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Effect of participative leadership style on employees productivity
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This study was conducted based on the effect of participative leadership style on employee’s productivity using Midland Galvanizing Product Limited (MIDGAL) Abeokuta, Ogun State Nigeria. The study actually tried to find the extent to which participative leadership style helps to improve employee’s productivity and bring out their best. The study made use two hypotheses. Survey research design was used for the study. The sample for the study comprised 114 staff of MIDGAL. The instrument toled “Participative Leadership Inventory (PLI)” was used for the study. Regression analysis was used to measure the effect of the independent variable to the dependent variable of hypothesis one, while in hypothesis two Correlation analysis was used to measure the significance of the relationship between the dependent and independent variables. Cronbach’s Alpha method was employed for measuring questionnaire reliability. SPSS was also adopted for the research in testing the research hypothesis. The result of the findings shows that there is positive and significant relationship between participating leadership style and employee’s productivity. Also, the result shows that participatory leadership style can be used as a motivational tool for workers. Based on the results of the study, the study recommended that every organization should adopt participatory leadership style as it boost employee morale andenhance organizational productivity.
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... Therefore, the current study will focus on determine the influence of delegation of responsibility in participative leadership style on improving the quality of education in public secondary schools in Arusha region as contrary to location described by the previous studies. Akpoviroro et al. (2018) conducted a study on sharing of responsibility in Nigeria. The major aim of the study was to evaluate the effect of participative leadership style on employees' productivity. ...
... Theses gaps include those resulting from variables, location, scope, methodology, findings, conclusions and recommendations. Different studies by Sahin (2018), Akpoviroro et al. (2018), Abraham et al. (2015), and Kipengele (2020) have underscored the role of delegation of responsibility in improving the quality of education. However these had not necessary shown the influence of delegation of responsibility in improving the quality of education. ...
This study addressed the influence of delegation of responsibility in participative leadership style on improving the quality of education in public secondary schools in Arusha region, Tanzania. The study was informed by Likert’ participative system theory. Correlation survey design was adopted to establish the influence of delegation of responsibilities on improving the quality of education. To this end two hundred and nineteen (219) respondents from 18 public secondary schools were selected based on stratified and random sampling techniques from three (03) district councils in Arusha region. The study involved three (03) district education officers, eighteen (18) heads of schools, eighteen (18) academic masters/mistresses, and one hundred and eighty, and (180) teachers. In this study data was collected by using multiple instruments such as questionnaires for teachers and academic masters/mistresses, interview schedule for district education officers and headmasters/mistresses, and document analysis schedule. Cronbach alpha was used to test reliability, while content validity was used to test validity. Data was analyzed using both descriptive statistics by frequency, mean scores, standard deviation; and inferential statistics by the use of Chi-square tests technique. The study findings revealed that delegation of responsibility fosters shared leadership responsibility between head of schools and experienced teachers, as well as develops accountability and commitment among the teaching staff. The study concluded that the delegated teachers in different responsibilities are not given decision making powers. It was also concluded that head of schools delegates responsibility to some of the teachers especially the experienced ones than the new teachers. Based on the research findings and conclusions, the study recommended the Ministry of Education, Science, and Technology to develop a clear policy and increase efforts in training and retraining headmasters/mistresses on the proper delegation of responsibility for improving the quality of education in public secondary schools.
... employees to achieve organizational goals (Shahi, Farrokhsheresht, Taghipourian, & Aghajani, 2020). Productivity is the result of members who have good motivation in the work of the organization must motivate employees as well (Akpoviroro, Kadiri, & Owotutu, 2018). Therefore, it is sufficient to conclude that any organization that has employees with high performance motivation will help encourage the achievement of organizational goals. ...
In this edition, we publish the results of scientific work by researchers in the fields of economics, business, and management from 6 countries, namely, Indonesia, the Philippines, Thailand, France, Italy, and Germany. We have reviewed and processed scientific articles from various countries with the authors so that they become scientific works that we present in the January 2022 edition of TMJI.
We would like to thank all those who helped in the publication of this edition.
Thank you for all the hard work.
... President Donald J. Trump's primary personality-based leadership strength is a political ability to connect with critical constituencies, rally public support, and retain followers and self-confidence in adversity (Immelman, 2017). It can utilize the participative leadership style to motivate employees (Akpoviroro et al., 2018). Consensus on important causal beliefs for organizational adaptation and success developed over time (Carrington et al., 2019). ...
During the current COVID-19 pandemic, many state leaders must make decisions quickly. Quick decision-making also has a positive impact on society and the country. Leadership style greatly influences a president in managing a pandemic. As head of state, the President can use his executive power to solve problems, especially pressing ones. This study aims to examine the model of the President's leadership style in dealing with the COVID-19 pandemic in Indonesia. In addition, this model will be the basis for forming a particular program that focuses on developing leadership competencies and being an evaluation in urgent situations. This type of research is qualitative. The data used in this study is a literature study that focuses on using secondary data in the form of forty news media articles taken from March 2, 2020, to October 2020. The analysis of news media data was managed using Nvivo 12 Plus software through coding and cross-tabulation analysis. The results of this study are the model of President Joko Widodo's leadership style, applying various leadership styles in controlling the COVID-19 pandemic in Indonesia. This study concludes that the leadership style is inefficient in handling the COVID-19 pandemic, even though President Joko Widodo has directly taken over the handling of the crisis.
... employees to achieve organizational goals (Shahi, Farrokhsheresht, Taghipourian, & Aghajani, 2020). Productivity is the result of members who have good motivation in the work of the organization must motivate employees as well (Akpoviroro, Kadiri, & Owotutu, 2018). Therefore, it is sufficient to conclude that any organization that has employees with high performance motivation will help encourage the achievement of organizational goals. ...
We will investigating some function by human capital at performance by Islamic Bank of Thailand.We collect secondary funds from the annual reports of the Thailand’s Islamic Bank. Our investigation using an employee education and training investments data collection from the Thailand’s Bank and Thailand’s Islamic Bank, the Thailand’s Islamic Bank made and reported on employee health investments. and Thailand’s Bank, and an execution by the Thailand’s Islamic Bank and Bank of Thailand. During the time, start from 2006 until 2021. The data that we use are time series also; we make calculation from country by country for comparison also for conclusions derived from our research. Determining some direction from the influence of health investment, education investment, and the performances bythe Islamic Bank of Thailand. We used vector autoregressive analysis. We found that investment in employee health and education in the Islamic Bank of Thailand having some impact to performance of the Thailand’s Islamic Bank and conversely a performance the Thailand’s Islamic having a major beneficial influence as well to investment to human capital to the Thailand’s Islamic Bank with an indication of a positive causal relationship between the performance of Thailand's Islamic Bank by investing in employee health and education in the Islamic Bank of Thailand.
... It involves others in the decision-making process, they determine what to do and how to go about it. Using this style does not mean that the manager is weak rather it promotes innovation and creativity because a manager is not expected to know everything and that is why different knowledge and skills are employed for the achievement of organisational goals Akpoviroro et al. (2018) opined that although the leader maintains final authority, subordinates' input and consultation are highly valued as it involves a system of shared decision-making and open communication. It has been observed in schools that democratic school managers decentralise authority and decision-making. ...
This study seeks to investigate the influence of school climate and principal managerial styles on organisational commitment in public junior secondary schools in Oyo State, Nigeria. A descriptive research design survey type was adopted in this study. Three research questions were raised and answered, while two hypotheses were formulated and tested at a 0.05 per cent level of significance. The population consisted of 604 principals and 14,508 teachers from public junior secondary schools in Oyo state. The multistage sampling procedure uses the Simple Random Sampling technique to select 316 principals and 2,960 teachers. A mixed-method of two validated questionnaires, SCMSOCQ (α = 0.87), MSPQ (α = 0.89), and Key Informant Interview (KII) were used to collect data. The descriptive statistics of mean and percentages were used to analyse the demographic variables while inferential statistics of Factorial ANOVA were used to test hypotheses at a 0.05 level of significance. Discourse analysis was used for the interview. The result revealed that the transformational managerial style is mostly adopted by principals (weighted mean=3.38). Also, there is no interaction between school climate, and principal managerial styles but both are significant to organizational commitment (P<0.05). Based on the findings the study concludes that school climate and principal managerial styles can influence organisational commitment among public junior secondary school teachers in Oyo State. However, based on the results, recommendations were made to improve school climate and principals’ managerial styles that will enhance organisational commitment domain among public junior secondary school teachers in Oyo State.
... The findings of the study revealed that the democratic leadership style has a positive and significant impact on employee performance in private higher institutions. The findings of the study commensurate with the previous studies by Kalu and Okpokwasili (2018); AKpoviroro, Kadiri, and Owotutu (2018), Dike and Madubueze (2019). Kalu and Okpokwasili, (2018) revealed that the democratic leadership style in academic libraries has a positive influence on subordinates' job performance because it results in high employee productivity. ...
This study examined the impact of Democratic Leadership style on employees' performance in selected private Universities in Ota, Ogun State, Nigeria. The study gathered data through primary and secondary sources. The primary data was collected through a well-structured questionnaire circulated to three hundred and eighty (380) teaching staff of the selected universities. A proportionate stratified random sampling technique was adopted to determine the sample size of the sample. Cronbach's Alpha reliability test for the research instrument was 0.75, indicating a reliable instrument. Data collected was analyzed using Simple Linear Regression. The findings indicate that democratic leadership style has an impact on employees' performance in Nigerian private universities. The study recommends that the leaders should increase the level of democratic practice to spur employee performance in a greater rate. Also, the stakeholders of the private university should encourage the practice of democratic leadership style to further enhance employee performance.
... The informants also emphasized that the role of leaders is very important in improving business quality through employee productivity. The leadership style will have an important role in employee productivity (Akpoviroro et al., 2018;Parker et al., 2015). Interviews were directed at how the leadership role carried out was able to maximize employee skills, knowledge and capabilities. ...
Research aims: This study analyzes the role of leadership in improving employee productivity. The object of research was carried out at a start-up company engaged in the digital career development platform.Design/Methodology/Approach: The process of collecting data by conducting virtual interviews to gather information according to the research topic. Structured interviews were used in this study with the aim of obtaining systematic and specific information.Research findings: The results showed that the role of leadership is vital in increasing employee productivity. Theoretical contribution/ Originality: The six components that show the role of leadership in employee productivity include clarity of leadership functions, accuracy of competency-based employee placement, consistency of training programs, effectiveness of organizational strategy implementation, clarity of job description directions to employees, and a fair reward system based on contributions.Practitioner/Policy implication: This research has leadership implications for employee productivity. Leadership is very important in maintaining long-term business sustainability.Research limitation/Implication: This study is only limited to discussing the role of leadership to increase employee productivity accompanied by human resource strategies.
The leadership style of a leader will not only affect to achievement organizational goals, but also employee performance.
The purpose of this research was to portray productivity in a larger context than has previously been presented, using system analysis. The result was a single causal loop diagram describing productivity in a work setting. Information on the components affecting productivity and how they interact was gathered from the industrial and organizational psychology (I-O psychology) literature as researchers in that field have spent a great deal of effort on shedding light on the subject. Articles from well-known I-O psychology journals were selected for further analysis through a systematic literature search. From these articles, 45 causal loop diagrams (CLDs) were constructed based on the causalities described in their theoretical background sections and results. These CLDs were subsequently synthesized in two steps to create a single CLD describing productivity. The resulting CLD provides an opportunity to view productivity in the workplace in a wider context.
This article explores how Multi-Method qualitative research supports in-depth qualitative research, the positive and negative implications of the Multi-Method qualitative process in research and discusses the advantages, challenges, and limitations. Furthermore, this article has used a systemic literature review to show the triangulation of the data to validate and provide credibility by complementing the research results. These article further offers insights to the researchers who plan to conduct a Multi-Method qualitative study despite the critics in this field. For the Literature review, the researcher referred to 25 existing journal articles available digitally in the related area and carefully analysed them using descriptive research to develop this article with available data collected. This study concluded that the multi-method approach is a worthwhile procedure to overcome barriers in Mono-Method qualitative study, which mainly comprises analysing only one area of an issue. Therefore, Multi-Method enhances the validity of qualitative research on a management discipline research work.
Keywords: Multi-Method Approach, Qualitative Study, Triangulation
This article studied and compared the two nonprobability sampling techniques namely, Convenience Sampling and Purposive Sampling. Convenience Sampling and Purposive Sampling are Nonprobability Sampling Techniques that a researcher uses to choose a sample of subjects/units from a population. Although, Nonprobability sampling has a lot of limitations due to the subjective nature in choosing the sample and thus it is not good representative of the population, but it is useful especially when randomization is impossible like when the population is very large. It can be useful when the researcher has limited resources, time and workforce. It can also be used when the research does not aim to generate results that will be used to create generalizations pertaining to the entire population. Therefore, there is a need to use nonprobability sampling techniques. The aim of this study is to compare among the two nonrandom sampling techniques in order to know whether one technique is better or useful than the other. Different articles were reviewed to compare between Convenience Sampling and Purposive Sampling and it is concluded that the choice of the techniques (Convenience Sampling and Purposive Sampling) depends on the nature and type of the research.
The sine qua non of laissez-faire leaders is that they do nothing. Despite many managers’ belief that doing nothing does not impact performance, managers change employee behavior by their inaction as well as their action. Management nonresponse to desirable or undesirable employee performance changes future worker behavior for the worse. Some managers seem incapable of expressing their gratitude and appreciation to those employees who perform well and act as if their feedback philosophy should be one of “no news is good news.” Conversely, some supervisors hesitate to challenge employees needing corrective counseling and appear to endorse a “see no evil, hear no evil, speak no evil” management approach. Both practices lead to poor performance and supervisors who do nothing substantially damage their firms. Firms pay a high price for supervisors who do nothing.
Using a field experiment in the United Arab Emirates, we compared the impacts of directive and empowering leadership on customer-rated core task proficiency and proactive behaviors. Results of tests for main effects demonstrated that both directive and empowering leadership increased work unit core task proficiency, but only empowering leadership increased proactive behaviors. Examination of boundary conditions revealed that directive leadership enhanced proactive behaviors for work units that were highly satisfied with their leaders, whereas empowering leadership had stronger effects on both core task proficiency and proactive behaviors for work units that were less satisfied with their leaders. We discuss implications for both theory and practice.
In order to advance our knowledge of leadership, it is necessary to understand where the study of leadership has been. McCleskey (2014) argued that the study of leadership spans more than 100 years. This manuscript describes three seminal leadership theories and their development. Analysis of a sampling of recent articles in each theory is included. The manuscript also discusses the concept of leadership development in light of those three seminal theories and offers suggestions for moving forward both the academic study of leadership and the practical application of research findings on the field.
A vast array of knowledge has been accumulated on leadership and leadership effectiveness in particular with a large number of studies over the past years. However, the effect of leadership of managers on some behavioral aspects of employees that are not in the immediate interest of managers in organizations is relatively unattended by the leadership researchers. The effect of leadership on union commitment of employees is such an issue that has been least attended by researchers. The objective of this study is to examine the effect flaws exist between transactional and transformational leadership, organizational commitment, and union commitment of unionized employees. A sample of 380 employees from the 33 public sector organizations in Sri Lanka was drawn. The parallel model testing procedure based on Structural Equation Modeling (SEM) was used for testing the hypothesized models. The results revealed that transactional and transformational leadership has a direct effect and an indirect effect as well via union commitment on organizational commitment of employees.
This research examines the effect of leadership on financial performance of two Ghanaian banks. The autocratic, democratic and laissez-faire leadership styles theories have been extensively discussed. Correlational research design was employed to determine the predictive relationship between the independent variables (autocratic, democratic and laissez-faire leadership styles) and the dependent variable (financial performance). Multiple Regression test was used to test the hypothesis in the study. The result showed that, none of the leadership styles significantly predicted financial performance of the two banks. However, democratic leadership style was found to account for more variance in financial performance than autocratic and laissez-faire. The implications for practice and theory have been discussed.
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced by training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.
The main purpose of this paper is of twofold: to investigate the relationship among effective leadership and employees' job performance at TVS Pvt., Ltd., and Solamalai Automobiles Pvt,. Ltd., from Madurai and to assess the employees' preference over leadership behaviours out of transformational, transactional and laissez faire leaders. A quantitative research design had been employed for the present study. The research instrument consisted of 40 questions covering transformational, transactional and laissez faire leadership and the various performance variables. A total of 200 questionnaires were issued and received 158 valid replies. Descriptive statistics and the regression analysis were used to find out the most relevant leadership styles in the selected enterprise and the relationship of these leadership styles with the selected outcomes such as extra effort, effectiveness and satisfaction. From the study, it was concluded that the transformational leadership was able to predict extra-effort, effectiveness and satisfaction of the employees in the case of both full-scale and sub-scale models. In the case of Passive Leadership, it was observed a negative significance on extra-effort and effectiveness, but, not on satisfaction. This implies that the avoidant behaviour was not at all satisfying the employees in any sense. The Transactional Leadership did not have any significant predictability in the level of Extra Effort, Effectiveness, or Satisfaction. However, when one of the sub-scale of Transactional Leadership (i.e. Management by Exception (Active) was reversed, it significantly predicted Effectiveness and Satisfaction but not Extra Effort.