ABSTRACT
This research work tends to examine the effect of
leadership styles on workers’ productivity with special reference to Cadbury Nigeria
Plc.
Survey design was adopted and research
questionnaire was used to gather data from respondents.
A sample of one hundred (100) was drawn from the
population with the simple random sampling technique. Questionnaire was
administered to the sampled staff of Cadbury Nigeria Plc.
Three research hypotheses was formulated and tested
with the use of Chi-square technique.
The analysis resulted into rejecting the three null
hypotheses and accepting the alternate, thereby concluding that there is relationship between leadership style and
productivity; there is relationship between leadership style and labour
turnover and there is relationship between leadership style and subordinate
behaviours.
Suitable recommendations were proffered the management
of Cadbury Nigeria Plc.
TABLE OF CONTENTS
Title
Page i
Certification ii
Dedication iii
Acknowledgment iv
Abstract v
Table
of Contents vi
CHAPTER ONE
1.0
Introduction 1
1.1 Statement
of the Problem 2
1.2 Purpose
of Study 3
1.3 Research Questions 3
1.4 Research Hypotheses 3
1.5 Significance of Study 3
1.6 Research Methodology 3
1.7 Scope of Study 4
1.8 Limitations of the Study 5
1.9 Definition of Terms 5
1.10 Historical Review of
Cadbury Nigeria Plc 5
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction 8
2.1
Theoretical Framework and Concepts in
Organizational
Behaviour and Performance. 8
2.2 Theories
of Leadership 15
2.2.1.
The ‘Trait” Approach 15
2.2.2
The Human Relations/Behavioural
Approach 16
2.2.3
The Situational Approach 20
2.2.4
Contingency Model of Leadership 21
2.3
Leadership Styles 23
2.4
Organizational Behaviour and
Motivation 24
2.4.1
The Behavioural Theories 25
2.4.2
Motivational Theories 31
2.5
The Impact of Leadership Styles on
Organizational Performance 36
2.5.1
Leadership Style and Climate 37
2.5.2 The
Organizational Performance 42
2.5.
Leadership Approaches in Cadbury
Nigeria Plc. 44
2.5.1.
Background 44
2.6.2 Leadership
Styles 46
CHAPTER THREE
RESEARCH
METHODOLOGY
2.0
Introduction 48
3.1
Area of Study 48
3.2
Population of Study 48
3.3 Sample Size 48
3.3
Methods of Data Collection 49
3.5 Research Instrument 49
3.6 Methods of Data Analysis 50
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF
DATA
4.0
Introduction 51
4.1 Presentation of Data 51
4.1.1 Respondents’
Characteristics 51
4.1.2 Respondents’
Views/Responses 53
4.2. Analysis of Data and Hypothesis
Testing 58
CHAPTER FIVE
SUMMARY, CONCLUSION, AND
RECOMMENDATION
5.0.
Introduction 66
5.1. Summary of the Study 66
5.2 Conclusion 67
5.2.1
Recommendation 67
Bibliography 69
Appendix 70
CHAPTER ONE
INTRODUCTION
1.0
BACKGROUND
TO THE STUDY
Two
related concepts that are often used synonymously are ‘leader’ and
‘manager’. Allowing some fine conceptual
details, a leader concentrates on providing the vision with which a group is
led into achieving agreed objectives, and a manager is simply someone who
implements a vision handed down to him using agreed or ingenuous methods. Thus, leadership is proactive whereas
management is executing and at best reactive.
The implication of this subtle distinction is that managers must acquire
and utilize leadership skills for effectiveness.
Leaders
are individuals who have authority over others and are responsible for guiding
their actions. These are people who
engage in the traditional management practices such as planning, organizing,
decision-making and controlling. Leaders
are evaluated according to their ability to achieve organizational goals. Regardless of environmental constraints, they
are praised for successes and blamed for failures.
The
managerial roles set include all the significant other persons who must relate
to the manager in the course of carrying out the business of managing. The set us a very large one comprising of
superiors, subordinates, peers, visitors, clients, and the entire society at
large.
Leadership
is one aspect of the leader’s role that concerns the ability to personally
influence people in his role set to accomplish specific tasks. Fajana (2002).
The
ability of an individual to influence the thoughts and behaviour of others is
recognised as leadership. A
leader’s position may be formal or
informal, depending on the structure and nature of the group. Cole (1993).
Various
propositions and theories of leadership abound. These include:
Traits
Approach, that asserts that the ability to lead is an innate characteristics
and the personally traits exhibited include initiative, decisiveness,
self-assurance, assertiveness, intelligence, dressing, statue and physical
appearance.
Human
relations approach, which suggests that leadership ability, depends, not so
much on innate characteristics, but on the behaviour of the leader.
Others
are the X and Y theory, the contingency approach and path-goal theory. In addition to the theories, leadership can
be approached using different styles. Hackett (1979) listed the styles of
leadership as autocratic, democratic, and lasses-faire. The autocratic leader closely supervises the
subordinates by issuing precise and detailed instructions to cover every task
undertaken. The democratic leader communicates
and consults with subordinates or groups more often, with group members
actively participating in decision making in the laissez faire approach,
subordinate are left to take decisions they deem necessary to complete their
work.
The
need for effective leadership pervades the shoddy manner of performances in
both the private and public sectors of the Nigerian Economy.
The
well-known saying that “if the head is bad the whole body would be affected”
states clearly that the leadership of an organization is very important.
Ineffective
leadership has been the bane of the Nigerian economic and socio-political
systems. These problems have led to the
poor performance and low productivity among Nigerian workers. Thus, the Federal Military Government under Buhari/Idiagbon
regime declared a war against indiscipline as it relates to work ethics.
In
Nigeria,
leadership problems may have developed from societal poverty, occupational or
professional arrogance and also lack of knowledge of what is really required of
you. Observations have shown that most
corporate failures are attributable to poor leadership and this is evident in
all aspects of life that is education, religion and other sectors of national
life. (Ubeku, 2000)
Therefore,
scarcity of proper leadership in Nigeria refers to the scarcity of
effective and dynamic people who are willing to assume significant leadership
roles in our society and get jobs done effectively and efficiently.
1.1 STATEMENT
OF THE PROBLEM
In
Nigeria,
a lot of negative consequences are derived from the application of wrong
leadership styles. Notable among them
are high labour turnovers, absenteeism, low productivity and interpersonal
conflict. If these problems are left
unchecked, a lot of damages could be done, not only to the corporate body, but
also to the economy of the nation as a whole.
The
present research is designed to contribute to a determination of the nature and
effects of leadership styles on Nigerian companies with Cadbury Nigeria Plc as
a case study.
1.2 PURPOSE
OF STUDY
The
purpose of this study is as follows:
1. To
determine whether leadership styles affect workers’ productivity in Cadbury
Nigeria Plc
2. To
determine how leadership styles affects industrial relations in Cadbury Nigeria
Plc.
3. To
determine and compare the managerial leadership styles and their impact on
employee behaviour and productivity.
4. To
appraise if leadership styles and patterns affect the rate of absenteeism and
labour turnover.
1.3 RESEARCH
QUESTIONS
Is there any
relationship between leadership styles and productivity?
Does
leadership pattern relate to performance of workers?
Is there any
relationship between leadership style and labour turnover?
Is there any
relationship between leadership behaviour and subordinates’ behaviour?
Is there any
ideal leadership style?
1.4 RESEARCH
HYPOTHESES
1. H0: There is no relationship between leadership style and
productivity
H1: There is relationship between leadership
style and productivity
2. H0: There is no relationship between leadership style and labour
turnover.
H1: There is relationship between leadership
style and labour turnover.
3. H0: There is no relationship between
leadership style and subordinate
behaviours.
H1: There is relationship between leadership
style and subordinate behaviours.
1.5 SIGNIFICANCE
OF STUDY
This
study will enable the managers to appreciate the impact of leadership style on
organizational behaviour and performance of employees.
1.6 RESEARCH
METHODOLOGY
The
population of this study comprised the managerial staff of Cadbury. The sample
size of 100 would be chosen as adequate for the study, the sample population
would be drawn from all departments within the organisation.
The
research instrument for this study would be administration of questionnaire on
the sampled population. The data generated at the end of the whole exercise
would be analysed and presented using the following statistical tools.
·
Tabulation
·
Frequency estimation
·
Percentage estimation
1.7 SCOPE
OF STUDY
We
will examine Cadbury’s leadership styles, corporate policies and human relation
practices.
The
research focused on corporate success or otherwise, leadership patterns in the
company as they affect or influence organizational behaviour and
performance. The major issues that attracted
attention are as follows:
1.
Whether leadership styles affect
worker behaviour and performance.
2.
Whether leadership pattern and
position classification of Cadbury Plc influence the attitude and behaviour of
the subordinates to work?
3.
Whether the leadership style adopted
by Cadbury Plc influences the attitude and behaviour of workers towards
achieving the corporate goals?
4.
Whether the leadership style affects
the rate of absenteeism and labour turnover in Cadbury Nig Plc.
1.8 LIMITATIONS
OF THE STUDY
The
available fund for this research is very small as a result of this the
researcher would not conduct the research as satisfactory as he had intended.
Transportation, typing and photocopying will consume a greater part of the
fund. Some respondents would not
co-operate, they will sill doubt the sincerely of the researcher after he had
introduced himself and the purpose of the research.
The
researcher would also find it very difficult to reach out to some respondents,
especially those in management team because of their right schedules.
The
restriction on the release of information by the respondents would not be
helpful. Despite these shortcomings the researcher will make use of the time
available in most suitable and practicable ways.
1.9 DEFINITION
OF TERMS
|
1.
|
Leader:
|
A
leader is an individual who have authority over others and are responsible
for guiding their actions.
|
|
2.
|
Manager:
|
A
manager is simply someone who implements a vision handed down to him using
agreed or ingenuous methods.
|
|
3.
|
Leadership:
|
Leadership
is one aspect of the leader’s role that concerns the ability to personally
influence people in his role set to accomplish specific tasks.
|
|
4.
|
Leadership Style:
|
Leader’s
typical way of behaviour towards group members can be classified as
“Leadership Style”.
|
1.10 HISTORICAL
REVIEW OF CADBURY NIGERIA PLC
The
company was incorporated in Nigeria
on the 9th of January 1965 and principally engaged in the manufacture and sale
of branded fast moving consumer goods (FMCG). The company became a public
company in 1970s and was granted a listing on the Nigeria Stock Exchange
(N.S.E). The company is highly regarded for its high standards of corporate
governance. This is further informed by the fact that the company gives
expression to its Corporate and Social Responsibility obligations on carefully
determined platforms.
The
company’s wide range of quality brands and products in the confectionery, food
drinks and foods market are enjoyed throughout the country and also exported
abroad to neighbouring African countries. In addition, a range of intermediate
products notably Sorghum Extract and Glucose Syrup are manufactured in
dedicated facilities in Ikeja (a suburb of Lagos).
In
2000, the scope of responsibility of the company was widened to cover the
entire West African sub-region. This brought about the reconfiguration of the
existing manufacturing facilities within the sub-region which made the Ikeja
factor as the source of consumer products for wider markets beyond the shore of Nigeria. This increases the capacity
utilisation and economies of scale for the company.
The
company main subsidiary is Stanmark Cocoa Processing Company Limited, located
in Ondo. This subsidiary company processes cocoa beans into cocoa butter,
liquor and cocoa powder. The cocoa better is the main source of foreign
exchange to the company a sit is exported abroad, while the cocoa powder is
utilised locally by Cadbury Nigeria.
The
company board of Directors comprises a healthy mix of executive, non-executive
and independent Directors, who hold ultimate accountability for the business.
The role of Chairman (non-executive) is separated from that of CEO. The board
not only enunciates policy direction, but has established processes for
evaluating its own performance.
The
company also has the following team structure in execution of policies and
programmes. These are:
·
Logistics: (Procurement, warehousing, production,
planning and distribution),
·
Operations: (Engineering services, projects, production,
technical services and manufacturing best practices),
·
Finance: (Financial operation, treasury, financial,
accounting and taxation),
·
Sales
and Marketing: (Sales
generation and credit management, marketing and customer care and welfare),
·
Human
Resources: (HR
Strategy and processes, medical and security),
·
Corporate: (Corporate affairs, administration, internal
audit and company secretary and legal unit).
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