ABSTRACT
From the
immemorial, the role of leaders in ensuring excellence organizational
performance cannot be emphasized. The need for adequate motivation suitable
working environment, compensations efficient communication between employers
and employees are important to promoting excellent organization performance.
Though studies on motivation and leadership role amongst employees are well
studied in financial organization in developed countries, less could be said of
in financial organization in developing countries like Nigerian. Therefore, it was important to evaluate
leadership and organizational performance in financial intuitions in Nigeria.
The evaluation was done through the use of questionnaires with questions tailored
towards determining: the relationship between leadership and organizational
performance, pattern of leadership and the extent of factors for worker’s low
performance and leadership style affected labour management relations and
productivity in two selected branches of United Bank for Africa being the study
area. After analyzing the result with chi-square, it was concluded that to attain the objectives of business
establishment, it was necessary that leadership recognizes the needs of
workers, employ appropriate motivational tool such as promotion of staff based
on merit and skills, provide suitable working environment and provide an
appropriate leadership style that will encourage free flow of information among
employee superior officers and other employers.
TABLE OF CONTENTS
PAGE
Title page 1
Abstract
2
Table of
contents
3
CHAPTER
ONE: INTRODUCTION
1.1 Background
of the Study 5
1.2 Statement of the Problems 7
1.3
Objective of the study 9
1.4 Significance of the Study 9
1.5 Statement
of Hypothesis 10
1.6 Scope and Limitation of the Study 11
1.7 Organization of the Study 11
1.8 Definition of Terms 12
CHAPTER
TWO: LITERATURE REVIEW
2.1 Concept of Leadership 14
2.2 Level of
Leadership 16
2.3 Leadership
Ability 20
2.4 Trait
Theory 24
2.5 Behavioural
Theory 26
2.6 Likert
Leadership Theory 34
2.7 Situational
Theory 36
2.8 Fielder’s
Contingency Theory 36
2.9 Qualities
of a Good Leaders 38
2.10 Leaders
in Nigeria 44
2.11 Leadership
and Employees / Organization
Performance 46
2.12 Leadership
Roles; Its Functions and Responsibilities
to Employees Performance 48
2.13 Function
and Responsibilities 50
2.14 Employees
Motivation 51
CHAPTER
THREE: RESEARCH METHODOLOGY
3.0
Introduction 53
3.1
Research Design 53
3.2 Population of Study 53
3.3
Sample and Sampling technique 54
3.4 Source
of Data 54
3.5 Research
Instrument 54
3.6 Validation of Research Instrument 54
3.7 Reliability Test 55
3.8 Method of Data Analysis 55
CHAPTER
FOUR: DATA ANALYSIS AND INTERPRETATION OF RESULTS
4.1
Introduction 57
4.2 Data
analysis 57
4.3 Data Presentation 57
4.4 Questionnaires Classification 61
4.5
Hypothesis testing 62
4.6 Hypothesis one 62
4.7 Hypothesis two 64
CHAPTER
FIVE: SUMMARY RECOMMENDATION AND CONCLUSION
5.1 Summary of finding 67
5.2 Recommendations 70
5.3 Conclusions 71
Bibliography
73
Appendix 76
CHAPTER ONE
INTRODUCTION
1.1
BACKGROUND OF THE STUDY
An organization is a social set up, which has a
boundary that separates it from its environment, pursues its own collective
goals, and controls its own performance (Kick and Gullet, 1995)., in a formal
organization, interactions are rationally
coordinated and directed through
time on a common basis.
The person at the helm of affairs is usually the
leaders.
Kraines (2011) stressed that the word leadership has
been used by most discipline: political science, business executives, social
workers and educationist. However, there is large disagreement as regards the
exact meaning.
This view was also supported by Taffinder (2006),
who gave different definitions to leadership: “a simple meaning leadership is
getting people to do things they are never thought of doing, do not believe are
possible or that they do not want to do. With reference to an organization, he
defined leadership as “the action of commitment employees to contribute their
best to the purpose of the organization”. While on a complex and more accurate
view, he explains that you only know leadership by it consequences – from the
fact that individuals or a group of people start to behave in a particular ways
as a result of the actions of someone else”.
Thus in many situations, “leadership ability” may
only become apparent when a person has a formal role and hence has a power over
reward and punishments or when at least such power is relatively weak among
other group members. The failure to make this distinction has caused some
confusion in the discussion of
leadership.
Effective management is described as a means of
getting things done by other people. It can further be described as a social
process entailing responsibility for the effective and economic planning and
regulation of the operators of an organization in fulfillment of a given
purpose or task.
Employees performance is been described as the work
rate of individual that make upon the department, unit and ministries that
actually carry out the goals and objectives of the organization and it is through their
performance each and every unit determines vis-à-vis the set goals of the
unit.
Employees have to be rewarded / motivated in terms
of their effective performance and thus having to do with performance
appraisal, which is defined as a systematic evaluation of employee’s past and
present behaviour on the job based on
standard format for use of the employee and employers.
Messick and Kramer (2008) further explained since
human beings could become members of an organization in order to achieve
certain personal objectives, the extent to which they are active members
depends on how they are convinced that their predetermine objectives.
Therefore, an individual will support an organization if he believes that
though it, his personal objectives and goals could be met. If not the person’s
interest in the organization will decline.
The extent (degree) to which all members of an
organization user their abilities and influences in the effective utilization of
resources depends upon how well the
managers (leaders) of the organization understood and perform their jobs.
Maddock and Fulton (2008) explained that leadership and other processes of the
organization must be such that can ensure maximum probability within all
interactions and relationships with the organizations, each member will be in
the light of his background, values and expectations, view the expenses as
supportive and one which can build and maintain his sense of personal worth and
importance.
1.2 STATEMENT OF THE PROBLEM
Leadership management in the organization is moving
towards the trend transformational leadership. The question is whether
transformation leaders do make a difference in leadership development as well
as subordinate job satisfaction and individual development.
Bass, Bennis and Nanies, Conger and Kanungo; Rouche,
Baker and Rose; Tichy and Devanna (as cited in Pawar and Eastman, (2007)
studied transformational leadership’s behavioural aspects and their effects on
subordinates productivity / performance and organization.
According to Hater and Bass (2008), considerable
research has been done in the exchange relationship between leaders and
subordinate. However, the concept of effective leadership is based on strong
personal identification and going beyond a self-interested exchange of rewards
between leader and subordinate.
By considering the present study; the effectiveness
and ineffectiveness lies on the leadership and organization of the study.
According to Akpala (2008) some common problems were
mentioned to affect organizational performance in Nigeria business and
institutions. Among these problems faced by economic and government
institutions in Nigeria
are bad attitude to work among Nigerian workforce, poor organizational
performance, inefficiency and ineffectiveness in most places. The author
further stated that most organizations in Nigeria are managed by management
systems that are strange to the typical Nigerian culture. However, it was
suggested that the right type of leadership and motivation were not applied in
managing Nigerian workers.
1.3 OBJECTIVE OF THE STUDY
The major objective of this study is to examine the
effect of leadership style on subordinate productivity in Nigeria with
respect to United Bank for Africa. The
specific objective of the study include:
i.
To determine the
pattern of leadership and the extent it has affected organizational performance
in the United Bank for Africa (UBA)
ii.
To identify the
factors that is responsible for worker’s low performance in the United Bank for
African (UBA).
iii.
To find out how
leadership style affected labour management relations and productivity in the
United Bank for Africa (UBA).
iv.
To examine the
roles a leader plays in an organization.
1.4
SIGNIFICANCE OF THE STUDY
Nigeria as a nation is currently faced with a sharp
increase on number of entrepreneurs who form business in common areas relating
to maintenance, wholesales and production to industries. The running of theses
business units necessitates frequently interactions and expectations between
the entrepreneur and the employees.
Based on this, this study will be of immense
significance in a number of ways:
i.
It will help to
reveals the relationship between leadership and organizational performance and
how leadership style could be applied to.
ii.
It will be of
importance for students of business administration who might become future
managers leaders and entrepreneurs.
iii.
This study will
also help management and leaders of organizations to become aware of the factors
that actually motivate their employees to low and high productivity in their
work.
1.5
RESEARCH HYPOTHESES
The followings hypotheses were posited to guide the
study in achieving the research objectives.
HYPOTHESIS
ONE
HO: Leadership
function and pattern in United Bank of Africa (UBA) does not significantly
affect the overall performance of the business outfit (organization).
HI: Leadership
function and pattern in United Bank of Africa (UBA) significantly affect the
overall performance of the business outfit (organization).
HYPOTHESIS TWO
HO: Positive
responses of the leader to higher performance variables does not promote
maximization of the objectives o f the organization in the United Bank for
Africa (UBA)
HI: Positive
responses of the leader to higher performance variables promotes maximization
of the objectives of the organization in the United Bank for Africa (UBA)
1.6
SCOPE AND LIMITATION OF STUDY
This study covers the relationship between
leadership style and organizational performance in Nigeria with a view of
highlighting the consequences of effective leadership quality in subordinate
productivity.
The major limitation is time and financial
constraints. This type of research requires adequate time and financial
resources to visiting the case study frequently.
However, the scope of the study will be limited to
United Bank for Africa, Lagos.
1.7
ORGANIZATION OF STUDY
This research will be organized into five chapters
as follows:
Chapter one will focus on the background of the
study, statement of problems, objectives of the study, statement of hypothesis,
significance of the study, scope and limitation of the study organization of the
study and definition of terms.
Chapter two will contain literature review and
theoretical framework.
Chapter three will focus on the research methodology
and method of data analysis.
Chapter four includes the presentation and analysis
of data and discussion of results.
Chapter five will focus on the summary,
recommendation and conclusion.
1.8
DEFINITION OF TERMS
Leadership: Getting people to do things they have never thought
of doing, do not believe are possible or that they do not want to do.
Employer: An employer can be defined as a person or
institution that hires people.
Employee: This refers to the person being hired (supplier of
labour).
Management: The act of controlling a directing people so as to
coordinate and harmonize the group thereby accomplishing goal(s) within and
beyond the capacity of people being directed.
Corporate Image:
This depicts the attributes people
give to an organization.
Organizational
Performance: This is the performance
of the product of all interactions taking place in the organization.
Motivation: A conscious act aimed at spurring better results
from individuals who may ordinary not ready to go beyond their capacity.
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