas% The letter “9” represents clarity and is the ability o an employee to clearlyunderstand re&uested tas%s andpossess %no"ledge o "hat must be done in order to accomplish themProblems "ith clarity in situation mayresult in goals that are ne!er accomplished #t is e,tremely important thatmanagers clearly state goals and

ob$ecti!es up ront to employees The letter “7 is the third !ariables' help' reers to support by theorganization necessary or employees tocomplete goals and ob$ecti!es Supporting encompasses anything rommonetary resources to e&uipmentresources #t is the responsibility o management to aids the employee inobtaining necessary resources #


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re&uired resources are not obtainable' there should not be repercussion tothe employee or liability to achie!e agoal“#” stands or incenti!e This reers to the moti!ation o the employee toachie!e a tas% or goal /anagement

must remember that employees are moti!ated' all needs based on theindi!idual situation Some employees mayre&uest elaborate orms o re"ard' including monetary re"ards' "hile othersre&uire only a complement orstatement o “a $ob "ell done“E 8reers to e!aluation and relates to the incenti!e !ariable discussedpre!iously Employees must recei!eperiodic on.going eedbac% regarding 8their perormance Iithout eedbac%'employees A"onder8 "hat is goingon and on and become less moti!ated /anagement should documentpositi!e as "ell as negati!e eedbac%s

“@” stands or !alidity The !alidity o a situation includes the legalities odecision by managers 3 managermust consider la"s and company polices "hen ma%ing human resourcesdecision“Ko you understandF This small &uestion can undo e!erything that thespea%er said by implying that thespea%er does not belie!e the listener is capable o understanding The third part o communication is assimilation #n order or assimilation tooccur' a listener must not onlyunderstand the spea%er8s message but also belie!e it 4elie o the passageis essential to the implementation o

ne" ideas or concepts in a company or organization The erial step is action3ction only happens i assimilation has occurred The spea%er o the message plays a !ital part o"hat occurs ater assimilation #norder to accomplish the goals' the spea%er must oer support as "ell as thetools that are needed3ll o these steps are essential i eecti!e communication is to occur Hor aleader to be successul' he or shemust learn to master these steps 3 leader must also learn to recognize thebarriers o communication andbecome able to o!ercome them The last thing a leader must remember is to

use the proper non.!erbal actions as"ell as the proper !erbal actionsPublic Policy and 3dministration :esearch """iisteorg#SS; 0002(Paper) #SS; 000=.1?50(Online)@ol=' ;o2' 012=

2?MLEA.E'S*IP AS A% E%7I'O%+E%T (O' +OTI7ATI%2 E+PLO1EES


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Three dierent sources highlight leadership’s role in de!eloping anen!ironment or moti!ating employees at!arious le!els 3ll the three sources concluded that ads did not get theresults most leaders and managers soughtin their "or% places 7ertzberg (2?DD)

The "rite up o 7ertzberg (2?DD) loo%ed past the minor boost in productionor beha!iour achie!ed any timemanagement pays attention to its employees #nstead' the emphasis is oncreating en!ironments that truly pro!ideemployee moti!ation 7erzberg "rites “4ut it is only "hen one has agenerator o one’s o"n that "e can tal%about moti!ation” The automoti!e analogy fts "ed in this discussion since"e are trying to and methods thatreally "or% and "ill not need constant replacing "ith the ne,t managementad 7eiiberg shatters se!eral mythsabout employees8 in!ol!ement in de!eloping ideas or solutions /ost

solutions that come rom "or% groupteams ail to ma%e lasting and signifcant change The employee &ualitycircle ad sho"s little actual successcompared to the in!estment o time and money#n the article' *oo%ing or help' training leaders”' a manager is ha!ingtrouble locating "orth"hile leadershiptraining that is not $ust running the same old games that do not produceresults These bad classes that claim tobe the latest great craze in leadership training create unproducti!eleadership e,periences that result in "astedtime and money 3ccording to 7eizberg “some o those "ho do ha!e an

e&ually good e,cuse lost o leadershipde!elopment e,ercises ail or short o the marl.c There is plenty o gooddata indicating "hat "or%s to produceleaders and pro!ide en!ironments or moti!ation in the "or% place3ccording to 7ersey (0112)' /anagement o Organizational 4eha!iour'ocuses on "hat is %no"n andaccepted about leadership management and moti!ating people 7erseytac%les se!eral o the myths that permeatemany discussions about impro!ing employee moti!ation and "hy it isimportant or management to ma%e realchange by understanding human beha!iour 7e demonstrates through

research done o!er the years "hich %ind o management in!ol!ement produces results in employee perormance andho" the "orld o "or% is mo!ingto"ards the %no"ledge age Some people belie!e "ith the technology that isa!ailable today' management andleaders may no longer be needed This idea does not stand up to the scientifc data a!ailable that indicatesorganizational problems "hich re!ol!e


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around leadership and management 8o human employees 7ersey urther"rites' “The eecti!e management o human organizations comedo"n to the one.on.one or one.on.a.groupin+uence process” Thereore' leadershipand employee moti!ation is still critical issues in the modern organization

and re&uire study to achie!e eecti!eresults These three sources loo%ed at ho" leadership and employee moti!ationaects the organization' ability toachie!e goals 7ersey starts by e,amining the defnitions and e,ploringresearch to determine "hat thediscussion o leadership' management and moti!ation should entail' "hile7erzberg ocuses on getting resultsand a!oiding "hat is $ust a adHinally' the ne"spaper article pinpoints one manager’s rustration in fndingleadership training that "ill actually

be "orth"hile and not $ust a "ee%end rating trip to build a%e team"or% thatdoes not last past the.end o theboat ride 3ll the three come to the realization that the human actor isintangible and that there is no one methodor moti!ating and leading people in all situationsPO,E' POI%T S*O, O% E+PO,E'+E%T O( LEA.E%S*IP/any o the points in the sho" use the 02 irreutable la"s o leadership"or%boo%N The La# o the Lid *eadership ability determines a person’s le!el oeecti!enessN The La# o In8!ence9 The true measure o leadership is in+uence'

nothing more' nothing less This tells us that tradition and ego should not replace resultsN The La# o Process *eadership de!elops daily' not in a dayN The *a" o ;a!igation6 3nyone can steer the ship' but it ta%es a leader tochart the courseN The La# o E:(: *!tton Ihen the real leader spea%s' people listenN The La# o Solid 2ro!nd Trust in the oundation o leadership o N The La# o 'espect People naturally ollo" leaders stronger thanthemsel!esN The la# o int!ition leaders e!aluate e!erything "ith a leadership biasN The La# o +agnetism6 Iho you are is "ho you attract

Public Policy and 3dministration :esearch """iisteorg#SS; 0002(Paper) #SS; 000=.1?50(Online)@ol=' ;o2' 012=

2??N The La# o $onnection *eaders touch a heart beore they as% or ahandN The La# o The Inner $ircle 3 leader’s potential is determined by thoseclosest to him


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N The La# o Empo#erment Only secure leaders gi!e po"er to othersN The La# o 'eprod!ction #t ta%es a leader to raise up a leaderN The La# o 0!y;In People buy into the leader' then the !isionN The La# o 7ictory *eaders Arind a "ay or the team to "inN The La# o the 0ig +o /omentum is the leader8s biggest riend

N The La# o Priorities *eaders understand that acti!ity is not necessarilyaccomplishmentN The la# o sacri


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"illingness to accomplish a specifc tas%” Kierent people "ill ha!e !ariousdegrees o readiness dependingon ho" prepared they are to do something in a particular situation:eadiness is a unction o ability (e,perience' s%ills and %no"ledge) and"illingness (confdence commitment

and moti!ation) the model charts ollo" readiness as67#Q7 /OKE:3TE *OI:< :> :0 :23ble and "illing orconfdent3ble but un"illing orinsecurenable but "illing orconfdencenable and un"illingor insecure

The beauty o the situational leadership model is in matching "hichleadership style is most eecti!e "ith eachreadiness le!el Hor instance' at lo"er le!el sc o readiness' a leader may bemore eecti!e by pro!iding specifcdirection "ith little or no emphasis on relationship building 3t the highestle!els o readiness the leader may beable to turn the employee lose "ithout tal%ing about tas% or relationshipbecause the leader has aith that theemployee is capable and "illing3pplication o the situational leadership model re&uires managers toaccurately assess the readiness le!el o

employees They must then adapt their o"n style to ft the situationeecti!ely so that desired results can beachie!ed'SIT&ATIO%AL LEA.E'S*IPOrganizations use a !ariety o leadership practice to educate and prepareemployee to accomplish the dailyacti!ities Situational leadership theories presume that dierent styles arebetter in dierent situations' *eadersmust be +e,ible enough to adapt their style to each situation 7eresy et al(0112) ocused mainly on therelationship bet"een managers and immediate subordinates and established

our dierent leadership styles touseS= S67igh relationship and lo" tas%' participating'encouraging' collaborating' committing G SharedJ participated decision.ma%ing G :ole o leader being to acilitate andcommunicate


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G 7igh support and lo" direction G sed "hen people are able but are perhapsun"illing or insecure7igh tas% and high relationship' selling' e,plaining'clariying' persuading

G Sometimes %no"n as a coaching approach G People are "illing and moti!ated but lac% there&uired maturity or ability G This style does not "or% or people "ith a loto e,perience G /any times people start a ne" $ob or tas%and it is more di-cult than e,pected' so theysimply stop or do not perorm They need encouragement and supportthrough a tough timeS= S6

7igh :elationship high tas% and3nd lo" tas% 7igh relationshipS> S4*o" :elationship 7igh tas%and lo" Tas% and :elationshipPublic Policy and 3dministration :esearch """iisteorg#SS; 0002(Paper) #SS; 000=.1?50(Online)@ol=' ;o2' 012=

012S> S4*o" relationship and lo" tas% delegating obser!ing

and ulflling G The leader still identifes the problem orissue G 7igh degree o competence and maturity G People %no" "hat to do and are moti!atedto do it7igh tas% and lo" relationship' telling' guiding'directing' and establishing G The directing style is or ne" harness orine,perienced people G Sometimes used "hen an important decisionhas to be made !ery &uic%ly G #n!ol!es gi!ing people a great deal o direction and attention to defnite goals and rolesSituations in organization change re&uently as does the employee’s%no"ledge base and readiness le!el*I2*'>


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'= '6 '43ble' "illing andconfdenceEmployees ha!e highs%ill sets and are

e,cited about "hatthey are doing3ble but un"illing orinsecureEmployees ha!e somee" s%ills and are not!ery e,cited about"hat they are doingnable but "illing orconfdentEmployees ha!e lo"

s%ill sets' but are !erye,cited about "hatthey are doingnable' un"illing'insecureEmployees ha!e lo"s%ills and are note,cited about "hatthey are doingSituational leadership stresses ob$ecti!e in its style o leadership' "ith thismodel o leadership' employees soon

learn the cause and eect o their en!ironment 3s long as they areproducing agreed upon appropriatebeha!iour' management "ill support and trust their beha!iour # they do notproduce appropriate beha!iour'their super!isor "ill li%ely obser!e them more closely This type o leadershipis a tool to impro!ecommunication o e,pected outcomes bet"een employees and theirmanagers depending on the situation'management may increase or decrease their direction or in!ol!ement Thesituational leadership model helpsothers to !isualize and understand their comple,ity o dierent styles o

management The diagram helps determine one8s primary styles o leadership The modeldefnes the leadership approach onechooses to use to in+uence the beha!iour o others The &uadrant shapedmodel oer our basic styles o leaders The model measure the amount o +e,ibility a manager uses to obtain adesired beha!iour The dri!e and


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approach o their beha!iour and tool so used determine the indi!idual’smanagement style*abeled counter cloc%"ise the frst &uadrant is in the bottom right corner This area is characterized by leadermade decisions /anagement pro!ides specifc instructions and closely

super!ises the perormance o theemployee The beha!iours o management most oten seen are guiding'telling' establishing' and direction Thisrelationship stresses high tas% completion and lo" relationship !alue The employee has !ery little input and contribution outside o the assignedtas% and instructions The ne,t&uadrant located ire the upper high corner' stresses high tas% and highrelationship !alue' base on leader8 madedecisions' this leadership oers more employeeJemployer communication The beha!iours oten seen aree,plaining' selling' clariying and persuading

The upper let &uadrant describes the leader and ollo"er made decision This encourages high relationship !alueby cohesi!e communication and has a lo"er amount o super!isionguidance This styles management re&uires encouraging participating and problemsol!ing The last &uadrant encourages ollo"er made decisions This type oatmosphere allo"s or a lo" guidancemanagement style' but also a lo" relationship le!el 4eha!iour includesdelegating' obser!ingJmonitoring "henneeded and ulflling relationship le!el

4eha!iour includes delegating' obser!ingJmonitoring "hen needed andulfllingPublic Policy and 3dministration :esearch """iisteorg#SS; 0002(Paper) #SS; 000=.1?50(Online)@ol=' ;o2' 012=

010

LEA.E' 2'I. ? 0ASI$ ST1LES4asic leadership style characteristicR6 rules dri!en6 relies on superiors interpretation2J?6 relationship dri!en6 a!oids con+ict at only cost?J26 result dri!en6 "or% must get done at any cost

=J=6 compromise dri!en6 al"ays see%ing sae ground bet"een these t"oincompatible high dimensions?J?6 commitment dri!en6 no "ay to get good results "ithout totalcommitment to both dimensionsLEA.E'S*IP ST1LE@ 7AL&E A%. 0ELIE(S?J 26 “# am responsible or getting technical result rom the pro$ect” “Iithoutgood result' there soon "ould not


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be any $obs a!ailable” “the sponsor is paying is not particularly interested incohesi!e unitIncongr!ence increase #ithN Employee mentallyN 3s ormal (do not need an organizational chart)

N Hurther do"n the chain o commandN 3s $obs.become more.o!glas +c2regor The *!man Side o Enterprise Theory 5 and 1 G Theory assumptions include the ollo"ing6N People disli%e and a!oid "or%' people are lazyN People must be coerced to be producti!e' need a carrot and stic% approach G Stic%s . legal compliance through rules' close super!ision' and sanctions' G 9arrots . re"ards6N People are security dri!en they "ant to be told "hat to doN People a!oid responsibilityN

G Theory assumptions include the ollo"ing6N Ior% is naturalN People desire sel.direction and sel controlN People see% responsibilityPublic Policy and 3dministration :esearch """iisteorg#SS; 0002(Paper) #SS; 000=.1?50(Online)@ol=' ;o2' 012=

01>N Problem sol!ing should be "idely distributedN Ior%er ability is not utilizedN People "ant to do good "or%' need to gro"' "ant to ma%e contributionsLEA.E'S*IP ST1LES@ 7AL&ES A%. 0ELIE(S4)4 “/y $ob is to ma%e sure the policies and procedures rom topmanagement and the sponsor’s needs areproperly interpreted and transmitted to my subordinates 4eyond ta%ing careo all this bureaucratic detail thereis not a "hole lot # can do that "ill ma%e a dierence=JA=6 “3s a realist' # %no" Uthat "or% ob$ecti!es and personal needs otencon+icts on the $ob thus' # am al"ayscompromising to maintain some sort o beha!iour bet"een them Push alittle harder to %eep the "or% mo!ingbut be readily to bac% o "hen their morale begins toV8slip”B)B “There is no con+ict bet"een these t"o actors # must ha!e a highlymoti!ated team to get good "or%results and # cannot %eep a team highly moti!ated "ithout challenging "or%and good $ob perormance /yprimary tas% as personnel manager is to de!elop and maintain a highperormances team through continuousteam building eortsLEA.E' 0E*A7IO&'


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S2 V Telling' guiding' directing' establishingS0 V Selling' e,plaining' clariying' persuadingS> V Participating' encouraging' collaborating' committingS< V Kelegating' obser!ing' monitoring' ulflling*igh

Lo# .irected 0eha"io!r*igh term mat!ritiesHrom this slide' "e ha!e seen ho" a ne" team or employee may enter ourmanagement $urisdiction Our stylemay and probably should change "ith the maturity le!el o the team oremployee "hich brings us bac% to thee!aluation maturity o peopleA PE'SO%CS %O'+AL 0E*A7IO&' ST1LEN Hrom passi!e inant to acti!e adultN Kependent to independentN Hrom simple baha!iour to more comple,

N Hrom shallo" interest to deep commitments obser!ation added to 3rgrisEndings . (changes insociety may not be de!eloping as beore)N Hrom short.term rames to long.term ramesN Hrom amily subordinate to pear to leaderN *ac% o a"areness o sel to sel.control+ET*O.OLO21 Secondary Source6 This reers to other sources o data dierent orm theprimary source Secondary data arecollected rom other sources such as data collected and used by somepeople in the past'” it could also be

collected rom sources li%e lea+ets' $ournals' boo%s' abstract and otherre!ie"s "hich "ill gi!e relatedinormation on the research at 8hand Secondary sources are most timesunreliable and are used to complementthe primary data collected or better resultsPublic Policy and 3dministration :esearch """iisteorg#SS; 0002(Paper) #SS; 000=.1?50(Online)@ol=' ;o2' 012=

01<$O%$L&SIO%Eecti!e leadership and management are "idely heralded as %ey priority ornational and regional de!elopment'yet the process by "hich they are enhanced by training and de!elopmentand ho" they impact upon perormanceremain poorly understood There is lac% o reliable data to lin% managementand leadership de!elopment "ithleadership capability and indi!idual and organizational perormance and thee!idence 8suggest a more comple,relationship bet"een them8 than oten assumed


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*eadership e,ists on many le!els throughout all aspects o the society Thecommon purpose that moti!atesleaders is the o!erall accomplishment o the organization or the system3ter recognizing leadership as asystem' it becomes clear that an understanding o the relationship bet"een

leaders and their constituents isessential#n addition' de!eloping and maintaining successul organizations re&uireleaders to understand the culture o theorganization to adapt to the challenges o the en!ironment and to respectthe constituents that ma%e up theorganization The responsibility o leadership e,tends rom the e,ecuti!e o-cers andbeyond “the .local le!els o the public The possibilities and limitations o leaders must be understood so that the"or%ers can intelligently strengthen

and support “good” leadership /any ha!e described the s%ills and the tas%snecessary to be a leader and it isli%ely that these s%ills are "idely distributed throughout the society 3nimportant &uestion is ho" this reser!oircan be tapped'E$O++E%.ATIO%S#n light o the Ending and conclusion' or eecti!e employee perormance'organization should ma%e use o these recommendations63dopt eecti!e leadership style This is a style based upon a caring andnurturing approach' "hich "ill "or% in

con$unction "ith authoritati!e style Kemocratic and pacesetting leadershipstyle should be adopted as thedemocratic.style gi!e room or employee participation in decision.ma%ing"hile pacesetting in situationalleadership styleOrganization should also ormulate polices' "hich "ill encourage leaders toempo"er employees to be parto"ner o the organization U*eadership that encourages &uality principle should be put in place oauthority@isionary leaders "ho can delegate authority "ith trust to employees are an

ans"er to producti!ity problems#t should be %no"n that achie!ement o leadership goal is dependent onemployees’ satisaction3 leader should perorm in the rame o an en!ironment and historicalconte,t3 leadership system that create complete unctioning process' "hichdepends upon many pants to create results


20/24

'E(E'E%$ES3%pala 3 (2??2)6 Principles o /anagement' 3 ;igerian 3pproach' *ogos6Hourth dimension Publisher *td3nne 4reen (011D)6 *eadership6 3n #ntroduction to Hundamental 9oncepts

and Styles3si%a' ; (2??2)6 :esearch /ethodology in the 4eha!ioural Sciences'*ongman Plc' *agos4ass' 4/ (2??1) and Stogdill’s 7andboo% o *eadership6 theory' :esearchand /anagerial 3pplications' >rd ed;e" or%6 Hree Press4olman * and Terence d (011>)6 :eorming Organization6 3rtistry 9hoiceand *eadership' Loseay 4ass inc'San Hrancisco9ole' Q3 (2??D)6 /anagement Theory and Practices' 3shord 9olour Press'Qosport Qreat 4ritain #

Eni%anselu' S3 O$odu' 7O and Oyende' 3#)011?)6 /anagement and4usiness :esearch Seminar' Sabo. aba' *agos Eny%on 9onsultsHagbohungbe 'O4 (2??>)6 :esearch /ethodology or ;igeria Tertiary#nstitutions' *agosHran% Q (0122)6 3cademic Lournal on *eadership in+uence on Turno!er#ntentions o 3cademic sta in Tertiary #nstitutionsHielder HW (2??D)6 3 Theory o *eadership Eecti!es' /cQra".7ill' ;e" or%7ersey P and 4lanchard C (0112)' /anagement o Organizational4eha!iours' Prentice 7all' ;e" Lersey

Public Policy and 3dministration :esearch """iisteorg#SS; 0002(Paper) #SS; 000=.1?50(Online)@ol=' ;o2' 012=

01=7ertzberg H 8(2??D)'8Ior% and The ;ature o /an Iorld publishing 9o.9le!elandCio' LS' Ogunyomi' PO and O$odu' 7O (011>)6 #ntroduction to Organizational4eha!iour Printed by Kartrade*td' *agos*a"al 33 (2??>)6 /anagement in Hocus' Printed by 3bdul #ndustrialEnterprises *agos g/a,"ell' Lohn (0110)6 The 02 #rreutable *a"s o *eadership Ior% 4oo%' Thomas ;elson publishers' ;e" or%Obisi 9hris (2??D16 Personnel /anagement' Laucbod Enterprises' #badan:a$as' *P' Ponce' L:' (011D)6 *eadership Style and Eecti!eness6 3 study osmall frms in 9hileSte"ard T(011


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Tra!is 4lac%"ell (0115) 3 ;e" @ision o *eadership' Prentice.7all' ;e" Lersey


22/24


23/24

Leadership Style S!r"ey D!estionnairesing the ollo"ing scoring system6

= Strongly agree< 3gree> ;either agree nor disagree

0 Kisagree2 Strongly disagree

4e honest about your choices as there are no right or "rong ans"ers X it isonly or youro"n sel assessment

I prefer to influence others by… StronglyDisagree

Disagree

Neither Agree norDisagree

Agree

Strongly

Agree

1. increasing their pay level. 1 2 3 4 5

2. making them feel valued. 1 2 3 4 5

3. giving undesirale !o assignments 1 2 3 4 54. making them feel like " approve ofthem.

1 2 3 4 5

5. making them feel that they havecommitments to meet.

1 2 3 4 5

#. making them feel personallyaccepted.

1 2 3 4 5

$. making them feel important. 1 2 3 4 5

%. giving them good technicalsuggestions.

1 2 3 4 5

&. making the 'ork difficult for them. 1 2 3 4 5

1(. sharing my e)perience and*ortraining.

1 2 3 4 5

11. making things unpleasant here. 1 2 3 4 512. making 'ork distasteful. 1 2 3 4 5

13. helping them get a pay increase. 1 2 3 4 5

14. making them feel they should satisfy !o re+uirements

1 2 3 4 5

15. providing them 'ith sound !o,related advice.

1 2 3 4 5

1#. providing them 'ith special enefits. 1 2 3 4 5

1$. helping them get a promotion. 1 2 3 4 5

1%. giving them the feeling that theyhave responsiilities to fulfill.

1 2 3 4 5

1&. providing them 'ith needed technicalkno'ledge.

1 2 3 4 5

2(. making them recogni-e that theyhave tasks to accomplish.

1 2 3 4 5

What is your job title? ___________________________

How many employees work at the same [Location/Company] where you work? ____________

Is the company you work for priate or public? __________________________


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My leadership perception is…. StronglyDisagree

Disagree

Neither Agreenor Disagree

Agree

Strongly

Agree

1. A leader should set direction 'ithout input

from follo'ers

1 2 3 4 5

2. A leader should set direction 'ith inputand consultation from follo'ers

1 2 3 4 5

3. A leader should set direction ased on'ishes of follo'ers

1 2 3 4 5

4. A leader should use a task force orcommittee rather than making a decisionalone.

1 2 3 4 5

5. A leader should evaluate the progress of'ork 'ith little input from follo'ers

1 2 3 4 5

#. A leader should leave it up to follo'ers toinitiate informal day to day communication.

1 2 3 4 5

$. A leader should encourage follo'ers to

initiate decision making 'ithout first seekingapproval.

1 2 3 4 5

%. A leader should monitor rules andregulations closely, punishing those 'horeak rules.

1 2 3 4 5

&. A leader should keep follo'ers up to dateon issues affecting the 'ork group

1 2 3 4 5

1(. A leader should e)plain the reasons formaking a decision to his*her follo'ers.

1 2 3 4 5

11. A leader should remain detached andnot get too friendly 'ith his*her follo'ers.

1 2 3 4 5

12. A leader should provide road goals andleave decisions regarding methods to

follo'ers

1 2 3 4 5

How many employees are you in char!e of at any !ien point in time? __________How lon! hae you hel" your current position? _______________

Which one wor" woul" you choose to "escribe lea"ership? ___________________

Documents

The Effect of Leadership Style on Employee