PROPOSAL
For better linkage and proper understanding of this
research work, it is divided into five chapters.
Chapter one comprises the introduction of project topic, intorduction
of the study, importance of the study, definition of key terms and concepts,
plans of the study.
Chapter two takes a look at the literature review with
emphasis on the concept of leadership, the meaning or organisation, the
relationship between leadership style and their applicability.
Chapter three comprises the research methodolgy and
various sources of data collection, population group and sampling technique and
the historical background of Kwara
State Polytechnic Ilorin its organisation
structure of Kwara
State Polytechnic, Ilorin.
Chapter foure deals with data presentation and analysis,
result and findings while the last chapter which is chapter five deals with
summary of the findings, conclusions and recommendations for futher research
work as well as references.
TABLE
OF CONTENTS
Title
page i
Certification ii
Dedication iii
Acknowledgement iv
Table
of Contents v
Proposal vii
CHAPTER
ONE: INTRODUCTION
1.1 Background of the study 1
1.2 Objective of the study 3
1.3 Statement of the research problems 4
1.4 Scope and limitation of the study 4
1.5 Definition of terms 6
1.6 Organisaitonal structure of the case study 7
1.7 Plans of the study 8
CHAPTER
TWO: LITERATURE REVIEW
2.1 Leadership Defined 10
2.2 The meaning of organisaiton 10
2.3 The relationship between leadership and
organization 13
2.4 Leadership style and their applicability 15
CHPATER
THREE: RESEARCH METHODOLOGY
3.1 Process of data collection 21
3.2 Primary sources of data collection 21
3.3 Documentatry 22
3.4 Observation 22
3.5 Population group and sampling technique 22
3.6 History of Kwara State
Polytechnic Ilorin 23
3.7 Organisatin structure 28
3.8 Leadership style in Kwara State Polytechnic
Ilorin 33
CHAPTER
FOUR: PRESENTATION OF DATA AND ANALYSIS
4.1 Presentation and analysis of data 34
4.2 Result 35
4.3 Findings 40
CHAPTER
FIVE: SUMMARY, CONCLUSION AND
RECOMMENDATIONS
5.1 Summary 42
5.2 Conclusion 43
5.3 Recommendations 44
References
CHAPTER
ONE
INTRODUCTION
1.1 BACKGROUND
OF THE STUDY
The word "leadership" in modern organization
did not appear until about 1800. Leadership as a concept effect all of us in
the sense that it guarantees a great
deal of interest due to day activities. We have in situation where we may serve
as leaders or be faced with others who are
leaders.
Leaders are usually at the center of activities
therefore, the qualities are often the focus of attention. But looking at a
leaders as a process means that many questions must be considered about how and
why some people become leaders and how well they perform relative to followers
expectation.
There are many traditional ideas about leadership that
have proved questionable. Perhaps, the most common one is the notion that
leaders are born but not made. It maintains that there are many certain in born
qualities such as initiative courage, intelligence and honour which together
predestine a man to be a leader, by the
exercise of will power it self services on important leadership trait or by the
rough tutorship of experience, some of those qualities might be developed,
In activity,
the behaviours as "leadership" must include
the reactions of the followers therefore, leadership is not confined to a
single person in a group but depend upon there member as well.
Although
leadership IS not just one person, it is
easier, of course, to see it embodied in an individual. This is because leaders
are usually more active and their
actions, attention make things happen.
In
addition to the leader and the group, the situation began to increased
attention in leadership theory, The situation approach to was initially called
zeitgeist (a German word meaning "Spirit of the times") the leader is
viewed as a product of the time and the situation. The person, with the
particular qualities or traits that a situation requires will emerge as the
leader such a view has much historical
support
as a 'theoretical basis for leadership and serves as basis for today's
situational and now contingency theories of leadership in general, the leader
is therefore the most influential member or his or her group.
1.2 OBJECTIVES OF THE STUDY
* One of the
objectives of this study IS to
investigate into the problems facing the
organization that ignored the fundamental impact of leadership.
* It is also intended to highlight the impact of
leadership on business.
* This style
is equally aimed at examining the tediousness of the task and reduce the high risk accompanying the project which can be suitably applied in today's dynamic business word, especially
the technological advancement
* As
part of requirement for the award of national diploma in Business studies in
the department of Business studies, Kwara state polytechnic, Ilorin.
1.3 STATEMENT OF THE RESEARCH PROBLEMS
There is no
society or organization be it private or public that dose not have a leader.
If
a leader and indeed, leadership is so important to that extent, then who is a
leaders? Is leadership necessary? If necessary
then, in what ways? How many style of leadership do we have? what is an
organization? Does leadership have anything to do with organization?
1.4 SCOPE AND LIMITATION
OF THE STUDY
The
scope of the study shall be based on the impact of leadership styles in an organization a case study of Kwara State
Polytechnic, Ilorin.
The
type of leadership style 'under study include among other exploitative
autocracy benevolent autocracy, consultative leadership participate group
leadership.
There
are also limitations to this study that the course of the study
TIME:
There is
also the problem of time constraint and research to find out the detail from
different textbooks.
ATTITUDE: Another limitation to the
research work is the indifferent attitudes of finding information in books and gathering
them together.
Leadership,
then, is something more than just personality or accident or appointment. It is
intimately linked with behaviour. It is essentially a human process at work in organization. As a working definition,
leadership can be described as a dynamic process in a group where by one
individual influence the others to contribute voluntarily to the achievement of
group tasks in a given situation.
There are several points
which can be reformed to.
Firstly,
leadership is a dynamic process, not a static one. This implies that a range of
leadership style is preferable to one "best style".
Secondly,
the role of the leader is to direct the group towards group goals. In an formal
or unofficial in a formal group, the goals will have been set mainly if not
exclusively, by senior managers in the group.
Thirdly,
the style of leadership, and the reaction of the group will be determined
considerably by the situation concerned (the tasks, external pressure).
1.6 DEFINITION OF KEY
TERMS AND CONCEPT
Leadership
is the ability of management to induce subordinate to work towards group goals
with confidence and keenness.
According
to Webber power is the probability that one actor within a social
relationship will be in a position to carryout his own will despite resistance,
regardless of the basis on which this probability rests.
Autocratic-Style: All the policies of the group were determined
solely by the leader. All authority was centered in this person.
The Leader told the children how the task was to be
done in a step
- step manner so that, at anyone time, there were uncertain as to what the
future steps were. The leader dictates what the work task has and with whom
each member would work.
Management is the art of getting things done through
others. Efficiently
and effectively. It is a process by which cooperatives direct the action of
their members toward common objectives
Organization
means, suggest that this is not a straight forward task, and offer
contrasting perspectives on the issue. Taking this further, four style of
leadership can be distinguished.
* The "Tells' Style: Decision are reached by the manager or
supervisor and then announced to subordinates to be carried out without
question.
* '"The
"Sale"
Style: As the manager recognizes a likelihood of resistance, he will persuade
subordinates to accept by giving them some
what fuller accounts of how decisions were reached.
* The
'Consults" Style: managerial decisions are deferred until the' problem has
been presented to the group and suggestions have been received.
* The "Joins" Style the manager
delegates to the group the right to take
decisions. He define the problem and the limits within which action can take
place, but decision will normally reflect the majority opinion of the group.
1:7 PLAN
OFTHE STUDY
The project has been divided into five chapters or easy,
understanding.
Chapter One comprises the introduction of the project
topic, introduction of the study, importance of the study, definition of key
terms and concepts, plan of the study.
Chapter Two takes
a look at the literature review with emphasis on the, concept of leadership,
the meaning of organization, the
relationship between leadership style and their applicability.
Chapter ,Three comprises the research methodology and
various sources of data collection population group and sampling technique 'and the historical background of
Kwara State Polytechnic, Ilorin and its organization structure of Kwara State
Polytechnic, Ilorin also leadership style in Kwara State Polytechnic, Ilorin
Chapter Four deals with data presentation and analysis result and findings while the last
chapter which is Chapter Five deals with Summary of the' Findings, Conclusions
and Recommendations for further research work as well as references.
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