Effect of Leadership Styles on Workers Performance
– Effect of Leadership Styles on Workers Performance –
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TABLE OF CONTENTS
DECLARATION i
APPROVAL ii
DEDICATION iii
ACKNOWLEDGEMENT iv
TABLE OF CONTENS v
Contents v
LIST OF TABLES viii
ABSTRUCT /SUMMARY ix
CHAPTER ONE 1
INTRODUCTION 1
1.0 Introduction 1
1.1 Background of the Study 1
1.2 Statement of Problem 4
1.3 Purpose of the Study 4
1.4 General Objective of the Study 4
1.5 Research Question 5
1.6 Research Hypothesis 5
1.7 Scope the Study 5
1.7.1 Content Scope. 5
1.7.2 Geographical Scope 6
1.7.3 Time scope 6
1.8 Conceptual frame work 6
1.9 Significance of the Study 6
1.9 Limitation of the Study 6
1.10 Definition of Terms 7
CHAPTER TWO 8
LITERATURE REVIEW 8
2.0 Introduction 8
2.1 Democratic Leadership Style on Workers Performance 8
2.2 Autocratic Leadership Style Towards Worker Performance 10
2.3 Challenges that Affect Workers Performance 11
2.4 Relationship between leadership Styles and Job Efficiency 12
CHAPTER THREE 16
RESEARCH METHODOLOGY 16
3.0 Introductions 16
3.1 Research Design 16
3.2 Area of the Study 16
3.3 Target Population 16
3.4 Sample Size 16
3.5 Sampling Techniques 17
3.6 Data Collection Methods 17
3.7 Data Collection Tools 17
3.7.1 Questionnaire 17
3.7.2 Interview 18
3.8 Reliability and Validity of the Study 18
3.8.1 Reliability 18
3.8.2 Validity 18
3.9 Management and Analysis of Data 18
3.9.1 Data Management 18
3.9.2 Data Analysis 19
3.10 Ethical consideration 19
CHAPTER FOUR 20
FINDINGS AND ANALYSIS 20
4.0 Introduction 20
4.1 Research Findings Presentation and Analysis 20
4.2 Background of Respondents 20
4.2.1 Age 20
4.2.2 Gender of the Respondents 21
4.2.3 Education 22
4.3. Democratic Leadership Style on workers performance 22
4.4 Autocratic leadership style and worker performance at Housing Finance Bank. 25
4.5 Relationship between leadership styles and job efficiency at Housing Finance Bank 28
4.5.1 Respondents responses on whether there are policies and procedures at housing finance to ensure leadership styles in the organization are guaranteed? 29
4.6 Discussion of the Results 30
CHAPTER FIVE 32
5.0 CONCLUSIONS, IMPLICATIONS AND RECOMMENDATIONS 32
5.1 Overview 32
5.2 Summary of Key Findings 32
5.3 Conclusions and Implications 33
5.4 Recommendations 33
5.5 Limitations and Suggestions for Future Research 35
REFERENCES 37
APPENDIX I 39
QUESTIONAIRE FOR THE MANAGERS 39
THE END 42
APPENDIX II 43
INTERVIEW GUIDE FOR THE EMPLOYEES 43
APPENDICES 44
APPENDIX 1II: TIME schedule 44
APPENDIX IV: 45
RESEARCH BUDGET 45
INTRODUCTION
The study aimed at assessing effect of leadership styles on workers performance in the banking industry. The objective of this study was to identify the style or styles of leadership adopted by the managers, and examine its effect on workers’ performance, which invariably translated to organizational performance.
A case study approach survey research strategy was adopted in which 16 usable structured questionnaires were collected from 30 questionnaires distributed.
The leadership styles were measured through the Multi factor Leadership Questionnaire developed by Avolio and Bass (1995), modified to fit the context of the study. Employee performance was measured by the scale of Yousef (2000).
Descriptive techniques were used for data analysis to assess both relationships and effects as per the hypotheses of the study. The findings show that Democratic leadership style is the most exhibited style at the bank followed by the transactional leadership style and Autocratic.
Workers performance is above average. Overall, scores in Democratic leadership style were found to be strongly related with both measures of employee performance and overall performance except for the intellectual simulation dimension, which had insignificant positive correlation with quality of performance.
REFERENCES
Advisers (2004) Transformational leadership, employee engagement and performance: mediating effect of psychological ownership. African Journal of Business Management, .5(17), 7391-7403.
(Bennis, 2007; Transformational leadership, employee engagement and performance: mediating effect of psychological ownership. African Journal of Business Management, .5(17), 7391-7403.
Brown, (2003); Rad and Yarmohammadian, 2006). Bass and Stogdill’s handbook of leadership: theory research and managerial applications 3rd edition. NY: Free Press.
Clampitt & Downs (1993), The challenge of leadership in the modern world: introduction to special issues. Am. Psychol., 62(1), 2-5.
Davis (1968) The challenge of leadership in the modern world: introduction to special issues. Am. Psychol., 62(1), 2-5.
(Foot and Hook, 1999). Effect of leadership style on organizational performance as viewed from human resources management strategy. African journal of business management, 4(18), 3924-3936.
Gadi (2008), Effect of leadership style on organizational performance as viewed from human resources management strategy. African journal of business management, 4(18), 3924-3936.
Koudri (2001) Effect of leadership style on organizational performance as viewed from human resources management strategy. African journal of business management, 4(18), 3924-3936.
Kim, (2002). Asking the right questions about leadership discussion and conclusion. Am. Psychol., 61(1), 1 41.
