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Abstract
The determined to examine the relationship between leadership styles and organizational goal attainment. The objectives of the study are to determine the extent to which laissez faire styles affect organizational goal attainment of selected banks in Port Harcourt, to determine the extent to which transformational leadership style affect organizational goal attainment of selected banks in Port Harcourt and to ascertain the extent to which transactional leadership style affect organizational goal attainment of selected banks in Port Harcourt. The survey research design used for the study. The population is made up of 108 employees of banks in Port Harcourt. The taro yemen formula was used to determine the sample size of 85 The simple percentage was used to analyze the research questions. Findings amongst others reveal that there is a significant relationship between leadership styles and organizational goal attainment. Based on the findings of the study, recommendations were made that, it is important for organization to provide professional performance guidelines that create a sense of responsibility to employees, it is recommended that small scale enterprises should adopt transactional leadership style to transit to transformational leadership style as their enterprises develop, grow and mature and it is recommended that organization should adopt laissez faire factor to avoid issues that arise during decision making.
Table of Contents
Title Page i
Cover Page ii
Certification iii
Dedication iv
Acknowledgements v
Abstract vi
Table of Contents vii
List of Tables x
List of figures xi
CHAPTER 1 1
INTRODUCTION 1
1.1Background of the Study 1
1.2Statement of the Problem 2
1.3Purpose of the Study 3
1.4Research Questions 3
1.5Scope/Limitation of the Study 4
1.7 Definition of Terms 5
CHAPTER 2 6
REVIEW OF RELATED LITERATURE 6
Introduction 6
2.0Conceptual Framework 6
2.1.1 Concept of Leadership 6
2.1.2Dimension of Leadership Styles 8
2.1.3Transactional Leadership Factors 10
2.1.4 Transformational Style 12
2.1.5Leadership Style and Organizational goal attainment 15
2.1.6Concept of Organizational Goal Attainment 19
2.1.7 Measures of Organizational Goal Attainment 19
2.2 Theoretical Framework 22
2.2.1Great-Man Theory 22
2.2.2Trait Theory 23
2.2.3Contingency Theories (Situational) 24
2.2.4Process Leadership Theory 25
CHAPTER 3 28
RESEARCH METHODOLOGY 28
3.1 Research Design 28
3.2 Population of the Study 29
3.3 Sample Size Determination 29
3.4 Sampling Techniques 30
3.5 Source and Method of Data Collection 30
3.6 Methods of Data Collection 31
3.7 Questionnaire Design 32
3.6Data Analytical Techniques 32
3.7 Reliability and Validity 33
CHAPTER 4 34
DATA PRESENTATION AND ANALYSIS 34
4.1 Data Collection and Presentation 34
4.2 Data Analysis 35
CHAPTER 5 42
SUMMARY, CONCLUIONS AND RECOMMENDATIONS 42
5.1Introduction 42
5.2 Summary 42
5.3 Conclusion 42
5.4 Recommendations 43
References 45
Appendix A 51
List of Tables
Table 4.1: Questionnaire Administration and Retrieval 34
Table 4.2: showing the age of respondents 35
Table 4.3: Showing the Gender/Sex of Respondents 35
Table 4.5: Showing the Marital Status of Respondents 37
List of figures
Fig 2.1 A Conceptual Framework on leadership styles and Organizational Goal Attainment 6
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
A number of researchers theorize that leadership style is linked to organizational goal attainment (Howell and Avolio, 1993). Conceptually, it is argued that the visionary and inspirational skills of transformational leaders motivate followers to deliver superior performance (Nicholls, 1988; Quick, 1992). In summary, much of the above evidence presented as supporting the claim of a leadership performance link is anecdotal and frequently over-concentrates on the „transformational‟ role of leaders in corporate successes (Quick, 1992; Simms, 1997). It would appear that few studies have responded to the observation of Porter and Mckibbin (1988) that much of the research reported as supporting this claim is either inconclusive or empirically suspected. The limited or inconclusive character of research findings in this area suggests the need to investigate further the nature of the relationship between leadership and performance.
The role of leadership in an organization is crucial in terms of creating a vision, mission, determination and establishment of objectives, designing strategies, policies, and methods to achieve the organizational objectives effectively and efficiently along with directing and coordinating the efforts and organizational activities (Xu& Wang, 2008).Top quality leadership is essential to achieve the mission and vision along with coping with the changes occurring in the external environment (Harris 2007).
The concept and definition of leadership and style may differ from one person, or situation, to the other. The word leadership has been used in various aspects of human endeavour such as politics, businesses, academics, social works, etc. Previous views about leadership show it as personal ability. Messick and Kramer (2004) argued that the degree to which the individual exhibits leadership traits depends not only on his characteristics and personal abilities, but also on the characteristics of the situation and environment in which he finds himself.
Since human beings could become members of an organization in other to achieve certain personal objectives, the extent to which they are active members depends on how they are convinced that their membership will enable them to achieve their predetermined objectives. Therefore, an individual will support an organization if he believes that through it his personal objectives and goals could be met; if not, the person’s interest will decline.
Leadership style in an organization is one of the factors that play significant role in enhancing or retarding the interest and commitment of the individuals in the organization. Thus, Glantz (2002) emphasizes the need for a manager to find his leadership style.
1.2 Statement of the Problem
Managing people in organisations is parts and parcel of management process. Therefore, managers should realize that people are the critical elements in organisations and that they should be recognized as being synonymous with the organisation. But the problem is to what extent do managers recognize this fact that employees are synonymous with organisations and that they should be adequately motivated so that they can give their best to ensure high performance? Again the leadership behaviour/style in most organisations which believe that workers could be treated anyhow as a result of unemployment situation in the country. It generally leads to low productivity. Bad leadership is expensive, under the watch of poor leaders and managers, staff morale declines and workers feel less committed in the organization. Poor leadership style can stop management from producing new ideas and solution to problems. Of all these, the poor leadership style of the heads have been the major cause of the declining standard in performance, something that warrants the investigation of this study. Thus, the study ascertain the relationship between leadership styles and organizational goal attainment of selected banks in Port Harcourt.
1.3 Purpose of the Study
The main purpose of the study is to examine the impact of leadership styles on organizational goal attainment of selected banks in Port Harcourt. Specifically the objectives of this study are:
1. To determine the extent to which laissez faire styles affect organizational goal attainment of selected banks in Port Harcourt.
2. To determine the extent to which transformational leadership style affect organizational goal attainment of selected banks in Port Harcourt.
3. To ascertain the extent to which transactional leadership style affect organizational goal attainment of selected banks in Port Harcourt.
1.4 Research Questions
For the objectives above, the research questions would be as follows:
1. To what extent does laissez faire style of leadership affect organizational goal attainment of selected banks in Port Harcourt?
2. To what extent does transformational leadership style affect organizational goal attainment of selected banks in Port Harcourt?
3. To what extent does transactional leadership style affect organizational goal attainment of selected banks in Port Harcourt?
1.5 Scope/Limitation of the Study
The study is delimited under the following heading: content scope, geographical scope and unit of analysis.
Content Scope: The content scope of this study involves on investigation to ascertain the relationship between leadership styles and organizational goal attainment. The dependent variable is Organizational Goal Attainment measure by productivity, profitability and market share while independent variable is leadership style measure by laissez-faire style, Transactional style and transformational leadership styles.
Geographical Scope: This study is delimited Port Harcourt Metropolis with special reference to selected banks in Port Harcourt which include access bank and union bank.
Unit of Analysis: The unit of analysis include staff of selected at the time the study was carried out.
The study is limited to find out the impact of leadership style on organizational goal attainment.
In course of carrying out this research, the researcher met with a lot of constraints. Among these constraints is:
The time frame which this research was expected to be completed which was too short.
Secondly, the cost in carrying out this research work act as a barrier as we were not financially buoyant to carry out all investigation.
Finally, assembling the relevant materials needed this work was a problem. It is difficult due to the fact that some of the respondents were not willing to give us the required cooperation.
1.7 Definition of Terms
Employees: A person employed for wages or salary, especially at non-executive level.
Leadership: The action of leading a group of people or an organization, or the ability to do this.
Subordinate: A person under the authority or control of another within an organization.
Performance: The action or process of performing a task or function.