ABSTRACT
The study evaluated the impact of leadership styles on organizational productivity in religious institutions with special emphasis made on Ahiara Diocese of Mbaise. The major objectives of the study were to determine the impact of transformational leadership on the easy execution of religious programmes. To determine the impact of democratic leadership on organizational growth. To ascertain the influence of authoritative and autocratic leadership style on organizational effectiveness. To determine the relationship between leadership styles to organizational productivity. To achieve the objectives of the study, survey research design was adopted. The researcher adopted primary source of data in getting the required information were questionnaire was constructed and distributed to 134 the clergy respondents from the Diocese of which only 120 were completely filled and returned. In testing the hypotheses, simple regression used as a statistical technique in analyzing the data collected. The findings revealed that Transformational leadership have a significant impact on the easy execution of religious problems. Democratic leadership does not have significant impact on the organizational growth. Authoritative and autocratic leadership style dimensions have no significant impact on organizational effectiveness. Finally, it was also seen that Leadership styles have a significant relationship to organizational productivity. The researcher recommends that the leaders should be aware of what is important for the subordinates and the organizations as a whole and encourage the employees to see the opportunities and challenges around them creatively. The leaders should also have their own visions and development plans for followers, working in groups and champion team work spirit. Also leaders should have sense of innovation and also encourage followers to seek more opportunities and possibilities, not just achieve performance within expectations. Leaders should understand the values of the followers and try to build their departmental/ unit’s business strategies, plans, processes and practices that will likely help to improve the wellbeing of staff. Finally, Respect for individual is also very key in building a positive relationship between leaders and employees. Employees prefer to idealized attributes leadership behaviors from their leader because it can increase their level of performance. Employees would like to see more of idealized attributes in their leaders; therefore, the leaders should act to promote faith from their subordinates. They should connect with the working groups and the individuals beyond self-interest. A sense of confidence and power for the workloads should be displayed. Based on the results of the current study, leadership development programs could help leaders understand the relationships between effective leadership styles and employee performance.
TABLE
OF CONTENTS
Tittle page
i
Dedication ii
Acknowledgements
iii
Table
of Contents
List
of Tables ix
Abstract x
CHAPTER
1: INTRODUCTION
1.1 Background
of the Study 1
1.2 Statement
of the Problem 2
1.3 Objectives
of the Study 3
1.4 Research
Questions 4
1.5 Research
Hypotheses 4
1.6 Significance
of the Study 4
1.7 Scope
of the Study 5
1.8 Limitations
of the study 5
1.9 Profile
of the Diocese 6
1.10
Definition
of Operational Terms 9
CHAPTER
2: REVIEW OF RELATED LITERATURE
2.1 CONCEPTUAL
FRAMEWORK 10
2.1.1 Personality 10
2.1.2 Types of personality 12
.2.1.3 Leadership 13
2.1.4 Characteristics
and qualities of good leadership 15
2.1.5
Dimensions of leadership 18
2.1.6 The
relationship between effective leadership and organizational productivity 24
2.1.7
Leadership and motivation 25
2.1.8
Leadership styles 27
2.1.9
Organisational productivity 28
2.1.10
How to measure organizational productivity 29
2.1.11
Leadership and communication 29
2.2 THEORETICAL FRAMEWORK 31
2.3 EMPIRICAL REVIEW 38
2.4 SUMMARY OF THE REVIEWED RELATED
LITERATURE 40
2.5 GAPS IN LITERATURE 40
CHAPTER 3: METHODOLOGY
3.1 Research
Design 42
3.2
Area of the Study 42
3.3 Sources
of Data 42
3.4 Population
of the Study 42
3.5 Sample
Size Determination
42
3.6 Sampling
Technique 43
3.7 Description
of Research Instrument 43
3.8 Validity
of the Instrument 43
3.9 Reliability
of the Instrument 44
3.10 Method
of Data Analysis 44
3.10.1 Model Specification
44
CHAPTER
4: DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS.
4.1 Data
Presentation 46
4.2 Hypotheses
Test 52
4.3 Discussion
of Findings 59
CHAPTER
5: SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1 Summary
of Findings 62
5.2 Conclusion 62
5.3 Recommendations 62
5.4
Area of further Studies 63
References
Questionnaire
Appendix
LIST OF TABLES
4.1.1
Distributed and collected questionnaire 41
4.12 To determine the impact of transformational
leadership on the easy
execution of religious programmes.
42
4.13 To determine the impact of democratic
leadership
on
organizational growth. 43
4.14
To ascertain the influence of
authoritative and autocratic
leadership style on organizational effectiveness 44
4.1. 5 To determine the relationship between
leadership styles to
organizational
productivity 45
4.2.1
Model summary 46
4.2.2 Analysis
of variance 46
4.2.3 Coefficient
47
4.2.4
Model Summary 47
4.2.5
Analysis of variance 48
4.2.6
Coefficient 48
4.2.7
Model summary 49
4.2.8
Analysis of variance 50
4.2.9
Coefficient 50
4.2.10
Model summary 51
4.2.11
Analysis of variance 52
CHAPTER 1
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
The role of personality and leadership style
in ensuring excellent organizational productivity especially in religious
institutions cannot be over emphasized. Adequate motivation, fair hearing,
suitable work environment, compensation, efficient communication between
religious leaders and subordinates play an important role in promoting this
goal. Planning and organization of work is also very crucial in organizational
attainment.
Some researchers have argued that the most
common problems affecting organizational productivity in religious institutions
and other institutions are poor attitude to work among workforce (church
members), inefficiency as well as ineffectiveness of leaders in most places,
though others share a contrary view. This second school of thought trusts that
associations in Nigeria are overseen through administration styles that are
abnormal to run of the mill Nigerian culture.
In the reminder to address this issue, the
board professionals in Nigeria have left on arrangement of concentrates trying
to build up the connection between compelling administration and hierarchical
efficiency. Some discovered that powerful administration styles are
emphatically identified with authoritative profitability while others have an
alternate view.
Still there is no experimental proof to
indicate how compelling identity and initiative styles affect on authoritative
efficiency particularly in religious establishments. Again given our social
foundation, instructive capabilities, natural elements, still it isn't too
clear, how powerful a pioneer can be in the event that he should join the three
sorts of initiative styles to accomplish high profitability in Organizations
(Usoro, 2000). Maddock and Fullton(2001), in Iyang (2006), clarify that
identity and initiative styles and different procedures of the association must
be to such an extent that can guarantee greatest likelihood inside all
collaborations and associations with the Organizations, every part will in the
light of his experience, qualities and desires, see the costs as strong and one
which can assemble and keep up his feeling of individual worth and
significance.
In this manner, in spite of the above we
should take note of that people have their requirements to fulfill and that is
the reason they offer their works to end up hierarchical individuals and the
degree to which they are focused on the association relies upon the level of
their conviction that their participation of the association will empower them
understand their foreordained goals. For this situation, the help an
association gets from the people will be founded on the acknowledgment that by
doing that, his own destinations and objectives will be met, generally his
enthusiasm for the association will disappear. In light of that, authority
viability ought to be given sufficient consideration as the association expects
to accomplish its destinations.
That is the reason it is a typical
understanding among the executives researchers that the achievement or
disappointment of an association is generally a component of authority and its
styles (Okafor, 2014). Iyang (2006), opines that personality and effective
leadership as a unique way and integrating employees with the organization to
achieve its vision or objectives and that to a large extent the effectiveness
of a leader is largely dependent on the styles adopted by a leader which he
says is central in the management of organizations.
Speaking in the same vein, Edem (2015),
observes that failure or success of an organization affects the subordinates,
the customers or church members and agencies within and outside the religious
institutions. Although there is no standard method through which a leader can
be effective in achieving high productivity in an organization especially
religious institutions but what is required is the modification and the
combination of the variables that make leaders effective if the goals and
objectives of the organization have to be realized (Edem, 2015)
1.2 STATEMENT OF THE PROBLEM
Human constituted
institutions or organizations from creation were observed with inate traits
their managers and employee are made of, in managing people in organizations,
is part and parcel of management process (Anyanwu, 2014). Therefore, managers
should realize, that people are the critical elements in organizations and they
should be recognized as being synonymous with the organization. But the problem
is, to what extent do managers recognize this fact that employees are
synonymous with organizations and that they should be adequately motivated so
that they can give their best to ensure high productivity?
More so, financial
exploitation, abuse of authority, temperament, suppression of members, over
delegation of duties to members and implementation of one sided decisions,
inability to meet basic required obligations, and incessant organizational
distress syndrome, which has led many organizations been declared bankrupt or
acquired, are other problems confronting organizational productivity in religious
institutions. This behavior/style of leadership has an impact on reforming
and/or creating organizational culture which in turn affects organizational
productivity and commitment. So given this situation, how effective can a
leader be to elicit the best response from subordinates and makes for the
highest or best productivity (Usoro, 2000).
Furthermore, some
researchers are of the opinion that the most common problems affecting
organizational productivity in Religious institutions and other institutions
are poor attitude to work among the workforce, inefficiency and ineffectiveness
of leaders in most places, others still believe that organizations in Nigeria
are managed through leadership styles and behaviours that are strange to
typical Nigerian culture. In adherence,
gross disobedience and greed (quick) money- making syndrome has eaten deep into
the fabrics of most religious leaders in this era which cannot be left out. The
rate of quick money-making has become the priority of most leaders in the
religious kingdom, neglecting the spiritual upliftment of her members.
Consistent preaching of prosperity and selling of irrelevant materials to her
members for sudden break through which is saddled with financial exploitation
motives.
In view of the above
contending issues, it is necessary to look at impact of personality and
leadership style on organizational productivity in religious institutions using
Ahiara Diocese Mbaise as a point of focus.
1.3 OBJECTIVES OF THE STUDY
The main objective of
this study is to examine the impact of leadership style on the organizational
productivity.
Specific objectives
include the following:
i.
To determine the impact of transformational leadership on the easy
execution of religious programmes.
ii.
To determine the impact of democratic leadership on organizational
growth.
iii.
To ascertain the influence of authoritative and autocratic leadership
style on organizational effectiveness.
iv.
To determine the relationship between leadership styles to
organizational productivity.
1.4 RESEARCH QUESTIONS
The following
are the research questions
i.
What is the impact of transformational leadership on the easy execution
of religious programmes?
ii.
What is the impact of democratic leadership on organizational growth?
iii.
What is the influence of authoritative and autocratic leadership style
on organizational effectiveness?
iv.
What is the relationship between leadership styles to organizational
productivity?
1.5 RESEARCH HYPOTHESES
H01: Transformational leadership does not
have significant impact on the easy execution of religious problems.
H02: Democratic leadership does not have
significant impact on the organizational growth
H03: Authoritative and autocratic
leadership style dimensions have no significant impact on organizational
effectiveness.
H04: Leadership styles have no significant
relationship to organizational productivity.
1.6 SIGNIFICANCE OF THE STUDY
The work will be
significant to the following: Religious Institutions, Academic and Research Institute,
Church Authorities and Government.
Religious institution: The findings from this research will serve as
an eye opener to religious institutions on the need to be careful and deploy
different mechanism in selecting their leaders in order to ensure total
commitment of followers in religious activities.
Academic and research: This research will serve as consulting
material to academic communities as well as research institutes who might
desire to embark on similar research or providing advice to organizations in
related matters.
Church authority: Through this research, religious leaders will
be informed and enlightened on different types of leadership styles, the
consequences of bad leadership and importance of communication in leadership
processes.
Public and church members: The general public will benefit from these
research as they will be enlightened with the happenings in the church as
regards the leadership styles of the institution.
1.7 SCOPE OF THE STUDY
The focus of the study is on impact of leadership styles on organizational
productivity with a special reference made to
religious institutions.
The scope of the study covers only clergy of Ahiara Catholic Diocese of Mbaise. However, to facilitate a sound grasp of the subject
matter within the thought framework of the objectives of the study, the scope
of the study covered such issues as the concept of leadership, the relationship
between effective leadership and organisational performance, leadership and
motivation. Others include motivation and job performance, leadership
effectiveness and job performance and leadership styles. It also includes
organisational performance, how to measure organizational performance,
leadership and communication, characteristics and qualities of good leadership
and managing subordinates in organizations.
1.8 LIMITATIONS OF THE STUDY
There are
some constraints that limited the coverage of my research work. The following
factors are inclusive:
1.
Time: For a study of this nature to be really articulated, time is
definitely of essence. Time is a factor that could negatively affect an
academic project such as this. The researcher has few months to conduct,
compile and summit the project report. This means that the researcher would
have to work under a hard pressed condition which would have a possible effect
on the report output.
2.
Environmental: Also, the poor research conditions prevailing in today’s
religious institutions and the non-availability of comprehensive research
materials like textbooks, journals and magazines, which hinders the smooth
conduct and completion of a project work.
3.
Finance: This serves as a major constraint to the research work. Enough
funds are required in getting materials for this work. The cost of working and
printing materials are relatively high. As a student, researchers are faced
with competing demand both academic and domestic needs with limited resource
(money), this to a great extent will determine the scope that could be covered
in the study.
4.
Uncooperative Attitude of some of my respondents: Sequel to some reasons
best known to them, some of the respondents refused to fill the questionnaires
and some refused to return the filled ones.
1.9 PROFILE OF THE DIOCESE
When the Catholic faith was introduced
in the land, some 100 years ago by Irish Missionaries, Mbaise people welcomed
it, embraced it and zealously guarded it. Mbaise people have always been known
for their personal enterprise, religious devotion, adventurism and love of
education. It was these characteristics of theirs among the many others that
made them a rich fodder for the missionary evangelization at the dawn of the 20th
century.
In 1914, Fr. Daniel Walsh paid a visit
to Umuopara Nguru, at the invitation of one Mr. Njoku Akpaka of Umuopara Nguru.
This ground breaking visit played a decisive role in the evangelization of not
only the Nguru clan but also the whole of the Mbaise area. Sequel to this visit
and other interactions, the first ever recorded Holy Mass in Mbaise was
celebrated in the compound of Chief Anyamele of Ogbor Nguru in 1914.
In 1916, Nnarambia and few other
outstations outside of Nguru clan were opened. In appreciation of the
generosity of the warrant chief of Ahiara, Chief Onyekwere, who made a donation
of a vast piece of land to the missionaries, Nnarambia station was elevated to
a nerve centre of missionary activities in the territory of Mbaise and its
environs.
According to the Catholic Diocese of
Ahiara Mbaise, Diary and Calendar, (2017), in December 1933, St. Brigid’s
Station, Nnarambia Ahiara was raised to the status of a parish. Rev. Fr. R.
Foreman, C.S. Sp. was the first parish priest. Thus with the arrival of the
resident Catholic Priest in Mbaise, the task to ensure a total evangelization
of the Mbaise people was effectively launched.
Further, in 1947, Our Lady of Victory
Parish, Amumara Ezinihitte was erected in Amumara, the very heart of the
protestant stronghold in Mbaise with Rev. Fr. James O’Toole, C.S. Sp., as her
first parish priest, (The Catholic Diocesan Diary, 2017). The same document
alludes that in 1948, two more parishes were opened in Mbaise, namely: St.
Patrick’s Parish Ekwerazu and Sacred Heart Parish, Nguru, with Rev. Fr. J.
Diagnan, C.S. Sp. and Rev. Fr. Anthony Stiegler, C.S. Sp. as their Parish
Priests respectively. In 1954, St. Charles Parish, Enyiogugu was inaugurated
with Rev. Fr. M.J. Gilmore, C.S. Sp. as her first parish priest. Three years
later, St. Dominic’s Parish Ezinihitte East, was erected. Rev. Fr. F.T.
Flanagan, C.S. Sp. was appointed her first parish priest. Finally, with the
erection of Holy Ghost Parish, Uvuru in 1959, every one of the original five
clans that constituted the Mbaise districts: Ahiara, Ekwerazu, Agbajah,
Ezinihitte and Oke-Ovoro, was gifted with at least one parish.
That became a clear indication that
Catholicism has gained the upper hand in the Mbaise area. And so, with the five
clans of Mbaise fully established in Catholicism, then came the period of
putting out into the deep water for the consolidation of the faith. Hence, the
Catholic Church in Ahiara continued to record a steady and consistent growth,
(The Catholic Diocesan Diary, 2017).
According to the Catholic Diocese of
Ahiara Mbaise, Diary and Calendar, (2018), on Wednesday, November 18, 1987, the
Mbaise area was carved out from Owerri as a Local Church called Ahiara Diocese,
Mbaise, with its Cathedral name as Maria Mater Ecclesiae (Mary, Mother of the
Church). The new diocese had a recorded population of more than 270,000
Catholics spread out unevenly in 19 parishes. On Wednesday, January 6, 1988,
His Excellency, Most Rev. Dr. Victor Adibe Chikwe, (JCD, DD), was ordained in
St. Peter's Basilica Rome, by His Holiness, Pope John Paul 11, as the first
Catholic Bishop of the Catholic Diocese of Ahiara, Mbaise. On Sunday, January
31, 1988, the new Diocese of Ahiara was inaugurated with the installation of
Bishop Victor Adibe Chikwe at Ahiara by His Excellency, Archbishop Paul Tabet-
the Apostolic Nucio to Nigeria.
Since the inauguration of the Ahiara
Diocese, Mbaise area has exploded in Catholicism. Now, the Catholic Diocese of
Ahiara, Mbaise has grown into 73 Parishes, with a Catholic population of
364,585. It is being served by an indigenous diocesan clergy numbering 201, opines
the Catholic Diocese of Ahiara Mbaise, Diary and Calender, (2018). On the 16th
day of September 2010, Ahiara Diocese lost her premier bishop, Most Rev. Dr.
Victor Adibe Chikwe, after 22 years of humble service as a bishop. From that
time, the diocese was administered by Rt. Rev. Msgr. Theophilius Nwalo as the
Diocesan Administrator. On the 3rd of August, 2013, the Holy Father, Pope
Francis appointed His Eminence, John Cardinal Onaiyekan as the Apostolic
Administrator of the diocese, until the 19th of February, 2018, when the
Catholic Supreme Pontiff, Pope Francis, appointed, His Lordship, Most Rev. Dr.
Lucius Iwejuru Ugorji as the Apostolic Administrator of Ahiara diocese.
1.10 DEFINITION OF OPERATIONAL
TERMS
Leadership: The process of directing and inspiring employee to perform task and
oriented activities of the organization.
Style: The various behavior patterns favoured by leaders
during the process of directing and influencing employee.
Productivity: The act of carrying out an action or a piece of
work.
Motivation: The force that influence, enthusing, direct employee energy towards the
attainment of set objectives.
Autocratic: One who rules by his own power without seeking the
opinion of his subordinate.
Democratic: One who adheres to, or promote individual participation as a principle.
Laissez faire: A leader general principle of no interference with the free action of
his subordinate.
Organization: Are artificially contrived structures with
procedures and objectives defining the responsibilities and highlighting who
does what type of job task.
Reward: Feeling of satisfaction derived from achieving
recognition and competence.
Click “DOWNLOAD NOW” below to get the complete Projects
FOR QUICK HELP CHAT WITH US NOW!
+(234) 0814 780 1594
Login To Comment