TABLE OF CONTENTS
TITLE………………………………………………………………………………… i
APPROVAL …………………………………………………………………….. ii
CERTIFICATION ……………………………………………………………. iii
DEDICATION …………………………………………………………………. iv
ACKNOWLEDGEMENT ………………………………………………….. v
TABLE OF CONTENTS………………………………………………….. vii
ABSTRACT…………………………………………………………………… xiv
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study …………………………………………. 1
1.2 Statement of the Problem ……………………………………….. 4
1.3 Objective of the Study …………………………………………….. 5
1.4 Research Question …………………………………………………. 6
1.5 Operational Hypotheses …………………………………………. 8
1.6 Significance of the Study………………………………………… 9
1.7 Scope and De-limitation of the Study…………………….. 10
1.8 Organization of the Study ……………………………………… 10
1.9 Definition of Terms ……………………………………………….. 11
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1Approaches to the Study of and
Understanding Leadership Theories……………………… .18
2.1.1 The Trait Approach ………………………………………. 18
2.1.2 The Behavioural Approach …………………………… 21
2.1.3 The Contingency (Or Situational) Approach ….. 24
2.2 Forces that Influence the Choice of Leadership …….. 42
2.3 The Role of Vision in Effective Leadership …………….. 45
2.4 Distinction between Leadership and Management …. 46
2.5 Contemporary Perspectives on Leadership …………… 49
2.5.1 Substitute for Leadership ……………………………… 50
2.5.2 Empowerment ……………………………………………… 51
2.5.3 Transformational Leadership ………………………… 52
2.6 Leadership as a Communication Process ……………… 53
2.7 Leadership as a Problem-Solving Process …………….. 55
2.8 Leadership as a Multinational Process ………………….. 56
2.9 Women in Leadership
Positions ……………………………. 58
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 Research Design ………………………………………………….. 61
3.2 Scope of the Research Area …………………………………. 62
3.3 Sources of Method of Data Collection…………………….. 62
3.4Population of the Study …………………………………………….. 64
3.5 Sample Size …………………………………………………………. 66
3.6 Mode of Specification ……………………………………………. 68
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS
4.1 General Description of Data ………………………………….. 70
4.2 Analysis of Personal Characteristics
of Respondents ……………………………………………………. 71
4.3 Analysis of Hypotheses ………………………………………… 77
4.3.1 Test of Hypothesis One ………………………………… 81
4.3.2 Test of Hypothesis Two ………………………………… 87
4.3.3 Test of Hypothesis Three ……………………………… 93
4.4 Discussion of Findings ………………………………………….. 98
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of Major Findings…………………………………. 102
5.2 Conclusion …………………………………………………………. 103
5.3 Recommendations ……………………………………………… 105
BIBLIOGRAPHY …………………………………………………. 107
APPENDIX …………………………………………………………. 101
LIST OF TABLES
Table
1.Number of Questionnaire Administered and
Returned ………………………………………………………………. 72
2.Respondents’ Literacy Level ………………………………………. 73
3.Age Distribution of Respondents …………………………………. 75
4.Sex Distribution of Respondents …………………………………. 76
5.Responses as per Attainment of Goals
between 2011 and 2012 ……………………………………….. 76
6.Responses as per whether there were jobs
that could be performed with little or no
Supervision by Managers ……………………………………… 78
7.Responses as to whether the Management of the Company should be blamed in the event of non Attainment of Goals. …………………………. 79
8.Responses per the Relationship between
Managerial Leadership and Corproate
Goal Attainment ……………………………………………………. 82
9.Computation of the Correlation
Coefficient between Managerial
Leadership and Goal
Attainment …………………………… 83
10.Responses as per the Relationship between
Leadership Styles of Managers and the
Productivity of Employees …………………………………….. 88
11.Computation of Correlation Coefficient
between Leadership Styles of Managers
and the Productivity of Employees ………………………… 89
12.Responses as per the Relationship
between Employee Motivation and
Attainment of Corporate Goal ………………………………… 93
13.Computation of Correlation of Coefficient
between Employee Motivation and
Attainment of Corproate
Goal ………………………………… 94
LIST OF FIGURES
Figure 1:The Managerial Grid…………………………………………. 26
ABSTRACT
This
study investigates the role of managerial leadership in corproate goal
attainment, using Dangote Flour Mills Plc. Calabar as the case study. A sample
size of 106 staff of the Company was used for the study. The data for this study was generated from
well structured questionnaires, which were administered on the
respondents. Three hypotheses were
tested using the Pearson’s Correlation Coefficient Technique. The result of the
analysis revealed that there was a strong relationship between role of
managerial leadership and company goal attainment; there was a significant
between the leadership styles of managers and the productivity of employees;
there was a strong relationship between motivation and the company’s goal
attainment. In view of the above
findings, it was recommended that management should periodically interact with
technical and professional job holders to ensure that they perform their task
as in line with the common goal of the company. There should be a general
education on the concept of “Collective responsibility’ so that every
staff knows that he equally has responsibility for the attainment of
organizational goal as well as for failure to achieve such goals.
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Leadership in any form and at any level is vital to the survival of any establishment. “An organization without leadership is like a car moving without a driver”. Leadership is very crucial to the smooth running of the family, private or public organizations, religious organizations, it is often said can not grow above or below its leadership. That is to say that the success or failure of any organization hinges on the quality of the organization’s leadership, since all institutions or organizations need able and dynamic leadership for effective performance. It was in recognition of this fact that Bennis and Nanus as quoted by Higgins (1991) observed that “a business short of capital can borrow money, they one with poor location can move, but a business short of leadership has little chance of survival”.
Omolayole (1993) argued
that in any given society or community, leadership is always present at any
point in time, either formal or informal, conferred or assumed, because as he
puts it, “nature abhors vacuum”. Therefore, he observed, “if
there is a formal leader and he refuses to lead, somehow a person will emerge unofficially to fill the role”. The formal or the unofficial leader may be ineffective, but a vacuum most not be allowed to exist.
When one ponders over the subject of leadership, many ideas come to mind. One might relate leadership to power, authority or influence. In fact, the concept of leadership always evolves a multitude of thoughts, which make the subject of leadership an exciting one.
Higgins (1991) agreed with popular opinion that leadership
is essential and a pivotal force for organizational success. He supported the
position that leadership involves influencing others and that a leader is a
person who has followers. People, he believed follow their leaders because they
(leaders) take certain actions and behave in certain ways. Arising from his
understanding of what leadership entails and who a leader is, Higgins (1991)
defined leadership as “the process making choices about how to treat
people in order to influence them and then translating those choices into
actions”. He submits that those choices
and actions are design to influence others to follow the leader.
But is leader necessary, or even desired in all situations? Must there always be someone who shows the way for others to follow in all work situations? The answers to these questions and more are not always in affirmative because of the nature of some jobs and the calibre of people performing them as well as the condition(s) under which they work.
Supporting this line of argument, Certo (1992), Bateman and Zeithaml (1993) maintained that “leadership is not always necessary in all situations” they argued that sometimes leaders do not have to lead, or they simply cannot lead. They posits that the situation may be on which makes leadership have very little or no impact at all. “Situational substitute” they argued, sometimes have as much influence on employees just as any leader would. Situational substitute, according to them can arise due to a number of reasons, including factors that are beyond the leaders control. Because so many factors affects a situation, they observed, some people argues that “leadership is actually irrelevant in many organizational settings”.
These opposing views on the relevance or otherwise of
leadership to organizational success have actually aroused the
interest of management schools and practitioners. This study attempts to investigate whether or not managerial leadership contributed to the attainment of corproate goals in Dangote Flour Mills Plc., Calabar.
1.2 STATEMENT OF THE PROBLEM
