scholarly journals Contribution of Job Nature on Leadership Style among Academia

2019 ◽  
Vol 2 (4) ◽  
pp. 1-13
Author(s):  
Milan Shrestha
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
School Teachers ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Democratic Leadership ◽  
Research Philosophy ◽  
Laissez Faire ◽  
Effective Leadership Practices ◽  
Practical Implications

Purpose- Effective leadership practices in schools are only possible while headmaster and teachers adopt suitable leadership styles. The main purpose of this study is to identify the leadership styles as well as determine the association of democratic, autocratic and laissez-faire leadership style with each other among school teachers. Design/Methodology- This study is based on post-positivist research philosophy and cross-sectional survey as the research design which is confirmatory and explanatory in nature. It gathered the data via self-administer questionnaire from 345 school teachers and analyzed through descriptive statistics and parametric test.  Findings- The researcher derived that school teachers adopted a more democratic leadership style and gave least prefer to the laissez-faire leadership style in schools. Meanwhile, the lacking of equal facility and access to power exercise contributes to making significant differences in leadership styles across the job nature of school teachers. Furthermore, this study assess that there is no relationship between autocratic, democratic and laissez-faire leadership styles. These distinct styles of leadership may develop the differences in work performances of school teachers. Practical Implications- This research provides the framework for another future researcher to investigate the input of job nature on leadership style among school teachers.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Helen Elena Jekelle ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Author(s):  
Helen Elena Jekelle
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

Principals’ leadership styles and teachers’ job performance: Evidence from Edo State, Nigeria

2018 ◽  
Vol 47 (6) ◽  
pp. 909-924 ◽  
Author(s):  
OS Imhangbe ◽  
RE Okecha ◽  
J Obozuwa
Keyword(s):  
Secondary School ◽  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Secondary School Teachers ◽  
Positive Influence ◽  
School Teachers ◽  
Democratic Leadership ◽  
Laissez Faire ◽  
Senior Secondary

This study investigated the relationship between principals’ leadership styles and secondary school teachers’ job performance in Edo Central Senatorial District, Nigeria. A correlational design was adopted for the study. Two adapted questionnaires titled “Principals’ Leadership Style Questionnaire” (PLESQUE) and “Teachers’ Job Performance Questionnaire” (TEJOPAQ) were administered to teachers and principals drawn from a population of 397 senior secondary school teachers and 69 principals in the Senatorial District respectively. The Cronbach alphas for the three sub-scales in PLESQUE were .710, .883 and .848 for democratic, autocratic and laissez-faire leadership styles respectively, while the Cronbach alpha for TEJOPAQ was .882 for teachers’ job performance. Percentages, multiple regression and Pearson product-moment correlation were used to test the hypotheses at the .05 level of significance. Results showed that democratic, autocratic and laissez-faire leadership styles jointly contributed about 68.3% variations in the job performance of teachers, while democratic and laissez-faire leadership styles had the most prominent positive influence on teachers’ job performance in the area of study. It was recommended, amongst other things, that the use of a democratic leadership style should be encouraged among the principals of senior secondary schools in the district.

scholarly journals Leadership Styles of Principals Based on Setting, Zone, and Location of Public Colleges of Education in Ghana

2021 ◽  
Vol 4 (2) ◽  
Author(s):  
Kweku Esia-Donkoh ◽  
◽  
David Kwame Quansah ◽  
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Survey Design ◽  
Tertiary Education ◽  
Sampling Technique ◽  
Public Colleges ◽  
National Council ◽  
Colleges Of Education ◽  
Cross Sectional Survey ◽  
Cross Sectional

This study investigated the leadership styles of principals in public Colleges of Education (CoEs) in Ghana based on the setting, zone and location of the colleges. The quantitative method of the cross-sectional survey design was adopted for the study. The census sampling technique was employed to obtain 38 principals for the study. The Multifactor Leadership Questionnaire (MLQ) by Bass and Avolio (2004) was adapted to collect data from the principals. Means, standard deviation, t-test and ANOVA were utilised in analysing the data. The descriptive analysis established that generally, principals of public CoEs in Ghana mostly used transformational leadership style as compared to transactional and laissez-faire leadership styles. The inferential analyses also revealed that there were no statistically significant differences in the leadership styles of the principals based on setting, zone and location of the colleges. Among the recommendations is that the Ghana Tertiary Education Commission (GTEC), formerly known as the National Council for Teacher Education (NCTE), should consider competence when selecting and appointing principals and not the setting, zone and location of public CoEs because generally, these variables did not statistically significantly determine the leadership styles adopted by the principals.

scholarly journals Leadership styles in nursing management: implications for staff outcomes

2016 ◽  
Vol 6 (1) ◽  
pp. 23-36 ◽  
Author(s):  
James Avoka Asamani ◽  
Florence Naab ◽  
Adelaide Maria Ansah Ofei
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Nursing Staff ◽  
Nurse Managers ◽  
Eastern Region ◽  
Staff Retention ◽  
Cross Sectional Survey ◽  
Intention To Stay ◽  
Cross Sectional

Introduction: Nursing is a people-centred profession and therefore the issue of leadership is crucial for success. Nurse managers’ leadership styles are believed to be important determinant of nurses’ job satisfaction and retention. In the wake of a global nursing shortage, maldistribution of health workforce, increasing healthcare costs and expanding workload, it has become imperative to examine the role of nurse managers’ leadership styles on their staff outcomes. Using the Path-Goal Leadership theory as an organised framework, this study investigated the leadership styles of nurse managers and how they influence the nursing staff job satisfaction and intentions to stay at their current workplaces.Methods: The study employed a cross-sectional survey design to collect data from a sample of 273 nursing staff in five hospitals in the Eastern Region of Ghana. Descriptive and regression analyses were performed using SPSS version 18.0Results: Nurse managers used different leadership styles depending on the situation, but were more inclined to the supportive leadership style, followed by the achievement-oriented leadership style and participative leadership style. The nursing staff exhibited moderate levels of job satisfaction. The nurse managers’ leadership styles together explained 29% of the variance in the staff job satisfaction. The intention to stay at the current workplace was low (2.64 out of 5) among the nursing staff. More than half (51.7%) of the nursing staff intended to leave their current workplaces, and 20% of them were actively seeking the opportunities to leave. The nurse managers’ leadership styles statistically explained 13.3% of the staff intention to stay at their current job position.Conclusions: These findings have enormous implications for nursing practice, management, education, and human resource for health policy that could lead to better staff retention and job satisfaction, and ultimately improve patient care.  

Leader-member exchange and employee resilience: the mediating role of regulatory focus

2019 ◽  
Vol 42 (9) ◽  
pp. 1062-1075
Author(s):  
Shiva Kakkar
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Regulatory Focus ◽  
Survey Design ◽  
Employee Motivation ◽  
Vital Role ◽  
Equation Modeling ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type

Purpose This study aims to investigate whether leader–subordinate exchange (LMX) quality influences subordinate resilience. Drawing upon Higgins’ (1998) regulatory focus theory, it is hypothesized that high LMX leaders induce a positive appraisal of situations which primes promotion regulatory focus in subordinates which in turn increases employee motivation and resilience. Design/methodology/approach The study uses a cross-sectional survey design. Responses were collected from 139 employees of three information technology and enabled services organizations in India. Data were analyzed using PLS-based structure equation modeling package ADANCO. Findings LMX was found to be positively related to employee resilience. Promotion regulatory focus mediated the relationship between LMX and employee resilience. Practical implications The study demonstrates that leader interaction and behaviors can promote resilience in employees. Organizations need to see how supervisors can be trained to “frame” challenges and adversity in a manner that motivates employees and promotes resilience. Originality/value Previous studies have found different types of leadership styles to be associated with subordinate resilience. This suggests that there are certain factors across various leadership styles that influence resilience. The study uses LMX theory to suggest that it is not leadership style but underlying dimensions such as trust, reciprocity and clarity that play a vital role in cultivating employee resilience.

scholarly journals Kepemimpinan Kepala Sekolah

2019 ◽  
Author(s):  
Titin Ulandari
Keyword(s):  
Educational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
School Resources ◽  
Authoritarian Leadership ◽  
Democratic Leadership ◽  
Laissez Faire ◽  
Role Of The Principal

This article aims to describe the meaning of educational leadership, principals' leadership and the variety of leadership styles applied by principals, as well as the situation in which the leadership style is suitable. Leadership is the ability to influence and direct a group to reach the target. The leadership of the principal means the role of the principal to direct school resources so that the achievement of school goals is achieved. There are at least three leadership styles, namely: authoritarian leadership, democratic leadership, and free leadership (laissez-faire).

Does organisational politics affect leaders’ ability to engage Ghanaian Bankers?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kwasi Dartey-Baah ◽  
Rexford Kojo Agbozo
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Banking Sector ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Practical Implications ◽  
Organisational Politics

Purpose The purpose of this paper is to investigate the influence of transformational and transactional leadership styles on employees’ work engagement and the moderating effects of perceived organisational politics (POPS) in indigenous Ghanaian Banks. Design/methodology/approach The study uses a cross-sectional survey design and a quantitative approach to gather data from 430 respondents through the use of structured questionnaire. The covariance-based structural equation modelling was used to analyse the data with the aid of statistical package for social sciences and AMOS. Findings The analyses revealed that transformational leaders had a positive influence on employee engagement while transactional leadership did not have a significant influence on employee engagement. POPS also had no influence on employee engagement. Furthermore, POPS failed to moderate the relationship between leadership styles and employee engagement. Practical implications The findings of this study provide important practical implications for managers and policymakers in the banking sector of Ghana in engendering good leadership and political environments that will promote the engagement of employees. Originality/value The variables used in this study and the context, present interesting and fresh insights into the interplay between leadership styles, POPS and employee engagement, thereby contributing to the discourse on the leadership and human resource management literature. Furthermore, this study fills a gap in literature and challenges prior conceptions that negative political climates within the public and private banks is chiefly responsible for the recent troubles some banks have faced in Ghana’s banking sector.

Principal Leadership Style and Teacher Job Performance: Evidence from Pakistan

2019 ◽  
Author(s):  
Atif Saleem ◽  
Sarfraz Aslam ◽  
Junaid Rafiq ◽  
Prof. Congman Rao
Keyword(s):  
Secondary School ◽  
Job Performance ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Principal Leadership ◽  
Democratic Leadership ◽  
Principal Leadership Style ◽  
Autocratic Leadership ◽  
Laissez Faire

<p>The study intentions were to examine the correlation and impact of the style of leadership of the principals on job performance of the teachers of secondary school in private sector in Lahore district, Pakistan. It is correlational study in terms of research design. The data was collected from 106 principals and 543 teachers of secondary schools in private sector in Lahore district through adapted instrument. The first tool of the instrument “Principal Leadership Style Questioner (PLSQ) had cronbach alphas of 0.834 for autocratic leadership sub-scale, 0.764 for democratic leadership sub-scale and 0.861 for laissez-faire leadership sub-scale. The Second tool of the instrument “Teacher Job Performance Questioner” (TJPQ) had Cronbach alpha of 0.816. The research question and hypotheses were tested by using percentage, multiple regression, Pearson correlation at the level of p<0.05 significance. The statistics attesting 57.3% variation in teachers’ job performance was due to mutual contribution of principals’ autocratic leadership, democratic leadership and laissez-faire leadership styles. The most commonly employed principals’ leadership style was autocratic leadership in secondary school in private sector in the district. It had statistically significant and strong positive impact on teachers’ performance in the studied area. Whereas reciprocal impact in case of laissez-faire. The principal suggestion was that the school principals should be trained to learn the mixture usage of autocratic and democratic leadership styles wisely in diverse situations and work settings in secondary schools in private sector in the district Lahore, Pakistan.</p>

Principal Leadership Style and Teacher Job Performance: Evidence from Pakistan

2019 ◽  
Author(s):  
Atif Saleem ◽  
Sarfraz Aslam ◽  
Prof. Congman Rao ◽  
Junaid Rafiq
Keyword(s):  
Secondary School ◽  
Job Performance ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Principal Leadership ◽  
Democratic Leadership ◽  
Principal Leadership Style ◽  
Autocratic Leadership ◽  
Laissez Faire

<p>The study intentions were to examine the correlation and impact of the style of leadership of the principals on job performance of the teachers of secondary school in private sector in Lahore district, Pakistan. It is correlational study in terms of research design. The data was collected from 106 principals and 543 teachers of secondary schools in private sector in Lahore district through adapted instrument. The first tool of the instrument “Principal Leadership Style Questioner (PLSQ) had cronbach alphas of 0.834 for autocratic leadership sub-scale, 0.764 for democratic leadership sub-scale and 0.861 for laissez-faire leadership sub-scale. The Second tool of the instrument “Teacher Job Performance Questioner” (TJPQ) had Cronbach alpha of 0.816. The research question and hypotheses were tested by using percentage, multiple regression, Pearson correlation at the level of p<0.05 significance. The statistics attesting 57.3% variation in teachers’ job performance was due to mutual contribution of principals’ autocratic leadership, democratic leadership and laissez-faire leadership styles. The most commonly employed principals’ leadership style was autocratic leadership in secondary school in private sector in the district. It had statistically significant and strong positive impact on teachers’ performance in the studied area. Whereas reciprocal impact in case of laissez-faire. The principal suggestion was that the school principals should be trained to learn the mixture usage of autocratic and democratic leadership styles wisely in diverse situations and work settings in secondary schools in private sector in the district Lahore, Pakistan.</p>

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