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[Nonyelum et. al., Vol.6 (Iss.10): October 2018] ISSN- 2350-0530(O), ISSN- 2394-3629(P)
(Received: September 19, 2018 - Accepted: October 27, 2018) DOI: 10.5281/zenodo.1486229
Http://www.granthaalayah.com ©International Journal of Research - GRANTHAALAYAH [232]
Management
IMPACT OF DEMOCRATIC LEADERSHIP STYLE ON JOB
PERFORMANCE OF SUBORDINATES IN ACADEMIC LIBRARIES IN
PORT HARCOURT, RIVERS STATE, NIGERIA
Kalu Dolly C 1, Okpokwasili Nonyelum P. *2
1 Librarian II, The Library, Rivers State University, PMB 5080, Nkpolu-Oroworukwo, Port
Harcourt, Nigeria
*2 Associate Professor, Department of Library and Information Science, Faculty of Education,
Rivers State University, PMB 5080, Nkpolu-Oroworukwo, Port Harcourt, Nigeria
Abstract
The study focused on the influence of democratic leadership style on job performance of
subordinates in academic libraries in Port Harcourt, Rivers State, Nigeria. The research design
adopted for the study was a survey, while the 74 professional and para-professional staff working
in the libraries studied were the respondents. Data collection was through questionnaire instrument
titled “Democratic Leadership Style on Job Performance of Subordinates in Academic Libraries
(DLSJPSAL)” made up of of five (5) item statements. Research question was answered using
frequency counts, total score and means. Findings of the study revealed that democratic leadership
style in academic libraries studied has positive influence on subordinates’ job performance because
it results in high employees’ productivity. This style of leadership tends to have work groups that
were very productive and subordinates showed a high degree of satisfaction on the job. Among
others, the researchers recommended that heads of academic libraries should be encouraged to
adopt democratic leadership style since it yields higher result in job performance of subordinates
and consequently to users’ satisfaction with library services.
Keywords: Democratic Leadership Style; Job Performance; Subordinates; Academic Libraries;
Rivers State; Nigeria.
Cite This Article: Kalu Dolly C, and Okpokwasili Nonyelum P.. (2018). “IMPACT OF
DEMOCRATIC LEADERSHIP STYLE ON JOB PERFORMANCE OF SUBORDINATES IN
ACADEMIC LIBRARIES IN PORT HARCOURT, RIVERS STATE, NIGERIA.” International
Journal of Research - Granthaalayah, 6(10), 232-239. https://doi.org/10.5281/zenodo.1486229.
1. Introduction
Leadership involves inducement, persuasion and motivation of subordinates to enable them
contribute willingly to the organizational goals based on the employee’s maximum capabilities
(Nwachukwu, 2000). In libraries, like any other establishment, there are leaders whose behaviour
and personality traits influence others to perform their legitimate duty. In other words, leaders
[Nonyelum et. al., Vol.6 (Iss.10): October 2018] ISSN- 2350-0530(O), ISSN- 2394-3629(P)
(Received: September 19, 2018 - Accepted: October 27, 2018) DOI: 10.5281/zenodo.1486229
Http://www.granthaalayah.com ©International Journal of Research - GRANTHAALAYAH [233]
must possess style which enable them achieve desired goals through proper co-ordination and
direction of the path goal. Leadership style could be described in various ways. It refers to the
underlying needs of the leader that motivate his behaviour (Siskin, 1994; Okeniyi, 1995).
Additionally, leadership style is the manifestation of the dominant pattern of behaviour of a leader
(Olaniyan, 1999; Okurumeh, 2001). It is also a process through which persons or group influence
others in the attainment of group goals (Akinwumiju and Olaniyan, 1996; Adeyemi, 2010). As
these styles determine, to a large extent, what leaders see and how they respond to situations around
them.
Leadership can be defined as a process whereby an individual influence a group of individuals to
achieve a common goal (Northouse, 2007). However, good leaders must understand that cordial
relationships with all establishment shareholders will make the organization to succeed.
Employees are the most important assets in establishments, without which, the objectives may not
be achieved. Ali, Elmi and Mohammed (2013) maintain that although many factors may influence
the performance of an organization, there can be little doubt that the quality of leadership available
to it will be one of the most critical determinants of ultimate success. Leadership behavior plays
a very important role in enhancing employees’ job satisfaction, work motivation and work
performance. Mwita, (2000) sees performance as a major multidimensional construct aimed to
achieve results and has a strong link to strategic goals of organization. The influence of any style
of leadership on the workforce, especially on the subordinate librarians will be bearable if the
library leadership will achieve set goal. Each leadership style has effect on the job performance
of librarians, who are the “engines” saddled with the task of bringing library vision and mission
into reality. A good understanding of this impact is vital in supporting human resources
development in libraries and is likely going to be a key factor in determining the success of both
the head librarian as a leader, his subordinate librarians and the library organization as a whole.
Mgbodile (2004) states that despite the varying terminologies used by experts to describe
management styles of leadership, it has been generally agreed that style used by men in leadership
position can be put into three main types namely; autocratic, democratic and liassez-faire
leadership styles. Each of these leadership styles has impact on subordinate job performance in the
library.
This study is limited to head librarians who adopt democratic leadership style while dealing with
subordinates and how it affects the job performance of employees of academic libraries in Rivers
State. Though there are many academic libraries in Port Harcourt, Rivers State, this study was
carried out in these four (4) academic libraries in Rivers State as follows: University of Port
Harcourt Library; Rivers State University Library, Port Harcourt; Ignatius Ajuru University of
Education Library, Port Harcourt and Captain Elechi Amadi Polytechnic Library, Rumuola, Port
Harcourt.
To achieve the purpose of this study, the following question was posed to guide and direct the
study:
What is the influence of democratic leadership style on job performance of subordinates in
academic libraries in Rivers State?
[Nonyelum et. al., Vol.6 (Iss.10): October 2018] ISSN- 2350-0530(O), ISSN- 2394-3629(P)
(Received: September 19, 2018 - Accepted: October 27, 2018) DOI: 10.5281/zenodo.1486229
Http://www.granthaalayah.com ©International Journal of Research - GRANTHAALAYAH [234]
Does democratic leadership style adopted by some heads of academic libraries have any impact
on job performance of subordinates? Common observation in the library system shows that the
style of leadership of the head librarian could perhaps have serious impact on subordinates’ job
performance. So the subordinates in these libraries who are saddled with the responsibility of
providing effective services are perhaps not satisfied with their jobs. The problem of this study
therefore was to determine if there is an impact of librarians’ leadership style on subordinates’ job
performance in academic libraries in Rivers State, Nigeria. In addressing this problem, the
following research question was raised: What influence does democratic leadership style has on
job performance of subordinates in academic libraries in Rivers State, Nigeria?
2. Review of Literature
Performance could be described in various ways. It could also be described as the ability to
combine skillfully the right behaviour towards the achievement of organizational goals and
objectives (Olaniyan, 1999). Teachers’ job performance could be described as the ability of
teachers to combine relevant inputs for the enhancement of teaching and learning processes
(Akinyemi, 1993; Okeniyi, 1995). However, Peretemode (1996) argued that job performance is
determined by the worker’s level of participation in the day to day running of the organization. It
is noted that employees behave differently under different situations.
Mgbodile (2004) states that despite the varying terminologies used by experts to describe
management styles of leadership, it has been generally agreed that style used by men in leadership
position can be put into three main types; autocratic, democratic and liassez-faire leadership styles.
Three styles of leadership have also been identified by researchers (Liberman, Beverly &
Alexander., 1994). The democratic style of leadership emphasizes group and leader participation
in the making of policies. Decisions about organizational matters are arrived at after due
consultation and communication with various people in the organization. The leader attempts as
much as possible to make each individual feel that he is an important member of the organization.
Communication is multidirectional while ideas are exchanged between employees and the leader
(Heenan and Bennis, 1999). In this style of leadership, a high degree of staff morale is always
enhanced (Mba, 2004).
Democratic style of leadership is also known as participative style due to the fact that it encourages
one or more employees to be part of the decision making process (determining what to do and how
to do it). Nevertheless, it is the leader who makes the final decision and maintains authority.
Democratic style strengthens the position of the leader who is respected by his employees.
Managers are not expected to be families with everything that is why they employ knowledgeable
and competent employees. This leader sees the subordinates as partners in progress and
encourages participation in matters/decisions affecting the subordinates. Such leaders achieve
results by team work. The subordinates’ job performance is usually high as team members feel
involved or are part of decision making and work with enthusiasm. Several researchers have
revealed that people-oriented (democratic) is more effective than production oriented (autocratic).
Mba (2004) states that in this style of leadership, high degree of staff morale is always enhanced.
Nwaigwe (2015) in her study on the “influence of head librarians leadership styles on job
satisfaction of librarians’ in tertiary institution libraries in Imo State, Nigeria”, found out that
democratic leadership style was the commonest style of leadership adopted by head librarians in
[Nonyelum et. al., Vol.6 (Iss.10): October 2018] ISSN- 2350-0530(O), ISSN- 2394-3629(P)
(Received: September 19, 2018 - Accepted: October 27, 2018) DOI: 10.5281/zenodo.1486229
Http://www.granthaalayah.com ©International Journal of Research - GRANTHAALAYAH [235]
tertiary institutions. Out of a population of sixty-five (65) respondents who were part of the survey,
33(54%) of respondents posed for Democratic style, 18(30%) for Autocratic and 10(16%) for
laissez-faire leadership styles. This finding is in agreement with earlier findings by Ajibade (2010),
where he asserted that democratic leadership style is the most commonly used leadership style.
The result reveals that democratic leadership style has greater influence on subordinate job
performance, followed by autocratic and laissez-faire leadership style. From her study head
librarians who adopt democratic leadership style are most likely to have high performance level
from subordinates. Employees are most satisfied with democratic leadership because their opinion,
comment and suggestions are needed for decision making (Obi, 2003). It also agrees with the
findings of Iyaiya (2000) and Ezeuwa (2005), where they concluded that democratic leaders see
their subordinates as colleagues and partners in progress with objective ideas for solving
organizational problems. Nwaigwe (2015) in her findings revealed that though democratic
leadership style is commonly adopted by head librarians autocratic and laissez-faire leadership
styles have influence on job performance of subordinates.
Omeka and Onah (2012) carried out a study on “the influence of principals’ leadership styles on
secondary school teachers’ job satisfaction. The purpose of the study is to determine the significant
difference in the mean ratings of male and female teachers on the influence of principals’
leadership styles on their job satisfaction. Descriptive survey was used. The population of study
was 280 teachers. The instrument for data collection was questionnaires and data collected were
analysed using mean values and standard deviation while the t-test statistic was used in testing the
null hypothesis. Findings of the study showed that the three leadership styles were adopted by
secondary school principals; the dominant leadership style is autocratic leadership style but only
democratic leadership exerts a positive influence on their job satisfaction. Also, all the teachers
irrespective of gender agreed that democratic leadership enhance their job satisfactions. The study
recommended that principals should undergo in-service and refresher courses on the modern
rudiments of leadership style; appointment of principals should be based on competence and
dedication to duty and school administrators should give teachers more opportunities to participate
in decision making.
3. Methodology
The study adopted a descriptive. survey method. This design was borne out of the fact that the
survey focused on sample population of democratic leadership style and its impact on subordinate
job performance in academic libraries in Rivers State.
The institutions studied are all located in Rivers State which is one of the thirty-six (36) states in
Nigeria and was created on 27th May 1967, with Port Harcourt as the state capital. Interestingly,
Port Harcourt is the largest city and is economically significant as the centre of Nigeria’s old
industry. The state is made up of twenty-three Local Government Ares. Rivers State is bounded
on the South by the Atlantic Ocean, to the North by Imo, Abia and Anambra States, to the East by
Akwa Ibom State and to the West by Bayelsa and Delta States. It is home to many indigenous
ethnic groups: Ikwerre, Ibani, Opobo, Eleme, Okrika, and Kalabari, Etche, Ogba, Ogoni, Engenni
and others. Rivers State has two major oil refineries, two major seaports, airports, and various
industrial estates.
[Nonyelum et. al., Vol.6 (Iss.10): October 2018] ISSN- 2350-0530(O), ISSN- 2394-3629(P)
(Received: September 19, 2018 - Accepted: October 27, 2018) DOI: 10.5281/zenodo.1486229
Http://www.granthaalayah.com ©International Journal of Research - GRANTHAALAYAH [236]
University of Port Harcourt one of the tertiary institutions in Rivers State was established by the
Federal Government in 1975. Rivers State University, Port Harcourt founded in 1980 by the State
Government; the School of Health Technology, Port Harcourt, established by the state
government; the Federal College of Education (Technical), Omoku; and the state-owned Rivers
State Polytechnic at Bori; the Rivers State University of Education (Ignatius Ajuru University with
three campuses at Rumuolumeni, St John and Ndele) and the School of Nursing and Midwifery at
Rumeme, Port Harcourt. The Rivers State College of Arts and Science in Port Harcourt gained
polytechnic status in 2016, now called Captain Elechi Amadi Polytechnic.
The population of the study is 74. This comprises of all the professionals and para-professionals
of the academic libraries studied namely; University of Port Harcourt (41; 22 professionals and 19
para-professionals), Ignatius Ajuru University of Education (10; 7 professionals and 3 para-
professionals), Rivers State University (16; 11 professionals and 5 para-professionals), and
Captain Elechi Amadi Polytechnic Libraries (7; 3 professionals and 4 para-professionals); all in
Port Harcourt. The entire population of 74 was used as sample for this study since it is not too
large and can be conveniently managed by the researchers.
The study used a researcher-made questionnaires’ as the basic research instrument titled
“Democratic Leadership Style on Job Performance of Subordinates in Academic Libraries
(DLSJPSAL)” consisting of five (5) item statements which is a collection of questions put together
to answer the research questions. The questionnaire instrument consists of the questions asked to
seek respondents’ opinion on the various item statements of the subject of study. It consisted of a
five- point Likert scale questionnaire developed to provide the respondents ease of answering the
questions as per their level of agreement (McLeod, 2008). The Likert scale follows the format of:
1) Strongly Agree (SA); 2) Agree (A); 3) Disagree (D) and 4) Strongly Disagree (SD).
The face validity of the instrument was determined by two experts in Library and Information
Science, and Measurement and Evaluation who examined the purpose of the study and research
questions alongside with each item of the instrument in order to determine whether the instrument
actually measured what it is supposed to measure. The observations made by the experts were used
to effect necessary corrections on the instrument before it was finally administered to the
respondents. The reliability of the instrument was trial-tested in Imo State University, Owerri
Library. Split-half method was used to test the reliability of the questionnaire instrument. Their
responses were analysed using the Pearson Product Monument Correlation (PPMC) giving a
correlation coefficient (r) is 0.94. This shows that the instrument is very strong and reliable to
gather data for the study. The researchers personally administered the data collection instrument
to the respondents with the help of the library staff that work in the libraries studied. For an
accurate and effective analysis of data and findings, the data collected were analysed using
frequency counts and means for research question
4. Data Analyses and Interpretation
Data Analyses Based on Research Question
Research Question: What is the influence of democratic leadership style on job performance of
subordinates?
[Nonyelum et. al., Vol.6 (Iss.10): October 2018] ISSN- 2350-0530(O), ISSN- 2394-3629(P)
(Received: September 19, 2018 - Accepted: October 27, 2018) DOI: 10.5281/zenodo.1486229
Http://www.granthaalayah.com ©International Journal of Research - GRANTHAALAYAH [237]
Table 1: Influence of Democratic Leadership Style on Job Performance of Subordinates (N=74)
S/N
Items Statement
Categories
Total
Score
xxx
Mean
( ) (Total
Score÷74)
Remarks
SA
(4)
A
(3)
D
(2)
SD
(1)
1
Results in high
employees’
productivity
Freq.
17
24
15
18
188
2.54
Positive
Score
68
72
30
18
2
Reduces the need for
control and formal
rules and procedures
Freq.
16
23
19
16
187
2.53
Positive
Score
64
69
38
16
3
Results in low
employees absenteeism
and turn over
Freq.
15
18
25
16
180
2.43
Negative
Score
60
54
50
16
4
Develops competent
people who are willing
to give their best.
Freq.
23
19
15
17
196
2.65
Positive
Score
92
57
30
17
5
Tends to develop
subordinate who think
for themselves and
seek responsibility.
Freq.
28
20
14
12
212
2.86
Positive
Score
112
60
28
12
Researchers’ Field work 2017; Criterion Score = 2.50
Table 1 presents data from responses by respondents on impact of democratic leadership style on
the job performance of subordinates. Items 1-5 are the different statements pertaining to the
variable; democratic leadership style under the four categories of Strongly Agree (SA), Agree (A),
Disagree (D), and Strongly Disagree (SD). Table 1 showed that items 1(Results in high
employees’ productivity), 2(Reduces the need for control and formal rules and procedures), 4
(Develops competent people who are willing to give their best) and 5 (Tends to develop
subordinate who think for themselves and seek responsibility) with their corresponding mean
scores of 2.54, 2.53, 2.65 and 2.86 are rated positive as the impact of democratic leadership style
on job performance of subordinates, item 3 (Results in low employees absenteeism and turn over)
was rated negative.
Analysis from Table 1 revealed that democratic leadership style results in high employees’
productivity, reduces the need for control and formal rules and procedures, develops competent
people who are willing to give their best and develops subordinate who think for themselves and
seek responsibility. The result of this is that subordinates job performance is usually high as tem
members feel involved or are part of decision making and work with enthusiasm. This finding is
similar to Ojokuku, Odetayo, & Sajuyigbe (2012) where they found that democratic leadership
style, in which employees are allowed to have sense of belonging, believed higher responsibility
can be carried out with little supervision, and leaders help followers achieve their visions and
needs, enhance organizational efficiency. This had been supported by Iqbal, Anwar & Haider
(2015) and Bhatti, Maitlo, Shaikh, Hasmi & Shaikh. (2012). This is further supported by Iqbal, et
al. (2015) who stated that under the influence of democratic leadership employees to some extent
have discretionary power to do work that leads to a better performance. Therefore, democratic
leadership produces more motivated employees that eventually lead to an increased performance.
[Nonyelum et. al., Vol.6 (Iss.10): October 2018] ISSN- 2350-0530(O), ISSN- 2394-3629(P)
(Received: September 19, 2018 - Accepted: October 27, 2018) DOI: 10.5281/zenodo.1486229
Http://www.granthaalayah.com ©International Journal of Research - GRANTHAALAYAH [238]
Omeka and Onah (2012) are of the view that only democratic leadership exerts a positive influence
on job performance and satisfaction. Democratic leadership style results in high employees’
productivity, reduces the need for control and formal rules and procedures, develops competent
people who are willing to give their best and tends to develop subordinates who think for
themselves and seek responsibility.
5. Conclusion and Recommendations
Based on the results, democratic leadership style has a significant positive impact on academic
library staff subordinates job performance. This indicates that when democratic leadership style
approach is practiced, performance of subordinates would increase. Therefore, library heads are
encouraged to adopt democratic leadership style and involve team members in the decision making
process since it is confirmed that performance of employees is the best under this style of
leadership. Academic library heads should encourage innovation, team work and creativity that
lead to job satisfaction, increased productivity and subsequently increased performance.
Based on the findings of the study, the researchers recommend that:
• Head of academic libraries should be encouraged to adopt democratic leadership style since
it yields higher result in job performance of subordinates.
• Leaders should try as much as possible to maintain cordial relationships with their
subordinates.
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*Corresponding author.
E-mail address: nwedol@ yahoo.com/nonyesil@ yahoo.com
