THE ROLE OF MANAGERIAL LEADERSHIP IN CORPORATE GOAL ATTAINMENT (A CASE STUDY OF DANGOTE FLOUR MILLS PLC.) BY EZE CHARLES PG/MBA/11/60598 DEPARTMENT OF MANAGEMENT FACULTY OF BUSINESS ADMINISTRATION UNIVERSITY OF NIGERIA ENUGU CAMPUS AUGUST, 2012

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TITLE The Role of Managerial Leadership in Corporate Goal Attainment (A Case Study of Dangote Flour Mills) By Eze Charles PG/MBA/11/60598 In Partial Fulfilment of the Requirement for the Award of Masters in Business Management (MBA) Department of Management Faculty of Business Administration University of Nigeria Enugu Campus Supervisor: Dr. E.K. Agbaeze August, 2012

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APPROVAL

This thesis has been approved for the Department of

Management, Faculty of Business Administration, University of

Nigeria, Enugu Campus. ________________ _________________ Dr. E.K. Agbaeze Dr. C.A. Ezigbo Project Supervisor Head of Department ____________________ ___________________ Date Date __________________ External Examiner ----------------- Date

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CERTIFICATION

I, EZE CHARLES, a Postgraduate student in the

Department of Management, Faculty of Business

Administration, University of Nigeria, Enugu Campus with

Registration Number PG/MBA/11/60598 certify that the work

contained therein is original and has not been submitted in part

of full for any other Diploma or Degree in this or any other

institution. _________________ Eze Charles PG/MBA/11/60598

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DEDICATION

I dedicate this work to the Almighty God for His mercies

and loving kindness and goodness towards

me.

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ACKNOWLEDGEMENT

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 I give all the glory.

To my Supervisor Dr. E.K. Agbaeze, I remain eternally

grateful, knowing you is a blessing to me. I appreciate you for

all the useful corrections that were done without delay and most

especially your encouragement. May God bless you forever.

I quite appreciate the effort of Head of Department of

Management, Dr. C.A. Ezigbo, ensuring this work is properly

done.

I am grateful to the Dean of Faculty of Business

Administration, Prof. U.J.F. Ewurum, for his encouragement and

moral support which enhanced the successful completion of this

study, Dr. J.J. Onwumere, Mrs. N. Modebe, Mr. S.N. Kodjo, Dr.

V.A. Onudugo, Dr. O. Ugbam, Dr. B.I. Chukwu, other lecturers

in the Department of Management and Faculty of Business

Administration in University of Nigeria Enugu Campus whose

untiredly effort made my academic pursuit a success.

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My unalloyed appreciation goes to Bar. Uti for his

encouragement which gave me a lot of inspiration and

enthusiasm to pursue the programme with determination.

I also wish to express my profound gratitude to my

colleagues Mr. Maxwell Duru and Engr. Nwankwo Ndubuisi I.

and Mr. Onyema. you are a friend indeed, and my beloved sister

Mrs. Edna Nwobodo more grease to your elbow remain blessed.

My profound gratitude to my precious wife, a virtuous

woman Mrs. Bridget O. Eze and my lovely son Master Philemon

Enuoma Eze who prayed and had to contend with my continued

stay away from home in the course of my academic pursuit.

To everybody acknowledged I pray, may God grant you

your heart desires in Jesus Name, Amen.

Once again, I thank God Almighty for mercy, strength and

wisdom to surmount all odds to acquire a higher degree.

Eze

Charles

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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

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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

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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

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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

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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

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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

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LIST OF FIGURES

Figure 1:The Managerial Grid................................................... 26

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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.

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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

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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.

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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

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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.

1.2STATEMENT OF THE PROBLEM

Managerial leadership refers to the kind of direction which

management at any level gives to the organization in order to

achieve the objectives and/or goals of the enterprise. But there

is no Universally accepted approach, the approaches to and

styles of leadership differ from organization to organization.

Even as an individual to individual even within the same

organization. Even an individual manager should not (and must

not) use one approach or style of leadership all the time for

obvious reasons. But it is widely believed that leadership in

whatever form or style impacts either positively or negatively on

organizational performance. The question is "what type of

leadership?" because the corproate goal attainment of the

company depends to a very large extent on its leadership. This

study sets out to ensure the question: To

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what extent does managerial leadership of Dangote Flour Mills

Plc, Calabar influence the attainment of the company's

objectives.

1.3OBJECTIVES OF THE STUDY

The objectives of this study are categorized into two:

i. General Objectives

ii.Specific Objectives

i. General Objectives of the Study

The general objective of this study is to determine whether there

is a relationship between managerial leadership and goal

attainment in an organization.

ii. Specific Objectives

The specific objectives of this study include the following

i.To determine the effect of managerial leadership on corproate

goal attainment in Dangote Flour Mills Plc., Calabar.

ii.To identify the factors that encourages or discourages

effective managerial leadership in the company

being studied.

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iii.To investigate to what extent the employees of the

company appreciate the leadership style of their

managers'

iv.To find out whether the attainment or otherwise of these

goals was due to effective or efficient managerial

leadership.

v.To establish whether the goals of the company were

achieved during the period under study.

vi.To establish whether there could be tasks, the

performance of which require very little or no

managerial leadership.

vii.To identify any other factor(s) which may have

contributed to the attainment of goals during this

period.

viiiTo make recommendations based on the findings of the

study.

1.4RESEARCH QUESTIONS

In order to achieve the objectives of this study, the

following research questions are raised to aid the research

effort:

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i.Is there any relationship between managerial leadership style

and the attainment of corporate goals in Dangote Flour

Mills, Plc., Calabar.

ii.Do employees of Dangote Flour Mills Plc., Calabar appreciate

the leadership style of their managers/supervisors?

iii.To what extent does the management of the company enjoy

the cooperation of their workers?

iv.What were the goals of Dangote Flour Mills Plc., Calabar

between 2011 and 2012?

v.Have the goals of the company been achieved during the

period under study?

vi.Was the attainment or otherwise of these goals due, in the

main, to the quality of managerial leadership of the

company during the period?

vii.What are the factors that enhance or inhibit managerial

leadership in Dangote Flour Mills Plc, Calabar?

viiiAre the employees of Dangote Flour Mills Plc, Calabar

adequately motivated to enhance productivity?

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ix.Are there tasks, which could be successfully performed

without the guidance and direction of the leadership or

management of the company?

1.5OPERATIONAL HYPOTHESES

The following hypotheses have been formulated for this

study:

1.Ho:There is no significant relationship between managerial

leadership and corproate goal attainment.

H1:There is a significant relationship between managerial

leadership and corproate goal attainment.

2.Ho:There is no significant relationship between the Leadership

Styles of the Managers and the Productivity of

Employees.

H1:There is a significant relationship between the Leadership

Styles of the Managers and the Productivity of

Employees.

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3.Ho:There is no significant relationship between employee

motivation and attainment of corproate goal.

H1:There is a significant relationship between employee

motivation and attainment of corproate goal.

1.6SIGNIFICANCE OF THE STUDY

The significance of any research study lies in the

application of its findings for operational purposes. The

significance of this is to prove or disprove whether managerial

leadership is necessary for the attainment of corproate goals in

Dangote Flour Mills Plc, Calabar. The study highlights the

significance of managerial leadership to employees'

performance so that the management of the company would be

guided in her strategic decisions.

Furthermore, the study will provide more knowledge in the

study of organizational leadership and its effects on

organizational outcomes.

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1.7 SCOPE AND LIMITATIONS OF THE STUDY

This research study is limited to Dangote Flour Mills Plc.,

Calabar, locate at the Calabar Free Trade Zone, Calabar with

particular reference to its activities between 2000 and 2005.

The study attempts to establish the impact of managerial

leadership on the corporate goal attainment of the company.

Because of the distance of the company's location from

the researcher, the study will be constrained by increased

financial outlay and time. Lack of research materials will limit the

scope of this study.

1.8 ORGANIZATIONAL OF THE STUDY

This study is divided into five chapters. Chapter one

introduces the subject matter of leadership and highlights a

general overview of the study. Chapter two reviews related

literature covering what various authors have written concerning

the topic. Chapter three dwells on research methodology. This

specifies various methods used in conducting the research. In

chapter four, presentations, analysis and discussion of data are

done. In this chapter,

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hypotheses are tested and findings discussed. Chapter five

presents the summary of findings, conclusions and

recommendations of the study.

1.9 DEFINITION OF TERMS

The operational definitions of the terms used in this study

are as follows:

! Goal Attainment

Accomplishing a mission to achieve an objective> this is what

justifies the very existence of any organization.

! Leadership

A process of guiding and directing people, and influencing their

behaviours positively for the benefits of the group to which

they belong. In this study, it is used interchangeably with

management.

! Management

The term "management" is considered as a group of people a

the helm of affairs in an organization. It is used here to

mean the same thing as leadership.

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! Managerial Leadership

This means leadership by the management or supervisory cadre

of the organization.

! Managerial Performance

The degree of how well or badly the management of the

organization has carried out her functions.

! Organization

A social and/or economic entity with some set goals, the

attainment of which all members? efforts are geared

towards.

! Organizational Goals

Means the specific, quantifiable or measurable objective of an

organization.

! Situation Substitutes

Situations or factors which naturally make employees to act in

particular ways without recourse to the leadership of the

organization.

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CHAPTER TWO

LITERATURE REVIEW

Management scholars and theorists defines leadership in

different ways. While some argue that leadership is a process of

influencing people towards the attainment of group goals, others

see it as a process of directing the behaviour of others towards

the accomplishment of some objectives.

Hodgetts (1990) defines leadership as the directing of

immediate subordinates, the ability to influence other people

towards the attainment of goals, an influence process directed

at shaping the bahaviour of others, and the process of

influencing individual or group activities towards the

achievement of enterprise objectives. He saw leadership as part

of the management process.

On this part, Mullins (1998) see leadership as a dynamic

process, which is related to motivation and the process of

communication. He maintained that it is difficult to generalize

about leadership, but essentially that it is a relationship through

which one person influences the behaviour of other people. In

Mullin's view, a more specific distinction that

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draws attention to the relationship between leadership and

communication sees leadership as "interpersonal influence that

exercise in a situation and directed through the communication

process towards the attainment of a specific goal". Inyang

(2001) defines leadership as the "process of influencing group

activities towards goal setting and goal attainment, an act or

process of influencing people so that they strive willingly and

enthusiastically towards the realization of group goal".

The terms "leader' and "leadership" appear to be two

inseparable concept, and perhaps an understanding of who a

leader is, would enhance our understanding of the concept of

leadership. In order to broaden our understanding of the two

related concepts, leader and leadership. Gbadamosi and

Adebakin (1996) maintained that a leader is one who inspires

others to work willingly towards the achievement of a goal

through maximum application of his personal capabilities and

qualities. In other words, people are said to be leaders only to

the extent that they succeed in their attempt to influence others

to work towards the ultimate achievement of the goals

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the leader and the others believe in. In doing so, the leader is

expected to have some basic attributes such as skills,

intelligence, determination, imagination, endurance and

courage. Accordingly, they defined leadership as the "process

of influencing and directing the activities of an organized group

towards the achievement of the group or organizational set

objectives".

In his contribution, Etuk (1995: p.120) observes that "a

leader is a person who influences others in the direction of his

goals". In an organizational or group context, he further

observes, the leader's goal would be an identical with those of

the group. Thus, he defines leadership as "the managerial

function of motivating an organization's personnel towards the

attainment of organizational goal".

In his contribution, Ihejiamaizu (2003) opines that

"leadership involves sharing power and influence, but the leader

is one who is able to unite people in pursuit of organizational

goals". He went further to stress that "leadership is the matter

of degree, the strength of influence depends on the personal

qualities of the leader as related to

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the qualities of those that he attempts to influence and the

situation in which the group finds itself, and that is every,

organization, there are four kinds of people; those who watch

things happen, those who do not know what is happening and

those who make things happen. The leader is the one who

make things happen through other people, and his greatest

quality is the capacity to coordinate and motivate others to

achieve desired ends.

In his contribution Kreitner (1995) defines leadership as a

social influence process in which the leader seeks the voluntary

participation of subordinate in an effort to reach organizational

objectives. To encourage voluntary participation, he believes

leaders have to supplement any authority or power they posses

with their person attributes and social skill observing that "a

good leader is some one who can send you to hell and make

you look forward to the trip.'' Distinguishing between managers

and leaders, Neckel (1999) maintained that while man brace

and manage change. The defined leadership as" creating a

vision for others to follow, establishing corporate values and

entries and transforming the

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way the organization does business in order to improve its

effectiveness and efficiency " (Ncckel 1999:p.376).

Bateman and Snell (1999:409) distinction between supervisory

leadership and strategics leadership. According to therein

"support and correctives, while "strategic leadership is

behaviours that gives purpose and meaning to organizations".

They posited that, in modern business environment, strategic

leadership need to be actively performed by people throughout

the organization, not just a few people at the top.

From the forgoing, we can conclude that managerial

leadership is a social and dynamic process through which

managers shape the behaviours and activities of their

subordinates without the use of corrective influence, eliciting the

subordinate voluntary participation in an organized effort to

attain organizational goal(s). Managers attempt to encourage

their subordinates to think and acts strategically and behave like

complete business people. It is the leadership that create vision

for the organization and causes other to bring the visions to

fruition.

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Because managers are always appointed not assumed, it is

always formal and not informal.

2.1APPROACHES TO THE STUDY OF AND

UNDERSTANDING LEADERSHIP THEORIES

According to Grffin (1990) there are basically three

approaches or models to the study of, understanding leadership

theories. these approaches or models are;

1. the trait approach.

2. the behavioural approaches and

3. the situational (or contingency) Approach.

2.1.1 The Trait Approach

According to Bateman and Snell (1999), the Trait

approach is a leadership perspective that focus on individual

leaders and attempt to determine the personal characteristics

that great leaders share.

They maintain that the trait approach assumes the

existence of leaders are born, and not made.

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Supporting this opinion, Griffin (1990: p. 406) opined that,

the underling assumption of the tract model is that "there exist

some basic trait or set of traits that differentiate leaders from

non-leaders". Therefore of those traits could be defined, it is

believed, potential leaders could be identified. Leadership traits,

it was thought, included among others, intelligence,

assertiveness, good physical appearance, good vocabulary, self

confidence and similar attributes. But research into leadership

characteristics proved the assumption of the trait theory wrong,

that there was no common traits shared by leaders and that

great leaders were not necessary born, they could be made.

Griffin (1990: p.180) submits that "rather than those traits

being the cause of leadership, however, it might be that

successful leaders begin to display those traits after they have

achieved leadership position".

Since the results of the studies on the trait theory were

disappointing and frustrating, many researchers gave up trying

to identify traits as predictors of leadership ability.

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One of such researchers was McGregor (1960) who, in his

famous theory X and Y postulated that the leader's assumption

about people override any peculiar trait(s) of the leader in his

leadership ability. The theory X leader or manager by

McGregor's estimation has negative assumptions about people,

that on the average, people dislike work and would avoid it if it

were possible, that because of this inherent dislike for work,

tight control, direction and coercion are necessary, and that the

people prefer to be directed, wish to avoid responsibility, have

relatively little ambition, and above all, want security. A leader

or manager who has these assumptions about people will tend

to be authoritative in his leadership behaviour.

On the other hand, the theory Y manager or leader has

positive assumptions about people, that the expenditure of

physical and mental effort in work is as natural as play or rest,

that external control is necessary if people are made to be

committed to agreed goals, that commitment to objective is a

function of reward associated with their achievement, and that

the average human being under normal conditions, learns not

only to accept responsibility.

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McGregor's theories paved the way to the study of

leadership from different perspectives such as the behavioural

and situational perspectives. As Higgion (1999) pointed out,

McGregor's contribution was the first and perhaps the only

theory that linked assumption to actions.

2.1.2 The Behavioural Approaches

After unsuccessful attempt through the trait approach to

discover common traits that could predict leadership success,

researchers started to investigate other variables, especially the

behaviours or actions of leaders. Thus attention shifted from

what leaders were like to what leaders actually did. The new

hypothesis was that, the "behaviour' of effective leaders. Hence,

the goal was to develop a fuller understanding of leadership

behaviours, and a set of theories that attempted to explain these

behaviours came to be known as "behavioural theorists".

Robbins, Coulter (2000: p. 74) defined behavioural

theories as "theories identifying behaviours that differentiate

effective leaders from ineffective leaders". Among the

behavioural approach studies undertaken were:

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a)Ohio State University (OSU) Studies

b)The Michigan State University Studies

c) The Managerial Grid

d)The Autocratic-Democratic Continuum

a) The Ohio State University (OSU) Studies

Researchers in the Ohio State University, USA undertook

comprehensive studies about leadership behaviours in the

1940s. These studies sought to identify independent

dimensions of leadership behaviours. Beginning with over

1,000 dimensions, they eventually narrowed the list to just

categories that accounted for most of the leadership

behaviours described by subordinates, and called these

two dimensions, "initiating structure" and considerations".

Initiating structure behaviour according to Griffin (1990) involves

defining the leader-subordinate role so that everyone

knows what is expected of him/her, establishing formal

lines of communication, and determining tasks to be

performed. While consideration behaviour involves

showing concern for subordinates

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and attempting to establish a warm, friendly and supportive

climate.

b)The Michigan State University

At about the same time the OSU research was being

conducted, a similar research was being carried out at the

University of Michigan, U.S.A. This study also identifies

two lead-job related behaviours which were termed "job-

centered" and "employee-centered" behaviours.

Higgins (1991) maintained that, the job-centered is one who

stress on the production and technical aspects of the job,

with employees viewed as the means of getting the job

done. The employees-centered leader in Higgins' view is

one who is concerned with the human relations aspect of

the job, considering employees as human beings of

intrinsic importance with individual, personal needs.

The conclusion of the Michigan Studies strongly favoured

employee-centered behaviour. According to the

researcher, employee-centered leaders were

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associated with high group productivity and higher job

satisfaction.

c) The Managerial (or Leadership) Grid Theory

Robert Blake and Jane Hougton as quoted by Kreitner (1995)

developed a two-dimensional view of leadership behaviour

based on what they called a leader's "concern for people"

and "concern for production or task".

This was presented on the two axis - the vertical axis depicting

"concern for production" (See p. 1)

According to Kreitner (1995), concern for production involves a

desire to achieve greater output, cost effectiveness and

profits in profit-seeking organization. Concern for people

on the other hand involves promoting friendship, helping

co-workers get this job done, and attending to things that

matter to people such as pay and working conditions. By

scaling each axis from 1 - 9, the Grid is highlighted by five

major leadership styles or behaviours thus:

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1,1 Style:Primary concern is for both production and

people.

1,9 Style:Primary concern is for people. Concern for

production is secondary.

5,5 Styles:Moderate concern for both production and

people to maintain the status quo.

9,1 Styles:Primary concern for production, concern for

people is secondary.

9,9 Style:High concern for both production and people

evidenced by personal commitment, mutual

trust and team work.

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Although the authorize stress that managers or leaders need to

be versatile enough to select courses of action appropriate

to the situation, they nevertheless contend that a 9,9

behaviour correlates, positively with better results, better

mental and physical health and effective conflict

resolution. They did not believe the conclusion that there

is no best leadership style, rather they were of the opinion

that a true 9,9 style has never been adequately tested by

any leader in any situation.

27

d)The Autocratic-Democratic Continuum

This is one of the leadership behaviours studies done by

researchers at the University of Lowa, U.S.A. In their

studies, the researchers explored three leadership

behaviours: autocratic, democratic and laissez-faire.

Robbins and Coutler (2000) described the three

leadership behaviours as follows: Autocratic style describes a

leader who typically tends to centralize authority, dictate work

methods, makes unilateral decisions and limits subordinates'

participation in decision making.

The democratic style of leadership describes a leader who

tends to involve subordinates in decision making, delegates

authority, encourages participation in decision making, work

methods, goals and uses feedback as an opportunity for

coaching subordinates.

The Laissez-faire style is typical of a leader who generally

gives group complete freedom to make decisions and complete

the work in whatever way it sees fit. The behaviours a Laissez-

faire leader might exhibit might include providing necessary

materials or answering questions.

28

In order to ascertain which of these was most effective,

researchers trained people to use each of these styles in

leading groups of young boys from the local boys' club. They

discovered that Laissez-faire style was ineffective on every

performance criteria when compared to autocratic and

democratic styles. And that quantity of work done was equal in

groups with autocratic and democratic styles, but quality of work

and group satisfactions were higher in the democratic groups.

The result seems to indicate that democratic leadership

behaviour could contribute to both quantity of work. But the

autocratic-democratic continuum studies could not provide

answer to which leadership behaviour was most appropriate, as

later studies of autocratic and democratic styles showed mixed

results.

However, Inyang (2001) identifies two additional

leadership styles; participative and supportive leadership styles.

According to him, the participative leader consults with

subordinates, solicits, suggestions and advice in decision

making. On the other hand, the supportive leader shows

29

concern for the status, well-being and personal use of

subordinates, focuses on developing statistifactory interpersonal

relations among group members, and seeks to create a friendly

and pleasant social climate.

Nickels, McHugh and Mcttugh (1999) observed that

individual leaders rarely fit into just one of these categories, but

operate on a continuum with varying amount of employee

participation ranging from purely boss-centred leadership to

subordinate -centred leadership. They maintained that no one

style is best, but that successful leadership depends largely on

who is being led and in what situation(s).

when it became clear that no one best style of leadership

existed, management scholars advocated the contingency or

situation thinking. Kreitner (1995) maintained that, seven though

many situational leadership theories have been developed, all of

them share one fundamental assumption, that is, "successful

leadership occurs when the leader's style matches the situation"

(Kreitner, 1995, p. 475), situational leadership theories thus

stress the need for flexibility in leadership behaviours. They

reject the notion of universally applicable style.

30

We will now examine same of these theories concerning

situational leadership.

a)Fiedler's Contingency Theory

In this model, Fiedler (1976) postulates that, "group

performance is a result interaction of two factors. These

factors are: Leadership style and situational

favourableness". In Fiedler's model, leadership

effectiveness is the result of interaction between the style

of the leader and the characteristics of the environment in

which the leader works.

The first major factor in this theory is the leadership style. This is

the consistent system of interaction that takes place

between a leader and work group. According to Fielder,

and Individual's leadership style depends upon his/her

personality and is, thus, fixed. In order to classify

leadership styles, Fiedler developed an index called the

least-preferred co-worker (LPC) scale.

The LPC scale requires a leader to think of all the persons with

whom he/she has ever worked, and then to describe the

one person with whom he/she worked

31

least well. This person can be someone from the past or

someone he/she is currently working with. From a scale of

1 to 8, the leader is required to described this person on a

series of bipolar scales such as those shown below:

Unfriendly 1 2 3 4 5 6 7 8 Friendly

Hostile 1 2 3 4 5 6 7 8 Supportive

Uncooperative 1 2 3 4 5 6 7 8 Cooperative

Unguarded 1 2 3 4 5 6 7 8 Guarded

The responses to these scales are summed and

averaged. A high LPC score suggests that the leader has a

human relations orientation, Fiedlers logic is that, individuals

who rate their least-preferred co-worker in relatively favourable

light on these scales device satisfaction out of interpersonal

relationship. Those who rate the co-worker in a relatively

unfavourable light get satisfaction out of successful task

performance.

32

The second major factor in Fiedler's theory is the

situational favourableness or environmental variables. This is

basically defined as the degree to which a situation enables a

leader to exert influence over a group. Fiedler then extends his

analysis by focusing on three key situation factors, which are,

leader-member relationship task structure and position power.

Each of these factors is defined as follows:

i.Leader-Member Relationship

This refers to the degree to which the employees accept the

leaders. It implies the nature of interpersonal relationship

between the leader and the followers, expressed in terms

of good or bad.

ii. Task Structure

This refers to the degree to which the subordinates, jobs are

described in details. It refers to the nature of the

subordinates' tasks described as `structured' or

`unstructured", associated with the amount of creative

freedom allowed the subordinate to accomplish task, and

how the task is defined.

33

iii. Position Power

This refers to the formal authority the leader possesses by virtue

of his/her position in the organization. It is the degree to

which the position itself enables the leader to get group

members to comply with and accept his/her direction and

leadership.

According to this theory, if a leader has a good report with

members and, the task is structured, and his position power is

strong, he should use a distinctive (or task-oriented) style

because that style would work best under those conditions.

Simply put, when things are going your way, you can be task-

oridnated, but when there are not, people orientation is

necessary.

Out of Fielder's conclusions was that, the manager should

attempt to change his style to match with the situation.

b)Tannenbaum-Schmidt's Model

Roberts Tannenbaum and Warren Schmidt as quoted by

Higgins (1991) presented their ideas of leadership

behaviour on a continuum, ranging from boss-centered

34

to subordinate-centered behaviours. In their model, they

presented several alternatives ways for managers to

approach decision making depending on how much

participation they want to allow the subordinates in

decision-making process.

According to the authors, the manager's choices depend

on three basic factors, namely:

i.Forces in the Manager

His value system, confidence in subordinates, leadership

inclinations and feeling of security in uncertain situation,

ii. Forces in the Subordinates

His expectations, needs for independence, readiness to assume

responsibility, tolerance for ambiguity in task definition,

interest in the problem ability to understand and identity

with the organization goals, and knowledge and

experience to deal with the problem.

iii.Forces in the Situation

Types of organization, group effectiveness/cohesiveness, the

problem or task itself and the pressure of time.

35

According to Higgin (1991), this model was extremely important

because it was the first to frame leadership in terms of the

specific behaviour choices that managers have.

c)The Path-Goal Theory

Another situation leadership model is the path-goal theory put

forward by Robert House and Terrence Mitchell as quoted

by Bateman and Snell (19990. Closely related to the

expectancy theory of motivation, path-goal theory derives

its name from the assumption that effective leaders can

enhance subordinates' motivation by:

i.Classifying the subordinates' perception of work goals.

ii.Linking meaningful rewards can be achieved.

Bateman and Snell (1999) explained that the path-goal theory is

a theory that concerns how leaders influence

subordinates' perception of their work goals and the paths

they follow toward the attainment of these goals.

36

On his part, Kreitner (1995) was of the opinion that leaders

should motivate their followers by providing clear goals

and meaningful incentives for reaching the goals.

The path-goal theorists argue that leader's job is to influence

behaviour toward performance, and the way to do this is

obvious from the instrumentality of expectancy theory.

The rewards must be the clarified and made easier to

follow.

d) Vroom/Yetton/Jago Decision-Making Model

Victor Vroom, Philip Yetton and Arthur Jago as quoted by

Kreitner (1995) proposed a model that portrays leadership

as a decision-making process.

The model qualifies as a situational leadership theory because it

prescribes different decision styles for varying situations

managers typically encounter.

The V-Y-J models as it is normally formed, recognizes five

distinct decisions making styles, each of which requires a

different degree of subordinate participation.

37

The style are:

i.Two autocratic styles, christened Al and All.

ii.Two consultative styles, termed C1 and CII

iii.Group-directed style, referred to as G11.

According to Kreitner (1995), an Al style is characterized by the

leader being autocratic, that is, he makes the decisions

himself using available information at the time. In the All

style, the leader obtains the needed information from

subordinates and uses that to make decisions. he may or

may not tell the subordinates what the problems are. The

role of the subordinates is simply to provide information.

They are not to generated or evaluated alternative

solutions. Hence, the all leader is characterized by low

subordinate participation.

The CI and C11 are typical of a consultative leader. In the CI

style, the leader consults the subordinates individually

without bringing them together as a group. He then makes

decisions that may or may not reflect the subordinates'

suggestions. On the contrary, the C11

38

leader shares problems with subordinates as a group,

collectively obtaining their ideas, and then makes decision

that may or may not reflect the subordinates' influences.

He allows moderate subordinates' participation.

In the G11 style, the leader is group directed and he allows full

subordinate participation in decision-making. Here, the

leader share problem with subordinates as a group.

Together, they generate and evaluate alternatives and

attempt to reach a consensus on the problem. The leader

does not try to influence the group to adopt his solution

and is willing to accept and implement any solution that

has the support of the entire group.

e)Hersey-Blanchard Contingency Theory

Paul hersey and Ken Blanchard as quoted by Mullins (1998)

proposed a theory that is also based on task and

relationship behaviour. The underlying assumption is that

the most important factor in determining appropriate

leadership behaviours is the subordinates perceived level

of development. The theorists believe that the manager

should match his style to this level of development.

39

This model rests on two fundamental concepts: Leadership

style, and development level.

i. Leadership Style

The authors characterized leadership in terms of the amount of

direction and support that the leader provides for

his/her followers. They categorized all leadership

styles into four behaviour types, which they name SI

to S4.

S1:Directing leaders - they define the roles and task of

followers and supervise them closely. Decisions are

made by the leader and announced, so

communication is one-way.

S2:Coaching leaders - they still define roles and tasks, but

seek ideas and suggestions from the followers.

Decision remain the leader's prerogative, but

communication is two-way.

S3:Supporting leaders - they pass day-to-day decisions

such as task allocation and processes, to the

followers. The leader facilitates and takes part in

decisions, but control is with he followers.

40

S4:Delegating Leaders - they are still involved in decision

and problem solving, but control is with the

followers. The followers decide when and how the

loader will be involved.

ii. Development Levels

Development according to them is categorized into a continuum

of four levels, which they named D1 to D4.

D1:Low competence, high commitment - they generally

lack the specific skills required for the job in land,

however, they are eager to learn and willing to take

direction.

D2:Some competence, low commitment - they may have

some relevant skills, but would not be able to do the

job without help. The task or situation may be new

to them.

D3:High competence, variable commitment. They are

experienced and capable, but may lack the

confidence to go it alone, or the motivation to do it

well or quickly.

41

D4:High competence, high commitment - they are

experienced at the job, and comfortable with their

own ability to do it well.

Mullins (1998) maintained that the leadership style (S1 - S4) of

the leader must correspond to the development level (D1 -

D4) of the followers. Furthermore, it is the leader that

adapt, not the follower. A leader should be trained in how

to operate effectively in various leadership styles, and how

to determine the development level of others and watch

than appropriately.

Mulling further maintained that for each of the four levels of

development, the appropriate style of leadership is a

combination of task behaviour and relationship behaviour.

According to him, task behaviour is the extent to which the

leader provides direction for the followers, set goals for

them, and defines their roles and how to undertake them.

Relationship behaviour, he said, is the extent to which the

leader engages in a two-way communication with

followers, listen to them and provide support and

encouragement.

42

f) The Muizyk-Reimann Model

Jan Muizyk and Bernard Reimann as quoted by Mullins (1998)

in their contribution to the situation literature identified four

leadership style, which combine high and low level's of

participation and direction as follows:

i.The directive autocrat who makes decisions unilaterally

and closely supervises the activities of subordinates.

ii.The permissive democrat who also makes decisions

unilaterally but allows suboridnates a great deal of

latitude in execution.

iii.The directive democrat who wants subordinates' full

participation but closely supervise their activities.

iv.The permissive democrat who allows high participation

in decision making and execution.

2.2FORCES THAT INFLUENCE THE CHOICE OF

LEADERSHIP STYLE

It is argued generally that there are three key elements or

forces that influence the choice of a leadership style by a

43

particular manager or leader, and these are:

i.Forces in the leader

ii. Forces in the subordinate and

iii Forces in the situation

i)Forces in the Manager or Leader

The manager's behaviour will be influenced by his or her own

personality, background, knowledge and experience.

These internal factors include:

!The manager (or leader's) value system

!His/her confidence in subordinates

!Leadership inclination and

!Feeling of security in an uncertain situation.

ii) Forces in the Subordinates

Characteristics of the subordinates will also exert an influence

on the leadership style options. Such subordinates'

characteristics are:

!the strength of the needs for independence.

!the readiness to assume responsibility for decision-

making

44

!The degree of tolerance for ambiguity

!Interest in the problem and feelings as to it's importance

!Knowledge and experience to deal with the problem

!The extent of learning to expect to share in decision-

making.

Millins believed that the greater the freedom of action to be

allowed by the manager.

iii) Forces in the situation

The manager's choice will also be influenced by the general

situation and environmental pressure. These may include:

!Nature of the problem and

!Pressure of the problem and

!pressure of time.

Millins maintained that successful leaders are able to

respond appropriately in terms of their understanding of

themselves, the individuals and the group, the organization and

environmental influences. Such leaders are both perceptive

flexible.

45

2.3 THE ROLE OF VISION IN EFFECTIVE LEADERSHIP

The Longman Dictionary of Contemporary English (1998:

p. 1227) defines vision as the "power of imagination and

expression, wisdom in understanding the true meaning of facts

especially with regards to the future".

What then is vision in an organizational context?

According to Bateman and Snell (1999:p.406), "vision is a

mental image of a possible and desirable future state of the

organization. It expresses the leader's ambitions for the

organization". In today's competitive and dynamic business

world, vision is inarguably the most outstanding factor that

distinguishes effective from ineffective leaders.

Supporting this argument, Bateman and Snell (1999),

emphasis that 'outstanding leaders have vision. They may win

war, or otherwise change the course of events. They are

strategists who seize opportunities others overlook, but they are

also passionately concerned with details, - all the small,

fundamental realities that can make or mar the greatest of

plans".

For leadership to be worth its salt, it must be able to

create a vision for the organization that goes beyond the

46

ordinary and beyond what others may have though possible.

Supporting this thinking, Nickels, Mcttugh and Mcttugh (1999:

21) believed that "leadership is about creating a vision for others

to follow establishing corproate values and ethics, and

transforming the way an organization does business in order to

improve its effectiveness and efficiency".

Therefore, a leadership that ever hopes to be effective

must be visionary, that is, it must be forward looking and should

clarify the direction in which it wants the organization to move.

2.4DISTINCTION BETWEEN LEADERSHIP AND

MANAGEMENT

The distinction between leadership and management has

always been a subject of academic debate. While many writers

argue that effective managers are not necessary true leaders,

others are of the opinion that no manager can be effective

without being a good teacher. Because of these diverse views,

it became necessary to attempt to distinguish between the two

concepts leadership and management.

47

Omolayole (1993) argue that many administrations,

supervisors, and even top executives, execute their

responsibilities without being great leaders but maintain that

these positions afford them opportunity to exhibit their

leadership potentials. The ability to lead effectively will

distinguish the excellent manager from the average ones.

While distinguishing between leading and managing,

Bateman and Snell (1999) view "managing requires planning

and budgeting routine, whereas "leading involves setting the

direction for the firm". Management requires structuring the

organization, staffing it with capable people and monitoring

activities, while leadership goes beyond these functions by

inspiring people to attain a vision.

On their ownpart, Robbins and Coulter (2000: p. 572)

observed that the difference lies in the fact that "managers are

appointed and their ability to influence is based on the formula

authority inherent in their positions, while leaders may either be

appointed or emerge from within the group. Leaders therefore

influence others to perform beyond the actions dictated by their

formal authority".

48

Another striking difference between management and

leadership is that the formal is identified with skills, and the later

with style. John Kotler as quoted by Pearce and Robbinson, Jr.

(2000) explained the distinction thus; management is about

coping with complexities. Its practice and procedures are largely

a response to one of the significant development of the 20th

century, the emergency of large organizations. Without good

management, complex enterprises tend to become chaotic in

ways that threatens their very existence. Good management

brings a degree of order and consistency to key dimensions like

quality and profitability of products.

Leadership by contrast, is about coping with change. Part

of the reason it has become so important in recent years is that

the business world has become competitive and more volatile.

The net result is the doing what was done yesterday, or doing it

five percent better, is no longer a formular for success. Major

changes are more necessary to survival and compete effectively

in this new environment. More changes always demand more

leadership.

49

In his view, Mullins (1998: p. 421) said, "management is

regarded as relating to people working within an structured

organization and with prescribed roles. Leadership does not

necessarily take place within the hierarchical structure of the

organization. Many people operate as leaders without their role

even being clearly established or defined. Leadership can be

seen primarily as an inspirational process".

In a nutshell, leadership involves creating a vision and

initiating positive changes that chart a new course for the

organization, while management involves the carrying out of the

leadership vision and changes.

2.5 CONTEMPORARY PERSPECTIVES ON LEADERSHIP

In the recent past, leadership literature has gone beyond

the traditional perspectives to include a number of new

developments. These new developments, according to Bateman

and Zeithalml (1993) include among others: substitute for

leadership empowerment, transformational leadership, strategic

and supervisory leadership.

50

2.5.1 Substitute for Leadership

Substitute for leadership have been defined by Griffin

(1990: p. 494) as "factors in the situation that neutralize or

replace leader behaviour, including the characteristics of

subordinates, the task and the organization". But Bateman and

Snell (1999) saw them as factors in the work place that can

exert the same influence on employees that leaders would

provide.

In his argument, Certo (1994) maintained that there are

times when leaders do not have to lead or, for one reason or the

other, cannot lead. That "situational substitute" can sometimes

have as much influence on an employee as any leader would.

He submitted that because so many factors can affects

situation, some people argue that leadership is actually

irrelevant to many organizational outcomes.

Scholars seems to agree on a common set of factors that

can account for situational substitutes. For example Bateman

and Snell (1999), Bateman and Zeithaml (1993, Certor (1994)

and Griffin (1990) agree that factors such as strong

subordinates knowledge of and experience in the task,

51

organizational characteristics etc. can be very potent

substitutes for leadership.

2.5.2 Empowerment

The term empowerment is so commonly used that we are

at a fix about the true import of the concept. We hear political,

economic, social empowerment, etc. But what does the concept

mean as far as leadership is concerned?

According to Bateman and Zeithaml (1993: p. 428)

"empowerment is the process of sharing power with employees,

thereby enhancing their confidence in their ability to perform

their jobs and the belief that they are influential contributors to

the organization "(P.428).

In this sense, empowerment is neither political nor

economic, neither is it social. For leaders and/or manager to

empower people, it means allowing them take part in decision

making, expressing confidence in their ability to perform,

designing their jobs, having been given greater freedom, setting

meaningful and challenging goals, applauding their outstanding

performances, and encouraging them to take personal

responsibility for their work.

52

2.5.3 Transformational Leadership

Transformational leadership is defined by Griffin (1990: p.

495) as "a leadership that goes beyond ordinary expectations by

transmitting a sense of mission, stimulating learning

experiences and inspiring new ways of thinking". In other words,

transformational leaders create vision and ensure that the vision

is translated into reality. Such leaders are increasingly becoming

vital to the success of business organizations.

Contributing to the discussions on transformational

leadership, Bateman and Zeithaml (1993) identifies three

primary ways through which transformational leaders generate

excitement. First they are charismatic, they are dominant and

self-confident and have a strong conviction in the moral

righteousness of their beliefs. Second, they give their followers

individualized attention having realized the existence of

individual difference. Third, they arouse in their followers, an

awareness of problems and potential solutions. They articulate

their organization's opportunity threats, strengths and

weaknesses, and stir imagination and generate insights.

53

With such individuals at the helm of affairs, problems are

recognized and high quality solutions are identified and

implemented with full participation and commitment of followers.

2.6 LEADERSHIP AS A COMMUNICATION PROCESS

Realistically speaking leadership is an influence exerting

relationship between the leader and his followers or the

manager and his subordinates. In this relationship, the manager

or leader plays a significant role, exerting or trying to exert an

influence strong enough in order to move the subordinates in

the direction of his goals. This aim of the leader moving others

in the direction of his goals, cannot be achieved without proper

and effective communication. The leader must communicate his

thoughts, ideas, aspirations, desires and programmes of action

as well as his vision to his followers. People must be accurately

informed of what is expected of them. and there must be a

feedback from the people to the leader about their response.

This is communication, a social process through which

information

54

and understanding are transferred from one person to another

person.

Supporting this line of reasoning, Higgins (1995)

maintained that there is need for leaders to use appropriate

communication styles to carry out appropriately their choice of

leadership styles. He stressed that the use of inappropriate

communication styles will impede the leader's effectiveness.

According to him, if a leader chooses to be supportive, but

has a very aggressive communication style, this type of

communication style, he believed, would render the leader's

supportive behaviour ineffective. On the other hand, he

observed that a leader may choose to be very directive but has

a passive communication style, which makes the leadership

style ineffective. The author submitted that an assertive and

multi-dimensional approach to communication is probably best

in all leadership styles. Therefore, it is reasonable that in any

leadership situation, there should exist free flow of information

from top down and from bottom up in order that the

organizational goals are easily achieved.

55

2.7 LEADERSHIP AS A PROBLEM SOLVING PROCESS

Every leader or manager is constantly faced with

problems, which he/she must solve, and invariably, leadership is

a problem-solving process. The problems are many and varied,

ranging from the problems of changing environment;

competition and economic pressure to socio-political problems.

The leader must develop problem-solving skills if his leadership

must be meaningful, because as Landy (1989: p. 30) observed,

the "leader's ability in problem-solving makes a hallmark of

leadership effectiveness. A good leader should be able to

anticipate a problem and evolve the most appropriate method of

solving the problem when it emerges" (p.30).

For leader to be able to handle problems effectively, his

personality and character should be such that positively

influence the followers in the direction of the leader's goals and

aspirations. Consequently, Higgins (1991) maintained that

leader's personality, need and characteristics would affect all

stages of problem-solving process right from identification of the

problems to implementation and control of decisions employed

to solve the problems.

56

Therefore, for a leader to be effective, he has to contend

with daily leadership problems and find ways of solving them in

order for him to realize the objectives to which he is committed.

2.8 LEADERSHIP AS A MOTIVATION PROCESS

Leadership has earlier been defined as a process of

influencing people towards the attainment of group goal(s). As a

process, one of its major elements is motivation, the process of

causing people to behave in certain ways so as to achieve a

pre-determined objective.

Good leaders study their subordinates to know what can

motivate them, and work hard enough to cause them to be

motivated for increased job performance. This is not an easy

task.

Accordingly, Higgins (1991: p. 423), observed that "one of

the manager's most important jobs is to influence the motivation

of others in the direction of achieving organization objectives in

an effective and efficient manner". To be able to do this, the

manager utilize his or her knowledge of individual

57

motivation to turn the subordinates efforts to satisfy personal

needs into enhancing organizational performance. But to lead

and influence motivation. The manager must understand what

motivation really is what then is motivation?

Most of the definitions of motivation relate the concept to

behavioural change. For example, Kreitner (1995: p. 398),

defines motivation as "a psychological process, which gives

behaviour purpose and direction". They went on to state that all

behaviours except involuntary reflexes like eye blinks are

motivated and submitted that a highly motivated employee will

work hard toward achieving performance goals. Also, Higgins

(1991: p. 423) saw motivation as "the internal drive to satisfy an

unsatisfied need" and stated that while motivation is internal to

the individuals, its strength and direction may be influenced by

forces outsides the individual.

Due to the importance that social researchers attach to

human motivation, they have come out with several theories of

motivation. Some of these theories are Maslow's hierarchy of

needs theory whose central idea is that people can be motivated

by their urge to satisfy certain categories of needs

58

ranging from basic physiological need to the ultimate need of

self-actualization. McGregors theory X and Y which are

premised on certain negative and positive assumption about

man, and Herzberg's motivation - hygiene theory which is based

on two sets of factors which can lead to satisfaction (motivators)

and dissatisfaction (hygiene factors).

The motivators were factors such as achievements,

recognition, work itself, responsibility and advancement, and

according to Herzberg, these were intimately related to content

of the work. The hygiene factors were those related to the work

context like policy, supervision, salary, work conditions,

relationship with peers, supervisors and subordinates, status,

security etc.

It is our belief that the proper understanding and

application of these theories will enhance management

effectiveness and employee productivity toward goal attainment.

2.9 WOMEN IN LEADERSHIP POSITIONS

Traditionally, man have dominated the

leadership/managerial roles for ages. Although women have

59

been a dominant force in the labour market for many years, yet

only recently have greater strides been made to place them in

management positions in business and other professions.

Because of this age-long dominance of men in these roles,

women who aspires for such roles usually have to over come

certain problems before they can succeed. Conscious of the fact

that women have to overcome certain problems before they can

assume and maintain leadership positions, Landy (1989)

observes that men who want to be managers must be trained to

developed administrative skills, b ut women often most

overcome issues related to gender discrimination". He

maintained that "many of the problems facing women in

management are the attitudinal, that is, attitudes women hold

about themselves and attitudes about women held by others.

These problems are related to role stereotypes, feelings of low

self-esteem and negative assessment of women's competence".

He submitted that these are very strong factors, which are

barriers for women in industries and other professions.

Gbadomosi and Adebakin (1996) observes that "in the

past, few women leaders have molded their leadership styles

60

after successful male managers". They further observed that

women often describe their leadership styles as

transformational, that is getting subordinates to transform their

self-interest into group goal, and that men are more likely to

characterize their leadership styles as transactional since they

see their jobs as involving a series of transactions between

themselves and their subordinates.

For women to compete favourably well with men in any

leadership role, they have to change their opinions about

themselves and encourage others to change any negative

attitude about them. Some Nigerian women such as Prof. Dora

Akunyili, Mrs. Nnadi Usman, Mrs. Ngozi Okonjo-Iweala and a

host of others have distinguished themselves with their very

remarkable exploits in leadership positions.

61

CHAPTER THREE

RESEARCH METHODOLOGY

This chapter focuses on the methods that were adopted in

carrying out the study. Data sources, data collection methods

and the blue print for the conduct of the study are presented in

this chapter.

3.1 RESEARCH DESIGN

Every research study requires a conceptual framework

within which an investigation is conducted. This study adopted

descriptive and exploratory research designs.

The study adopted descriptive research design because

the researcher intends to establish and describe the existence

of a problem in this area and proffer possible solution. Also,

exploratory design was adopted, because the researcher

attempted to obtain information about this particular subject

(managerial leadership) in order to increase his understanding

of the nature of the problem. The researcher also gathered

information through experience survey (from knowledgeable)

persons by asking questions.

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3.2 SCOPE OF THE RESEARCH AREA

This study is limited to Dangote Flour Mills Plc, Calabar

Free Trade Zone (FTZ), Calabar. It is an indigenous company

engaged in the production of flour products. The indigenous

company engaged in the production of flour products. The

indigenous ownership of the firm makes the study interesting, as

it typifies the Nigeria experienced of managerial leadership

styles.

The study covered all the staff of the company including

management/supervisory staff and the junior staff.

3.3 SOURCES AND METHODS OF DATA COLLECTION

Data collection involves a search for relevant information

that will proffer solutions to specific problems. Data could be

sourced and obtained from both primary and secondary

sources.

Data for this study were gathered from both primary and

secondary sources.

a)Primary Data

According to Osuala (2001), data expressly collected for a

specific purpose are known as primary data. But

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Omotosho (1991) maintained that data is primary when it is

used for the purpose for which it was collected.

Primary data for this work were collected from personal

interviews, observations and the use of well-structured

questionnaires to elicit information from staff of Dangote

Plc, Calabar.

b)Secondary Data

Data is called secondary when it is used for a purpose other

than that for which it is collected. Such data are those

which were obtained by some other people for their

purpose, but which the researcher finds useful for his

purpose.

Secondary data for this study were obtained from both external

and internal sources. Externally, the researcher sourced

for secondary from textbooks, magazines and journals.

Internally, such data were gathered from annual reports

and sales records of the company.

c)Questionnaires

The questionnaires administered were divided into two

categories directed at the senior staff and the directed

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at the junior staff. Each of the questionnaires was divided into

two sections (1 and 2). Section one is further subdivided

into two sections 1A and 1B. Section 1A has the personal

data of the respondents while section 1B carries series of

question designed to elicit specific information from the

respondents. Section 2 comprise of a number of questions

and statements to which respondents would answers by

grading each statement or question on the five point likert

scale.

d)Interview

The research had a personal interview with the personal

manager of the company, who was able to explain some

points, which were not well covered by the questionnaires.

3.4 POPULATION OF THE STUDY

The population of the study covered all the staff of

Dangote Flour Mills Plc, Calabar, Comprising of thirty (30) senior

staff and one hundred and forty-two (142) junior staff. This gives

a total of one hundred and seventy-two (172) staff.

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3.4.1 Sample

To determine the sample size of the study, since the

actual population is known, the researcher opted for the

following formular identified by Anyanwu (1994), and it is

presented thus:- n = N 1 + (Ne2)

Where

n = Sample Size

N = Actual population = 172

e = Tolerable error = 5% n = 172 1 + [172 x (0.05)2] = 172 1 + (0.43) = 172 1.43

n = 120

According to Omotosho (1991), the stratified random

(probability) sampling method is diserable if the sample is

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drawn from a population with varying social and economic

standing. Hence, the stratified random sampling method was

employed in this study.

In the selection process, the names of the 142 junior staff

were written on each piece of paper and in a box, while the

names of all the 30 senior staff were written and put in a

separate box. Out of the sample size of 120 respondents, the

researcher apportioned 100 to the junior staff, and 20 to the

senior staff. The contents of each of the boxes were properly

mixed, and a simple random sampling was carried out on each

of them. The selection was done by drawing one name at a time

from each box. Each drawn was not replaced. The selection

was completed as soon as 100 names were drawn from the

junior staff stratum and 20 names from the senior stratum.

3.5 MODEL SPECIFICATION

This study sets out to establish the role between

managerial leadership in corporate goal attainment in Dangote

Flour Mills Plc, Calabar.

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According to Levin (1981), correlation is used as a

statistical tool to determine the nature or strength of relationship

between two variables. For this reason, the appropriate

correlation analysis tool to be used would be the Pearson's

product moment correlation coefficient denoted by "r". True

value of "r" could be calculated using the formula below:- r = nΣXY - ΣXΣY

[nΣX2 - (ΣX)2] [nΣY2 - (ΣY)2]

Where:

n =The number of all observations or perceptions of staff of

Dangote Flour Mills Plc, Calabar, rated on the five

points Likert scale as (i) strongly agree (ii) agree (iii)

uncertain (iv) disagree (v) strongly disagree.

X =The totals of each of the options rated strongly agree,

agree, uncertain, disagree and strongly disagree.

Y =Respondents rating of the relationship between the

variables under consideration.

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The relationships between the variables as contained in

the research hypothesis were rated by the respondents and

scored as follows:-

i)Strongly agree - 5 points

ii)Agree - 4 points

iii)Uncertain - 3 points

iv)Disagree - 2 points

v)Strongly disagree - 1 point

These points; 5,4,3,2, and 1 were used throughout the

analysis to represent `Y' in the correlation calculations.

3.6 ESTIMATION OF VALIDITY

The researcher adopted a pre-test approach for the

validation of instruments used, by preparing few copies of

questionnaires and distributing them randomly to some staff of

Dangote Mills Plc, Calabar for completion. At the end of the

exercise, observations and criticisms made were corrected

before preparing the final questionnaires that were

administered. The information elicited with the use of the

questionnaires was accurate and this ensured the validity of

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the instrument used. The information generated during the final

survey was very consistent with those generated during the pilot

(pre-test) survey, thereby ensuring reliability.

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CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND DISCUSSION OF

FINDINGS

In this chapter, data collected from the field were

presented and statistical analysis carried out on the data. Tables

were used to present, classify and interpret the raw data in order

to make them meaningful. Statistical techniques were used to

analyse the data so as to facilitate comparison and determine

the relationship among variables.

The Pearson's Product Moment Correlation Coefficient

was used to determine the degree of relationship between

research variables. The researcher also used the t-test

distribution to test the significance of the various hypothesis.

The research findings are discussed in this chapter.

4.1GENERAL DESCRIPTION OF DATA

The data generated for this study were derived from the

responses given to the questions in the questionnaires

distributed to both the junior and management staff of Dangote

Flour Mills Plc, Calabar. The data were classified and

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tabulated to make them meaningful and amendable to statistical

operations.

4.2ANALYSIS OF PERSONAL CHARACTERISTICS OF

RESPONDENTS

Percentage method was used in analyzing and computing

the frequency of responses and personal characteristics of

respondents.

Out of the 120 copies of the questionnaires distributed to

both junior and management staff of Dangote Mills Plc, Calabar,

106 representing 88 percent were responded to and returned.

Based on the statistics from table 1, a total of 106 of the

120 workers randomly selected from each department to

constitute the sample size were able to complete and return the

questionnaires. This represents 88 percent of the sample size,

and could be said to be representative of the population of the

study.

From table 2, 26 respondents, representing 24.5 percent

of the total respondents were holders of the first school

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leaving certificate, 49 respondents representing 46.2 percent

were holders of WASCE while 16(15.1 percent) and seven (6.6

percent) of the respondents were holders of OND/NCE and

HND respectively. University graduates were eight in number,

representing 7.6 percent of the respondents.

Table 1:Number of questionnaires administered and

returned

Department No. of Questionnaire

Administered

No of Questionnaires

Returned

Respon

se (%)

Senior

Staff

Junior

Staff

Total Senior

Staff

Junior

Staff

Total

Production 6 37 43 5 34 39 36.8

Engineering 4 19 23 4 17 21 19.8

Accounts 5 10 15 4 8 12 11.3

Admin. 4 21 25 4 18 22 20.8

Security 0 10 10 0 8 8 7.5

Total 20 100 120 18 88 106 100.0

Source: Field Survey, 2012.

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Table 2:Respondents' literacy level

Qualification Respondents Percentage (%)

Senior Staff

Junior Staff

Total

FSLC 0 26 26 24.5

WASC 0 49 49 46.2

OND/NCE 3 13 16 15.1

HND 7 0 7 6.6

B.Sc 8 0 8 7.6

Others 0 0 0 0

Total 18 88 106 100.0

Source: Field Survey, 2012.

From the above analysis, it could be inferred that the

questionnaires were administered on knowledgeable staff of the

various departments who could read and understand it's

contents. Therefore, the responses could be said to be valid.

From table 3, 16 respondents, representing 15.1 percent

of the respondents were under 20 years of age, 26 respondents

representing 24.5 percent were within the

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bracket of 21 to 30 years, 39 and 15 respondents fell within the

age bracket of 31 to 40 and 41 to 50 years and representing

36.8 percent of the sample size.

From table 4, it can be seen that, 69 respondents

representing 65.1 percent were male while 37 respondents

representing 34.9 percent were female.

From table 5, 69 respondents representing 65.1 percent

strongly agree that the goals of the company between the year

2010 - 2011 were attained. 32 respondents representing 30.2

percent as to whether the goals of company were attained, while

three respondents representing 2.8 percent disagreed.

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Table 3:Age distribution of respondents

Age Respondents Percentage (%)

Senior Staff

Junior Staff

Total

Under 20 0 16 16 15.1

21 - 30 4 22 26 24.5

31 - 40 7 32 39 36.8

41 - 50 4 11 15 14.2

51 and

above

3 7 10 9.4

Total 18 88 106 100.0

Source: Field Survey, 2012.

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Table 4:Sex distribution of respondents

Sex Respondents Percentage

(%)

Senior Staff

Junior Staff Total

Male 12 57 69 65.1

Female 6 21 37 34.9

Total 18 88 106 100.0

Source: Field Survey, 2012.

Table 5:Responses as per attainment of goals between

2000 and 2005.

Rating Respondents Percentage (%)

Senior Staff

Junior Staff

Total

Strongly agree

15 54 69 65.1

Agree 3 29 32 30.2

Uncertain 0 2 2 1.9

Disagree 0 3 3 2.8

Strongly

disagree

0 0 0 0

Total 18 88 106 100.0

Source: Field Survey, 2012.

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From table 6, 66 respondents strongly agree that there are

jobs that require little or no supervision by managers. This

represents 62.2 percent of the respondent. 36 respondents

agree, representing 34 percent. One respondents disagree and

one strongly disagree, representing 1.8 percent and one percent

respectively.

From table 7, it can be seen that 53 respondents

representing 50 percent strongly agree that the management of

the company should be blamed if the company fails. 30

respondents representing 4.7 were uncertain. 11 and seven

respondents disagree and strongly agree that management

should blamed in the event of failure. This represents 10.4

percent and 6.6 percent respectively.

4.3 ANALYSIS OF HYPOTHESIS

This section is concerned with examining the relationship

that exists between the data collected/analysed and hypothesis

earlier stated in chapter one.

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Table 6:Responses as per whether there were jobs that

could be performed with little or no supervision

by managers.

Rating Respondents Percentage (%)

Senior Staff

Junior Staff

Total

Strongly agree

9 57 66 62.2

Agree 6 30 36 34.0

Uncertain 1 0 1 1.0

Disagree 1 1 2 1.8

Strongly

disagree

1 0 1 1.0

Total 18 88 106 100.0

Source: Field Survey, 2012.

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Table 7:Responses as to whether the management of the

company should be blamed in the event of non-

attainment of goal.

Rating Respondents Percentage (%)

Senior Staff

Junior Staff

Total

Strongly agree

10 43 53 50.0

Agree 7 23 30 28.3

Uncertain 0 5 5 4.7

Disagree 1 10 11 10.4

Strongly disagree

0 7 7 6.6

Total 18 88 106 100.0

Source: Field Survey, 2012.

Decision Rule

In testing the hypothesis, the Whittaker (1982) rule was

applied as follows:-

a)If the value of the correlation coefficient (r) is greater than zero

(i.e. positive) it means that the variables correlates, then

accept Hi and reject Ho.

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b)If the value of the correlation coefficient (r) is less than zero

(i.e. negative) or equal to zero, it means that the variables

are uncorrelated, hence, accept Ho and reject Hi.

The data generated from the survey were classified and

presented in tables for easy handling and interpretation.

As earlier stated, the Pearson Product Moment

Correlation Coefficient (r) was used for the analysis to determine

the degree of relationship between managerial leadership and

corporate goal attainment in Dangote Mills Plc, Calabar.

The value of the correlation coefficient (r) is given by the

following formular: r = nΣXY - ΣXΣY

[nΣX2 - (ΣX)2] [nΣY2 - (ΣY)2]

Where:

n =The number of all observations or perceptions of staff of

Dangote Mills Plc, Calabar, rate as;

i) Strongly (5)

ii) Agree (4)

iii) Uncertain (3)

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iv) Disagree (2)

v) Strongly disagree (1)

X =The totals of each of the options rated strongly agree,

agree, uncertain, disagree and strongly disagree.

Y =Respondents rating of the relationship between the

variables under consideration.

4.3.1 Test of Hypothesis

Ho:There is no significant relationship between managerial

leadership and corporate goal attainment.

Hi:There is a significant relationship between managerial

leadership and corporate goal attainment.

Test Data

The data to validate or disprove the above hypothesis are

presented in Tables 8 and 9 above:-

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Table 8:Responses as per the relationship between

managerial leadership and corporate goal

attainment.

Rating Respondents Percentage (%)

Senior Staff

Junior Staff

Total

Strongly agree

11 50 61 57.5

Agree 4 14 18 17.0

Certain 1 3 4 3.8

Disagree 1 11 12 11.3

Strongly disagree

1 10 11 10.4

Total 18 88 106 100.0

Source: Field Survey, 2012.

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Table 9:Computation of the correlation coefficient between

managerial leadership and goal attainment

X Y X2 Y2 XY

61 5 3721 25 305

18 4 324 16 72

4 3 16 9 12

12 2 144 4 24

11 1 121 1 11

106 15 4,326 55 424

Source: Field Survey, 2012.

Using the Pearson's product moment correlation

coefficient formula: r = nΣXY - ΣXΣY

[nΣX2 - (ΣX)2] [nΣY2 - (ΣY)2]

= 5(424) - (106) (15) [5(4326) - (106)2] [5(55) - (15)2] = 2120 - 1590 {21630 - 11236} {275 - 225}

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= 530 {10394} {50} = 530 519700 = 530 720.9 = 0.74

Interpretation

Following the available statistics draw from table 8, out of

106 responses to the question at to whether any relationship

exist between managerial leadership and corporate goal

attainment, 61 respondents representing 57.5 percent strongly

agree that a significant relationship exist between the variables.

Four of the respondents were uncertain as to whether any

relationship exists, this represents 3.8 percent of the responses.

12 and 11 respondents disagree and strongly disagree,

representing 11.3 percent and 10.4 percent respectively, that

any significant relationship exist between managerial leadership

and corporate goal attainment in Dangote Flour Mills Plc,

Calabar.

85

From table 9, the computed value of the correlation

coefficient showed a positive relationship (0.74) between the two

variables. It implies that, there is 74 percent degree of

correlation between the variables.

Going by the Whittaker (1982) decision rule, the null

hypothesis (Ho) was rejected, while the alternative hypothesis

(Hi), which states that, "there is a significant relationship

between managerial leadership and corporate goal attainment in

Dangote Flour Mills Plc, Calabar" was accepted.

Test of significance of hypothesis one, using the t-test

distribution with N.2 degree of freedom at 0.05 level of

significance.

But: r = 0.74, N = 106 t = r N - 2 1 - r2 0.74 = 106 - 2 1 - (0.74)2 0.74 = 104 1 - 0.5476

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0.74 = 104 0.4524 0.74 = 229.88

0.74 x 15.16

t = 11.2

tcal = 11.2, ttab = 180

tcab at 0.05 significant level is = 1.80

Decision Rule

a)Accept Ho and reject Hi if;

tcal < ttab

b)Reject Ho and accept Hi if;

tcal > ttab

From our data in the analysis:

tcal = 11.20

ttab = 1.80

Showing that tcal > ttab, this implies that we reject Ho and

accept Hi.

We therefore affirm the alternative hypothesis one which

states that "there is a significant relationship between

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managerial leadership and goal attainment in Dangote Flour

Mills Plc, Calabar".

4.3.2 Test of Hypothesis Two

Ho:There is no significant relationship between the styles of the

managers and the productivity of employees.

Hi:There is a significant relationship between the leadership

styles of the managers and the productivity of employees.

Test Data

The data to prove or disprove the above hypothesis are

present in tables 10 and 11.

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Table 10:Responses as per the relationship between

leadership style of managers and the

productivity of employees.

Rating Respondents Percentage (%)

Senior Staff

Junior Staff

Total

Strongly agree

9 41 50 47.2

Agree 5 9 14 13.2

Certain 2 7 9 8.5

Disagree 1 16 17 16.0

Strongly disagree

1 15 16 15.1

Total

18 88 106 100.0

Source: Field Survey, 2012.

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Table 11:Computation of correlation coefficient between leadership styles of managers and the productivity of employees.

X Y X2 Y2 XY

50 5 2,500 25 250

14 4 196 16 56

9 3 81 9 27

17 2 289 4 34

16 1 256 1 16

106 15 3,322 55 384

Source: Field Survey, 2012.

Using the coefficient (r) r = nΣXY - ΣXΣY

[nΣX2 - (ΣX)2] [nΣY2 - (ΣY)2]

= 5(383) - (106) (15) [5(3,3222) - (106)2] [5(55) - (15)2] = 1915 - 1590 {16610 - 11236} {275 - 225} = 325 {5374} {50}

90

= 325 268700 = 325 518.36

= 0.6269

= 0.63

Interpretation

From the information contained in table 10, out of the total

of 106 responses to the question as to whether any relationship

exist between the leadership style of managers and the

productivity of employees, 50 respondents representing 47.2

percent strongly agree, 14 respondents, representing 13.2

percent agree, nine respondents (i.e. 8.5 percent) were

uncertain as to whether any relationship exist between the

variables. 17 and 16 respondents representing 16 percent and

15.1 percent disagree and strongly disagree respectively that

any significant relationship exist between leadership styles of

managers and the productivity of employees of Dangote Flour

Mills Plc, Calabar.

From table 11, the computed value of the correlation

coefficient (r) showed a positive relationship (0.63) between

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the variables, meaning that the degree of correlation between

the variables is 63 percent.

Decision

Observing the Whittaver decision rule, the null hypothesis

(Ho) was rejected and the alternative hypothesis (Hi) which

states that "there is a significant relationship between the

leadership styles of managers and the productivity of employees

of Dangote Flour Mills Plc, Calabar was accepted.

Test of significant of hypothesis two, using the t-test

distribution with N - 2 degree of freedom at 0.05 significance

level.

Interpretation

But:

r = 0.63, N = 106 t = r N - 2 1 - r2 0.63 = 106 - 2 1 - (0.63)2 0.63 = 104 1 - 0.3969

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0.63 = 104 0.603 0.63 = 172.42

0.63 x 13.13

t = 8.2731

ttab at 0.05 significant level

Decision Rule

a)Accept Ho and reject Hi if;

tcal < ttab

b)Reject Ho and accept Hi if;

tcal > ttab

From our data in the analysis:

tcal = 8.27

ttab = 1.86

Showing that tcal > ttab which means that we reject Ho and

accept Hi.

We therefore affirm the alternative hypothesis two, which

states that "there is a significant relationship between leadership

styles managers and the productivity of employees of Dangote

Flour Mills Plc, Calabar".

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4.3.3 Test of Hypothesis Three

Ho:There is no significance relation between employee

motivation and attainment of corporate goal.

Hi:There is a significant relationship between employee

motivation and attainment of corporate goal.

Test Data

The data to validate or disprove the above hypothesis are

presented in tables 12 and 13.

Table 12:Responses aspen the relationship between

employee motivation and attainment of

corporate goal.

Rating Respondents Percentage (%)

Senior Staff

Junior Staff

Total

Strongly agree

9 44 53 50.0

Agree 5 19 24 22.3

Uncertain 1 3 4 3.8

Disagree 2 16 18 17.0

Strongly disagree

1 6 7 6.6

Total 18 88 106 100.0

Source: Field Survey, 2012.

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Table 13:Computation of correlation coefficient between

leadership styles of managers and the

productivity of employees.

X Y X2 Y2 XY

53 5 2,809 25 265

24 4 576 16 96

4 3 16 9 12

18 2 324 4 36

7 1 49 1 7

106 15 3,774 55 416

Source: Field Survey, 2012.

Using the coefficient (r) r = nΣXY - ΣXΣY

[nΣX2 - (ΣX)2] [nΣY2 - (ΣY)2]

= 5(416) - (106) (15) [5(3,774) - (106)2] [5(55) - (15)2] = 2080 - 1590 {18870 - 11236} {275 - 225}

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= 490 {7634} {50} = 490 268700 = 490 381700 = 490 617.81 = 0.7931

= 0.79

Interpretation

From the data presented in table 12 of the 106 responses

to the question as to whether there is a significant relationship

between employee motivation and attainment of corporate goal,

53 respondents representing 3.8 percent were uncertain as to

whether any relationship exists between the variables. 18 and

seven respondents representing 17 percent and six percent

disagree and strongly disagree respectively that any significant

relationship exist between employee motivation and attainment

of corporate goal in Dangote Flour Mills Plc, Calabar.

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From table 13, the computed value of the correlation

coefficient (r) showed a positive relationship (0.79) between the

variables, suggesting that there is 79 percent agree. Four

respondents, representing 3.8 percent were uncertain as to

whether any relationship exists between the variables. 18 and

seven respondents representing 17 percent and six percent

disagree and strongly disagree respectively that any significant

relationship exist between employee motivation and attainment

of corporate goal in Dangote Flour Mills Plc, Calabar.

From table 13, the computed value of the correlation

coefficient (r) showed a positive relationship (0.79) between the

variables, suggesting that there is 79 percent of correlation

between the variables.

Decision

From our decision rule, the null hypothesis (Ho) is rejected

and the alternative hypothesis (Hi), which states that "there is a

significant relationship between employee motivation and the

attainment of corporate goal in Dangote Flour Mills Plc, Calabar"

was accepted.

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Test of significance of hypothesis three using the t-test

distribution with N - 2 degree of freedom 0.05 significance level.

But:

r = 0.79, N = 106 t = r N - 2 1 - r2 0.79 = 106 - 2 1 - (0.79)2 0.79 = 104 1 - 0.6241 0.79 = 104 0.3759 0.79 = 276.66

0.79 x 16.63

t = 13.13

ttab = 1.77 at 0.05 significant level.

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Decision Rule

a)Accept Ho and reject Hi if;

tcal < ttab

b)Reject Ho and accept Hi if;

tcal > ttab

From the analysis:

tcal = 13.13

ttab = 1.77

Obviously, tcal > ttab. It means that we reject Ho and

accept Hi. The study there affirms the alternative hypothesis

three, which states that "there is a significant relationship

between employee motivation and attainment of corporate goal

in Dangote Flour Mills Plc, Calabar".

4.4 DISCUSSION OF FINDINGS

The main objective of this study was to ascertain whether

managerial leadership has any significant influence on the

attainment of corporate goal of Dangote Flour Mills Plc, Calabar.

The findings of this study are concerned with the specific

opinions of the respondents. Based on this, it was

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discovered that leadership plays a vital role in the goal

attainment of an organization, since it is leadership that

coordinate and brings into a coherent while and harmony, all

resources at the disposal of the organization.

Specifically, the study revealed that there was a significant

relationship between managerial leadership and the attainment

of corporate goal in Dangote Flour Mills Plc, Calabar.

The study equally revealed that a significant relationship

exist between the leadership styles of managers and the

productivity of employees. It is apparent that, the achievements

of the over all goals of a company can only be achieved through

the collective efforts of both the managers and the subordinates.

There is a need therefore,, for managers to always adopt

appropriate leadership styles that will enhance the productivity

of the employees and by extension, profitability of the

organization.

It was discovered that a significant relationship exists

between employee motivation and the attainment of the

corporate goal of Dangote Flour Mills Plc, Calabar. A well-

100

motivated employee will surely put in his/her best towards the

realization of the goal of the organization. The study revealed

the need for the management of the company to strive towards

adequately motivating the employees inorder to realize the

corporate goal of the company.

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CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND

RECOMMENDATION

This chapter contains the summary of findings, conclusion

and the recommendations of the study.

The study was undertaken among others to:

i)Determine the role of managerial leadership in corporate goal

attainment in Dangote Flour Mills Plc, Calabar.

ii)Determine the relationship between the leadership styles of

managers and the productivity of employees.

iii)Determine the relationship between employee motivation and

goal attainment in the company under study.

iv)Identify factors that encourage or discourage effective

managerial leadership in the company under study.

v)Establish whether there could be tasks, the performance of

which requires little or no managerial leadership.

vi)Identify and other factor(s) which may have contributed to the

attainment of or non-attainment of goals during this period.

vii)Make recommendations based on the findings of the study.

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5.1 SUMMARY OF MAJOR FINDINGS

Based on the objectives of this study, three hypothesis

were formulated for the study - these hypothesis were all tested

and accepted. The findings are summarized as follows:-

i)That managerial leadership has tremendous influence on the

goal attainment efforts of Dangote Mills Plc,

Calabar. ii)That the productivity of the employees is

greatly influenced by the leadership styles of the

managers of the company.

iii)That we motivated employees (staff) contributed immensely to

the attainment of overall corporate goal of the company.

iv)That the achievement of goals was due, principally to the

quality of leadership of the company.

v)That a good number of staff appreciated the leadership style

of their superior officers as they said they were satisfied

with the way they and their co-workers were treated by

their immediate bosses.

103

vi)That there was free flow of information and adequate

feedback between management and workers of the

company during the period.

vii)That technical and professional jobholders did not need close

supervision to accomplishing their tasks, but management

still needed to define their goals and set work standards.

viii)That there was a general conviction that management should

be held responsible if the goals of the company were not

achieved.

ix)That the main goal of the company was profit maximization

and that, this goal was achieved.

5.3 CONCLUSION

In the light of the researcher's findings, it is obvious that

managerial leadership was the single most important factor that

accounted for this attainment of corporate goal in Dangote Flour

Mills Plc, Calabar between the years 2011 and 2012.

It can be seen that profit maximization was the main

objective of the company and management was able to

104

achieve this goal because of good management practices such

as effective communication and staff motivation, which were

adopted by the management to elicit the co-operation and

support of staff in the pursuance of the goals of the company.

There was still room for improvement in such areas as

management staff relationship and staff motivation as some

percentage of the respondents were not fully satisfied with the

way they were treated by their superiors.

Even though some job situations did not require close

supervision, managerial leadership should not be undermined,

as technical and professional jobholders still needed to know

standard and broad guidelines with in which they were expected

to operate.

Conclusively, the general opinion of respondents in the

company was that, management should be held responsible in

the event of failure, or take credit for success of the company.

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5.4 RECOMMENDATIONS

Based on the findings of this study, the following

recommendations are made:-

i)Efforts must be made to maintain and improve upon the

present level of management's commitment towards the

realization of the company's goal.

ii)The management of Dangote Mills Plc, Calabar should always

be conscious of the onerous tasks she has, as the

attainment or non-attainment of the company's goal rest

squarely on her shoulders.

iii)Effective communication and feedback on performance

standards should continue to occupy the minds of

management since these factors were seen to be effective

management tools for goal accomplishment.

iv)Management should be interacting with the technical and

professional workers from time to time in order to ensure

that the execution of their jobs is in line with the common

goals of the company.

v)Motivation of all categories of staff should be re-engineered

and new motivational approaches such as

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job enlargement and job enrichment be introduced to yield

expected results.

vi)There should be general education on the concept of

"collective responsibility" so that the belief that only

management should be blamed or praised in the event of

failure or success could be erased from the minds of the

workers. Every member of staff should be made to believe

that he/she is equally responsible for the attainment and

non-attainment of the company's goal.

vii)There is a need to carry out further study of the reward

system as a motivational factor for increased productivity

among the rank and file of the company.

viii)Management of the company should improve on her human

relations skills by instituting periodic training in the area of

management labour relations so that they are better

equipped to effectively manage the volatile and often

diverse human behaviour of staff of the company.

ix)Training in management and leadership styles should be

carried out from time to time in order to educate

management/senior staff of the company on how they

could respond to today's dynamic work environment.

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Higgins, J.M. (1991), The Management Challenge: An Introduction to Management. New York: Macmillan. Ihejiamaizu, E.C. (2003), Formal Organizations Theory, Structure and Dynamics (2nd ed.) Calabar: Clear Lines

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Ndiyo, N.A. (2005), Fundamentals of Research in Behavioural Science and Humanities. Calabar: Wusen Publishers. Omolayole, M. (1993), Effective Managerial Leadership: A Challenge to Business and Government. Management in

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APPENDIX Department of Management Faculty of Business Administration University of Nigeria, Enugu Campus. Dear Respondent, I am a postgraduate student of the above department in the University of Nigeria, Enugu Campus. As a pre-requisite for the award of Masters in Business Administration (MBA), I am carrying out a research study on "The Role of Managerial Leadership in Corporate Goal Attainment, A Case Study of Dangote Flour Mills Plc, Calabar". I will be appreciate if you can provide answers to the following questions. Any information provided will be used mainly for academic purpose and will be treated confidentially. Please supply the necessary information or tick () as appropriate. Yours faithfully, Eze Charles

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QUESTIONNAIRE FOR JUNIOR STAFF OF DANGOTE FLOUR MILLS SECTION A: PERSONAL DATA 1.Sex a) Male [ ] b) Female [ ] 2.Age range (years): a) Under 20 [ ] b)21 - 30 [ ] c) 31 - 40 [ ] d) 41 - 50 [ ] e) 51 and above [ ] 3.Educational qualification a)FLSC [ ] b) WASC [ ] c) OND/NCE [ ] d) HND [ ] e) B.Sc [ ] f) Other qualifications please specify _________

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SECTION B 1.Are you a permanent staff? a) Yes [ ] b) No [ ] 2.Do you understand what is meant by leadership? a) Yes [ ] b) No [ ] 3.Do you like the way your manager or supervisor or foreman

treats you and your co-workers? a) Yes [ ] b) No [ ] c) Not really [ ] 4.Do you understand what is meant by corporate goal? a) Yes [ ] b) No [ ] 5.Have you been informed officially what the goals of the

company are from time to time? a) Yes [ ] b) No [ ] 6.If you answer to question (5) is yes have you been

encouraged well enough to work towards the realization of such goals?

a) Yes [ ] b) No [ ] c) Yes, but not enough [ ]

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7.Have you been informed at appropriate time whether or not the goals of the company have been achieved?

a) Yes [ ] b) No [ ] 8.If you know that goal are achieved, will that make you happy

and work harder? a) Yes, I will be happy and work harder [ ] b) No, I will not be happy and will not work harder [ ] c) No, I will be unhappy but work harder [ ] 9.What really motivate you, financial incentives or the leadership

styles of your managers/supervisors? a) Financial incentives [ ] b) Leadership styles of managers/supervisors [ ] c) A combination of both [ ] 10.Are you satisfied with the leadership styles of managers and

supervisors? a) Yes [ ] b) No [ ] c) Not quite [ ] 11.If the company's goals are achieved, do you think that would

benefit you in any way? a) Yes [ ] b) No [ ] c) I don't know [ ]

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12.In your opinion, which of these factors contributed most to the attainment of the goals of the company?

a) Management efficiency [ ] b) Good working conditions [ ] c) Friendly atmosphere between management and workers [ ] d) Good pay [ ] e) Fear of punishment [ ] 13.In your own opinion, what other factors contributed to the

attainment of the company's goal within the period? Please list them in order to importance.

a) ______________________________ b) ______________________________

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SECTION 2 Please read each of the following statements or questions carefully, and then tick [] the number that best represent your reaction to the statements according to the following scale: 5 - Strongly agree 4 - Agree 3 - Uncertain 2 - Disagree 1 - Strongly disagree

S/N Statements/Questions 5 4 3 2 1

1. The goals of Dangote Flour Mills Plc, Calabar have always been achieved between 2010 and 2011

2. The attainment or non-attainment of the goals of the company within the period could be attributed to the quality of the company's managerial leadership.

3. If the goals were not achieved, do you agree that management should be solely held responsible?

4. There are certain jobs in this company which can be performed without the directive of supervisors or managers.

5. Do the management styles of managers influence the productivity of employees?

6. Do you think that the attainment of corporate goals is enhanced by appropriate motivation of the company's employees?