JANUARY, 2012 EFFECTIVE LEADERSHIP AND …Sate NYSC; finding out if there are possible way of...
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EFFECTIVE LEADERSHIP AND ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF NATIONAL
YOUTH SERVICE CORPS (NYSC) KOGI STATE
JOHN EDOKA PG/MSc/07/43627
EFFECTIVE LEADERSHIP AND ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF NATIONAL YOUTH SERVICE CORPS (NYSC) KOGI STATE
ADMINISTRATION AND LOCAL GOVERNMENT PUBLIC
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Digitally Signed by Webmaster’s Name DN : CN = Webmaster’s name O= University of Nigeria, Nsukka OU = Innovation Centre
JANUARY, 2012
BY
JOHN EDOKA PG/MSc/07/43627
DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT
UNIVERSITY OF NIGERIA NSUKKA
JANUARY, 2012
APPROVAL PAGE
The dissertation has been approved for the sub-department of
public Administration and Local Government, Faculty of Social Sciences,
university of Nigeria, Nsukka.
……………………... ……………………………. Prof. C.Ofuebe. Prof. Fab Onah Supervisor Head of Department ………………………… ……………………………. Prof. E. Ezeani External Examiner Dean of Faculty
CERTIFICATION
I John Edoka, a postgraduate student in the department of Public
Administration with Registration number PG/MSc/07/43627 has
satisfactory completed the requirements for research work for the
Degree of Master of Science in Public Administration.
This work incorporated in this dissertation is original and has not
been submitted in part or in full for any other Diploma or Degree of this
or any other University.
……………………………. John Edoka.
PG/MSc/ 07/43627
DEDICATION
This dissertation is dedicated to my wife Mrs. Helen Edoka and my
Children Enye-Ojo, Ojochegbe and onuche-Ojo.
ACKNOWLEDGMENT
My ability to pursue a higher degree to completion inspite of the
numerous odds is a great testimony of the love of the Almighty God. To
Him be the glory
I sincerely appreciate the comments and corrections made by my
supervisor, Prof. C. Ofuebe and I also appreciate the efforts made
towards this programme by the department lectures who contributed in
one way or the other. I equally express my deepest gratitude to my elder
sister who brought me up and I thank all my elder brothers who
considered me good enough to be trained. May God bless you all. I also
thank my colleagues and all those who showed concern concerning the
completion of this programme. I say God bless you all. I must not fail to
thank Elder James Ejeh secretary to the Dean School of environment
technology who despite his busy schedules typed this work.
Abstract
The study aimed at evaluating the impact of effective leadership on organizational performance in Nigeria using National Youth Service Corps Kogi State office. The evaluation was done through the use of questionnaire and structured interview question, tailored towards: determining the impact of effective leadership on the performance of the organization; assessing the effect of the relationship between effective leadership and organizational performance in promoting maximization of the objectives of the organization examining whether three are leadership obstacles that hamper organizational performance in the Kogi Sate NYSC; finding out if there are possible way of enhancing organisational performance in the Kogi State NYSC. The study employed survey research design in the work. The questionnaire was structured in five point scale in line with the objectives set out to be achieved in the study. The instrument was checked for reliability using test-re-test method. A sample size of 82 was selected from a total population of 103 and stratified random sampling was used to select the respondents. The data generated from the field survey were presented and analysed using quantitative method like frequency distribution tables and simple percentage (%). The test of hypothesis was performed using chi-square statistical test. The result arising from the primary data tested at 0.05 co-efficient interval and degree of freedom revealed that there is positive and significant relationship between effective leadership and organizational performance in NYSC Kogi State. The study also revealed that there are no leadership obstacles that hamper organisational performance in the Kogi State NYSC resulting from the structure of the organisation management. However, the study revealed that in-spite of the above, there are other factors that affect organizational performance. These factors are lack of good office, equipments, insufficient funds and poor work environment. Again, the work also revealed that in the Kogi State NYSC there are possible ways of enhancing organisational leadership for effective performance. Above all, the study revealed that there are no empirical evidence to show the relationship between effective leadership and organisational performance. In view of the above, since it is people that make up organisation therefore, it has been recommended among others that all those things the people need to enable them perform at high level should be put in place for them.
TABLE OF CONTENTS
Title page i
Approval page ii
Certification page iii
Dedication iv
Acknowledgement v
Abstract vi
Table of Contents viii
List of Tables xii
Chapter One
Introduction 1
1.1 Background of the Study 1
1.2 Statement of the Problems 3
1.3 Objectives of the Study 5
1.4 Significance of the Study 6
1.5 Scope of the Study 8
1.6 Limitation of the Study 9
Chapter Two
Literature Review and Methodology 11
Review of Related literature 11
2.1 Introduction 11
2.2 The relationship between effective leadership and
organizational performance 12
2.3 Conceptual clarification 14
2.4 Leadership and Motivation 15
2.5 Motivation and Job Performance 18
2.6 Leadership effectiveness and job performance 20
2.7 Leadership Style 22
2.8 Organisational performance 24
2.9 How to measure organizational performance 25
2.10 Leadership and communication 27
2.11 Characteristic and qualities of good leadership 30
2.12 Managing Subordinates in Organisations 36
2.13 Summary of the Review of Related Literature 38
2.14 Methodology of the Study 39
2.15 Hypotheses 45
2.16 Theoretical Framework 45-48
Chapter Three
Introduction
3.0 Background to the National Youth Service Corps
Scheme Corps Scheme 49
3.1 Objectives of the Scheme 51
3.2 Functions of National Youth Service Corps 52
3.3 National Youth Service Corps State governing Board 53
3.4 State Secretariat 54
3.5 Local Government committee on the NYSC 55
3.6 Organisational Structure of NYSC Kogi Sate 56
3.7 Occupation of the people of Kogi State 58
3.8 Geography of Kogi State. 59
Chapter Four
4.0 Introduction 61
4.1 Data presentation and Analysis 61
4.2 Presentation of Data 61
4.3 Data Analysis 83
4.4 Discussion of Findings 88
Chapter five
Summary of major findings, conclusion and recommendations
5.1 Introduction 93
5.2 Summary of major Findings 93
5.3 Conclusion 94-96
5.4 Recommendations 96-97
5.5 Contribution to knowledge 97-98
5.6 Suggested Area for future Research 98-99
Bibliography 100
LIST OF TABLES
Table 2:1 List of units, in NYSC Kogi State 44
Table 2:2 Number of questionnaire administered and collected 44
Table 4:1 Sex of Staff 61
Table 4:2 Age of staff in the organisation 62
Table 4:3 Type of education possesses by staff 63
Table 4:4 Length of service with the organisation 64
Table 4:5 Posts held in the organisation 65
Table 4:6 Whether or not the State coordinator is
an indigene or not 66
Table 4:7 Level of Directors involvement in the
organisation operations 67
Table 4:8 Whether or not all sectional heads report to the director
Table 4:9 The relationship between the State cooperation
at or and the subornation staff 68
Table 4:10 To find out how the sectional heads run their sections 69
Table 4:11 To find out the conduciveness of the work environment 70
Table 4:12 To find out if the staff receive on the job training or not 71
Table 4:13 This is to find out if there are factors that
can counter organisational performance 72
Table 4:14 to find out whether or not the staff are
satisfied with their present salary or not 73
Table 4:15 To know if the staff are promoted promptly 73
Table 4:16 What decides who is promoted
Table 4:17 This is to find out whether the staff are
motivated in the organisation or not 75
Table 4:18 To discuss if section heads delegates
duties to their subordinates or not 75
Table 4:19 the staff are expected to describe the
performance of the organisation so far 77
Table 4:20 This is mean for the staff to comment on
the style of leadership in the organisation 79
Table 4:21 Motivation of workers based on their efforts and
contributions 79-80
Table 4:22 Level of motivation by rank 80
Table 4:23 Performance measurement in the organisation 81
Table 4:24 Know the factors that can enhance performance
in their organisation 82
Table 4:25 Contingency table for leadership in the
organisation showing observed and expected values 84
Table 4:26 Contingency table for factors that hamper
organisational performance 85
Table 4:27 Contingency table for factors that enhance
performance in the organisation 87
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
The role of leaders in ensuring excellent organisational performance can
not be over emphasized. Adequate motivation, suitable work
environment, compensation, efficient communication between managers
and subordinates play an important role in promoting this goal. Planning
and organisation of work is also very crucial in organisational attainment.
Some researchers have argued that the most common problems
affecting organisational performance in Nigeria business and other
institutions are poor attitude to work among workforce, inefficiency as
well as ineffectiveness of leaders in most places, though others share a
contrary view. This second school of thought believes that organisations
in Nigeria are manged through leadership styles that are strange to
typical Nigerian are managed through leadership styles that are strange
to typical Nigerian culture. In the wake-up call to address this issue,
management practitioners in Nigeria have embarked on series of studies
in an attempt to establish the relationship between effective leadership
and organisational performance. Some found out that effective
leadership styles are positively related to organisational performance
while others have a different view. Still there is no empirical evidence to
show how effective leadership styles impacts on organisational
performance. Again given our cultural background, educational
qualifications, environmental factors it is still not too clear how effective a
leader can be if he must combine the three types of leadership styles to
achieve high performance in Organisations Usoro 2000. given this
scenario, this study will be important in that it tries to fill this gap.
The extent (degree) to which all members of an organisation use their
abilities and influences in the effective utilization of resources depends
upon how well the leaders of the organisation understand and perform
their jobs. Maddock and fullton 1998 in Iyang (2006) explain that
leadership styles and other processes of the organisation must be such
that can ensure maximum probability within all interactions and
relationships with the Organisations, each member will in the light of his
background, values and expectation view the expenses as supportive
and one which can build and maintains his sense of personal worth and
importance.
Despite the above, we should note that individuals have their needs to
satisfy and that is why they offered their labours to become
organisational members and the extent to which they are committed to
the organisation depends on the degree of their conviction that their
membership of the organisation will enable them realize their
predetermined objectives. In this case, the support an organisation gets
from the individuals will be based on the realization that by doing that,
his personal objectives and goals will be met, otherwise his interest in
the organisation will wane. Based on that, leadership effectiveness
should be given adequate attention it the organisaiton intends to achieve
it objectives. That is why it is a common agreement among management
scholars that the success or failure of an organisation is largely a
function of leadership and its styles.
Iyang on his part sees effective leadership as a unique ways and
integrating employees with the organisation to achieve its vision or
objectives and that to a large extent the effectiveness of a leader is
largely dependent to the styles adopted by mangers which he says is
central in the management of Organisations. Speaking in the same vein
Edem, observes that failure or success of an organisation, which affect
the subordinates, the customers and agencies within and outside the
organisation. Although there is no standard method through which a
leader can be effective in achieving high performance in an
organisation but that what is required is the modification and the
combination of the variables that make a leader effective if the goals
and objectives of the organisation have to be realized (Edem 2002).
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 rganisations 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
which makes job switch difficult has resulted in the hardship workers
face in their places of work in Nigeria. This behaviour/style of leadership
has an impact on reforming and/or creating organisational culture which
in turn affects organisational performance and commitment. So given
this situation, how effective can a leader be to elicit the best response
from subordinates and make for the highest or best performance (Usoro,
2000). Furthermore, some researchers are of the opinion that the most
common problems affecting organisational performance in Nigeria
businesses and other institutions are poor attitude to work among the
workforce, inefficiency and ineffectiveness of leaders in most places,
others still belief that organisations in Nigeria are managed through
leadership styles and behaviours that are strange to typical Nigerian
culture.
In view of the above contending issues, it was necessary to look at
effective leadership and organisational performance in Nigeria using
National Youth services corps Kogi State Secretariat as a case study.
Therefore, this study will be investigating the following.
- To examine the impact of effective leadership on organisational
performance.
- To study the effect of leadership behaviour on the
execution/implementation of the programmes of the NYSC in Kogi
State.
- To find out the extent to which the management structure of Kogi
State NYSC influences the performance of the organisation.
- To suggest recommendations aimed at engendering effective
leadership of the Kogi State NYSC.
1.3 Objectives of the Study
The general objective of this study is to examine the impact of effective
leadership on organisational performance. The specific objectives are as
follows:
1. To find out the effect of the leadership behaviour on the
execution/implementation of the programmes of the NYSC in Kogi
State.
2. To examine the extent to which the management str cture of Kogi
State NYSC influences the performance of the organisation.
3. To suggest recommendations aimed at engendering effective
leadership in Kogi State NYSC.
1.4 Significance of the Study
The significance of any research study lies in the application of its
findings for operational purpose. It is believed that this study will be of
immense importance because the empirical finding will reveal how
effective leadership impacts on organisational performance.
The study among others, seek identify the weaknesses or inadequacies
of various variables of effective leadership. It is the researcher’s belief
that this work through its findings will change the perception of the
National Youth Service Corps Kogi State Secretariat leadership and
other organisation’s leaders about their leadership behaviour and styles.
Scholars and practitioners suggest that effective leadership behaviours
can facilitate the improvement of performance when organisations face
challenges (Avery 2008).
Again, leadership is viewed by some researchers as one of the driving
forces for improving a firm’s performance. That is why effective
leadership is seen as a potent source of management development and
sustained competitive advantage for organisational performance
improvement. This is because leadership helps organisations achieve
their objectives more efficiently by linking job performance to valued
rewards and by ensuring employees have the resources needed to get
the job done.
Another theoretical significance of this study is that when organisations
seek efficient ways to enable them to out perform others, a long standing
approach is to focus on the effects of leadership. This is because team
leaders are believed to play a vital role in shaping collective norms,
helping teams cope with their environments and coordinating collective
action’. The absence of leadership is so dramatic in its effects. Without
leadership, organizations move too slowly, stagnate and lose their way.
If decision making is timely, complete, and correct, than things will go
well, yet a decision by itself changes nothing. After a decision is made,
an organisation faces the problems of implementation – how to get
things done in a timely and effective way. Problems of implementation
are really issues about how leaders influence behaviour, change the
course of events and overcome resistance. Leadership is crucial in
implementing decision successfully. Furthermore, the result of this work
will be of immense benefit to the leadership of Kogi Sate National Youth
Service Corps. As managers of human and material resource, this study
will assist them to understand leadership, managing people and other
resources, harnessing resources both human and material to achieve
organisational goals and objectives and what it takes to achieve
maximum performance through effective leadership.
The result of this study will also help officers in managerial positions to
become conscious of their roles as the propelling force towards
development. It is hoped that the research findings will assist the
Federal, State and Local government Areas especially Kogi State and
the Local Governments in the state on the ways to adopt the right
leadership styles that can support them so that the state secretariat will
achieve its goals and objectives like any other state secretariat will
achieve its goals and objective like any other state secretariat in the
country.
It is also believed that the work will stimulate further interests in future
researches who will be involved in research efforts in the same
organisation. In addition to the above, it will add to already existing
literatures on effective leadership and organisational performance which
will serve as reference materials to scholars and researchers who may
be interested in embarking on a research of this nature.
1.5 Scope of the Study
The scope of the study covers only National Youth Services Corps Kogi
State Secretariat. Thus, the focus of the study is on effective leadership
and organisational performance.
However, to facilitate a sound grasp of the subject matter within the
thought framework of the objectives of the study, the scope of the study
covered such issues as the concept of leadership, the relationship
between effective leadership and organisational performance, leadership
and motivation.
Others include motivation and job performance, leadership effectiveness
and job performance and leadership styles. It also includes
organisational performance, how to measure organisational
performance, leadership and communication, characteristics and
qualities of good leadership and managing subordinates in
organizations.
1.6 Limitation of the Study
In conducting this research project, the work would have been more
thorough if the thirty six States National Youth Service Corps offices in
the country including the National Headquarters were covered. However,
it was difficult to study all the thirty six States National Youth Service
Corps Secretariats due to costs of associated logistics and time
constraints. Owing to these constraints, this study focused on National
Youth Service Corps Kogi State Secretariat alone.
A major limitation to research work in this part of the country is the
inability of the researcher to get the necessary information which could
have made the work richer were not obtained due to the unwillingness of
the officials to give out rich information so the researcher resorted to
getting the little to give out rich information so the researcher resorted to
getting the little he could from the staff of the secretariat. Also, due to
lack of culture of proper record keeping, only very limited data were
gotten by the researcher for this work.
However, inspite of all these limitations and other constraints which may
not be mentioned here, it does not in any way affect the reliability of the
research work for the purpose of reference and its usage by all the
stakeholders in national Youth Services corps especially the Kogi State
Secretariat.
CHAPTER TWO
LITERATURE REVIEW AND METHODOLOGY
2.0 Literature Review
2.1 Introduction
The extent to which the researcher builds his or her study on what has
already been done is an indication of his or her command of the current
state of the field, and an indication of the extent to which the proposed
work moves the field ahead in some significant manner. This study is not
an exception. It seeks an elaborate but critical assessment of effective
leadership and its impact on organisational performance.
Therefore, the following literatures have been reviewed.
- The relationship between effective leadership and organisational
performance.
- Conceptual Clarification
- Leadership and Motivation
- Motivation and Job Performance
- Leadership Effectiveness and Job Performance
- Leadership Styles
- Organisational Performance
- How to Measure Oganisational Performance
- Leadership and Communication
- Characteristics and Qualities Good Leadership
- Managing Subordinates in Organisational
2.2 The relationship between effective leadership and
organisational performance.
Avery considering the views to several scholars states that during the
past four decades, the impact of leadership styles on organisational
performance has been a topic of interest among academics and
practitioners working in the area of leadership. This according to him is
due largely to the widespread belied that leadership can affect the
performance of organisations and that the style of leadership adopted is
considered by some researchers to be particularly important in achieving
organisational goals, and in working performance among subordinates.
Several reasons he adds indicate that there should be a relationship
between leadership and performance. The first reason he said relates to
practice and that due to today’s intensive, dynamic markets feature
innovation based competition, price performance, rivalry, decreasing
returns, and the creative destruction of existing competence, scholars
and practitioners in his view are of the opinion that effective leadership
behaviours can facilitate the improvement of performance when
organisations face these new challenges (Avery 2008).
Understanding the effects of leadership on performance (Zhu et al, 2005
in Avery 2008 is also important because leaders in their view is viewed
by researchers as one of the key driving forces for improving a firm’s
performance ; effective leadership to them is seen as a potent source of
management development and sustained competitive advantage for
organisational performance improvement. In view of this relationships
Avery (2008) presents the views of (Avolio 1999 Lado et al 1992, Rowe
2007) who state that transactional leadership helps orgnisations achieve
their current objectives more efficiently by linking job performance to
valued rewards and by ensuring that employees have the resources
needed to get the job done. Visionary leaders Avery states creates a
strategic vision of some factors, communicate that vision though framing
and use of metaphor, model the vision by acting consistently, and build
commitment towards the vision. (Zhu et al, 2005 in Avery 2008) suggest
that visionary leadership will result in high levels of cohesion,
commitment, trust, motivation, and hence performance in the
organisational environments.
According to (Mehra et al 2006 in Avery 2008) when some organizations
seek efficient ways to enable them to out perform others, a long’
standing approach is to focus on the effects of leadership. This is
because team leaders are believed to play a pivotal role in shaping
collective norms, helping teams cope with their environments and
coordinating collective action. Theses leaders centered perspective has
provided valuable insights into the relationship between leadership and
team performance. (Avery 2008). International Business and Economics
Research Journal 2008 vol 7. No. 5 Https://solution.Mckinsey.com
2.3 Conceptual Clarification
Leadership is a process by which one person influences the thoughts,
attitudes and behaviours of others. Leaders set a direction for the rest of
us; they help us see what lies ahead; they help us visualize what we
might achieve, they encourage us and inspire us. Without leadership a
group of human beings quickly degenerates into argument and conflict,
because we see things in different ways and lean toward different
solutions. Leadership helps to point us in the same direction and
harness our efforts jointly. D. Quinn Mills 2005
www.mindedgepress.com/pdfs.
Mcshane defines effective leadership as the process of influencing
people and providing an environment for them to achieve team or
organisatonal objectives. He states further that effective leadership help
groups of people define their goals and find ways to achieve them.
In his view they use power and persuasion to ensure that followers have
the motivation and role clarity to achieve specified goals. Effective
resources and achieve cooperate objectives more easily (Mcshane
2003).
Koontz et al 1980 in Morehead and Griffin define leadership as
“influence, the art or process of influencing people so that they will strive
willingly towards the achievement of group goals” (Moore Head and
Griffin 2001). Similarly Beleina (1986) in Ezeani sates that effective
leadership is the “art of influencing individual or group activities towards
achievement of enterprise objectives. (Ezeani 2006). He went further to
state that effective leadership is sometimes more that power or authority.
That it entails some degree of voluntary compliance by followers.
Effective leadership he says involves not only willingness to work on the
part of followers but also willingness to work with zeal and confidence
(Ezeani 2006).
Sugarman (2007) states that effective leaders are designers, Steward
and teachers. They are responsible for building organisations where
people continually expand their capabilities to understand omplexity,
clarify, vision and improve shared mental models- that is, they are
responsible for learning (Karsy 2007 @newsguy.com2007.
2.4 Leadership and Motivation
According to Borman, (2007) in Oluseyi and Ayo (2009) the most
important dependent variable in industrial and organisational psychology
is job performance. And that one of the major concerns of companies
has focused on improving workers productivity which is one of the job
performance measures. They also quoted Greguras who describes job
performance as the extent to which an organisational member
contributes to achieving the objectives of the organisation. According to
Kellor 2006 in Olusey and Ayo 2009, when you expect the best from
your employees they will give you their best. On the other hand, when
you expect little from employees they will give you low performance in
return, which in their view was named by Manzoni and Barsoux (2004)
as set-to fail syndrome. Employee motivation is one of the most
strategies of managers to enhance effective job performance among
workers in organisation. Motivation is a basic psychological process.
Motivating is the management process of influencing behaviour based
on the knowledge of what make people tick. Luthans (1998) in Oluseyin
and Ayo (2009) states that motivation is the process that arouses,
energizes directs and sustains behaviour and performance. That is, it is
the process of stimulating people to action and to achieve a desired task
and that one way in which employee can be stimulated is to employ
effective motivation, which makes workers more satisfied with and
committed to their jobs. Money is not the only motivator but that there
are other incentives which an also serve as motivators. Though, in order
to observe an effective work performance in an organisation, work
motivation may not be only key factor but that leadership effectiveness is
very important to work performance.
As earlier stated, leadership is a central feature of roganisational
performance. This is an essential part of management activities of
people and directing their efforts towards the goals and objectives of
the organization. There must be an appropriate form of behaviour to
enhance performance which is part of the objective stated earlier in this
work. Leadership might be viewed in terms of the role of the leaders and
their ability to achieve effective performance from others. In this regard
one may want to state that the behaviour and role of the leaders of
National Youth service Corps in Kogi State does not encourage workers
towards work performance and this is the major issue discussed in the
statement of problem.
Leadership is vitally important at all levels within the organization.
Leadership is the moral and intellectual ability to utilize and work for
what is best for the company and is employees. Good management and
effective leadership help to develop teamwork and the integration of
individual and group goals. Leaders have to sustain performance,
sustaining current performance and growing for the future with the
workers in the organization. While keeping eyes on performance
indicators, leaders encourage creativity and innovation, risk taking and
skills for future development. Performance of all employees has to be
maintained and morale rebuilt. The vital role of the leader in shaping
performance and wading becomes fundamental to the success of an
organisation.
In view of the above, and from the statement of problems as they exist in
National Youth Service Corps Kogi State, one can state clearly that
since motivation of staff is lacking, the leadership behaviour does not
encourage high performance and because they lack proper planning and
organisation of work it certainly will affect the performance of workers in
the office.
3.5 Motivation and Job Performance
Oluseyi and Ayo presenting the views of (Burney et al 2007) are of the
view that the level of performance of employees relies not only on their
actual skills but also on the level of motivation each person exhibits.
Motivation they said is an inner drive or an external inducement to
behave in some particular way, typically a way that will lead to rewards.
Over-achieving, talented employees are the driving force of all firms so it
is essential that organisations strive to motivate and hold on to the best
employees. Harrington, 2003, in Oluseyi and Ayo state that for any
organisation to determine the best and quality employees to deliver high
performance there is need for Human Resource Planning which as we
stated in the problem statement is lacking in National Youth Service
Corps and in recognition of this Oluseyin and Ayo are of the view that
the quality of human resource management is a critical influence on the
performance of the firm. And that concern for strategic integration,
commitment, flexibility and quality, has called, for attention for
employees motivation and relation. Financial motivation has become the
most concern in today’s organisation and tying to Masllow’s basic needs,
non-financial aspect only comes in when financial motivation has failed.
That is why other motivating factors such as the environment of work
and the work issues and other non-financial expectations of the
workers are also crucial when considering workers’ performance.
Grenberg and Baron in Oluseyi and Anyo (2009) define motivation in
three ways. The first they say looks at arousal that deals with the drive or
energy behind individual(s) action. People they say turn to be guided by
their interest in making a good impression on others, doing interesting
work and being successful in what they do. The second part referring to
the choice people make and the direction their behaviour takes. That is
why the behaviour of the leader is very important when it comes to how
the leadership of National Youth Service Corps in Kogi treat the
employees especially the work environment. The last part they said
deals with maintaining behaviour clearly defining how long people have
to persist at attempting to meet their goals.
Hitt, et al state further that motivation can be intrinsic and extrinsic.
Extrinsic motivation concerns behaviour influenced by obtaining external
rewards, praise or positive feedback, money and the absence of
punishment in their view are examples of extrinsic or external rewards.
Intrinsic motivation is the motivation to do something simply for pleasure
of performing that particular activity and examples of this are interesting
work, recognition, growth and achievement. Relating this to National
Youth Service Corps secretariat in Kogi, where the work environment
dies not encourage workers it is difficult to obtain high performance.
Again one can not grow on the job if the job is not properly planned and
performance will be low as stated earlier. Several scholars have carried
out researches and have discovered that there exist positive relationship
between intrinsic motivation and job performance as well as intrinsic
motivation and job satisfaction. This relationship (Ling 2003) in Oluseyin
and Ayo say is significant to orgnaisation in today’s highly competitive
business environment in that intrinsically motivated employees will
perform better and, therefore be more productive and also because
satisfied employees will remain loyal to their organization and fill no
pressure or need to move to a different firm.
1.6 Leadership Effectiveness and Job Performance
According to Oluseyi and Ayo Leadership, or more specifically effective
leadership, is every bit as crucial (if not more so) in African organisations
as it is through out the world.
It has been argued that effective leadership has a positive influence on
the performance of organizations and it is the performance of many
individuals that culminates in the performance of the organizations or in
the achievement of organisational goals. Effective leadership is
instrumental in ensuring organisational performance. As a result, many
leadership theories have been proposed in the last fifty years which are
claimed to have influenced the overall effectiveness of the organisations
where they have been employed. In competitive world business
environment it is vital that organizations employ leadership styles that
enable organisations to survive in a dynamic environment. Performance
they said has been defined by Hellriegel et al (1999) as the level of an
individual’s work achievement after having exerted effort. Also
Cummings et al (1973) in Oluseyi and Ayo believed that performance is
ultimately an individual phenomenon with environmental variables
influencing performance primarily through their effect on the individual
determinants of performance ability and motivation. They also quoted
Behling and Mitilem (1996) who confirmed the link between high
performance and leadership in the United States by developing a model
of charismatic/transformational leadership where the leaders’ behaviour
is said to give rise to inspiration, awe and empowerment in his
subordinates, resulting in exceptionally high effort, exceptionally high
commitment and willingness to take risks. That is why it has been widely
accepted that effective organisations require effective leadership, and
organisational performance will suffer indirect proportion to the neglect
of this (Olusyei and Ayo 2009)
2. 7 Leadership Styles
Ability to lead and willingness to follow are based on leadership styles.
Leadership style is the manner and approach of providing direction,
implementing plans, and motivating people. Prasad states that Lewin
led a group of researchers to identify different styles of leadership. This
study has been very influential and established three major leadership
styles. The three major styles of leadership are:
- Authoritarian or autocratic
- Participative or democratic
- Delegative or free reign.
Authoritarian (autocratic)
This style is used when leaders tell their employees what they want done
and how they want it accomplished, without getting the advice of their
followers. Some of the appropriate conditions to use are when you have
all the information to solve the problem, you are shorts of time, and your
employees are well motivated.
Some people tend to think of this style as vehicle for yelling, using
demeaning language, and leading by threats and abusing their power.
This is not the authoritarian style, rather it is an abusive unprofessional
style called bossing people around. It has no place in a leader’s
repertoire. The authoritarian style should normally only be used on rare
occasions.
Participative (Democratic):
This style involves the leader including employees in the decision
making process (determining) what to do and how to do it). However, the
leader maintains the final decision making authority. Using this style is
not a sign of weakness, rather it is sign of strength that employees will
respect.
This is normally used when the leader has part of the information and
the employees on the other side have the other parts. We should note
that a leader is not expected to know everything and this is why
organisations leadership and management have to employ
knowledgeable and skillful employees. Using this style of mutuall
benefit, it allows them to become part of the team and allows you to
make better decision. Based on the above the National Youth Service
Corps members should be jointly planned together if the expected
results should be realized.
Delegative (Free Reign):
In this style, the leader allows the employees to make the decisions.
However, the leader is still responsible for the decisions that are made.
This is used when employees are able to analyse the situation and
determine what needs to be done and how to do it. This is not a style to
use so that you can blame others when things go wrong, rather it is a
style to be used when one fully trust and confide in the people below
him Prasad 2004).
2.8 Organisational Performance
Performance has been defined by Hellriegel et al (1999) as presented by
Oluseyi and Ayo in their European journal of Economics, finance and
Administrative science (2009) as the level of an individual’s work
achievement after having exerted effort. They also present the views of
Cummings and Schwab on the same issue who believe that
performance is ultimately an individual phenomenon with environmental
variables influencing performance primarily through their effect on the
individual determinants of performance ability and motivation.
There is a direct link between the statement of problems and the
objectives stated. That is the researcher wants to discover the impact of
lack of motivation and the poor work environment as the performance of
the staff of National Youth Service Corps, Lokoja office. This is because
the availability of conducive work environment and proper motivation
will equally lead to high performance and the lack of it will have an
opposite effect.
In view of the above, Oluseyi and Ayo again state the view of Behling
and Mcfillen (1996) who confirmed the link between high performance
and leadership in the United States by developing a model of
charismatic/transformational leadership where the leaders’ behaviour is
said to give rise to inspiration, awe and empowerment in this
subordinates, resulting in exceptionally high effort, exceptionally high
commitment and willingness to take risks. They concluded by using the
words of (Marizt, 1996; Ristow et al 1999). That it has been widely
accepted that effective organisations required effective leadership and
organistional performance will suffer in direct proportion to the neglect of
this (Oluseyi and Ayo 2009). This is very much related to the National
Youth Service Corps performance in Kogi State given the position of
those scholars and what is on ground there.
2.9 How to Measure Organisational Performance
According to (Scherbaum et al 2006) in Avery 2008 how to measure
organisational performance has been a persistent source of debate and
critique. They said that previous researches have been heavily criticized
for the measures of performance used. Such performance measures
according to Hoogh et al (2004) in (Avery 2008) includes: knowledge of
prior performance, self- reports of commitment to organisational goals,
satisfaction with the leader and perceived leader effectiveness. Other
researchers such as Koene et al, (2002); in (Avery 2008) are of the
opinion that organisational performance can be done through the use of
net profit margin, business unit sales and percentage of goals met
regarding business unit percentage of goals met regarding business unit
performance. In their view, the above performance method can only be
applied to organizations that are profit oriented and that non profit
making organizations can rely on performance measures using such
methods as environmental constraints which may reflect forces outside
the control of the leader. Avery also is of the view that several scholars
have neglected to focus attention on issues such as the correlation
between financial performance, customer satisfaction and employee
satisfaction when considering organizational performance and that if the
net financial and cost controllable are combined with the environmental
constraints, employees and customer satisfaction will enhance the
validity of the research work. Numerous empirical studies such as Baurl
198; George, 1990; Johnson, 1996; Reynierse and Harncer, 1992; and a
lot others as presented by Avery suggest that positive changes in
employee satisfaction and – customer satisfaction will lead to positive
changes in organizational performance. Therefore, they are strongly
convinced that employee satisfaction and customer satisfaction remain
useful measures of organizational performance. This is very relevant to
the study in that several of the employees in National Youth Service
Corps Kogi State are not satisfied by the quality of leadership behaviour
and as such it has affected the performance of the employees. On the
other hand, the customers both the organizations where corps members
are posted to and the corps members are not too satisfied as a result of
posting of corps members without considering their training and the
relevance of their discipline to their places of primary assignments which
has resulted in several corps members being rejected which cause
frustration among the corps members and lack of satisfaction (Avery
2009).
2.10 Leadership and Communication
Effectiveness of leadership is partially determined by the adequacy and
clarity of communication. The manager exercises his leadership role
through communication with members of the organization. Justin (2006)
defined Communication as both transmission and reception of a
message. Through communication the manager explains the nature of
an assignment to his subordinate while the subordinate reports work
progress to the superior. Feelings and attitudes are also expressed in
the process of communication. Any type of organized activity demands
communication. Chester Barnard 1983 in Parasad viewed
communication as the means by which people are linked together in an
organisation to achieive a common goal (Prasad 2004). The purpose of
communication in an organisation is to affect change to influence action
towards the welfare of the organisation. Specifically, communication is
needed to establish and disseminate goals of an enterprise, to develop,
plans for their achievement, to organize human resources in the most
effective and efficient way; to select, develop, to lead, direct, motivate,
and create climate in which people want to contribute and finally to
control performance Koontz et al 1983 in (Ezeani, 2006).
For any organisation to survive or achieve its goals of profits making or
provision of essential services, it must maintain an effective network of
communication with its various publics. Communication is said to be the
blood of an organisation because it is he means by which the other
management functions are carried out.
Communication is the essence of management. We communicate every
aspect of our job, assignment or instruction. Communication is a very
important tool of transmitting information to others in order to influence a
desired action.
Without some form of communication, organized and goal-directed
activity would not exist. Communication is defined in its broadcast sense
as the transmission of meanings to others. It is a process by which
information, knowledge, feelings to others and views are passed
between individuals for specific objectives.
Communication is the act of transmitting information, ideas, beliefs and
attitudes from one person to another or from a group of persons to
another. Effective communication is a process involving an interchange
of Tacts, view points and idea between a person or an organisation and
another to achieve mutual understanding.
Effective communication is that process which results in understanding
and trust instead of tension.
Communication is a process that can be carried out in three broad ways,
that is words (spoken) non- verbal and written. This may be a problem
in National Youth Service Corps Secretariat as logistics are a major
problem as stated in the statement of problem (Yolokwu 20005).
2.11 Types of Communication
Vertical – Between the superior and his subordinate.
Horizontal- Between employees in the organisation.
Lateral Communication – Between people of the same rank in the
organization.
2.12 Pattern of Organisational Communication
Classified according to the pattern of flow:
Downward flow – flow form top management to middle level managers.
Upward flow – Two way traffic sharing of information
Horizontal Flow – Information between departments and Peers
2.13 Principles of Communication
The sender must determine the purposes of the communication and use
symbols having the same meaning for the sender and receiver.
2.14 Factors that make Communication Effective are
Adequate information about the topic (of discussion) Favorable
environment and living use of appropriate media etc.
2.15 Barriers to Communication
Anything which prevents the sender and the receiver from having the
same interpretation of the same message is a barrier. They are found in
the elements of Communication- the sender, the message, the media
and the receive.
Such barriers are:
Physical barriers e.g. noise
Psychological barriers e.g. fear, worry, etc
Physiological barriers- e.g. hunger, poor health etc.
Command of vocabulary, attitude etc.
2.16 Advantages of Effective Communication in an organization
include
Higher productivity
Higher profit
Labor stability
Low labor Turn- over
It encourages loyalty and commitment
It leads to understanding, co- operation
It increases efficiency (Yolokwu 2005)
2.11 Characteristics and Qualities of Good Leadership
Those who hold leadership positions in organizations are usually those
that have been found to possess certain characteristics and qualities.
The leader might not necessarily be the most senior person in all
situation but by virtue of having certain qualities, these is believe that
he/she will perform most effectively given the necessary resources and
supported with good policies. The qualities found in the person are
expected to help carry out some defined functions and goals every
administrator wants peace to reign in the work milieu but the only way to
achieve peace is to deliver the administrative services efficiently in order
to meet the expectations of the workers and the management board.
The qualities as discussed by Adebayo (2004) are as follows:
Tact: A leader must be tactful in dealing with this or her colleagues, he
must posses a sense of modesty, sense of judgment, foresight ability to
delegate, sympathy and Consideration, feasibility and a wide range of
initiative, imagination and perseverance. A good sense of imagination
and perseverance are two essential attributes of a leader.
A good administrator should posses the abstract, thinking and
perseverance in any situation no matter how difficult. He/she should be
able to grasp all the facts in a complicated situation, to sort them out and
to set them out in their proper relationship and to summarize them in the
fewest possible words (Adebayo, 2004). Other attributes associate with
the sense of imagination and perseverance includes:-
The capacity to recognize the essential points in a situation
however complicated.
The capacity to think less in terms of things as they are today but
in terms of what is going to happen.
Ability to show fine discrimination about the points to concede and
the points on which to stand firm
The capacity not only to understand people but also to lead them
to be conductors of orchestra.
Sense of Humor
An Administrator/leader must have a good sense of humor in other to
enhance the effect of communication, create a friendly environment and
make the interaction interesting and sustainable without losing the focus
of the issues being discussed with the staff colleague. He must in all
situations relax and sleep well, in other to appear presentable, an
administrator should develop a neat and decent way of dressing, a
dignified and calculated way of speech and always conduct him/her self
in a different manner. According to Parkinson et al (1998), the manager
or administrator should be endowed with delicate and sensitive
perception so that he can understand the changing needs of the
organization. He should have courage and faith. The leader of
administrator must be able to define clearly the objectives of the
Organisation and then direct the activities of his men to the attainment of
the objectives. Parkinson et al. (1998) equally discussed the
characteristics of the administrator as follows:
Broad familiarity with technology being used by the organisation, being
able to work with people, time management, concentration, practical
approach to issues, being able to attempt the impossible, being action
oriented, integrity and being able to calculate costs and benefits.
Peretomode and Peretomode (2005) listed the essential qualities of an
administrator as follows:
Good human relationship
A leader should possess the ability to communicate effectively using
both verbal and non-verbal methods of communication, he/she must be
a good listener and a careful observer.
Intelligent, persuasive and diplomatic;
Accessibility and approachability;
Patience, tolerance and endurance. Drive and efficiency;
Effective communication skills, including listening ability;
Willingness to accept criticism and admit mistakes;
Foresights and vision;
Cheerfulness, flexibility, and adaptability;
Physical, mental and emotional stability;
A democratic attitude, be open-minded;
Honest, reliable and dependable character. Trustworthiness and
good integrity.
Assertiveness.
According to (Nwizu 2003) experts in public administration, say that no
person can acquire these without having made himself the master of at
least one branch of work, leader must manifest some characteristics that
will make them unique in the organisation so that they can successfully
lead while others will follow in order to achieve the purpose of the
organisation. Leadership can be described as the ability of an individual
to influence, motivate, and enable others to contribute toward the
effectiveness and success of an orgnisation or group of which they are
members. A person who therefore has this ability is a leader. Leaders
possess a number of common qualities:
Self-awareness: Knowledge of your own values, passions, skills,
strengths and weaknesses, an ability to admit and learn from
mistakes and to seek information to fill knowledge gaps.
Integrity: A strong sense of “what is right” and a demonstration of
ethnical practices that sets the tone for others. A commitment to
teaching by example.
Courage: The strength to act in accordance with your own values
and the greater good despite pressures pushing you in other
directions. The ability to put the cause before the desire to be
popular.
Confidence: A belief in your ability to meet most challenges that
come your way/
Vision: A strong sense of where you are going as a person and
where you think society, your community and your organization
should be going- and how it might get there.
Enthusiasm: A lively interest in the people, issues and events
around you, a feeling of excitement about the possibilities, and the
energy to guide them towards fruition.
Innovation: The ability to “think outside the box;” take risks and
develop new effective solutions to old and emerging problems.
Wisdom: intelligence coupled with insight and empathy, as
opposed to raw intelligence.
Adaptability: A willingness to be flexible and to respond quickly
and effectively to changing circumstances, along with a
commitment to continual learning-formal and informal-and the
ability to put that learning into practice.
Strong Inter-personal skills: An ability to interact and work
harmoniously with others, while being prepared to take on
individual responsibilities.
Effective communication: A willingness and ability to listen to and
understand thoughts, ideas and concerns of others and to clearly
communicate your own. A vision is nothing if it can’t be sold to
others.
Belief in others: to desires to build the capabilities of others, with
helpful feedback and motivate them to do their best.
Peer respect: an ability to inspire respect, allowing a person to
capably lead discussions, maintain discipline and encourage the
contribution of others.
Insight: the ability to see the big picture, a strong sense the stage
attained by followers and intuits problems before they arise or
before they become insurmountable.
Sense of humor: The ability to laugh at yourself and relieve
tension or stressful situations with humor.
Competence: Others are unlikely to follow the lead of a person
who does not appear to know what he/she is doing.
Delegation skills: a willingness to trust others and cede some
responsibility.
Managing Subordinates in Organisations
Every organisation is made up of physical and human resources and
the key factor to organisational success is the optimal utilization of these
physical and human resource. The individuals in an organisation have
different needs, attitude and personality, which tend to influence their
behaviours. It is important that a manager recognizes this
factors/process working within their subordinates and determines types
of leadership style and behaviour to employ in order to make work
efficiency Effiong, 1998 in (Ohiri 2008). However, mangers should look
at organisation/members as a group working towards the
accomplishment of a single goal. The leader in trying to direct the
activities of the group must bear in mind that the individual making up
the group have different goals which the leader must know and that of
the organisation. It is the responsibility of the group leader to foster
peace and unity rather than hindering the group’s progress and
success. Leaders should be rational in their approach towards a unified
goals rather than being sentimental. Groups are dynamic and so group
leader should also be dynamic. Leaders must be able to forecast and
predict changes before they occur. He must be able to accept and
manage conflicts, communicate effectively, provide subordinates with
resources and maintain a peaceful coexistence between the workers
and the organization Effiong in (Ohiri 2006). When subordinates trust
and respect their leader he is free to vary his behaviour. A resenfful or
hostile group will require a different style of leadership from the one that
work with a well intended and friendly group. He emphasized further that
leadership behaviour that may be successful with a self reliant group
may prove a dismal failure with a dependent apathetic one.
Summary of the Review of Related Literature
This chapter has been able to review studies related to the topic
“effective leadership and organizational performance”. To facilitate a
sound understanding of the subject matter within the thought framework
of the objectives of the study and the hypotheses, the scope of the
review covered issues such as, the relationship between effective
leadership and organisational performance, concepts of effective
leadership, leadership and motivation and motivation and job
performance. Others cover areas such as leadership effectiveness,
leadership styles, organisational performance and measurement of
organisational performance. It also reviews leadership and
communication, characteristics and qualities of good leadership and
managing subordinates in organisations.
From the review, it was gathered that the concept of effective leadership
as applied to organisational performance is a social and dynamic
process directed at shaping the behaviours and activities of subordinates
in organizations without the use of coercive influence, to elicit the
subordinates’ voluntary participation in an organized effort to attain the
set organisational goals. It is the leadership that creates a vision for the
organisation and makes others to bring the vision to practical reality.
However, the level of productivity of the Nigerian workers has for long
attracted the attention of management experts who desire to improve
performance. Unfortunately, despites several empirical studies on how to
improve organisational performance the most common problems
affecting organizational performance in Nigeria institutions, social,
economic and particularly governmental establishments are poor attitude
to work among the workforce, inefficiency and ineffectiveness of leaders
in most places. Having examined these issues critically, some experts
came up with these findings that most organisations in Nigeria are
managed through leadership styles that are strange to the country’s
culture.
Methodology of the Study
Research Design
In studies of this nature, coherent and logical arrangement of materials is
very vital. This section handles how data is collected for this study to
buttress the initial statement, this section deals with the description of
procedure adopted in carrying out the study. It describes the research
design, source; of data, instruments for data collection, establishment of
research questions, population of the study, sample size and technique
of data analysis.
The research design embodies the blue print for the collection,
measurement and analysis of data related to the research questions.
Thus, the methodology used for the collection of data is mainly survey
method based on secondary primary sources of data collection.
Population of the Study
The target population for the study consists of eighty two staff of the
National Service Corps (NYSC), Kogi State. The total population of the
organization is 103. the respondents were drawn from different
departments in the organization under study.
Area of Study
The study covers the National Youth Service Corps (NYSC), Kogi
State Instrument for Data Collection
The main data collection instrument employed in this study was a 25
item questionnaire.
The design included multiple-choice questions; fill in questions and
questions that require ranking of answers. The questions were clearly
simplified and structured in a manner devoid of any ambiguity and
technical details. Thus, most of the questions simple required
respondents to tick (x) against the appropriate response answer yes or
no and rank on a scale. of 0 – 5. The questionnaire was drawn to elicit
information/data on effective leadership and organisational performance.
Also the researcher made use of interview to elicit for more information
to support the other instruments used for data collection.
Validation of the Instrument
To ensure the validity of the questionnaire, it was given to an expert for
thorough scrutiny in this regard; the questionnaire was validated by the
supervisor of this research work.
Sources of Data
The data used for this study was obtained from different sources. This
ranged from questionnaires, personal interviews, observations and
library search. However, field study involves use of questionnaires and
schedules of interviews were applied in obtaining, reinforcing and cross
checking obtained data for this report. The data generated for the study
comprises of secondary (desk survey) and primary sources (field
survey).
Primary data are those obtained directly from the originators or main
source. The aim of collecting them is to obtain first hand information
about the organisation being studied and their activities. The bulk of the
primary data were obtained through interviews and questionnaires
designed via use of information generated from secondary survey (desk
survey) after taking due cognizance of the purpose and objectives of the
study.
i. Questionnaires: This formed the major source of primary data
used in the study. The data collected from this source was obtained
through use of questionnaires constructed by the researcher and as
approved by the supervisor.
The data required for this study were collected through actual visits to
the organization and face-to-face distribution and administration of
questionnaires to the eighty two (28) respondents from the Kogi State
NYSC. A copy of the questionnaire is attached as appendix one.
ii. Face-to-face Interview: Apart from use of questionnaires, a
structured interview was conducted for unit heads or supervisors directly
in charge of administrative activities for the organisation. For instance in
a situation where the question administered through the questionnaire
requires to be clarified or elaborated upon, oral interviews were
conducted. Face-to-face interview was also conducted to solicit issues
not in the questionnaire but could be of immense assistance in this
study.
Secondary data is based on past research work on this area of study.
They are data collected from Internet, textbooks, government
publication, unpublished research works and journals. Also,
acknowledged authorities within the area of study provided valuable
materials for this study.
Location of Data
The following locations were made use of in this study: libraries,
archives, government departments and Internet.
Determination of Sample Size
Stratified random sampling method was used in this study, because it is
considered the simplest, most convenient and bias free selection
method.
Sample formula
N = 205.01 NN
Where
n = desired sample size
N = size of the population
e = Limit of error tolerance which was assured to be 5% (0.05);
confidence limit.
Computing with the above formula, number of questionnaires to be
administered was obtained
N = 103
e = 0.05 or 5%
n =
9085.8105.01031
1032
n = 82
n = 82
therefore, in order to arrive at a statistically valid conclusion, we
administered 82 questionnaires which were all filled and returned.
Techniques of Data Analysis
The raw data was classified and tabulated after ensuring that they were
carefully collated. This was followed by analysis and interpretation of
findings.
Table 1: List of units in the NYSC Kogi State
Name of the unit Nature of Activities
1 Community Services Accounts, Admin, Stores/Procurement,
Public Relations and Planning,
Research/Statistics
2 Operations Corps Mobilization, Inspectorate,
Community Development and Corps
Welfare
Source: Field survey, 2011
The units are referred to as A and B respectively in the presentation and
analysis of data in chapter 4.
Table 2: Number of questionnaire administered and collated
Unit 1 Unit 2 Total Percentage
No Issued 41 41 82 100
No returned 41 41 82 100
Source: Field survey, 2011
2.10 Hypotheses
1. Ho There is no relationship between leadership and organizational
performance in Kogi State NIYSC.
H1 There is a relationship between leadership and organisational
performance in Kogi State NYSC.
2. Ho There is no leadership obstacle that hampers organizational
performance in the Kogi State NYSC.
H1 There is leadership obstacle that hampers organistional
performance in the Kogi State NYSC.
3. Ho There are no possible ways of enhancing organizational
leadership for effective performance in the Kogi State NYSC.
H1 There are possible ways of enhancing organisational
leadership for effective performance in the Kogi State NYSC.
2.11 Theoretical Framework
The path-goal theory of leadership
The path-goal theory is a widely recognized theoretical development
from a contingency approach which is derived from the behaviour and
the expectancy framework of motivation theory of Victor Vroom.
Although George Poulos and his colleague at the University of
Michigrows for social Research used path-goal concepts and
terminology many years ago for analyzing the impact of leadership on
performance the modern development is usually attributed to Martin
Evens and Robert House, who at about the same time wrote separate
papers on the subject. In essence, the path-goal theory attempts to
explain the impact that leader behaviour has on associate motivation,
satisfaction and performance. The early theoretical work on the path-
goal theory proposed that leaders will be effective by making rewards
available to subordinates and by making those rewards contingent on
the subordinates’ accomplishment of specific goals (Luthans 2008). The
early path-goal work led to the development of a theory involving four
specific styles of leader behaviour (directive, supportive, participative
and achievement) and three types of subordinate attitudes (job
satisfaction, acceptance of the leader and expectations about effect,
performance reward relationships). It is argued by them that an
important part of the leader’s job is to clarify for subordinates the kind of
behaviour most likely to result in goal accomplishment. This activity
according to lvancerich is referred to as path clarification (lvancerich
2008).
This theory attempts to define the relationships between a leader’s
behaviour and the subordinates’ performance and work activities. Leader
behaviour is acceptable to subordinates to the degree that they see it as
a source of satisfaction now or as a step toward future satisfaction.
Leaders ‘behaviour influences the motivation of subordinates when it
make the satisfaction of their needs contingent on successful
performance; and it provides the guidance, support and rewards needed
for effective performance (but that goal theory of leadership and the
expectancy theory of motivation, are closely related in that leader
behaviours can either increase or decrease employee expectancies.
Relating this to the leader behaviour which was stated in the statement
of problem which says that
The leadership behaviour in most organisations which believe that workers could be treated anyhow as a result of unemployment situation in the country which makes job switch difficult has resulted in the hardship workers face in their places of work in Nigeria. This behaviour has an impact on performing and creating organisational culture which in turn affects organisational performance and commitment.
This no doubt will affect the performance of the staff of NYSC in Kogi
State and will also lower his level of commitment to their work. Under
this theory, each of these leadership behaviours results in different levels
of performance and subordinates satisfaction depending on the structure
of the work task. (Leslie and Byars 2003).
Mcshane and Glinow say that path-goal theory states that effective
leaders influence employee satisfaction and performance by making
their need satisfaction contingent on effective job performance. Leaders
strengthen the performance – to- outcome expectancy and valence of
those outcomes by ensuring that employees who performance their job
well have a higher degree of need fulfillment than employees who
perform poorly. Effective leaders strengthen the effort – to- performance
expectancy by providing the information, support and other resources
necessary to help employees complete their tasks. They also emphasize
that effective leaders create conditions that enable others to realize their
potential in the work place. In other words, path-goal theory advocates
servant leadership. Servant leaders do not view leadership as a position
of power; rather, they are coaches, stewards and facilitators. Leadership
is an obligation to understand employee needs and to facilitate
employee, work performance. It is on this basis that the above literatures
on leadership were reviewed. Considering some of the issues raised in
the statement of problems it is clear that these qualities which an
effective leader should posses are not present in the leadership of NYSC
secretariat in Kogi state which many have attributed the many problems
the secretariat faces today.
CHAPTER THREE
INTRODUCTION
3.0 Background to the National Youth Service Corps Scheme
Nigeria is a country whose colonial history and experience in the
immediate post-independence are where characterized by ethnic,
loyalties, mutual group suspicion and distrust, that culminated in the
traumatic events of a bloody civil war.
As a developing country, Nigeria is further plagued by the problems
attendant upon a condition of under development, namely; poverty,
mass illiteracy, acute shortage of high skilled manpower (coupled with
most uneven distribution of the skilled people that are available),
woefully inadequate socio-economic infrastructure facilities, i.e. housing,
water and sewage facilities, road, health care services and effective
communication system. Faced with these almost intractable problems,
which were further compounded by the burden of reconstruction after the
civil war, the government and the people of Nigeria set for the country,
fresh goals and objectives aimed at establishing Nigeria as:
a) A united, strong and self-reliant nation;
b) A great and dynamic economy;
c) A land bright and full of opportunities for all citizens; and
d) A free and democratic society. These were contained in the 1972
National Development Plan.
The government and the people of Nigeria are not aware that sound and
patriotic leadership is a pre-condition for the rapid social and economic
development of the country. As a nation, Nigeria has been less fortunate
in the kind of leadership that emerge to govern the affairs of the country
since independence, a leadership whose achievements notwithstanding
was non the less ill-prepared and generally not properly motivated to
tackle the problems of socio-economic under- development in the
interest of the country as a whole. There is no gainsaying the fact that
the future of any country depends on the youths. The youth of Nigeria
acknowledge this fact, and have consistently laid to the nation’s
leadership.
It was the need to look beyond the immediate and think of the future
leadership of the country that necessitated the mobilization of certain
categories of our youth through the National Youth Service Corps
Scheme. This was done with a view to giving them the proper guidance
and orientation relevant to the needs of the country. The National Youth
Service Corps Decree No. 24 which has now been repealed and
replaced by Decree 51 of 16th June, 1993, was then formally
promulgated.
The purpose of the scheme is primarily to inculcate in the Nigeria youth
with the spirit of selfless service to the community, and to emphasis the
spirit of oneness and brotherhoods of all Nigerians, irrespective of
irrespective of cultural or social background. The history of our country
since independence has clearly indicated the need for unity amongst all
the people of Nigeria and demonstrates the fact that no cultural or
geographical entity can exist in isolation.
National Youth Service Corps Scheme in Kogi State was created in 1991
following the creation of Kogi State by the then Head of State Ibrahim
Badamasi Babangida. The secretariat was created to pilot the affairs of
the scheme at the grass- root and state level in other to carry out her
objectives.
The zonal offices were also created for purpose of administrative
convenience. (NYSC Inspectors Manual).
3.1 Objectives of the Scheme
The NYSC Decree 24 of 22nd May, 1973 which established the scheme
stated its objectives in section 1 (3) as follows:
a. To inculcate discipline in our youths by instilling in them a tradition
of industry at work and patriotic and loyal service to the nation in
any situation they may find themselves;
b. To raise the moral tone of our youths by giving them the
opportunity to learn about higher ideals of national achievements,
social and cultural improvement;
c. To develop in our youths attitudes of mind, acquired through
shared experience and suitable training which will make them
more amenable to mobilization in the national interest;
d. To develop common ties among our youths and promote national
unity by ensuring that:
i. as far as possible, youths are assigned to jobs in the states other
than their states of origin;
ii. each group, assigned to work together, is as representative of the
country as possible;
iii. the youth are exposed to the modes of living of the people in
different parts of the country with a view to removing projecdices,
eliminating ignorance and confirming at first hand the many
similarities among Nigerians of all ethnic groups;
e. To encourage members of the corps to seek, at the end of their
corps service, career employment all over the country thus
promoting the free movement of labour;
f. To induce employers, partly through their experience with corps
members, to employ more readily qualified Nigerians irrespective
of their states of origin; and
g. To enable our youths to acquire the spirit of self- reliance.
3.2 Functions of National Youth Service Corps
Since the inception of the scheme, NYSC has been operating within the
framework of its enabling decrees and their amendments to fulfill its
assigned responsibilities, though subject to financial and social dictators.
The tasks of the scheme have been broken into specific work
programmes and policies designed to facilitate the achievement of the
objectives for which the scheme was established.
At the National Directorate we have the following functions:
i. Personnel management
ii. Finance and supplies
iii. Planning, Research and statistics
iv. Community development services
v. Corps Mobilisation
vi. Corps Inspectorate
vii. Corps Welfare Service
viii. Public Relation
For purpose of emphasizing and focus, attention will be given to the
state NYSC since that is the scope of the research. However, the
functions of the National Directorate and those of the states are basically
the same.
3.3 National Youth Service Corps State Government Board
The composition of the National Directorate Board is replicated in the
states through the institutionalization of state governing Boards
comprising representatives of cognate organisations to the membership
of the National Directorate Board.
The state Government Board shall be responsible for:
i. Arranging and providing other facilities which are essential for the
welfare of members of the service corps and for the success of the
scheme in the states;
ii. Assembly reports on members of the service corps and transmitting
them to the National Directorate;
iii. Arranging the provision of facilities for orientation and winding up
exercises;
iv. Computing information on such opportunities as these may be for
employment in the states;
3.4 State Secretariat
National Youth Service Corps Secretariats are located in each of the
State capital of the Federation and the Federal Capital Territory (Abuja).
The state secretariats implement NYSC policy guidelines form the
headquarters in relation to the states. The secretariat is saddled with the
duty of promoting the ideals of NYSC through correct operational
processes and positive image projection of the scheme. It has direct
responsibility for the deployment of corps members within the state and
their orientation and induction preparatory to the service year. The
secretariat ensures the provision of accommodation, transport and other
essential welfare facilities for corps members. (Enegwea &)
3.5 Local Government Committee of the NYSC
The local Government Committee of the NYSC comprises:
i. The Chairman of the local government as Chairman;
ii. A traditional ruler;
iii. A representative of the Nigeria Police Force;
iv. A representative of each of the following ministries;
a. Education
b. Health
c. Social Welfare and Community development
d. The private sector, and
e. The NYSC zonal inspector
The Local Government Committee shall have responsibility for:
i. Providing for the welfare needs of corps members deployed to the
local government area;
ii. Arranging for the collection of corps members at the end of orientation
course and returning them for the purpose of winding-up exercise;
iii. Assisting in the selection of the National Youth Service Corps
honour-award winners at the local government level;
iv. Ensuring the security of corps members deployed to the local
government area;
v. Guiding and ensuring the effective cultural integration of corps
members deployed to the local government area; and
vi. Developing and executing integrated programmes for the
development and transformation of the local government area. Through
various community development projects.
Zonal Offices
The National Youth Service Corps offices shall:
i. Comprise of a member of local government areas as may be
determined from time to time;
ii. Be headed by a member of staff of the Directorate to be known as the
zonal inspector;
iii. Coordinate the activities of the members of the service corps in the
zone. (Enegwea & Umoden 1993).
Corps Liaison Officers
In order to bring the management of corps members to their door steps,
fellow corps members, who distinguish themselves during the orientation
course, are carefully selected and assigned the responsibility of liaising
between corps members at the grass-roots level and the zonal offices.
The arrangement is however, complementary to the zonal supervision.
3.6 The Organsational Structure of NYSC Kogi State
The National Youth Service Corps secretariats are located in each of the
36 states of the federation and the Federal Capital Territory, Abuja. The
1993 approved structured changed the nomenclature of the head of the
secretariat from state Director to State Coordinator who is a deputy
Director. The various departments and divisions at the National
Directorate headquarters are replicated at the state secretariats.
3.7 Organogram of NYSC at the State Level
Source: NYSC: Twenty years of National Service
STATE GOVERNING BOARD
CHAIRMAN-COMMUNITY YOUTH DEVELOPMENT
STATE COORDINATOR
Assist Director Community services
Admin Accounts Department
Stores Procurement
Planning Research/Statistics
Public Relation
Assist Director Operations
Inspectorate Corps Mobilization
Community Developemnt Corps
Welfare
3.8 Occupation of the People of Kogi State
The people of Kogi State are predominantly peasant farmers, with about
65% of the population living on subsistence farming, about 15% of the
population lives along the Niger and Benue Rivers Banks who derive
their means of livelihood from fishing.
The working group that is those that are in the regular employment both
in the public and private sectors constitute about 15% of the total
population, while the remaining 3% are into trading. Kogi State is made
up of several ethnic groups. There are however, three dominant ethnic
groups which are the lgalas who are in the majority, the Ebira and the
Okun people. Other ethnic groups are the Kakanda, the Bassa, the
Oworo and the Nupes. Other tribes include the Ogori, the Magongo, the
Hausas and the Ibaji. These people are scattered all over the state with
the land mass of about 30,354. 74km.sq. The population of Kogi State
according to the last census figure is 2,516,414. The state was created
in August, 1991 out of Benue and Kwara States.
The purpose of this x- ray is to show the enormous challenges, the Kogii
NYSC has to face and on the need for the leadership to brace up and
address some of the problems raised in this study if the objectives of the
scheme are to be realized in the state as it is in other states.
3.9 Geography of Kogi State
Background of Kogi State People
The area, which is today known as Kogi State, were formerly geopolitical
unit called Kabba province in the then Northern Region.
It was made up of lgala, Ebira, Kogi and Kabba Divisions with its
administrative headquarters in the present state Capital Lokoja. The
state creation exercise of 1967 and the abolition of the province and
regions led to the merging of the llorin and Kabba provinces to form
Kwara State with its headquarters in llorin. This status-quo remained
until 1976 when in another state creation exercise, the former lgala
Division was excised and merged with Benue province to form Benue
state with the headquarters in Makurdi. Kogi State came into being on
27th Auguss, 1991, during the state creation exercise that gave birth to
new sates under the Babangida administration. In effect, the part of the
old Kabba province that remained in Kwara and the one that was made
part of Benue State were excised and brought back together to form
Kogi State with the headquarters in Lokoja. The State is structured into
twenty one (21) local government areas namely: Adavi, Ajaokuta, Ankpa,
Bassa, Dekina, Idah, Lgalamela/Odolu, Ibaji, Ijumu, Kabba- Bunu, Kogi,
Lokoja, Mopamuro, Ofu, Ogori-Magongo, Okehi, Okene, Olamaboro,
Omala, Yagba East and Yagba West. Kogi State is located between
latitude 6o30’N, and 8o 50’N and longitude 5o 51 E and 30o E. The state
is bordered by the following state; Enugu (South East), Benue (East)
Nasarawa (North East), Niger (North), FCT (North), Kwara (North) Ondo
(South West), Edo (East), Anambra (South), and Ekiti (West). With a
15th largest state in the country in terems of landmass. The three major
ethnic groups in the state are lgala, Ebira and Okun. Together, they
constitute about 95% of the total population of Kogi State. The minor
ethnic groups, on the other hand, includes, Kakanda, Kupa. Ogori-
Magongo, Nupe, Bassa-Koma, (Gwari) and Bassa-Nge. Both Christianity
and Islam are widely practiced in the State, although some people are
still practicing traditional religion.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
Presentation of Data
The methodology described the design used in this study. Also in that
section we presented the procedure, population size and sample, source
of data and rate at which questionnaires were returned. This chapter
focused on collected data, analyses of the data, presentation and
validation of hypothesis stated in chapter one. For the purpose of this
study, A, represents Community Services and B represents Operations
while A.D. represents Assistant director.
Analysis of Data from Respondents
Question 1: Sex
Table 3: Sex of staff
No respondents
Options A B Total %
Male 19 16 35 43
Female 20 27 47 57
Total 39 43 82 100
Source: Field survey, 2011
The table above shows that 35 respondents representing 42.6829 =
43% of the total respondents are male, while 47 respondents
representing 56.6265 = 57% of the respondents are female. See Table
3. There were more females than males in all the units sampled.
Question 2: Age group of staff
Table 4: Age of staff in the organization
No of respondents
Options A B Total %
18-29 6 4 10 12
30-40 18 14 32 39
41-50 12 16 28 34
51-60 5 7 12 15
61-70 0 0 0 0
Total 41 41 82 100
Source: Field survey, 2011
The table above indicates that 10 respondents, representing 12% of the
population were between the ages of 18-29, 39%, which represent 32
respondents were within the ages of 30-40, 28 respondents were within
the ages of 41-50 representing 34% while 12 respondents, representing
14.634 = 15% of the population were within the ages of 51-60.
None of the respondents were within the ages of 61-70.
With 82 of the respondents within the age range of 18-50 years, it shows
that the bulk of the work force is till young and energetic. Therefore most
members of the work force are within the productive
age. This encourages effective performance
Question 3: level education
Table 5: Type of education possessed by staff.
Option A B Total %
Primary 19 16 35 43
Secondary 20 27 47 57
Diploma/NCE 39 43 82 100
Bachelors degree
Others
Total
Source: Field survey, 2011
The table above shows that 28 respondents representing 34% of the
sampled population has secondary education, while 15 out of the total
82 people sampled have national diplomas or National Certificate of
Education (NCE). People with bachelors degree are 39 respondents
accounting for 47.5609 = 48% of the sampled population.
Question 3: How long have you been with the organization?
Table 6:
No of respondents
Options A B Total %
Under 1 year 0 0 0 0
1 - 3 13 13 25 30
3 - 5 13 17 30 37
Over 5 years 15 12 27 33
Total 14 41 82 100
Source: Field survey, 2011
This deals with the longevity of staff in the organization. The table above
shows that 25 respondents representing 30% fall within 1-3 years and
30 respondents representing 37% fall within 305 years; while 27
respondents representing 33% fall within 5 years and above. This shows
that most of the staff have been with the organization consistently and
are more likely to know about the organisation’s performance.
Question 4: What post do you hold in the organization?
Table 7: Posts in the organisation
No respondents
Options A B Total %
Director
Assistant Directors 1 1 2 2
Zonal inspectors 10 11 21 26
Senior Staff 17 13 30 37
Junior staff 13 16 29 35
Total 41 41 82 100
Source: Field survey, 2011
The table above shows the staff positions in the organisation. Of the
total respondents, only two are in the positions of Assistant Directors.
Note also that the post of Director has been converted to a State
Coordinator. 21 of the respondents hold the post of zonal inspectors
which represents 26% of the population. They cover the 21 local
government of the State. 30 of the respondents representing 37% of the
population holds junior staff positions. The table shows that 65% of the
population under study holds the posts of senior staff and above. It
indicates that the respondents are in a better position to ascertain
leadership performance in the organization.
Question 5: Is the state coordinator indigene of the State?
Table 8:
No respondents
Options A B Total %
YES 0 0 0 0
NO 41 41 82 100
Total 41 41 82 100
Source: Field survey, 2011
The table above shows that 82 respondents representing 100% affirm
that the State coordinator is not an indigene of the state this indicates
that the organization under study a is Federal establishment.
Question 6: How will you rate the director’s involvement in the
operational level of the organization involvement?
Table 9: Director’s involvement in the organization’s operations
No of respondents
Options A B Total %
5 24 25 49 60
4 11 9 20 24
3 6 7 13 16
3 0 0 0 F
2 0 0 0 0
1 0 0 0 0
0 0 0 0 0
Total 41 41 82 100
Source: Field survey, 2011
The respondents’ opinions showed that 49 of them indicate that he
directors are strongly involved in the day to-day operations of the
organisation which represents 60%. Also, 20 of the respondents agreed
that their directors are strongly involved in the daily operations of the
organisation which represents 24% of the respondents.
The above table indicates that the State coordinator (Director) as well as
Assistant Directors are expected to be involved in the daily activities of
the organisation shows that 82% of the workers are of the opinion that
their directors are either very strongly involved or strongly involved.
While 13% chooses the scale of 3, which represents 16%, none of the
respondents choose a scale of 2, 1 or 0. See Table 8. This affirms that
the directors are dedicated to their duties.
Question 7: Do all sectional heads report to the Director?
Table 10: all section heads reporting to the director
No of respondent
Options A B Total %
YES 41 41 82 100
NO 0 0 0 0
Total 41 41 82 100
Source: Field survey, 2011
It shows that all units heads report to the state coordinator.
Question 8: What is the relationship between the state coordinator
and the subordinate staff?
Table 11: Relationship between heads and subordinates
No of respondents
Scale A B Total %
5 23 25 48 59
4 12 11 23 28
3 6 5 11 13
3 0 0 0 0
2 0 0 0 0
1 0 0 0 0
Total 41 41 82 100
Source: Field survey, 2011
It has been noted above that cordiality is very important in any
organisational activities. The level of cordiality/relationship between the
heads and subordinates in this study shows that 46% of the
subordinates agree that they have very good relationships with their
superiors which represent 59%. Also 23 out of the total population also
agree that there is a cordial relationship between them and their
supervisors which represents 28%. 1% of the staff believed that their
level of relationship is below average, while none of them agree to worst
relationship. Good cordiality promotes effectiveness and readiness of
workers to take up responsibilities at work.
Question 9: How do heads of sections run their Sections?
Table 12: How heads of sections run their Sections
No respondents
Options A B Total %
Freely 7 10 17 21
With director’s
intervention
34 31 65 79
Total 41 41 82 100
Source: Field survey, 2011
The table above shows that 17 respondents representing 21% agree
that sectional heads have free hand in running their sections while 65
respondents representing 79% say that the directors intervenes in the
running of sections.
Question 10: Is the work environment conducive for the
organization operations?
Table 13: the conduciveness of work environment
No of respondents
Scale A B Total %
5 4 6 IP 12
4 13 17 30 2837
3 5 6 11 1313
2 14 9 23 028
1 3 2 5. 06
0 2 1 3 4
Total 41 41 82 100
Source: Field survey, 2011
The table above shows that 12 of the workers are of the opinion that
their work environment is strongly suitable. 37% of the sampled
population believed that their work environment is unsuitable while 13%
and 28% are of the opinion that the work environment is average and
suitable respectively. This bears an inverse relationship to the level of
cordiality observed among the workers. It could equally be attributed to
environmental factors and geographical location.
Question 11: Do you receive job training in the organization?
Table 14: receiving job training in the organisation
No respondents
Options A B Total %
YES 30 25 55 67
NO 11 16 27 33
Total 41 41 82 100
Source: Field survey, 2011
The table above shows that 67 percent of the respondents receive on
the job training while 33% do not receive training, their lack of training
could equally be attributed to their academic qualification as well as
nature of their duties in the organisation.
Question 12: What factor(s) could counter high organization
performance?
Table 15: Factor(s) that could counter high organizational performance.
No of respondents
Options A B Total %
a 14 15 29 35
b 11 12 23 28
c 14 13 27 33
d 2 1 3 4
e 0 1 0 0
Total 41 0 100
Source: Field survey, 2011
The table above shows that 29 respondents representing 35% agreed
that lack of good office equipment and other vital infrastructure are a
factor against high performance. 23 respondents representing 28%
choose insufficient staff and fund as the factors responsible for low
performance. 27 respondents, which represents 33% of the respondents
agreed with autocracy and bad leadership, while 3 respondents
representing 4% picked lack of attention to the staff opinion and welfare
as factors acting against high organizational performance.
Question 13: Are you satisfied with your present salary level?
Table 16: Satisfaction with wages No of respondents
Options A B Total %
YES 0 0 0 0
NO 41 41 82 100
Total 41 41 82 100
Source: Field survey, 2011
None of the respondents is satisfied with his or her present salary. This
means that 0% of the 82 respondents are satisfied with his or her salary.
Based on non satisfaction, the unsatisfied workers may not have
performed their work creditably well and these no doubt would affect the
objective and efficiency of the organisation.
Question: 14: Were you recently promoted?
Table 17: Promotion of staff
No of respondents
Options A B Total %
YES 23 27 50 61
NO 18 14 32 39
Total 41 41 82 100
Source: Field survey, 2011
The table above shows that 50 respondents representing 61% were
recently promoted while 32 representing 39% were not promoted
recently. The implication is that majority of the staff especially the senior
staff were promoted. Of the 39% that was not promoted mainly due to
their qualifications, this can lead to complacency in the workers and can
affect their efficiency and performance in the organization.
Question 15: What decides who is to be promoted?
Table 18: Factor deciding whom to promote in the organization.
No of respondents
Options A B Total %
Year of Service 16 18 34 41
Input to the organisation 5 7 12 15
Favouritism 12 11 23 28
Director’s Discretion 8 5 13 16
Others 0 0 0 0
Total 41 41 82 100
Source: Field survey, 2011
The table above shows that 34 and 12 staff representing 41 and 15 %
respectively of the staff population was of the opinion that promotion of
staff was based on years of service and input to the company
respectively. 23 and 13 respondents, which accounted for 28% and 16%
of the sampled population respectively, were of the opinion that
favouritism and directors opinion respectively were factors used when
deciding who gets promoted.
Question 16: Are you motivated in the Organisation?
Table 19: Motivation in the organization
No of respondents
Options A B Total %
YES 31 28 59 72
NO 10 13 23 28
Total 41 41 82 100
Source: Field survey, 2011
59 respondents representing 72% are motivated while 23 respondents
representing 28% are not motivated in their jobs.
Question 17: Do sectional heads delegate duties to the
subordinates?
Table 20: Delegation of duties
No of respondents
Options A B Total %
YES 15 13 28 34
NO 26 28 54 66
Total 41 41 82 100
Source: Field survey, 2011
The table above shows that 28 respondents which account for 34%
agree that delegation of duties sexists, while 54 respondents
representing 66% agree that there is no delegation of duty in the
organization. Question 18: if yes, is responsibility backed up by
adequate authority? For those who agree that there is delegation of duty
with is good, it is very important that responsibility is backed up by
adequate authority, so that in carrying out the delegated duty, the person
performing it will have the authority to make certain decisions that will
affect that duty. Delegation of duty is very important; it makes for
flexibility, faster accomplishment of jobs and giving the staff a sense of
belonging because of the trust placed on them. This makes for better
organizational performance. While lack of it makes them feel like
outsiders.
Question 18: Who can you describe the performance of the
organisation so far?
Table 21: Performance evaluation
No of respondents
Options A B Total %
Outstanding 5 7 12 15
Average 12 9 21 26
Poor 24 25 49 59
Total 41 41 82 100
Source: Field survey, 2011
The table above shows that 12 out of 82 respondents representing 15%
agree that the performance of the organization is outstanding, 21
respondents or 26% ‘agree that the organization is average while the
remaining 49 respondents representing 59% stated that the performance
of their organization is poor. These responses are based on how either
good bad leadership affect performance.
Question 19: What do you think may be responsible for this level of
performance in 18 above?
The question was asked to find out the reasons for the level of
performance indicated in question 18.
For those who agree that their organization is outstanding, their reasons
being;
1. Directors’ ability and willingness to delegate responsibility and to
manage the activity of others.
2. Free flow of information and effective communication.
Those who choose average gave these reasons;
3. Exhibition of exaggerated opinion of job perfection by the state
coordinator based on knowledge of skill.
4. Inflexibility to change and lack of innovation.
For those that choose poor, their reasons are;
5. The Directors uses own personal taste and opinion as a standard
to follow.
6. The directors resist advice from qualified sources and is stubborn
to change.
7. She sees herself as the overall boss and does not take other
peoples contributions.
Question 21: From your experience with the organisation, how do
you describe the leadership style?
Table 22: Leadership style in the organisation
No of respondents
Options A B Total %
Autocratic 11 9 20 25
Participative 15 18 33 40
Democratic 15 14 29 35
Total 41 41 82 100
Source: Field survey, 2011
Form the table above, it can be seen that 20 respondents representing
25% described the management style of their organization as autocratic,
while those that choose participative are 33 representing 40%; while 29
respondents choose democratic leadership style representing 35%.
Question 22: do you think that workers are motivated in response
to their efforts and contributions?
Table 23: motivation of workers based on their efforts and
contributions No of respondents
Options A B Total %
YES 11 14 25 30
NO 30 27 57 70
Total 41 41 82 100
Source: Field survey, 2011
From the table above, it could be seen that 25 respondents representing
30% agree that workers are motivated in responses to their efforts and
contribution, while the other 57 respondents representing 70% thinks
otherwise. In all, it revealed that the organisation do not motivate their
staff based on their effort and contribution. This can lead to low morale
and zeal and therefore low performance and productivity.
Tale 24 Level of motivation by rank No of respondents
Scale A B Total % 5 5 7 12 15 4 6 7 13 16 3 0 0 0 0, 2 0 0 0 0 1 0 0 0 0 0 30 27 57 69 Total 41 41 82 100 Source: Field survey, 2011
The table above shows that 15% of the respondents agreed that the
level of motivation was good and satisfactory. 16% agreed that they are
averagely motivated, 69 % of the respondents are of the opinion that
there is no motivation.
Question 23: Are there any form(s) of performance measurement
existing in your organisation?
Table 25: performance measurement in the organisation
No of respondents
Options A B Total %
YES 11 14 25 30
NO 30 27 57 70
Total 41 41 82 100
Source: Field survey, 2011
This is form of continuation from question 22 in order to ascertain the
actual forms of performance measurement applied in the organisation.
The question 24 answer is based on the following example:
1. Setting of worker standards to the attained on director’s ability and
intuition.
2. Based on punctual attendance as well’ as maintenance of regular
duty during camping.
Question 25: what factor(s) can enhance performance in your
Organisation
(a) Recruitment of well educated/experienced staff and leaders ( )
(b) Acquisition of state of the art technology ( )
(c) Participative leadership and proper Motivation of staff ( )
(d) Research and development ( )
(e) Free flow of information and personal recognition ( )
Table 26: Factors enhancing performance in the organisation
No of respondents
Options A B Total %
a 11 9 20 24
b 9 8 17 21
c 21 24 45 55
d 0 0 0 0
E 0 0 0 0
f 0 0 0 0
Total 41 41 82 100
Source: Field survey, 2011
From the table above, it could be seen that 20 respondents representing
24% agreed that recruitment of well educated/experienced staff can lead
to high performance in the organisation. 17 respondents representing
21% agreed that acquisition of state of technology could lead to high
performance. While 45 respondents, which represent 55% of the
respondents agreed that participative leadership style could enhance
performance of the organisation.
Data Analysis
Having presented the data, they were analyzed in relation to the
presentation. They were then used in testing the entire hypotheses. Chi-
square (x2) was used to test the hypotheses listed in chapter 1..
This research tested the null hypothesis at 0.5 level of significance
From the table, the Chi-square method is applied with the formula:
X2 = eijOij
Hypothesis One
Ho represents the null hypothesis.
H1: represents the alternative hypothesis.
Ho there is no relationship between leadership and organizational
performance in Kogi State NYSC
Hi: there is a relationship between leadership and organizational
performance in Kogi State NYSC
Eij
Table 27: Contingency table for Leadership style in the organization
showing observed and expected values (O) and (E)
Options A B Total %
Autocratic 11 9 20 25
Participative 15 18 33 40
Democratic 15 14 29 35
Total 41 41 82 100
Source: Field survey, 2011
From the table, the Chi-square method is applied with the formula:
X2 = eijOij
14913121.317
17142.18
2.181595.21
95.21182.18
2.181597.10
97.1094.12
4.1311 22222 2
Degree of freedom (Df)
(DF) = (R – I)(C – I)
Where R = row
C = column
= (3 – 1) (2 – 1) = (2) (1) = 2
The tabulated Chi-square at degree of freedom (2) and level significance
0.05; (X2 (2) 0.05) = 5.99147
Decision Rule: If the Chi-Square calculated is less than Chi-Square
tabulated, we accept.
Eij
Ho: Otherwise, we reject.
Since our calculated Chi-square (5.99147) is more than the tabulated
Chi-Square (3.14913121) under 2 degree of freedom, we reject the null
hypothesis of no relationship between leadership and organizational
performance in Kogi State NYSC
Hypothesis Two
Ho: There is no leadership obstacles that hamper organizational
performance in the Kogi State NYSC.
Hi: There is leadership obstacles that hamper organizational
performance in the Kogi State NYSC.
This hypothesis was tested at significance level of 0.05
Table 28: Contingency table for factor(s) that hamper organizational
performance
Options A B Total %
a 14 15 29 35
b 11 12 23 28
c 14 13 27 33
d 2 1 3 4
e 0 0 0 0
Total 41 41 82 100
Source: Field survey, 2011
From the table, the Chi-Square method is applied with the formula:
X2 = 2
Eij
eijOji
181531044.321.121.11
43.243.22
85.1585.1513
171714
63.1463.1412
41.1341.1311
29.1829.1815
171714 22222222
Decision rule: If the Chi-Square calculated is less than Chi-Square
tabulated, we accept.
Ho: otherwise, we reject.
Degree of freedom (Df)
(DF) = (R – I)(C – I)
= (5 – 1) (2 – 1) = 4
The tabulated Chi-square at degree of freedom (2) and level significance
o. 05) (X2 (4), 0.05) = 7.77944.
The calculated Chi-Square = 3.18153.
Decision rule: since our calculated Ch-Square (3.18153) is less than
the tabulated Chi-Square under 4 – degree of freedom, we accept Ho
and conclude that are no leadership obstacles that hamper
organizational performance in the Kogi State NYSC.
Hypothesis Three
Ho: there are no possible ways of enhancing organizational leadership
for effective performance in the Kogi State NYSC Hi: there are possible
ways of enhancing organizational leadership for effective performance in
the Kogi State NYSC.
Table 29: Contingency table for factors enhancing performance in
the organisation
Options A B Total %
a 11 9 20 24
b 9 8 17 21
c 21 24 45 55
d 0 0 0 0
E 0 0 0 0
f 0 0 0 0
Total 41 41 82 100
Source: Field survey, 2011
From the table, the Chi-square method is applied with the formula:
X2 = X2 = 2
Eij
eijOji
34115516.929.29
26.292460.25
60.252175.9
75.997.10
97.10997.10
97.10914.13
4.1311 222222 2
S
Decision rule: if the Chi- Square calculated is less than Chi-Square
tabulated, we accept
Ho: Otherwise, we reject.
Degree of freedom (Df)
(DF) = (R- I)(C – I)
= (5 – 1 ) (2 -1) = 4
The tabulated Chi- square at degree of freedom (2) and level of
significance 0.05 (X2 (4), 0.05) = 7.77944.
The calculated Chi-Square = 9.341 15516.
Decision rule: since our calculated Chi- square (9. 34115516.) is greater
than the tabulated Chi-Square under 4 degree of freedom (X2 (4), 0.05)
= 7.77944, we reject Ho and accept Hi and conclude that there are
possible ways of enhancing organizational leadership for effective
performance in the Kogi Sate NYSC. The implication of the outcome is
that through participative leadership role functions of the NYSC Kogi
State NYSC would be enhanced.
Discussion of the findings
Hypothesis one
The study was evaluated through the use of questionnaire with
questions tailored towards determining the impact of effective leadership
on organizational performance. All the three hypotheses were subjected
to statistical test of significance 0.05 and degree of freedom 2. Chi-
square test of statistics was employed to test the three hypotheses.
Computer aided Microsoft for Statistical Packages for Social Sciences
(SPSS) were to aid analysis to ensure accuracy and eliminate mistake
arising from manual computations. The findings to be discussed are in
line with the objectives of the study based on the data analysed and
results of the field survey.
In an attempt to discover if there is a link between effective leadership
and organizational performance; hypothesis one was tested and the
result arising from the primary data revealed that there is a positive and
significant relationship between effective leadership and organisational
performance. This finding conforms with what Etuk (1955) says that the
failure or success of any organization is due to the leadership styles
adopted in managing the organization, which affects the subordinates,
the customers and other agencies within and outside the organization.
Sequel to the objective of the study to determine the effect of the
leadership behaviour on the execution and implementation of the
programmes of the NYSC in Kogi State, hypothesis one was tested
using Chi-square statistical analysis. Here it was discovered that
leadership behaviour significantly affects the performance of the
organization. Based on the fact that human beings become members of
an organization in order to achieve certain personal and organizational
objectives. Therefore, the extent to which they are committed to the
organization depends on their conviction that their membership will
enable them to achieve their objectives. And since every organisation is
made up of physical and human resources and the key factor to
organizational success is the optimal utilization of these physical and
human resource. In view of the above, the execution and implementation
of an organizations programme will be largely determined by how well
the leadership behaviour is tailored toward proper combination of the
physical and human resources of the organization. That the common
problem pronounced against organizational performance in Nigeria
business and institutions and particularly government establishments are
poor leadership performance, bad attitude to work among Nigerian
workers, inefficiency in most circles. According to him, organizations in
Nigeria are managed through a management system that is strange to
the country’s culture. It shows that poor leadership in all its ramifications
will lead to lower organisational performance. Based on the above, the
null hypothesis is rejected and the alternate accepted.
Hypothesis Two
This hypotheses was also tested using the same approach as
hypotheses one. The result obtained showed that the calculated chi-
square is 3.18153 while that of the tabulated is 7.7944. This shows that
the calculated chi-square is less than the tabulated chi-square. This
means that there are no leadership obstacles that hamper organizational
performance in the Kogi State NYSC resulting from the structure of the
organisations management. This is in line with the objective stated to
find out the extent of the influences of the management structure on the
organizational performance. Given the out come of the analysis that
showed cordial relationships between the leadership team and the
subordinates there is no way the structure of the management can have
a negative influence on the performance of the organization . also given
that all organisation’s management structure has a clearly defined roles
to pay towards enhancing organizational performance it can not
adversely affect the performance of the organization in a negative way.
However, when the management structure variable is held constant
there could be other factors which can affect the performance of the
organization. Such variables as lack of good office equipments and
insufficient funds and poor work environment are some of the factors
that hinder effective organizational performance in the Kogi State NYSC.
In view of the above, the null hypothesis has been accepted while we
reject the alternative hypothesis.
Hypothesis Three
The chi-square value was calculated to be 9,34115516 while the
tabulated chi-square is 7,77944 a 4 degree freedom and level of
significance: 0.05. The alternative hypothesis, which states that there
are possible ways of enhancing organizational leadership for effective
performance in the Kogi Sate NYSC, was accepted while the null was
rejected. Considering this, Adebayo (2004) has stated that those who
hold leadership positions in organizations are usually those that have
been found to possess certain characteristics and qualities. These
qualities are that a leader must be tactful in dealing with his or her
colleagues, he must posses a sense of modesty, sense of judgment,
foresight, ability to delegate, sympathy and consideration, feasibility and
a wide range of initiative.
A leader must have a good sense of humor in other to enhance the
effect of communication, create a friendly environment and make the
interaction interesting and sustainable without losing the focus of the
issues being discussed with the staff and colleague. Others include
good human relationship, self awareness, integrity, courage, confidence,
vision and enthusiasm that through these ways and others organisations
leadership can be made effective for higher performance.
CHAPTER FIVE
SUMMARY OF MAJOR FINDINGS, CONCLUSION AND
RECOMMENDATIONS
5.1 Introduction
This chapter summarizes the various research results which emerged
from the study. The result were obtained in view of the objectives and
the hypotheses put forward in chapter one of the study, Based on the out
come of the findings conclusion were drawn and some
recommendations suggested from the out come of the findings.
5.2 Summary of Major Findings
Based on the objectives of the study three hypotheses were formulated
for the study. These hypotheses consisted of null hypotheses and the
alternative. The hypotheses were tested based on the information
generated and at the end the null hypothesis of the first hypothesis was
rejected while the alternative was accepted. In the same way the second
hypothesis was tested and at the end the null hypothesis was accepted
and the alternative rejected. For hypothesis three the null was rejected
while the alternative was accepted. The findings are summarized as
follows
1. That there is a relationship between effective leadership and
organizational performance.
2. That there are no leadership obstacles that hamper
organizational performance in the Kogi State NYSC. However, when
this variable was held constant other factors such as good office
equipment, insufficient funds, poor work environment and others are
some of the variables that hamper the performance of the NYSC in Kogi
State .
That there are possible ways of enhancing organizational performance
leadership for effective performance in the Kogi State NYSC. Some of
these ways are:
Managing organizations in Nigeria in a way that is consistent with
environmental variables is having in mind the culture of the people, their
needs and value preferences. Others are to ensure that for a leader to
be effective he needs to posses all the positive qualities which a leader
needs for him to lead well as we have stated in the literature review.
Also, he needs the support of the head office and that of his
subordinates if he must succeed.
5.3 Conclusion
Organisations are established for specific purpose and objectives,
people also join organisations to satisfy their needs, and in so doing they
contribute to organizational performance to achieve the objectives of the
organization. Therefore, it is the responsibility of every leader to build an
organization that will function effectively because the extent to which
he/she succeeds will depend considerably ion subordinates willingness
to corporate with him/her among other things will depend on the degree
of congruency between the leadership style adopted by the leader and
the expectations and desires of the subordinates.
In view of the above therefore, to realize the objective of the NYSC in
Kogi State, the leadership should be effective enough to recognize the
needs of the workers, employ appropriate motivational tools such as
promotion of staff based on merit, skills, provide suitable work
environment and to ensure free flow of information, personal recognition
as well as research and development.
Hence, arising from the findings of the hypotheses which were tested
with chi-square statistical method, the study concludes that there is a
positive relationship between effective leadership and organization
performance as perceived by the workers in the NYSC Kogi State Office.
Again, that there is no leadership obstacles that hamper organizational
performance in the Kogi State NYSC. But that factors such as good
office accommodation insufficient funds and poor work environment are
some of the factors which hamper the performance of the staff of the
organization which many of the staff said is beyond the control of the
leadership of NYSC in Kogi State.
Furthermore, that there are possible ways of enhancing the NYSC Kogi
State. This can be made possible through the provision of the necessary
tools, financial support office equipment, conducive work environment
and the motivation of the staff by collaborating with the head office in
Abuja so that all the supports he needs can be given to him.
5.4 Recommendations
As a result of the findings of the study, the following recommendations
have been made.
Since it was discovered that organizational members show high level of
commitment to their work if they discover that in doing that their needs
will be realized, it then manes that the behaviour of the leadership
towards execution and implementation of the Kogi State NYSC
programmes is dependent on adequate provision of all the tools that the
workers need to perform. In view of the above, if proper and adequate
combination of human a material resources of the organization is put in
place the organization will achieve its objectives.
Therefore, that NYSC leadership in Kogi State should ensure that those
behaviour and attitude to non- provision of conducive environment for
workers to perform should be seriously addressed.
Also we found out that there are no leadership obstacles that hamper
organizational performance but rather we discovered that effective
leadership role is hampered in Kogi State NYSC due largely to factors
beyond their control. Suh factors are non provision of adequate funds to
run the office, poor work environment and lack of office equipment to
enhance the workers performance if these facilities are put in place and
the office enjoys adequate funding from the National Head-quarters then
the office in Kogi will realize its set objectives. Therefore it is
recommended that those factors that hamper effective leader roles in
Kogi State NYSC should be removed to pave ways for effective
leadership role and the realization of organizational objectives.
Since scholars have stated that the failure or success of any
organization to a large extent is determined by environmental factors.
Managing Nigerian organizations quite different from the environmental
factors will not promote the success of the organization. So the people’s
culture, their value preferences, needs and other factor should be
considered if the leadership intends to realize the set objectives for the
NYSC in Kogi State. This is important because given that most
organizational in Nigeria are established and follow similar administrative
and management principles like organizations in other parts of the world
but in terms of results, achievements and objective realization they are
different due to environmental influences.
5.5 Contributions to Knowledge
The following contributions to knowledge were made.
Several studies have been carried out in Nigeria by management
practitioners in an attempt to establish a relationship between effective
leadership and organizational performance. In this studies emphasis was
placed on leadership style to make leaders effective. In the study,
scholars have different opinions on the issue. While some are of the
views that leadership styles are positively related to organizational
performance. Others have a different view. Still, empirical evidence on
how a leader can be effective to impact on organizational performance
was lacking. Also no real imperial studies was carried out on how most
organisations in Nigeria are managed without consideration to the
people’s cultural background. This study filled this gap, by showing what
can make a leader to be effective. However, given the cultural diversity
in Nigeria, the study can not be too sure that what makes a leader
effective in some parts of the country can also make him effective in
other parts. This is because members of each cultural group have their
different disposition and attitude towards work. However, it provided a
platform to assist Nigerian leaders fashion out ways of making a leader
effective to suit their organizational in order to enhance their
performance.
5.6 Suggested Area for Future Research
Future research should expand this study into profit making
organizations, so that such organizations could benefit from the findings
as well.
Future research should also be conducted to find out how workers
should perform if effective leadership role is hampered due to external
factors which the immediate leadership has no control of.
Efforts should be made to carry out comparative studies with emphasis
on the employees attitudes to work as well as their level of commitment
to discover the differences with a view to bridging them this as important
because irrespective of the cultural heritage of most Nigerians, their
background, education and exposure often affect the way and manner
they respond and carry out their duties at work.
Finally, a comparative study should be carried out to find out whether
organizational commitments influence the relationship between
leadership behaviour and job satisfaction and performance.
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APPENDIX
Department of Public Administration And Local Government (PALG) University of Nigeria Nsukka November 2011
Dear Respondents EFFECTIVE LEADERSHIP AND ORGANIZATIONAL PERFORMANCE The researcher is a Post Graduate student of the above mentioned
Department of University of Nigeria, Nsukka (UNN), presently
conducting a survey on the above topic.
The questionnaire attached here with is to elicit your views on the
subject.
The information requested of you will be treated with all
confidentiality and will be used for academic purpose only.
Thanks for your kind responses.
Yours faithfully,
John EDOKA Researcher
QUESTIONNAIRE
Instruction: Please tick good [ ] against any option that is
appropriate to your answer in the box provided.
1. What is your sex? (a) [ ] (b) [ ]
2. What is your Age? (a) [ ] (b) [ ]
3. What is your educational qualification?
(a) SSCE/GCE [ ] (b) OND [ ]
(c) HND/B.SC [ ] (b) M.SC/PH.D [ ]
4. What is your marital status?
(a) Married [ ] (b) Single [ ]
(c) Divorced [ ] (d) Widow/Widower [ ]
5. How long have you been with the organization?
(a) Under 1 year [ ] (b) 1-3 years [ ]
(c) 3-5 years [ ] (d) over five years (5) [ ]
6. What post do you hold in the organization?
(a) Director [ ] (b) Assistant Director [ ]
(c) Zonal inspector [ ] (d) Senior staff [ ]
(e) Junior staff [ ]
7. Is the state coordinator an indigene of the state?
(a) Yes [ ] (b) No [ ]
8. How will you rate the director’s involvement in the operational
level of the organization involvement?
(a) Strongly agreed [ ] (b) Agreed [ ]
9. Do all sectional heads report to the director?
(a) Yes [ ] (b) No [ ]
10. What is the relationship between the state coordinator and the
subordinate staff?
(a) Very good relationship [ ] (b) Cordial relationship [ ]
(c) Below average relationship [ ] (d) unfriendly relationship [ ]
11. How do heads of sections run their sections?
(a) Freely [ ] (b) With director’s intervention [ ]
12. Is the work environment conducive for the organization
operations?
(a) Strongly suitable [ ] (b) Unsuitable [ ]
© Average and suitable [ ]
13. Do you receive on the job training in the organization?
(a) Yes [ ] (b) No [ ]
14. What factor (s) could counter high organizational performance?
(a) Lack of good office equipment [ ]
(c) Insufficient staff and funds [ ]
(d) Autocracy and bad leadership [ ]
15. Are you satisfied with your present salary level?
(a) Yes [ ] (b) No
16. Were you recently promoted?
(a) Yes [ ] (b) No [ ]
17. What decides whom to promote in the organization.
(a) Year of Service [ ] (b) Input to the organization [ ]
(c) Director’s Discretion [ ] (d) Others [ ]
18. Are you motivated in the organization?
(a) Yes [ ] (b) No [ ]
19. Do sectional heads delegate duties to their subordinates?
(a) Yes [ ] (b) No [ ]
20. How can you describe the performance of the organization so far?
(a) Outstanding [ ] (b) Average [ ] (c) Poor [ ]
21. What do you think may be responsible for this level of performance
in 18 above?
(1) Director’s ability and willingness to delegate responsibility and
to manage the activity of others [ ]
(2) Free flow of information and effective communication
(3) Exhibition of exaggerated opinion of job perfection by the state
coordinate based on knowledge or skill
(4) Inflexibility to change and lack of innovation
(5) The Directors uses own personal taste and opinion as a
standard to follow
(6) The directors resist advice from qualified sources and is
stubborn to change
(7) She sees herself as the overall boss and does not take other
peoples contributions
22. From your experience with the organization, how do you describe
the leadership style?
(a) Autocratic [ ] (b) Participative [ ] (c) Democratic [ ]
23. Do you think that workers are motivated according to their efforts
and contributions?
(a) Yes [ ] (b) No [ ]
24. Are there any form (s) of performance measurement existing in
your organization? (a) Yes [ ] (b) No [ ]
25. What factor (s) can enhance performance in your organization?
(a) Recruitment of well educated/experienced staff and leaders [ ]
(b) Acquisition of state of the art technology [ ]
(c) Participation leadership and proper [ ]
(d) Research and development [ ]
(e) Free flow of information and personal recognition [ ]