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TITLE PAGE

EFFECTIVE LEADERSHIP STYLES AND ITS


IMPLICATION ON ORGANIZATIONAL
PRODUCTIVITY
(A CASE STUDY OF OBAJANA CEMENT FACTORY).

ABSTRACT
This research work titled Leadership Styles and their
Impact on Organizational Productivity using Obajana
Cement Factory as a case study. The research work is
divided into five chapters with the first chapter focusing
problems which necessitate the exercise as well as the
objectives and the significant impact of study. The chapter
two which is normally termed as review of literature has to
do with discussion of where relevant to the field being
researcher into. Thus, attempt was made by the researcher
at reviewing books, journals or prevails and attracts
relevant to the topic in particular and Obajana cement
factory Plc in general. In chapter three, the research
methods employed by the researchers in gathering data
1

includes both primary and secondary methods as well as


random

sampling

techniques

for

analyzing

response

receiving from the field. A research population sample of


thirty

(30)

human

elements

drawn

from

both

the

organizations leadership and staff were chosen for the study


and upon who are analyzed, discussed and findings
deductively

summarized.

Finally,

the

last

chapter

is

summary conclusion and recommendations where stating


points as adduced in chapter two and three of the write up
are

re-emphasized

thereafter

recommending

ways/means of solving leadership problems.

possible

TABLE OF CONTENTS
CHAPTER ONE: INTRODUCTION
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8

Background of the study


Statement of the problem
Research questions .
Objective of the study
Significance of the study
Scope of the study .
Limitation of the study
Organization of the study

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1
3
5
6
7
8
9
11

CHAPTER ONE: LITERATURE REVIEW


2.1

Introduction and theoretical framework

14

2.2

Leadership definition

16

2.3

Leadership style

19

2.4

Leadership theories .

22

2.5

Leadership types

28

2. 6 Leadership qualities and roles .

31

2.7

Making leadership effective

35

2.8

The implication of leadership style on productivity

2.9

Challenges of leadership styles on product in Obajana


Cement Factory.

40

2.10 Appraisal and summary of the literature review.

41

37

CHAPTER THREE: RESEARCH METHODOLOGY AND


DESIGN
3.1

History of Obajana Cement Company

44

3.2

Research methodology

53

3.3

Population of the study

53

3.4

Sampling techniques and size .

54

3.5

Source of data collection. .

55

3.6

Method of data collection .

56

3.7

Method of administration of instrument

58

3.8

Validity of instrument

58

3.9

Method of data analysis. .

59

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS


4.1

Introduction

60

4.2

Data presentation and analysis .

60

4.3

Summary of findings.

66

CHAPTER FIVE: SUMMARY, CONCLUSION AND


RECOMMENDATIONS
5.0

Introduction

72

5.1

Summary .

72

5.2

Conclusion

5.3

Recommendation

74

75

Bibliography
Appendix.

CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The success or failure of any organization be it at home
level, private company, government or an educational
institution depend on how it is managed. This means that
there must be capable hands at the top to coordinate the
efforts of the subordinates towards the attainment of the
individual and for organizational goods. The coordination of
efforts based on an effective system of communication
which has to flow freely within and between all sectors of
the organization.
However, the ones is on the organizations leadership to
ensure that these objectives are achieved. One of the most
leadership. Important roles to be played are that of
leadership. Although, the people at the top are addressed by
different

names

like

managers,

directors,

sole

administrators, if certain yet their functions remains


basically the same i.e the management of available human
and specific resources towards the attainment of specific
goals.
The organization image depends on how effective it is
managed and administered.
1

Hence, these are need for authority structures defined


according to roles and objectives of the organization. It is
the authority structures that invariably steers, guides,
directs, coordinates and indeed pilot the affairs of the
organizations.

By

implication,

there,

the

success

or

otherwise of the organization to a large extent depends on


these structures. This contention is incomplete without
Lucky, R. (1986) when she said the styles of supervision
are more important in achieving better results than any
more general factors such as job interests and loyalty
towards the organization therefore, authority structures
(leadership styles) are the subject of investigation. In this
research study, meanwhile, leadership can be conducted on
leadership have concluded that the style of leadership
depends on three factors.
1. The leaders attitude
2. The individual subordinates characteristics as well as the
characteristics of the group and
3. The situation in which the leader finds himself.
The nations premises and gigantic Obajana Cement
Factory Plc. Kogi State located in Obajana Lokoja local
government of Kogi State.
It is in view of the negative effects of leadership styles and
their implications on organizational productivity that I am
2

prompted to carry out research in the field work is a


furtherance of such other research done in this field.
It is equally aimed at analyzing the causes of industrial
disharmony and its negative impact on the productivity of
an organization concerned.
Obajana Cement Company Plc, Kogi State is used as a
case study because, the company constitute the nucleus of
the industrial base of Kogi State.
1.2 STATEMENT OF THE RESEARCH PROBLEMS
The personality of the styles adopted, the situation
under which he separate and above all the subordinates
he/she deals with influences the organization leadership
drives in achieving maximum efficiency and effectiveness of
real goals for which the organization was established.
Modern administrative leadership especially those in
public organization faces problems of varying degree and
magnitude in public organizations obviously have problems
of ineffective leadership based on the fact that many of the
subordinates are not given formidable examples to follow.
For instance, while some leaders have patience and
tolerance for ambiguity in dealing with their subordinates
while, some play truancy when it comes to control and
guidance.
3

In the private sector, promotion, placement and


selection process are sometimes inconsistent and selection
process are sometimes inconsistent with set down rules and
regulations, these assertions, one can authoritatively say
that

there

is

lack

of

seriousness

towards

official

responsibilities, improper guidance, supervision and control


exercised on the subordinates. It therefore means that when
the

right

calibres

of

staff

are

occupying

the

right

officers/positions definitely these are every tendency to


succeed and vice versa.
Finance like blood that runs through vain is the
backbone of any organization under consideration like other
public corporation in Nigeria faces problems of inadequate
funds to execute us laudable objectives. Coupled with these
facts is the inconsistency in policy implementation on the
part of the management in particulars and the government
in general. Furthermore, the recognition is not an exception
of the activities of industrial union in Nigeria. At times, the
activities of industrial unions as a result of managerial
lapses pose serious problems to the organization. In most
cases, issues are not usually concluded through negotiation
and

or

dialogue

organization

thus

constituting

undoubtedly,

the

challenge

outcome

of

to

the
such

irreconcilable interests is as exemplified in the series of


4

industrial activities witnessed in recent times. It is on these


notes that the researcher deemed it fit to venture the
adventure of discovering the root cause, recommending
means of improving the organizations productivity and
proffering lasting solutions to these challenges.
1.3 RESEARCH QUESTIONS
1.

Does leadership style has any adverse effect on the


level of production in your organization?

2.

Is leadership style an automatic one that can be


effectively

and

efficiently

coordinate

in

your

organization
3.

Does growth prospect have direct link with the


leadership style in your organization?

4.

Does growth prospects irrespective of the leadership


style

subjected

to

situational

factor

in

your

organization?
1.4 OBJECTIVES OF THE STUDY
The objective of the study amongst other is to critically
look into the authority structure of the organization
leadership, in other words, the study is aimed at finding out
whether the style of leadership at the said organization
constitutes to the efficiency and effectiveness of the
5

production process and the staff in particular. Other salient


aims and objectives include the following:
1. Evaluate the leadership styles of both past and present
management leadership.
2. To state the extent to which the leadership and hint have
been able to relate with their subordinates.
3. To determine the managerial responsibilities of managers
and/or directors of the organization and low effective.
They carry out such responsibilities.
4. To identify problem areas of leadership that hinders
effective organizational management.
5. To make recommendations in low best to achieve higher
productivity through effective leadership style.

1.5 SIGNIFICANCE OF THE STUDY


The

research

study

is

of

importance

to

all

organizations and Obajana Cement Factory in particular.


All organization either public or non governmental
have leaders with varying degree of approach to leadership
styles and roles performed more importantly the study helps
in determining how well these roles are carried out as
regards to their duties which could either stabilize or destabilized productive organizations.
Meanwhile, the study is very relevant and timely
especially as modern organizations are becoming more
complex and sophisticated. The researchers strongly believe
that the study can lead to the understanding of general
administration in organization; thereby indicating areas of
weaknesses and strength which either militate or help in
achieving

effective

leadership

within

the

hierarchical

structures of an organization.
Finally, it will also helps in correcting some anomalies
and imbalances in the leadership styles and suggesting
ways of improving on them. Consequently, by so doing, it
helps in inculcating in them the ability to identify what it
takes to be a leader and the ideal theories of leadership,
roles, qualities and behaviours/styles to be adapted. Lastly,
7

the wrong notion held by many persistent leadership shall


be corrected in their study.

1.6 SCOPE OF THE STUDY


The research study is entitled leadership styles and
their implication on organization productivity and it is
limited to Obajana Cement Factory, especially the intension
of the researcher is to examine deeply the management
styles of one of the nations cement factory locates in
Obajana Lokoja local government area of Kogi State and
perhaps

evaluate

their

inputs

on

the

organization

productivity.
As an academic exercise, the study especially sampled
the organization leadership and staff as population to be
considered in the course of the study. This is made so n the
order to enable the researcher narrow down the study
within a controllable or limit. More so, the study is made
more relevant not because the company relies mostly on
expatriates and firms like Dumex and Julius Berger in the
construction and operation of the cement factory but how
their on the departure of these expatriate will affect the
organization productive capacity. (2007 to date).
1.7 LIMITATIONS OF THE STUDY
8

In a research study of this nature especially where the


existence of the object of study is relatively new, one is
bound to be confronted with various problems ranging from
inadequate data lack of proper record keeping, inadequate
fund, non-availability of key offices and sectional heads to
grant interview, and the convenience of official bureaucracy
in getting information from organization on of this nature.
Obviously, such technical works of officials secret affect the
free flow of information which would have been useful for
deterred analysis of data.
The

researcher

is

particularly

saddled

with

the

problem of overlapping of time and period allocated for the


research work with the actual academic exercise to parent
details four of a large organization of this picture. Finally,
the fact that human being are not hundred percent perfect
the researcher is never an exception and therefore all the
importations observed are solely mine.
CONCEPT CLARIFICATION/DEFINITION OF TERMS
Operational definitions of some technical concepts or
terms are well defines so as to graphically dive home the
impact of the study to the end users. Some of such terms
are giving below:

LEADERSHIP: According to Cole, (1976), leadership is a


dynamic process, at work in group whereby one individual
over

particular

period

of

time

and

in

particular

organizational context, influences the other group members


to commit themselves freely to the achievement of the group
tasks or goals.
ORGANIZATION: The process of putting people into jobs
and grouping jobs together into departments whereby duties
and responsibilities are delegated to qualified staff so that
the works or functions of management are carried out as
planned.
STYLE:

This

is

systematic

manner/way

of

doing

performing, presenting or carrying out leadership functions


and/or roles in an organization.
IMPLICATION:

The

resultant

consequences

of

any

leadership style theory and type adopted. In other words, it


is the outcome of whichever behaviour/ styles exhibited by
the leadership of the organization.
PRODUCTIVITY: The ration of output of goods and services
to the units of the resources. Hence, it is a measure of low
well these resources are being utilized (1988:45)
1.8 ORGANIZATION OF THE STUDY

10

The research work is divided into five chapters with the


first chapter focusing problems which necessitate the
exercise as well as the objectives and the significant impact
of the study.
The chapter two which is normally termed as review
literature has to do with discussion of where relevant to the
field being researcherd into. Thus, attempt was made by the
researcher at reviewing books, journals, or prevails and
attracts relevant to the topic in particular and Obajana
Cement Factory Plc in general.
In chapter three, the research methods employed by
the researcher in gathering data includes both primary and
secondary methods as well as random sampling techniques
for analyzing response receiving from the field. A research
population sample of thirty (30) human elements drawn
from both the organizations leadership and staff were
chosen for the study and upon who are analyzed, discussed
and findings deductively summarized.
Finally, the last chapter is summary, conclusion and
recommendations where stating points as adduced in
chapter two and three of the write up are re-emphasized
there after recommending possible way/means of solving
leadership problems.

11

12

CHAPTER TWO
LITERATURE REVIEW
2.1 INTRODUCTION AND THEORETICAL FRAMEWORK
In this chapter (research) intends to review some of the
existing intertexture on the subject matter (leadership styles
and it implication on organization productivity).
Theories of leadership trait or so-called great man
theory, this theory assumes that leaders are born and not
made leaders such as Alexander the Great Malcom X,
Gregor, Washington, Obafemi Awolowo, were said to have
been blessed with an inborn ability to lead. Thus so-called
great man approach to leadership gave birth to trait theory
those traits are of acquired but are inherent personal
qualities in short, it emphasis that leadership is a function
of the inborn trait.
1.
2.
3.
4.
5.
6.

Appearance present ability


A sense of comparativeness
Energy drive
Judgement
Knowledge of human relations
Emotional stability

Behavioural style theory: This theory studies leadership


by looking at leaders in terms of what they do. In other
words, rather than try to figure out who effective leaders
13

are, researchers tried to determine what effective leaders do,


how theory delegate task, how they communicate with and
try to motivate their task and so on, research studies of
Katz Macaby and Morse suggested that leadership be
defined always employee centred dimension and productivity
both complementing each other.
Situational approach: This approach concentrate on the
importance of the situation in the study of leadership
different types of leadership. The focus is on the situation in
which the leadership is exercised and not upon the leaders.
The situational approach defines leadership in term of
his ability to handle a given area. A leader is more
successful

when

his

personal

traits

complement

the

situational characteristics.
Contingency theory: Are based on the belief that there is
no single style of leadership appropriate to all situations. A
number of different situational leadership theories have
been developed, major contingency models of leadership
include:
a.
b.
c.
d.

Quality and acceptance of leaders decision fielder


Maturity of followers: Hersey and Blanchard, and Nichols.
Path-god theory: House, and House and Dessles
Quality and acceptance of leaders decision version and
yetton
14

2.2 LEADERSHIP DEFINED


The concept of leadership should be general enough to
apply to many situations but specific enough to have
tangible implication for what we do. It is different, therefore,
to generalize about leadership, but essentially, it is a
relationship through which one person influence the
behaviours or action of other people therefore, leadership is
not about the leaders, it is about how he/she builds the
confidence and for the human touches that shapes a
positive emotional climate to inspire and motivate people.
Macfaland (1979), defined leadership as the ability of
an individual to influence other to work beyond ordinary
level to achieve goals within organization, a community or a
society. It is the activity whereby a leaders presides,
motivate and penetrate the subordinates to strive willingly
for group objectives. Is collaborate this ascension, a leaders
as a member of a group or group with outstanding qualities
and roles does not only define his own role but equally
define those of other within the group and ensure that they
are properly executed for the common interest of the
organization.
In the same vein, leadership can be defined as the
ability of the management to induce subordinates to work
towards group goals with confident and keenness and
15

intensity in the execution of work while confidence elects


experience and technical ability to lead is to guide, conduct,
and direct leaders to not stand at the back or behind the
group to push but place themselves before the group as they
facilitate the process and inspire the group to accomplish
organizational goals. Further more, a review of other maters
reveals that most management metres agree that leadership
is the process of influencing the activities of an individual or
group towards goals accomplishment in a given situation
from this contention, it follows that the leadership process
is a function of the leader, the followers, and the
situational variables.
In other words one can have the equation of leadership
as; L=F (L.F.S) in contrast, leadership does not necessarily
take

place

within

the

hierarchical

structure

of

the

organization. Many people operate as leader without their


role ever being clearly established or defined scholars in the
field of thought suggest that:
There is a clear implication that leadership is not part
of the job but a quality that can be brought to a job.
The work that leadership encompasses in the contest
is not assigned but come about spontaneously is justify this
ascension.

16

Okon (2010) contend that leadership sometime stems


from the possession and impression of exceptional technical
competence by an individual in a given group; such a person
may gradually acquire leadership appeal and may thus
assume leadership roles even though but she may not be
head. This is a veritable source of conflict in most formal
organization most especially between specialist and generate
administrators.

17

2.3 LEADERSHIP STYLES


Leadership style are the patterns of behaviour which a
leader adopts in influencing the behaviours of his followers
(subordinates in the organization context). These patterns
emerge in the leader as he being to respond in the same
fashion under similar condition, he develops habits of
actions that become some what predictable to those who
work within him. In a bid to underscore the significance of
leadership, scholars have proposed different style based on
either behavioural or situational approach. However, the
emphasis here is on the behavioural approach.
Meanwhile, power orientation as one cardinal aspect of
the behavioural approach is based on the degree of
authority

which

leaders

uses

in

influencing

the

behaviours of his subordinates based on the degree of use of


power, there are three leadership style:
1. Autocratic leadership style
2. Participative leadership style and
3. Free rein leadership style
AUTOCRATIC LEADERSHIP STYLE: Autocratic leadership
style is also known as autocratic, directive or monotheist
style. Here, the manager centralizes decision making power
in him. The leader structures the complete situation for his
employees and they do just what they are told. This type of
18

leadership style may be negative because followers are


informed, insecure, and afraid of the leadership authority.
One important advantage of this style is that since
subordinates

are

responsibility

they

indolent
should

lack
be

abilities

compelled

and
in

dislike

order

to

centralize authority structure and strict discipline. On the


other hand, strict application of this style may result to
frustrations low words and conflict in the organization thus
jeopardizing organizational efficiency.
PARTICIPATIVE LEADERSHIP: This style is also called
democratic consultative or ideographic leadership style.
Participation is defined as mental and emotional and
involvement of a person in a group situation which
encourages him to contribute to group goals and share
responsibility in them. A participative leader decentralizes
his decision making process. Instead of taking limited
decision in emphasizes on consultation and participative of
his subordinate. They are generally informed about the
condition affecting them and their jobs, this types of style
suits our modern administrative practices obviously it is a
highly motivating techniques to employee as they feel
elevated when their ideas and suggestions are given weight
in the decision making process. Thus, their productivity
becomes very high as policies and programmes would be
19

implemented

whole

heartedly

which

organizational

stabilized as well.
FREE REIN LEADERSHIP: Free rein or laissez fair style of
leadership is the practice by which organizational leaders
uses their power very little it at all, given subordinates a
high degree of independent and freedom in their operation
such leaders depend largely on subordinate to set goals and
the means of achieving them and they perceive their role as
one of facilitating the operation of followers by furnishing
them with necessary information and acting primarily with
the group external environment.
The assumption of this type of leadership is that
people can exercise self direction and control to achieve
objective to which they are committed by seeking and
accepting responsibility. One significant effect of this style is
that organizational goals might not be achieved as some
people will set goals below standard because of their
selfishness thus, uniform goals and decision can never be
attained. Goleman, D. (2000), Leadership that get result
Vol 18, March P. 78-90.
2.4 LEADERSHIP THEORY
Leadership has probably been written about formally
researched and in formally discussed more than any other
20

single topic it is known to exist and to have tremendous


influence on human performance, but it inner working and
specific dimension can be precisely spelt out.
Scholars from the behavioural school of thoughts have
carried out series of research studies in order to find out the
answer to the question of what makes a leader effective is
his success due to his personality, or his behaviour, or the
type of follower he has or the situation in which he works, or
the combination of all these? They could not however
provide satisfactory answer. Instead their researches have
resulted to various theories or approaches in leadership
prominent among them being traits, behavioural and
structural theories other include charismatic theory, fielders
contingency theory and the system theory of leadership
attempt shall be made to examine these theories in the
course of the study.
CHARISMATIC THEORY
Charismatic theory, also called the great man theory
can be traced back to ancient time of platos republic and
confucious

analyst.

They

provided

some

insight

of

leadership subsequent students based on there insight,


have suggested that a leader is born and not made and
that a leader has some charisma which acts as influence.
Thus charisma is a God gifted attributed in a person which
21

makes him a leader irrespective of the situation in which he


works charismatic leaders are those who inspire followers
and have a major impact on their organization through their
personal vision and energy. A look on charismatic theory
suggests that such leaders very high levels of referent power
self confidence dominance and a strong conviction in the
normal righteousness of his/her beliefs or at least the
ability to convince the followers that he/she possesses such
confidence and conviction to communicate a vision or high
level goal (transcendent) that capture their commitment and
energy.
The basis assumption and implication of charismatic
leadership theory are that leaders in general and in great
leaders in particular have some exceptional in born
leadership qualities which are bestowed upon them by the
driven power secondly, they cannot enhance through
education and training finally that it makes a leader
effective and that situational factors does not have any
influence.
However there are two basic limitations first, the
theory assumed that there are certain in born qualities of a
great leaders. Infact, its opposite is also true through
training and development programmes leaders though not
the great leaders can be developed in the organization,
22

secondly a charismatic leader may fall in the change


situation for instance, his Excellency Captain Idris Wada
was very successful in the business world but it flopped
afterwards in the administration of the state.
Therefore, we can drive that the situational variable
play their role in determining leadership effectiveness.
TRAIT THEORY
The weaknesses of charismatic theory pave way for a
more

realistic

approach

to

leadership

behaviouralist

scholars accepted the fact that leadership qualities are not


completely in born but can also be acquired through
learning and experience quality of an individual. The theory
sees to determine what makes a successful leader fro the
leader own personal characteristics.
Research studies selected leader of eminence and their
characteristics and the hypothesis derivable therein show
that person having certain traits could become successful
leader. Intelligence, attributes, personality and biological
factor were given as ingredients for effective leaders.
Trait theory has two important implication first the
theory emphasize that a leader required some trait and
qualities to be effective. Secondly, many of these qualities
may be developed in individual through training and
23

development programmes on the other hand the theory


suffers from two sets of limitations generalization of traits
and applicability of traits. In the first place, there are
problem in identifying which trait may be relevant for a
leader to be effective in all situation, secondly, these is no
tell application of trait theory because leaders behaviours
and not in his traits for instance certain traits have been
specified for certain leaders but actually they could not
become effective leaders.
CONTINGENCY THEORY
The contingency theory of leadership was propounded
by feed fielders and his Illinois colleague in 1967 which he
christened

Fieldlers

contingency

theory

of

leadership

effectiveness according to him, leadership is any process in


which the ability of a leader to exercise influence depend
upon the group task situation and degree to which the
leader style and personality approach for the group fiedler
combine leadership style traits and situational theory in
order to come up with contingency theory. In other wors,
people become leaders not only because of the various
situational factor and interactive between the leaders and
these factors.
Fieddler

identified

these

factor

or

condition

as:

positional power which must be adequate, task structure


24

which must define clearly the responsibility and authority of


every individual and group; and good leader member
relation which facilitates members to like, trust, and
willingly follow the leader.
Using a set of test techniques known as least preferred
co-worker

(L.P.C)

and

assumed

similarity

between

opposition (ASO), where leaders described the qualities of


those they preferred not work with as to work with
respectively. Fieddler defined the favourableness of a
situation as a degree to which a given situations enable a
leader to exert influence on a group.
Therefore,

since

favourableness

or

otherwise

of

situation is not static, leaders should know when to be task


oriented

or

relationship

oriented

to

ensure

optional

realization of organization goals.


However, concluded that while a task oriented leader is
likely to succeed both in favourable or in favourable
situations the relationship oriented leader is favourable or
at wrist, intermediate.
SYSTEM THEORY
According to Boluromu (2009) system approach of
leadership would required the leader, the follower and
situation as interdependent units all engaged in the
25

production of desired outputs and would consider what are


the relationship involved and to what extent are they aimed
at mutual goals? Several key factors interact in leadership
group situation and a modern approach is to consider that
the

leaders

and

the

group

adjust

their

behaviours

dynamically to each other. Akowe J. (2010) Theory of


Administration.
2.5 LEADERSHIP TYPES
Virtually every man become a leader in some phase of
his life when he motivates and penetrates other to achieve
result the process of classifying leadership is dependent on
the model approach used in influencing subordinates. An
approach that is based on Douglas McGregors theory X
such as the coercion and strict discipline can be seen as the
negative type of leadership on the other hand, when it is
channelled along theory Y such as incentive, motivation and
reward etc. Then such can be linked to as positive type of
leadership.
However, according to Mary Parker Follet cited in
Akowe (2010) leadership in organization can be classified
into three types and these include leadership of personality,
leadership of function and leadership of position.
LEADERSHIP OF PERSONALITY
26

This springs from the individuals possession and


demonstration

of

acceptable

exception

psychological

energies with appealing effect on the group. These include


patience, tolerance, emotion stability and honesty, sympathy
and

charisma

etc.

These

attitudes

in

an

individual

command respects among his peers.


LEADERSHIP OF FUNCTION
This stems from the possession and impression of
exception technical competence by an individual in a given
group such a person ay thus assume leadership roles even
though he may not be the head.
LEADERSHIP OF POSITION
This refers to the acquisition or assumption of
leadership responsibilities through formal means such as
paper

qualification

and

promotion

etc.

This

type

of

leadership is defined within the Wesberian legal return and


where such position and functions are predetermined by
impersonal law. It must be noted here however that a leader
of this category stand the risk of loosing his bite
(recognition) if he has no commensurate technical ability to
accommodate his responsibilities.
It must be submitted that leadership is a holistic
phenomenon which needs the combination of all their
27

variable to be effective consequently. Though position and


functional capacity determines leadership acceptability, the
possession of personality aspects is equally essential
because it is an effective denominator for penetrating the
individual and (such) group in the organization. Akowe J.
(2010).
2.6 LEADERSHIP QUALITIES AND ROLES
Hardly would two individual agree in the desire
qualities of a leader as all human strength or virtue would
be mentioned though, persuasion and compulsion may be
considered exemption to be essential for effective leadership.
A leader should make his job known to every one in the
organization because it is more important to be recognized
than to be popular.
According to Lord Montagonery in his book Path to
leadership as cited in Boluomu, et al (2009) a leader is one
who can be hooked up to whose personal judgment is
trusted, who can inspire and warm the heart of those he
lead, gaining their trust and confidence and explaining what
is needed in language which can be understood. It is
important to note that the leadership qualities that are
needed in a particular situation are not always found in an
individual. From this assertion, it can be seen that if a
particular vacancy has to be filled, the strengths and
28

weaknesses of the person who is being appointed should be


considered along with those of the people he will be working
with.
Nevertheless, successful leader can be considered to be
perceptible and flexible and able to act appropriately, in one
situation he is strong and in another he is permissive.
Hence, successful leaders tend to possess the following
characteristics:
a.
b.
c.
d.

Intelligence including judgement and verbal ability


Past achievement in scholarship and athletics,
Emotional maturity and stability
Dependability and persistence and a drive for continuing

achievement
e. The skill to participate socially and adapt to various
group and
f. A desire for status and socio-economic position.
In an attempt to answer the question of what leader
really do, different observational studies have been carried
out. Henry Mintzberg, H. (1990) tries to provide empirical
evidence of the role and activities of leaders in the
organization on the basis of his direct observational studies.
He possess the three types of leadership role to show below:

29

FORMAL AUTHORITY AND


STATUS

INTERPERSONAL ROLE
Figure head

INFORMATIONAL ROLE
MONITOR
DISSEMINATOR
SPOKES PERSON

DECISION ROLES
Entrepreneur
Disturbance handle
Resources allocation
Negotiator

SOURCE: Mintzberg H. (1990:31) The Leader Roles Folklore and fact, Harvard Press.

30

The interpersonal role arise directly from formal


authority and refer to the relationship between the manager
(leader) and other. By virtue of his position the leader has a
figure head role as symbol of the organization most of the
time spent as a figure is on ceremonial duties such as
greeting to touring class of student or taking an important
customer to lunch. The second interpersonal role is
specifically called the leader role. This role recognize that
leader often spend more time interacting with other outside
their unit than they do working with their own leaders and
subordinates.
An informational role is another important aspect of
leadership role. Most observational studies show that leader
spend a great deal of time giving and receiving information
as monitor the leader is continually bosses and outside
contact

for

information,

as

disseminator

the

leader

distribute information to key internal people, and as spoke


person he provides information to outsiders (the general
public) finally, in the decisional role the leader act upon the
information the initiates the development of a perfect as
assemble the necessary resources as an entrepreneur. As
disturbance handle , instead of being proactive like the
entrepreneur the leader is reactive to the problem and
pressure the situation, thus he is saddled with crisis
31

management role. Again, as resource allocate he decides


who get what in his department and lastly as negotiate he
spends

time

with

all

levels

in

the

dialoguing

with

subordinates, Mintzberg, (1990:168).


2.7 MAKING LEADERSHIP EFFECTIVE
Research undertaken by the consulting from Hay as
reported by Goleman (2000) has studied which precise
leadership behaviour yield positive result. The research drew
a sample of 3,871 executives worldwide and identified six,
we know different component of emotional intelligence,
coercive, authoritative and affinitive leaders. Other includes
democratic, peace setting and coaching leaders.
However, only four of these leadership styles had a
positive effect. The coercive style demanded immediate
compliance, lacked flexibility and motivation and was the
least effective style. The pace setting style set high standard
for performance but led to a drop in morale and had largely
negative impact. The research study made us to understand
that the most effective executives use a collection of distinct
leadership style, each in the result measure as just the right
time. Although the authoritative style of leadership can be
occasionally over bearing it was found to be most effective
and can motivate and inspire commitment to the goals of
the organization. The affiliate style has poetical to create
32

harmony within teams and used in conjunction with the


authoritative style.
From the above assertion, one might not be wrong to
say that the democratic approach is seen as being positive
and encourage input from staff and help build consensus
through participation. The coaching style although the least
frequently used can help staff identify their strength and
encourage long term development goals.
Conclusively

for

organizational

leadership

to

be

effective reliance on more than one leadership style become


imperative and should be able to master a mixture of
authoritative, democratic, affinitive and coaching style such
leader know what they want and imposes personal method
for accomplishment without creating resentment and should
equally have implicit trust in their followers i.e. their
primary concern should be to develop their tallies for
effective performance.
2.8 THE IMPLICATION OF LEADERSHIP STYLE ON PRODUCTION
Effective leader create organizational structure that
clearly

production

role,

production

requirements,

establishes reward, such as payment or bonuses, and


communicate the rules, set, hours, pay rate and distillatory
action associated with non conformance to these rule. By
33

using production leadership style a leader implies that if a


subordinate complies with the contract, he receives the
salary and benefit as agreed upon in return the leader has
the authority to supreme the employee actions and
evaluates his performance.
When a production leader assign a material or
resources to a task, the resources becomes responsible for
the execution of the task. A production leader praise
employees only for exceeding expectation , not just meeting
them.

TRAINING AND DEVELOPMENT


When using the production leadership style, you
assume that the employees has the skill and knowledge to
complete the task, if he does not complete the task
successfully he have the authority to punish the employee
whether or not he has the expertise to complete the job. The
implication of the production leadership style applied to a
situation where employee lack the critical competences to
achieve the goals that are set for them in terms of
production, as the behaviour tend to result in failure
making employees personally responsible for their own
success and failure work well only if employee have the

34

means to obtain required training in their own and are


intrinsically motivated to do so.
REWARD FOR PUNISHMENT
Production leader reward performance only if it
exceeds expectation o fall below them. By managing the
exceptions these leaders provide praise for exemplary
behaviour and punishment for fairly outcome. These
systems required a rigid management structure. The
employees acknowledge the rule and agree to work under
the condition.
The implication of this leadership style is that people
are motivated only by external compensation or positive
action such as loss of pay or even job termination.
As a manager, you actively discourage employees from
taking risk or investigating innovative situation.
MANAGEMENT STRUCTURES
An

organization

manages

by

production

leaders

subordinate follow a clear chain command. They do exactly


what their manager tell even to do. If the employees have
signed contracts such contract must be strictly followed.
The implication of this type of leadership style as fact,
set full authority over their production or output and if the
35

employee forts to comply them, they will face the full


punishment.
COMMUNICATION STYLE
Production leaders tell the subordinate what to do
positive and procedure clear defined the steps required to
produce a product or services according to established
method this implies no deviation. The implication of this is
that of a deviation occur them, the worker will be sincerely
punished. www.leadershipstyle.com.
2.9 CHALLENGES OF LEADERSHIP STYLE IN PRODUCTION
IN OBAJANA CEMENT COMPANY
The challenges of leadership style on production arise
as a result of some reasons.
The nature of leadership that may be applied to a
production style on this organization may not work in
another organization this resulted to a leadership challenges
in that organization.
Leadership

and

his

people

that

engage

in

the

production activities once those people fails to reach the


target there will be a problem in the organization; this will
definitely leads leadership challenges on production.

36

Machines and the material to carry out the production


can equally leads to some challenges for a leadership style
on production, this is because even the employee are willing
to do the job in the right time to meet the production target
if the machine and the raw material are not there it will
definitely affect the production levels, this is equally a
challenges to a leadership style, communication between the
leader and the employee there is tend to be a leadership
problem because the employee will fail to do what is
expected of them.
Lastly, the leader style chosen by a particular leader
also affect the organization which can equally lead to
challenges for the organization. The leader should look
critically the nature of leadership that suit a particular
organization before adopting such leadership style.
2.10 APPRAISAL AND SUMMARY OF LITERATURE REVIEW
Based on the study of leadership style and their
implication on organizational productivity, leadership style
play a very important role in an organization, i belief that in
every organization, there exist a system of leadership which
act as the guiding precedence for both the staff and
management of the organization from this research work. I
was made to understand that leadership style in an
organisation can help to direct, guide and coordinate the
37

affairs/activities of staff in the organization in a bid toward


actualizing the aims and objectives for which it was
established.
Therefore, it is no longer news that different style of
leadership around the world. The fact remains how effective
and efficient are these style of an organization competently i
was optimistic mainly on democratic leadership style
because it was (rationally) tipped to suitable and embracing,
it suffixes to say that such a participation leader is
democratic in his/her behaviour and considered toward
his/her subordinates thereby seeking their opinion, feeding,
believes, and aspirations before he/she take decision.
In conclusion, leadership style in whatever form that a
leader chooses be that one will carry the workers along of
the organization and the workers. Leadership role by
Mintzberg, H, April, 1990 P. 168.

38

REFERENCES
Akowe, J. (2010) Theories of Administration and Workers
Productivity in the Nigeria Public Sector, Lokoja Onairi
Printing and Publishing Company Ltd.
Bolumi, S.S. et al (2009), Principles of Management, Lokoja
Chrises Prints.
Mcfarland,

O.E.

(1997),

Management

Foundation

and

Practices 5th edition New York. Macmillan Publishing


Inc.
Mintzberg, H. The Leader Role Folklore and Fact, Harvard
Press Review, March-April 1990, P. 168.

39

CHAPTER THREE
RESEARCH METHODOLOGY AND DESIGN
3.0 HISTORY OF OBAJANA CEMENT COMPANY
Dangote Group is one of Nigerias diversified business
conglomerates with a hard earned reputation for excellent
business practices and products quality with its operation
headquarters in the hustling metropolis of Lagos, Nigeria in
West Africa.
Since

inception,

the

group

has

experienced

phenomenal growth in account of tidily of its goods and


services its capital today Dangote group is a multi billion
naira company poised to reach new heights, in every
endeavour,

competing

with

itself

to

better

the

post

performance and operations of the organization in all


ramifications.
The group core business focus is to provide local value
added products and services that meet the basic needs of
the Nigeria population. Through the construction and
operation of large scale manufacturing facilities in Nigeria
and

across

Africa,

manufacturing

the

capacity

group
to

build

is

focused

local

on

local

manufacturing

capacity to generate employment, prevent capital flight and


provide local produced goods for local people.
40

In May 1981, Dangote group was established as a


trading

business

with

an

initial

focus

production, the group diversified over

on

Cement

time in to a

conglomerate trading cement, sugar, flour, salt and fish.


By the early ages, the group has grown to one of the
largest trading conglomerates operation in the country in
1999 following the tradition of civilian government and after
an inspiration visit to Brazil to study the emerging
manufacturing sector the group made a strategic decision to
direct from a trading based business into a fully flayed
manufacturing operation.
In a country where imports constitute the vast
majority of consumed goods, a clear gap existed for a
manufacturing operation that could meet the basic needs of
a vast and fast growing population.
The group embarked in ambitions contraction of flour,
milks, a sugar refinery and pasta.
Factory in 2000, the group acquired the Benue
Cement Company Plc from the Nigeria government and in
2003

the

group

commissioned

the

Obajana

Cement

Company Plc plane in Kogi State the largest cement plant in


Sub-sahara Africa.

41

The group is one of the largest manufacturing


conglomerates in sub sahara Africa and is pursing further
backward integration along side on expansion programme in
existing and new sectors.
OBJECTIVE OF OBAJANA CEMENT COMPANY PLC
Obajana cement company Plc was established to
provide local value added product and services that meet
the basic needs to the Nigeria Population.
Based on the existence of the company, it was
established to touch the lives of people which provides them
basic needs and to be world class enterprise that is
passionate about the standard of living of the general
populace and high returns to the stakeholders.
Below are some of the major objectives of Obajana
cement company Plc.
1. CUSTOMER SERVICE: As a world class organization, the
company understand that it exist to serve and satisfy
their customers accordingly their customer orientation
reflects intimacy, integrity and learning.
2. ENTREPRENEURSHIP: Dangote group

of

company

continuously seek and develop new business employing


state of the art methods to retain their market leadership
in Nigeria and of course in Africa at large.
42

3. EXCELLENCE: It is a large organization that work


together to deliver the best product and services to her
valuable customers and stakeholders to achieve this they
demonstrate team work and respect.
4. LEADERSHIP: Dangote group of companies thrived in
being leader to her business market and communities
into

achieving the companys focus in continuous

improvement partnership and professionalism.


FINANCE OF OBAJANA CEMENT COMPANY PLC
Most organizations all over the world drives their
finance in one way or the other to establish and expand
their business but Dangote cement company Obajana,
mostly

cleric

their

finance/resources

through

shares,

personal direction from the stakeholder, borrowing from financial


institution to invest in move commodities that will bring large volume
of return to the company and the stakeholders.
The aforementioned are various avenue or source through which
Obajana Cement company Plc. Kogi State is been financed.
ORGANIZATION STRUCTURE OF OBAJANA CEMENT COMPANY PLC.
BOARD DIRECTORS
CHAIRMAN
GROUP MANAGING DIRECTOR
CHIEF EXECUTIVE
EXECUTIVE DIRECTOR

EXECUTIVE DIRECTOR

43

SERVICES

OPERATIONS

GENERAL MANAGER

GENERAL MANAGER

COMMERCIAL

COMMERCIAL

MANAGER MATERIAL

HEAD OF INTERNAL

MANAGEMENT

AUDIT

COMPANY SECRETARY
SOURCE: Obajana Cement Company Annual Report and Account 2012.

44

FUNCTION OF THE VARIOUS DEPARTMENT


1. BOARD OF DIRECTORS: These are the shareholder of
the company who overseas the affairs of the company,
they also decide the day to day running of the
organization they equally decide how the organization is
to operate, they elect/select the chairman of the company
and the chairman is answerable to them in every decision
he wants to take. However, the boards of directors are the
right owner of the company who contribute their
wealth/resources in order to maximize profit as the
return of their investment.
2. CHAIRMAN: He is responsible for the over all affairs of
the

company/organization

he

make

sure

that

all

operation and administration of the company is taking


care of, they also give guidelines to the board of directors
in some principles in the running of the company,
however, the chairman gives direction to the running of
the company.
3. GROUP MANAGING
representative

of

DIRECTORS:

each

department

These
not

are

the

within

the

organization they over sees the affairs of the operation of


each of the departments/units with the company
4. CHIEF EXECUTIVE: Their group are headed by the
managing

director

(MD)

of

the

company

their

department/units also the internal audit division to


45

check. In internal audit control the system and the


corporate/legal division. They also decide on the mode of
operations and administration of the entire company.
5. EXECUTIVE DIRECTORS (SERVICES): The department
on unit is in charge of personnel staff matters, human
resources division, welfare etc. This unit also takes
charge of the power and utility department and all the
other services that can help move the organization
forward for better functioning.
6. GENERAL MANAGER (COMMERCIAL): This department
take charge of the sales, purchase and the commercial
activities of the company including material management
of store claims. The unit also take other responsibility
and supplying if goods and services to prospective
buyers.
7. MANAGER

(MATERIAL

MANAGEMENT):

These

department are fully in charge of the store keeping of the


organization

the

purchasing

and

the

supplying

of

company materials for production is in the department.


The

material

management

department

and

the

commercial unit of the company at time cross function of


bring about growth and development in the area of the
better quality and production in the organization.
8. EXECUTIVE DIRECTOR (OPERATION): This can also be
called the operation and engineering department of a
company, these are the major department, in the plant in
46

charge of the production of cement. The height, medium


and

heave

section

manufacturing

are

under

the

departments of the production of goods and services are


also carried out in this section, without these sections it
will become impossible for the company to produce their
products.
9. GENERAL

MANAGER

(FINANCE/ACCOUNT):

This

department takes charge of all financial transaction of


the company and also expenditure should be taking care
etc, with the help of the account department the owner
can accuse the income and the expenditure of the
company. This department also takes care of the staff
salary and ensure that everyday to day expenses and
profit made are accurately recorded and accounted for as
at when due.
10. HEAD OF INTERNAL AUDIT: In mole to know whether
the company is making profit or not is the function of the
internal audit department. The audit unit check mate the
financial transaction (receipts) and books of account to
appraise the administration and the income coming and
going out of the company. This units audit keep the book
of account of the company to know if there is financial
fraud or illegal transaction within the company. The
essence of the department is to ensure that authenticity
of compliance with financial regulation or otherwise.
47

11. COMPANY SECRETARY: The secretary minutes every


transaction made within the company. This is responsible
directly to the chief executive of the company. The
secretary takes minutes during company general meeting
and also pass circular of information concerning the
brand of products and vital information from the head of
the company.
3.1 RESEARCH METHODOLOGY
This study design on method is the plan attached
which seeks to address the following questions such as:
1. What approach to the problem will be taken?
2. What is the method to be used?
3. What strategies will be effective in the research question?
In regard to this study, the strategies and method
employed to carryout the research is the case study
3.2 POPULATION OF THE STUDY
According

to

Akpa

and

Angahar.

P.

(1998-24)

population is the universal, aggregation or entire group


whose characteristics are to be studied. The population in
respect of this study, consist of 1,610 (One thousand six
hundred and ten). Staff of Obajana cement company Plc,
Kogi State.

48

3.3 SAMPLING TECHNIQUES AND SAMPLE SIZE


Sampling techniques refers to a responsible percent of
the study population whose characteristics are to be
determined in order to draw conclusion about the larger
study

population.

This

is

case

study

using

one

organization. It is basically reflect the method of sampling


used by the researcher in the process of conducting the
research. Majority the stratified sampling techniques and
sampling size were employed. The population was divided
into group as a heterogeneous hot was splinted into
homogenous groups/units
However, a sample size of 403 (four hundred and three
was

selected

through

stratified

random

sampling

techniques to ensure a successful research work. First the


population was divided into appropriate sub-groups top
management, middle management and manipulative cadre
which were not necessarily to equal size.
Progressively, consideration was given to each subgroup as a separate population and eventually a sample was
drawn using the simple random sampling method or
techniques.
More so, of the total population of 1,610 (Four hundred
and three) were selected through the method employed, the
49

sample size therefore, represent 25% of the total population


of the work force.
Total population

1,610

25% of 1,610

25/100

x 1,610 = 403

3.4 SOURCE OF DATA COLLECTION


Data collection method employed by the research are
primary and secondary sources. These will ensure that data
collection are accurately and reliable collected.
1. PRIMARY SOURCES: The researcher conducted a face to
face and personal interview on the respondents in order
to extract information from them. Similarly a total
number of 403 (four hundred and three) questionnaires
which were filled and returned on the respondents were
for the purpose of the study.
2. SECONDARY SOURCES:
Secondary data were also
collected and used for the purpose of this study. The
2005 and 2006 annual responds and account of the
Obajana cement company Plc Kogi State were some of the
valuable information for the study.
The textbook and lectures materials, which were used in
the periods chapter are also some of secondary data for the
study.

50

Similarly, this project work titled Recruitment and


selection with a case study of Obajana Cement Company
and another project work titled Organizational Conflict and
its Impact on Organization Output both in the department
of public administration, Kogi State Polytechnic and school
of management studies Kogi State University, Anyigba
2008/2009 and 2010/2011 by Agada A. Omale and Okpe
Mark Ameh Respectively were used as a guide and
information sources.
3.5 METHOD OF DATA COLLECTION
The following methods of data collection were used for
the study.
1. UNSTRUCTURED
unstructured

INTERVIEW:
oral

The

interview

research

held

with

the

respondents/employees as they were allowed to talk freely


and fully on the topic while the researcher made effort to
make notes throughout the period of the interview. And
the researcher also made effort to record some of the
conversation on phone record.
2. QUESTIONNAIRE METHOD: Questionnaire is a device
for data collection using prepared forms which are filled
by the respondents for purpose of deciding questions
which required the respondents personal data while the
second part (PART B) consist of questions that required
51

the respondents opinion about the subject matter. The


respondents were given two weeks to study, fill the forms
and return them by post, the researcher however,
collected most of the forms from the respondents
personally.
3. LIBRARY RESEARCH: Obajana Cement Company Plc
Library, Kogi state Polytechnic library, Stella Obasanjo
Library Lokoja, News papers and textbooks were used for
the research work.

52

3.6 METHOD OF ADMINISTRATION OF INSTRUMENT


The method of administrative of questionnaires is
hereby tabulated for easy understanding.
Organization

Population of Percentage rate of respondent

strategy

each stratum

each

stratum

10
479

2.5
25% of 479 = 25/100 x 1121

1121

= 280.25
25% of 1121 = 25/100 x

1610

280.25
Total number of staff that

level
Middle

cadre
Total

of

that filled and return them.


25% of 10 = 25/100 x 10 =

Top management

management level
Manipulative

members

returned questionnaire

3.7 VALIDITY OF INSTRUMENT


The figure shown above as regard the number of
population of the total work force of Obajana cement
company Plc Kogi State, and number constructed in each
stratum was on extract from the 2006 Obajana cement
company Plc annual report and account.
The analysis of the above tabulation is that three (3)
assistant general manager representing the member of the
top management strata that returned their question names
filled to the researcher.
53

Also one hundred and nineteen (119) members of the


middle level management staff that returned their own filled
questionnaire and two hundred and eighty (280) staff of the
manipulative

cadre

filed

and

returned

their

own

questionnaires to the researcher as well.


3.8 METHOD OF DATA ANALYSIS
Since

data

for

this

research

was

collected

by

questionnaire, I used tables, percentage descriptive analysis


as well as mental interpretation of the oral interview that
was carried out to calculate the questionnaire response to
test the truthfulness of position in the study.

54

CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.0 INTRODUCTION
Before any definitive inference can be arrived at the
data allocated and used be presented and analyze for the
presentation to properly be discussed by users of the project
work,

statistical

methodology

using

diagrammatical

representation of data must be employed.


According

to

William

play

flair;

diagrammatical

representation of data gives simple accurate and permanent


idea by giving firms and shapes to a number of separate but
relented ideas. The statistical presentation of data which
will be made in this chapter will take the form of bar chart,
and pie chart. Percentages method will also be the used for
the presentation and analysis. Hypothesis will be tested also
in this chapter; this test will provide the bases for the
interference that will be arrived at.
4.1 DATA PRESENTATION AND ANALYSIS
As earlier mentioned, take bar chart and pie chart will
be used for the presentation of data.
TABLE 4:1: Distribution of respondents based on sex

55

Sex
Male

No of respondents
303

Percentage
75.2%

Female
100
Total
403
SOURCE: Field survey, 2013.

24.8%
100%

The table above shows that there are 303 male


respondents represent 75.2% and 100 female respondents
representing 24.8% it shows that there are more male
respondents than female respondents.
TABLE 4:2: Distribution of respondents according to age
Age
16-25

No of respondents
100

Percentage
24.8%

26-35

50

12.4%

36-45

190

47.15%

46-55

49

12.25%

56-65

0.7%

66 and above
11
Total
403
SOURCE: Field survey, 2013.

2.7%
100%

The table two above shows that age structure of the


respondents in which 100 respondents represent 24.8% are
within

the

range

of

16-25

years,

50

respondents

representing 12.4% are within the range of 26-35 years, 190


respondents representing 47.15% are within the age range
of 36-45 years, 49 respondents representing 12.25% are
56

within the age range of 46-55 years and 3 respondents


representing 0.7% are within the age range of 56-65 years
while 11 respondents representing 2.7% are within the
range of 66 and above and the table above indicates that the
staff within the age range of 35-45 years are much when
compared with other age brackets.
TABLE 4.3: Distribution of respondents based on marital
status
Status
Single

No of respondents
50

Percentage
12.4%

Married

340

84.7%

Divorced

10

2.5%

Widower
2
Total
403
SOURCE: Field survey, 2013.

07%
100%

The above table shows that marital status of


respondents

representing

12.4%

were

single,

340

respondents representing 84.7% were married and 10


respondents representing 2.5% were divorced while the
remaining 3 respondents representing 0.7% are widower
there

are

more

married

respondents

than

single

respondents.
TABLE 4:4: Distribution of respondents according to
educational qualification
57

Education
Primary

No of respondents
15

Percentage
3.7%

Secondary

205

50.9%

Tertiary

170

42.2%

Vocation

0.70%

Other
10
Total
403
SOURCE: Field survey, 2013.

2.5%
100%

The above table shows that 15 or 3.7% of the


respondents attain primary school education certificate,
205 or 50.9% of the respondents attain secondary school
certificate, 170 or 42.2% attain tertiary certificate and 3 or
0.7% acquired vocational possess other qualification. This
indicate that they have education one is the better equipped
he/she is in landing research questionnaire.
TABLE 4.5: Is the leadership style in your organization
democracy.
Variable
Yes

No of respondents
253

No
150
Total
403
SOURCE: Field survey, 2013.

Percentage
62
38
100%

The above table shows the response on how democratic


the organization leadership is. The result that 62% of the

58

respondents responded by saying that the leadership styles


is democratic while 38% said it is not.
TABLE 4.6: Does the top management staff influence
leadership style in your organization?
Variable
Yes

No of respondents
203

Percentage
51

No
200
Total
403
SOURCE: Field survey, 2013.

49
100%

The table above indicate 51% of the population


respondents

that

the

top

management

staff

greatly

influence the style of leadership in the organization while


49% responded by saying that that it is not.
TABLE 4:7: Does leadership style affect the organization
level of productivity in your organization?
Variable
Yes

No of respondents
203

No
200
Total
403
SOURCE: Field survey, 2013.

Percentage
51
49
100%

From the analysis above, it is obvious that leadership


style affect the level of productivity in the organization as
203 respondents posits this fact while 2000 respondents
said it does not.
59

TABLE

4.8:

Does

autocratic

leadership

style

have

negative impact in your organization?


Variable
Yes

No of respondents
253

No
150
Total
403
SOURCE: Field survey, 2013.

Percentage
62
38
100%

The above table clearly shows that workers productive


capacities are negatively affected as a result of the leader
autocratic element. Thus, 62% responded attested to this
assertion while 38% argued otherwise.
TABLE 4.9: Does finance and political factors contribute
to the efficiency and effectiveness of the organization?
Variable
Yes

No of respondents
303

No
100
Total
403
SOURCE: Field survey, 2013.

Percentage
75
25
100%

This table indicates that adequate financial and


political stability ensures and enhances organizational
efficiency and effectiveness, while 25% of the respondents
disagree disagree to this claim.
4.2.1 DISCUSSION OF FINDINGS

60

Discussion

from

the

above

analysis

enable

the

researcher to understand that leadership style has a very


important role to play in the organization. It bails down to
the fact that in every organization, there exists a system of
leadership that steers direct and control the affairs of the
organization.
However, one must be conversant of the fact that given
the present leadership style and the level of productivity in
different organization, how then management can boost
their productive level.
In order to answer the above question, one should be
able to provide answer to the following set of questions.
What leadership style do most organizations adopt? Does it
affect its efficiency level? Etc. When this is done one is
better placed to assess the impact of leadership in the
organization.
4.2.2 SUMMARY OF FINDINGS
From the findings obtained through the analysis of
data based on the questionnaires sent out, one will discover
that the appointment of the organization leadership is based
on political ground.
Thus, having a direct bearing on the style of leadership
he/she brings it to organization thereby breeding policies
61

inconsistency. This is very unhealthy for the growth and


development of the organization.
Nevertheless, the analysis made us to understand that
leadership style affect the efficiency of the organization,
hence, the actualization of maximum output. In other
words, effective leadership style (democratic) stands to yield
results as compared to other style of leadership.
Furthermore, the outcome of the analyzed data posit
that leadership impact positively towards the achievement of
the aims and objectives of the organization. This could
either as a result of what is called workers management
relating. Encouraging participating decision making and
great job satisfaction. Therefore, the organization is properly
coordinated thereby helping to see that the affairs/and or
activities of the organization are better contributed so that
aims and objectives for which it was established can be
accomplished.
Finally, financial and political factors contributed
immensely
organization.

towards

the

growth

Consequently,

the

or

otherwise

researcher

was

of

an

made

understand that the organization has direct bearing with


the nations system.

62

APPENDIX
School of Management Studies,
Department of Public Administration,
Kogi State Polytechnic,
Lokoja.

Dear respondents,
QUESTIONNAIRE ADMINISTRATION
I am a higher National Diploma (HND) student of the
above department and institution undergoing a Higher
National Diploma Programme. However I have designed this
questionnaire in order to collect information for research
project titled LEADERSHIP STYLES AND ITS IMPLICATION
ON ORGANIZATIONAL PRODUCTIVITY.
It is purely an academic exercise in fulfilment of the
requirements for the award of Higher National Diploma
Certificate in Public Administration. All information would
be treated confidentially.
Your prompt cooperation is highly appreciate as it will
equally contribute to the success of this research work
which is aimed towards increased in knowledge.
63

Yours faithfully,

QUESTIONNAIRE
INSTRUCTION: Indicate your response by ticking--------- in
the appropriate box and fill in that which best
describes your feeling against each question.
PART 1: PERSONAL DATA
Status:---------------------------------------------------------------Age:------------------------------------------------------------------Sex:-----------------------------------------------------------------Educational qualification:---------------------------------------Occupation:--------------------------------------------------------Religion:------------------------------------------------------------(Muslim)

(Christian)

(Other religion)

PART 2: QUESTION
1.

Does leadership style has any adverse effect on the


level of production in your organization?
a. Yes ---------------------- b. No --------------------------64

2.

Is leadership style an automatic one that can be


effectively

and

efficiently

coordinate

in

your

organization?
a. Yes ---------------------- b. No --------------------------3.

Does

growth

prospects

have

directly

link

with

the

leadership style in your organization?


a. Yes ---------------------- b. No --------------------------4.

Does growth prospects irrespective of the leadership style


subjected to situational factor in your organization?
a. Yes ---------------------- b. No ---------------------------

5.

Is the leadership style in your organization democratic?


a. Yes ---------------------- b. No ---------------------------

6.

Does the top management staff influence leadership style


in your organization?
a. Yes ---------------------- b. No ---------------------------

7.

Does leadership style affect the organization level of


productivity in your organization?

8.

Does autocratic leadership style have negative impact in


your organization?
a. Yes ---------------------- b. No ---------------------------

65

9.

Does finance and political factors contribute to efficiency


and effectiveness of the organization?
a. Yes ---------------------- b. No ---------------------------

10.

Any other comment, please state---------------------------------------------------------------------------------------------------------------------------------------------------------

66

CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.0 INTRODUCTION
This is the last chapter of the project work to provide
this is the last chapter of the project which was done from
chapter one to chapter four.
Conclusion will also be drawn in the chapter based on
the finding made and recommendations will finally be made
which will help organization participants particularly for
management staff in human resources management.
5.1 SUMMARY
A brief study of the made result obtained from the
analyzed data through the administration of questionnaire
indicated that leadership style play a very important role in
organization. In other words, the researcher strongly
believes that in every organization there exist a system of
leadership which act as the guiding prudence for both the
staff and management of the organization. Thus, the
researcher was made to understand that leadership style in
an organization can help to direct, guide and coordinate the
affairs/ towards actualizing the aims and objectives for
which it was established.
67

Therefore, it is no longer news that different styles of


leadership abound. The fact remains how effective and
efficient are these styles to an organization consequently,
the

researcher

was

optimistic

about

the

democratic

leadership style because it was (rationally) tipped to be


suitable and embracing. It suffices to say that such a
participative leader is democratic on his/her behaviour and
considerate towards his/her subordinates thereby seeking
their opinions believes, feelings and aspirations before
he/she takes decisions.
Finance and political variables plays a vital role
towards the success or otherwise of an organization in any
socio-political setting. However, the effects of these variables
in relation to the topic under review are of uppermost
concern to the research student in particular and the scope
of study in general. Obajana cement company Plc, just like
other organization relied hearily on the share holders money
to finance their operations as well as meeting then overhead
cost.
On the other hand, the political variable such as
appointment of board members and staffing functions such
as

recruitment,

selection,

placement,

motivation

and

performance appraised etc are done with regards to


professional ethics and economic expediency.
68

The above vividly show that appointment as well as


other staff functions are purely based on merit or technical
computer in order to improve productivity and sustaining
ability.
5.2 CONCLUSION
At this juncture, the researcher stands to state
categorically caused on the available findings that effective
leadership

style

is

necessary

pre-requisite

towards

achieving the predetermined aims and objectives of an


organization. It therefore means that an organization
without effective leadership democratic style can never
attain maximum level of productivity. This is because such
style of leadership incorporation popular participation,
professionalism, structured hierarchy and due process.
The reason for individual venturing into business is to
maximize profit, while the reason for government venturing
into business is to render essential services to members of
the public for instance, while the establishment of oil
refineries for commercial operations are for economic
reasons, the citing of a refineries in Kaduna which is about
917 kilometer away from Delta area is not economically
expedient but politically motivated.

69

Similarly, while the establishment of Obajana Cement


Factory is for profit motivate and for economic reasons and
to generate wide employment opportunities for all Nigerians.
5.3 RECOMMENDATIONS
a.

From

all

indications,

the

researcher

stands

to

recommend for the adoption of democratic leadership


style for organization out there it was deductively
arrived that an organization with a democratic style of
leadership tends to be productive and vice versa.
b.

Therefore, Obajana cement company Plc should as a


matter of importance strive to encourage such type of
leadership by allowing the providence of monocracy in
the recruitment, selection, and placement of both
management leadership and staff.

c.

More so the Obajana cement company Plc should as


well pursue the programme of harmonizing

the

leadership style practice in their organization such


management functions opined by Quick et al (1987)
include planning, organizing, staffing, directing and
coordinating etc. However, these functions are inter
related and cannot be perform in isolation rather the
combine interactive performance of these function
result/leaders to goals accomplishment.
70

d.

Training programme should be done on regular basis


and not once or twice within a year or two by which a
regular worker are put into a better shape and likewise
motivated.

e.

The management of Obajana cement company Plc


must ensure that there is equality and fairness in
picking employees for training i.e. leaders should not
pick their relations or friends because of the benefits
and advantages that will come out of the training
programme.

5.4 RECOMMENDATIONS FOR FURTHER RESEARCH


i.

Causes and Effect of Electoral Violence in Nigeria (A


case study of Kogi State Local Government).

ii.

The

Role

of

Women

in

the

Socio-Economic

Development (A case study of Kogi State)


iii.

An Assessment of Staff Recruitment Process in Public


Sector (A Case Study of Kogi State Civil Service
Commission, Lokoja).

71

BIBLIOGRAPHY
ADEOYE, M.L (2000), A Journal on An Assessment of
Technological Transfer as Nigeria Strategy
for Technological Development, Vol. 2, 2000
P. 8.22.
AKOWE, J. (2010) Theories of Administration and Workers
Productivity in the Nigeria Public Sector,
Lokoja,

Oravivi Printing

and

Publishing

Company Limited.
BOLUROMI, S.S. et al (2009) Principles of Management,
Lokoja, Chrisco Printer.
COLEMAN,

D.

(2000),

Leadership

that

Get

Result

Harvanal Business Review, Vol. 18, March,


P. 78-90
MACFARLAND, D.E. (1997), Management Foundation and
Practices 5h Edition. New York. Macmillan
Publishing Inc.
MINTZBERG, H. The Leadership Role Folicore and Falt,
Harvard Press Review. Research April
1990, P. 168
PUKE, T.A. (2010),

Management

of

Lokoja, JHZ Nig. Ltd.


72

Public

Enterprises,

73

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