THE IMPACT OF LEADERSHIP STYLE ON WORKER’S PERFORMANCE: A CASE STUDY OF GUARANTEE TRUST BANK PLC, SOKOTO BRANCH

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ABSTRACT


This research examined the relationship between leadership styles of managers and the effect of the leadership style on workers performance in GTBank Plc, Sokoto Branch. For this purpose data was collected from three (3) branches of GTBank plc, in Sokoto. Quantitative method of social research was used in conducting the research as such questionnaire was administered in collecting information from the respondents. The result that emerge from the research indicate that the X2 = 89.2 for hypothesis one and X2 =90.2 for hypothesis two. Therefore, the researcher recommends a more cooperation to foster among stakeholders and employees and also, they should set up a quarterly meeting to get leadership feedback. Finally, the researcher recommends that managers should adopt a good transactional leadership style to boost the morale of workers which will in turn improve their productivity and performance.


TABLE OF CONTENT

Title Page
Table of Content
List of Tables
Abstract

CHAPTER ONE
1.1 Introduction
1.2       Statement of the research problem
1.3       Research Questions
1.4       Aims and Objectives
1.5       Research hypothesis
1.6       Significance of the study
1.7       Scope of the study
1.8       Operationalization of concepts

CHAPTER TWO
Literature Review and Theoretical Framework
2.1       Introduction
2.2       Definition of the concepts
2.2.1    Leadership
2.2.2    Leadership styles
2.3       Importance of Leadership styles
2.4       Factors affecting styles of leadership
2.5       Classification of leadership
2.5.1    Transformational Leadership
2.5.2    Transactional Leadership
2.5.3    Charismatic leadership
2.5.4    Autocratic leadership
2.5.5    Bureaucratic leadership
2.5.6    Democratic leadership
2.6       Leadership styles and worker’s performance
2.7       Indicators of employee’s performance
2.8       Review of empirical on leadership style and worker’s performance
2.9       Theoretical Framework
2.9.1    Personality/Trait theories
2.9.2    Behavioural theories
2.9.3    Contingency theories
2.9.4 The Systems Theory

CHAPTER THREE
Methodology
3.1 Introduction
3.2       Research Design
3.3       Study population
3.4       Sources of Data
3.5       Sampling Size and techniques
3.6       Method of Data Collection
3.6.1 Questionnaire Design
3.7       Techniques of Data Analysis

CHAPTER FOUR
Data Presentation and Analysis
4.1 Introduction
4.2       Data Analysis
4.2.1    Part A: Socio-economic Background
4.2.2    Part B: Leadership quality and Behaviour
4.3       Analysis on scores of Leadership Styles
4.4       Testing of Hypothesis
4.4.1    Hypothesis 1
4.4.2    Hypothesis 2

CHAPTER FIVE
Summary, Recommendation, and Conclusion
5.1 Introduction
5.2       Summary
5.3       Summary of Findings
5.4       Suggestions and Recommendations
5.5       Conclusion
            References
            Appendix

CHAPTER ONE


1.1 BACKGROUND TO THE STUDY

There is hardly any conversation today in Nigeria that doesn’t begin with the word “leadership”. Leadership in government, organization, mosque/churches and even in schools and family. There are also leadership issues being discuss in several parts of world today. Government has fallen and an organization has fail due to bad leadership and issue of failed banks in Nigeria. There cannot be leadership without followership.

Leadership styles can either motivate or discourage employees (workers), which in return can cause employee’s increase or decrease in their level of performance. That is, a particular style of leadership has a direct influence or effect on the productivity of an employee or employees. According to Schyns & Sanders (2007), the sources of employee job dissatisfaction include inadequate salary, conflicting job demands (from the leadership) and absence of promotion prospects.

For efficiency purposes, an effective leadership style, one that positively affects employees’ satisfaction and results in better performances, effectiveness and productivity is clearly desirable (Turner & Muller, 2005).


For every organization who wants to remain and wax stronger in a global market competitive environment must engage the service of good leaders. The effective leadership style certainly improves workers and organizational productivity. Ojokuku, Odetayo and Sajuiygbe (2012) confirmed that leadership style is the major determinant of any organization success especially in Nigerian banks. Williams (2009) pointed out that leadership creates understanding and recognition of a group’s undertaking, purpose and make the workers to know beyond their own wants and needs for the good of the cluster.

According to Jago (1982) “Leadership is expressed or displayed through interaction between people and necessarily implies its complement, followership. For one to influence, another must permit himself to be influenced” He pointed out that different leaders have their own distinctive leadership styles that have proved to be closely associated with their organizational performances and outputs.

Hartog, Muijen and Koopman, (1997) noted that transactional leadership and transformational leadership have gained currency and attention over a period of last few decades. They argued that transformational Leadership and Transactional Leadership both are directly related with numerous workplace outcomes such as job satisfaction, group performance, employee’s performance, and organizational commitment. Abdul, Ausnain and Munawar (2012) also agreed that both transformational and transactional leadership have positive significant effect on organizational commitment.

Researches (Luchak and Gellatly, 2007; and Paré and Tremblay, 2007) revealed that organizational commitment is positively associated with work efforts, organizational performance and negatively related to absenteeism and employees turnover. Bass (1985) described transformational leadership style as a systematic way by which subordinates or fellows praise and appreciate their leaders. Resultantly, this style enhances their motivational level, which leads to.....


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