TABLE OF CONTENTS
CHAPTER ONE
INTRODUCTION
1.1
Background to the Study
1.2 Statement
of the Problem
1.3 Objectives
of the study
1.4 Research
Questions
1.5 Significance
of the Study
1.6 Operational
Definition of Terms
CHAPTER TWO
2.0 REVIEW OF RELATED LITERATURE
2.1
Theoretical Framework
2.1.1
Leadership
2.1.2
Leadership Theories
2.1.2.1
Trait Theory of Leadership
2.1.2.2
Behavioural Theories of Leadership
2.1.2.3
Contingency (Situational) Approach
2.1.2.4 Path- goal Theory
2.1.3
Leadership Competencies and Skills
2.1.4
Effective Communication
2.1.5
Job Satisfaction
2.1.5.1 Fulfilment Theory
2.1.5.2 Discrepancy Theory
2.1.5.3
Equity Theory
2.1.5.4
Herzberg's Two-Factor Theory
2.2
Empirical Studies
2.2.1
Leadership Behaviour and Job
Satisfaction
2.2.2
Effective Communication and Job
Satisfaction
2.2.3 Leadership
Styles and Emotional Intelligence
2.2.4 Leadership Competencies and Leadership
Behaviour/Style
2.2.5
Job Satisfaction and Organizational
Commitment
2.2.6
Diversity and Ethics Issues in
Leadership Effectiveness
2.2.7
Ethical Issues in Leadership effectiveness
2.2.8 Thesis
Outline
CHAPTER
THREE
3.0 METHODOLOGY
3.1
Research Design
3.2
Population of study
3.3
Instrumentation
3.4 Method
of Data Analysis
CHAPTER FOUR
4.0 PRESENTATION OF RESULTS
CHAPTER FIVE
5.0 DISCUSSION,
CONCLUSIONS AND RECOMMENDATION
5.2
SUMMARY
5.3
Conclusion
REFERENCES
APPENDIX
CHAPTER
ONE
INTRODUCTION
1.1 Background to the Study
The study of leadership has been an important
and central part of the literature on management and organization behaviour for
several decades. Indeed, “no other role in organizations has received more
interest than that of the leader” (Schwandt & Marquardt, 2000,). Organizations all over the world are deeply
concerned with understanding, searching and developing leadership. Regardless
of the type of organization, leadership is discerned to play a vital role in
establishing high performing teams. Leaders are facing greater challenges than
ever before due to the increased environmental complexity and the changing
nature of the organization. If we trace back into history, it becomes evident that
leaders should have the ability to draw out changes in relation with
environmental demands. The current era not only demands having a competitive
edge and sustained profitability but also the maintenance of ethical standards,
complying with civic commitments and establishing a safe and equitable work
environment.
Leadership is one of the critical
elements in enhancing organizational performance. Being responsible for the
development and execution of strategic organizational decisions, leaders have
to acquire, develop and deploy organizational resources optimally in order to
bring out the best products and services in the best interest of stakeholders.
In short, effective leadership is the main cause of competitive advantage for
any kind of organization (Zhu et al., 2005; Avolio, 1999; Lado et al., 1992;
Rowe, 2001). Leaders are not only responsible for exhibiting ethical behaviour
rather they are responsible for generating ethical climate in the organization.
Mulki et al. (2006) indicate that ethical climate is a significant predictor of
trust in supervisor, job satisfaction, and organizational commitment and trust
in supervisor is an antecedent of job satisfaction and turnover intentions
According to Lao Tzu (Chinese
Philosopher) "A leader is best when people barely know he exists. When his
work is done, they will say: we did it ourselves. Good leaders are made not
born. If one has the desire and will power, one can become an effective leader
.A leader can be defined as the one who prompts life in the organization and
the one who insures the stability and the persistence of the organization in
the goals it was established for; in short, a leader who is capable is one who
is able to move the organization to sthe direction he envisions and sets. By
having certain leadership competencies and skills, a leader should be able to
adapt his/her leadership styles and behaviours to achieve organizational goals
and objectives. At the individual level, leaders who are able to influence,
motivate and direct employees will often be rewarded by loyalty and performance
of their employees (Mosadegh & Yarmohammadian 2006).
Good and effective leaders matter to the
overall performance and well-being of the organization and its members; they
also matter to other stakeholders of the organization, such as the customers
and the society at large. In other words, effective leadership is a corner
management, psychology, and sociology, to name a few. Many of these studies
seem to centre on a specific theme: what makes an effective leader. To address
this important question, a number of leadership theories and models have been
developed to enhance our understanding of this seemingly simple yet very
complex topic especially in the modern world and organizations. But in general
many scholars, despite the variety of models and theories put forth, seem to
agree that an effective leader is one who is able to achieve organizational
performance (Mastrangelo, Eddy, & Lorenzet 2004), and in this context
performance of the organization can be measured in a myriad of ways. One of the
most consistent ways to measure whether the organization is performing and
hence effective is job satisfaction of employees (Robbins, 2009,)
Mosadeghrad
(2003) defines employees’ job satisfaction as their attitudes towards the job
and the organization they perform these jobs in. In this context, job
satisfaction can be considered as a multifaceted term including employees’
perceptions and feelings in relation to rewards, the nature and conditions of
job, motivation, the relationship with co-workers, promotion, and supervision.
When employees are said to be satisfied with their job that the organization is
said to be effective and under this situation, the success and effectiveness of
the organization and hence its members is attributed partly to the role played
by the leader. Not only does job satisfaction need to matter, Mosadeghrad also
argues that employees’ commitment and their productivity are mainly affected by
managers’ leadership styles which are seen as a combination of managerial
attitudes, behaviours, and competencies. Indeed, Kaltreider (1997) assert that
subordinates are highly affected by their leaders’ abilities and skills and
such an influence increases or decreases the extent to which leaders lead with
honesty, encourage efficiency, and channels of communication with subordinates.
Within the perspective of human
resource management, it has often been theorised that employees’ knowledge,
abilities and skills will enable them to be good performers when they are hired
(Peters, 2005). Indeed, according Pfeffer and Salanciz (1975), organizations
should consider a skilled and satisfied workforce as an essential priority to
achieve the desirable goals and to survive in highly competitive environment.
This is because the competencies and skills they possess will enable them to
exhibit work behaviours appropriate and relevant to the performance of the job.
It is further theorized that employees are likely to more productive if their
performance is rewarded assuming that the reward received has value to them, as
argued by the expectancy theory (Victor Vroom, 1964).
Whilst such theory of work performance
has been empirically validated by research (e.g.Bagozzi et al., 2003;
D’Andrade, 1992; George & Brief, 1996; Hyland, 1988;Kanfer, 1990, 1992;
Locke, 1991; Locke & Henne, 1986), it is interesting to see whether such
theory can be extended to explain leadership effectiveness. To what extent the
skills and competencies possessed by a leader will enable him/her to exhibit
leadership behaviours, and to what extent such behaviours will make employees
satisfied with their job? Over the last two decades, organizations have faced
so many challenges that influence them to adopt new strategies and reshape
their managerial styles not only to deal with challenges in terms of logistics,
technology, and managing supply chain, but also in terms of managing the human
assets. This is important since it has been argued that there is a significant
and positive relationship between leadership styles and job performance,
stress, and employeejobsatisfaction(Chiok Foong Loke, 2001; Dunham Taylor,2000,Goleman,2000;Mosadeghrad,2003;Morrison
et al., 1997; Seo, Ko, & Price 2004; Stordeur et al.,2000; Vance &
Larson, 2002).Goleman (2000) further stresses that an effective leader should
not only depend on a single leadership style but on the contrary he should be
able to use a number of different styles (whether transformational,
transactional, task-oriented, personnel-oriented, laissez fair, democratic,
autocratic, or other styles) that suit the environment or situation he works in
and people he deals with. Indeed, Skansi (2000), in identifying the
determinants of job satisfaction, considers leadership to play a central role
in convincing and influencing people to help organizations to achieve their
objectives.
1.2 Statement of the Problem
Against the foregoing, the study
investigates the effective leadership and its linear dependence on job satisfaction
in work organization in oyo state, Nigeria.
1.3 Objectives of the study
Based on the above arguments on the
need to study leadership, this study intends to achieve the specific research
objectives.
·
To find out the effect
of leadership style/behaviour applied by managers in different organization {Nigerian
brewery and Power Holding Company of Nigeria {P.H.C.N} on employees job
satisfaction.
·
To explore the relationship
between supervisors communication competence and their task and relational
leadership styles.
·
To examine the influence
of supervisors communication competence and leadership styles on employee job
satisfaction
·
To understand the
ways/strategies of leaders communication as a means to improve employees commitment.
1.4 Research Questions
The following research questions were
generated for the study;
·
Is there any
difference in the degree of leadership
effectiveness between Nigerian breweries and Power Holding Company Of
Nigeria[P.H.C.N]
·
Does leadership style
influence job satisfaction both in Nigerian Breweries and Power Holding Company
of Nigeria (P.H.C.N).
·
Is there any significant relationship between
leadership style and job satisfaction of employees in Nigerian Breweries
·
Is there any significant relationship between
leadership style and employees’satisfaction in Power Holding Company of
Nigeria(P.H.C.N)
1.5 Significance of the Study
Organizations
nowadays are struggling and trying their best to find new
strategies and set plans to develop their human assets (including managers and
employees) in order to adapt themselves with the new challenges they face in
the highly competitive market. Depending on such a notion, it is with a high
necessity for organisations to update their strategies and to get a full
understanding of what skills, abilities, and proper style should a leader show
in managing and satisfying employees. A new model or framework for leadership
styles, leaders’ competencies, and employees’ job satisfaction. This study will
allow theorists as well as practitioners, who are concerned with organisational
development, leadership development, and human resources development, to design
a new model or framework for new model or framework for leadership styles,
leaders’ competencies, and employees’ job satisfaction.
1.6 OPERATIONAL DEFINITION OF
TERMS
The following
terms were defined in order to avoid ambiguity:
Job Satisfaction: This
is an emotional response that occurs as a result of the interaction between the
worker’s values concerning his/her job and the profits he/she gained from his/her
job.it is also the state of pleasure the employee gains from his job and his
job experience.
Leadership: Leadership
is defined as “a process by which an individual influences a group of
individuals to achieve common).Leadership has been defined in a number of ways,
such as the ability to guide followers toward shared goals.
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