THE EFFECT OF LEADERSHIP STYLES ON ORGANIZATION PERFORMANCE: A CASE STUDY OF ABC BANK, NIGERIA

Emmanuel Chinyere, Dr. Evans Zoella, Dr. Uduak Alika

Abstract


The purpose of this paper was to identify the various leadership styles, the roles of the different leadership styles at ABC bank and how they relate to performance at ABC bank. Information on the leadership styles and how they relate to performance was captured through comprehensive compilation of literature and further proposes a conceptual framework based on the review of literature. It employed a descriptive research design whose purpose was the description of state of affairs as they were. The target population in this study was the employees at the ABC bank headquarters from the various departments and a sample size of 80 respondents was drawn through purposive sampling. Primary data was then collected through a semi-structured questionnaire with closed ended questions and thereafter analysis of data was done through summarizing findings in terms of mean and frequencies. Data presentation was done by use of charts, percentages and frequency tables. Descriptive statistics was used in drawing relationships. The study found that the leadership styles used at ABC bank are where their leaders give intellectual stimulation, their leaders offer coaching and mentorship, their leaders reward them for goal and target, their leaders monitor their progress and correct where necessary, their leaders are not commanding, their leader do not make all the decisions, their leaders do not strictly comply to policies, leaders do not encourage open communication and their leaders encourage joint decision making. With such leadership characteristics it is evident that ABC bank has a diverse array of leadership. The study recommends ABC bank to enhance the motivational aspect of leaders at the bank as motivation has proven to inspire an employee to exert a higher level of efforts, energy and enthusiasm towards the fulfillment of individual goals resulting in committed and inspired work behavior. The bank should also discourage the laissez faire trait of leaders intervening only when problems arise and instead encourage availability of leadership all the times.

Key words: Leadership Styles, Performance

Full Text:

PDF

References


Aras, G. & Crowther, D. (2010).A hand book of corporate governance and social responsibility. Surrey: Gower.

Avolio, B. (1999). Full Leadership Development: Building the Vital Forces in Organizations. CA Sage.: Thousand Oaks.

Avolio, B. J., Waldman, D.A. & Yammarino, F.J. (1991). Leading in the 1990’s: the four I’s of transformational leadership. Journal of European industrial training, 15(4): pp.1-8.

Bass, B. M. (2009). Leadership and performance beyond expectations. New York: Free Press.

Bass, B. & Avolio, B. (1993). Transformational Leadership and Organizational Culture . Public Administration Quarterly, 17(1): 112–17.

Bass, B.,M. (1985) Leadership and performance beyond expectation. New York: The Free Press.

Bennis, W. G., & Nanus, B. (1985). Leaders: The strategies for taking charge. 1st ed. New York: Harper & Row.

Conger, J., A. & Kanungo, R., N. (1998).Charismatic leadership in organizations. Thousand Oaks, CA: Sage.

Cooper, R., & Schindler, P., S. (2006).Business research methods. (10th.ed.). New York: McGraw-Hill.

Fenwick, F. J. & Gayle, C. A. (2008).Missing Links in Understanding the Relationship between Leadership and Organizational Performance.International Business & Economics Research Journal, Volume 7.

Fiedler, F.E. (1996). Research on Leadership Selection and Training: One View of the Future, Administrative Science Quarterly, 41: 241–50.

Fry, L. W. (2003). Towards a Theory of Spiritual Leadership.The Leadership Quarterly, 14, 693-727

Furnham, A. (2002). Managers as change agents. Journal of Change Management, 3(1): 21-29.

Gay, J. & Peil, M. (1992).Social Research Methods: A handbook for Africa. Lagos: Africa Educational Publishers.

Hersey, P., Blanchard, K. & Johnson, D.E. (2001), Management of Organizational Behavior, 8th Ed., Prentice Hall, Englewood Cliffs, NJ.

Judge, T. A., & Gerhardt, M. (2002). Personality & leadership: A Qualitative & Quantitative Review. Journal of Applied Psychology., 87(4): 765-780.

Kerlinger, K. N., (1994). Foundation of Behavioral. New York: Holt Rinchart and Winstan, Inc; USA.

Kirkman, B.L., Lowe, K.B. & Young, D.P. (1999).High Performance Work Organizations: Definitions, Practices and an Attorted Bibliography. North Carolina: Centre for Creative Leadership.

Koech, P. M., & Namusonge, G. S. (2012). The Effect of Leadership Styles on

Organization performance on State Corporation in Kenya.International Journal

Business and Commerce, 2(1), 1-12

Kombo, D. K., & Tromp, D. (2006). Proposal and Thesis Writing: An Introduction.

Pauline’s Publications’ Africa, Nairobi.

McShane, S. L. & Von Glinow, M. A. (2000).Organizational Behavior. Burr Ridge, IL: Irwin/McGraw-Hill.

Schermerhorn, J., Hunt, J., & Osborn, R. (2000).Organizational Behaviour (7th ed.), New York: John Wiley & Sons, Inc.

Schneider, B., Ashworth, S., Higgs, C. & Carr, L. (1996) Design, validity & use of strategically focused employee attitude surveys. Personnel Psychology, 49:695-705.

Schneider, B., White, S. & Paul, M. (1998) Linking service climate & customer perceptions of service quality: Test of a causal model.Journal of Applied Psychology, 83:150-163.

Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York, NY. Doubleday.

Stringer, E. T. (2008).Action research in education (2nd Ed.). New Jersey: Pearson.

Tarabishy, A., Solomon, G., Fernald Jr., L.W. & Sashkin, M. (2005).The Entrepreneurial Leader's Impact on the Organization‟s Performance in Dynamic Markets.Journal of Private Equity, 8(4): 20-29.

Tonchla, S. & Quagini, L. (2010).Performance measurement: Linking Balanced Score card to business Intelligence. Berlin: Springer.


Refbacks

  • There are currently no refbacks.