TABLE OF CONTENTS
Title Page i
Declaration ii
Approval Page iii
Dedication iv
Acknowledgements v
Abstract vi
Table of Contents vii
List of Tables viii
CHAPTER ONE
Introduction 1
1.1 Background to the Study 1
1.2 Statement of the Problem 6
1.3 Objectives of the Study 10
1.4 Research Questions 10
1.5 Research Hypotheses 11
1.6 Significance of the Study 11
1.7 Scope of the Study 12
1.8 Limitations of the Study 13
1.9 Contextual Definition of Terms 13
References 14
CHAPTER TWO
Review of Related Literature 15
2.1 Conceptual Framework 15
2.1.1 Concept of Leadership 15
2.1.2 Important Implication of the Definitions 17
2.1.3 Principles of Leadership 18
2.2 Theoretical Framework 21
2.2.1 Theories of Leadership Styles 21
2.2.2 Leadership Factors 25
2.3 Leadership Styles 27
2.3.1 Transformational Leadership Style 28
2.3.2 Transformational Leadership Critics 31
2.3.3 Transactional Leadership Style 33
2.3.4 Abraham Maslow’s Context 34
2.3.5 Qualities of Transactional Leadership Style 37
2.3.6 Laissez-Faire Leadership Style 38
2.3.7 Transformational versus Transactional leadership 40
2.3.8 Determinants of Leadership Style 42
2.4 Organizational Performance 45
2.4.1 Importance of Organizational Performance 46
2.4.2 Leadership Style and Organizational Performance 48
2.4.3 The Role of Leadership in Organizational Performance 55
2.4.4 Management and Organizational Performance 55
2.5 Empirical Study 57
2.5.1 Benue Link Nigeria Limited 57
2.5.2 Denjim Transport Company 58
2.5.3 Iwiene Nigeria Limited 59
References 61
CHAPTER THREE
Research Methodology 65
3.1 Research Design 65
3.2 Population of the Study 65
3.3 Sample and Sampling Technique 66
3.4 Instrument for Data Collection 67
3.5 Method of Data Collection 67
3.6 Test of Validity and Reliability 68
3.7 Method of Data Analysis 68
References 70
CHAPTER FOUR
Data Presentation and Analysis 71
4.1 Data Presentation 71
4.2 Test of Hypotheses 75
4.3 Discussion of Findings 78
CHAPTER FIVE
Summary of Findings, Conclusion and
Recommendations 80
5.1 Summary of Findings 80
5.2 Conclusion 80
5.3 Recommendations 81
5.4 Suggestions for Further Studies 82
Bibliography 93
Appendix
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Leadership is conceived as a process where one or more persons
influence a group of person to move in a certain direction. The word
leadership has been used in various aspects of human endeavour
such as politics, business, academics and social works. Messick and
Krammer (2004) argue that the degree to which the individual exhibits
leadership traits depends not only on his characteristics and personal
abilities, but also on the characteristics of the situation and
environment in which he finds himself. Therefore, an individual will
support the organization if he believes that through it his personal
objective and goals could be met, if not, the person’s interest will
decline.
Among the objectives of any organization are profit making and
attainment of maturity and liquidity status. In the pursuit of these
objectives, organizations allocate scarce resources to competing
ends. In the process they provide employment, provide goods and
services, purchase goods and services and, thus contribute to the
growth of the society and economy at large. Unamaka (1995)
observes that, the effectiveness of this process is greatly determined
by the availability of and access to personnel, finance, machinery,
raw material and possibility of making their goods and services
available to their customers.
The extent to which members of the organization contribute in
harnessing the resources of an organization equally depends on how
well the managers or leaders of the organization understand and
adopt appropriate leadership style in performing their roles as
managers and leaders. Thus efficiency in resource mobilization,
allocation, utilization and enhancement of organizational productivity
depends, to a large extent, on leadership styles among other factors.
Chuang (2005) explains that the excellent leader not only inspires
subordinates’ potential to enhance efficiency, but also meets their
requirements in the process of achieving the common target of the
organization. Fry (2003) states that leadership as a use of leading
strategy to offer inspiring motive and to enhance the staff’s potential
for growth and development in the organization. Burn’s (1975)
approach is that leadership influences subordinates to exert greater
effort in the pursuit of higher-order needs; support a greater vision for their work group or organization and in the course perform beyond
expectations.
Stoner (2000) defines leadership as a process of directing and
influencing the task of related activities of group members. It can also
be seen as the process of influencing other people to achieve
organizational objectives. Bass (1982) defines leadership as an
interaction between members of a group. Leaders are agents of
change, persons whose act affect other people more than other
people’s act affect them.
Leadership occurs when one group member modifies the motivation
or competence of others in the group. Also, Nongo (2009) states that
leadership entails an unequal distribution of power between leaders
and group members. Group members have power, but leaders
usually have more powers. According to Rachin (2001) leadership is
directly connected to the practice to which people are dedicated. The
most substantial of leaders is their influential personality that has
positive relation with the follower, job satisfaction and the
performance (Joseph, 2011). Leadership style is the manner and
approach of providing direction, implementing plans and motivating
