THE IMPACT OF LEADERSHIP STYLE IN THE ACHIEVEMENT OF ORGANIZATIONAL PRODUCTIVITY GOAL IN MOUKA LIMITED

THE IMPACT OF LEADERSHIP STYLE IN THE ACHIEVEMENT OF ORGANIZATIONAL PRODUCTIVITY GOAL IN MOUKA LIMITED
(A CASE STUDY OF MOUKA LIMITED, KADUNA)

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ABSTRACT
The confined success enjoyed by many organizations is derived from balances that are achieved in terms of goals of both the employees and management of the organization through effective leadership. The major purpose of this study is to determine the impact of leadership qualities on growth and development of organizations especially the private sector. In order to accomplish this objective, research questions were formulated and data were collected through the use of questionnaires that were distributed to staff of Mouka Limited, Kaduna. The data was analyzed using statistical techniques such as percentage and chi-square that were interpreted. In work organization, the quality of top management often determines the quality of work output and margin profit. Effectiveness are achieved and sustained through effective leadership when the management of an organization harnesses the potential of available manpower, and also utilizing leadership principles. There are different leadership styles that are applicable to different work situations and sometimes, they vary with the nature of ownership of the organization.
CHAPTER ONE: Introduction
1.1 Background to the Study – – – – – – 1
1.2 Statement of the Problem – – – – – – 3
1.3 Objectives of the Study – – – – – – – 6
1.5 Significance of the Study – – – – – – 7
1.6 Scope of the Study – – – – – – – 8
1.7 Limitations of the Study – – – – – – 8
1.8 Historical Background of the Case Study – – – – 8
1.9 Definition of Terms – – – – – – – 9

CHAPTER TWO: Literature Review
2.0 Introduction – – – – – – – – 11
2.1 Concept of Leadership – – – – – – – 11
2.2 Factors of Leadership – – – – – – – 12
2.3 Theory of Leadership – – – – – – – 14
2.4 Boss Theory of Leadership – – – – – – 14
2.5 Managerial Grid – – – – – – – – 18
2.6 Leadership and Management – – – – – – 21
2.7 Evaluating Leadership Effectiveness – – – – 25
2.8 Developing Effective Leadership Behaviour – – – 29
2.9 The Need for Effective Leaders and Managers – – – 32
2.10 Organizational Structure/Chart of Mouka Limited – – 33
2.11 The Concept of Leadership – – – – – – 34

CHAPTER THREE: Research Methodology
3.1 Research Design – – – – – – – – 36
3.2 Research Population – – – – – – – 36
3.3 Sample Size and Sample Techniques – – – – 37
3.4 Method of Gathering Data – – – – – – 37
3.5 Justification for the Method Used – – – – – 39
3.6 Method of Data Analysis – – – – – – 39
3.7 Justification for the Instrument Use – – – – 40
Bibliography – – – – – – – – 42

CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
Leadership is a very important management function that involves harnessing of human and material resources for the attainment of organizational goals. Leadership has been viewed by many authors as a process whereby an individual exerts influence upon others in an organizational context.

Bowler and Seashore (1996) enumerated the basic functions of leadership to include:
– Enhancing others feeling of self-esteem and support.
– Facilitating an interaction such that group members develop a close and mutually satisfying relationship.
– Goal emphasis for high performance and achievements.
– Work facilitation such that targets are achieved through such activities as scheduling, coordinating, planning and the effective application of knowledge.

It is expected therefore that in every organization, there should be a leader who will in addition to planning, organize and coordinate work, mobilize, inspire and utilize available human and material resources optimally for effective organizational growth and development. Leadership often emerges in a social context, in that it does not exist in a vacuum, but a phenomenon for people and by the people. The objectives of leadership are products of clear vision and its actions are dictated by great focus and a sense of mission. The way and manner leadership is conducted in any given situation, depends on the interplay of such factors as individual personality, work demand and the exigencies of the environment.

The extent to which any of these factors dominates one’s behavior determines to a large extent the person’s accumulation of natural or situational leadership traits.

Several arguments have been raised over time about the relationship between leadership and employee’s attitude. However, most scholars caution against tendencies to propose a cause-effective relationship because of the confounding effects of the interviewing variables.

For instance, a leadership characteristic determines leadership behavior, and consequently, the attitude of subordinates towards him and the work situation, Katz (1994).

And the view of Meornick (1991), democratic leader tend to affect employees more positively than authoritative leaders, while authoritative leaders tend to achieve production targets better than the former.

However, Petz (1952) theorized that what matters in the leader-subordinate relationship is not just the imposing attitudes of the leader, but also the enduring characteristics of the subordinates. He also advocated the principle of reciprocal influence and integration, according to him, subordinates expect their supervisors to exercise upward influence when dealing with problems which affects workers themselves, but when this is perceived as being limited, they develop unfavourable reactions.

Consequently, this will thwart the attainment of organizational objectives and effectiveness. However, organizational effectiveness depends to a great extent on the ways the various group in the organizational hierarchy are structured and integrated. Effective management should therefore develop effective group membership to which they owe loyalty. That is why effective leadership is necessary in any organization, as all activities that will promote organizational effectiveness are to a large extent measured by their productivity.

1.2 Statement of the Problem
Leadership is considered as the bane of development in Nigeria organization. In political circle for instance, the problem of leadership is described with despicable terms as corruption, ineptitude, red-tapism and nepotism etc.

There is no gain saying the fact that most of the socio-economic maladies which the nation faced currently are product of poor management and bad or ineffective leadership.

For over a decade now, the world bank

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