THE IMPACT OF LEADERSHIP STYLES ON EMPLOYEES’ PRODUCTIVITY (A case study of Four Seasons Healthcare Services) (Marlborough Court Care Home in London) Being a research work submitted to the department of business management, award of Bachelor of Science (B.Sc.) Degree in Business Management with Human Resources Management University of Plymouth January, 2017 i CERTIFICATION This is to certify that this research work was carried out by Rashidat Bisiriyu in the department of Human Resources Management. ------------------------ ---------------- Date Project Supervisor ii DEDICATION This research work is dedicated to The Almighty God for his protection and His incalculable worth of Blessings upon my life and for His love over every member of my family iii ACKNOWLEDGEMENTS First and foremost, I acknowledged the Almighty God that makes this research work a successful one. I must at this point in time appreciate the relentless effort of my supervisor- Mr. Roman Puchkov for also being there to provide me with His unwavering support, and continuous motivation. You have helped shaped the outcome of this project I would particularly like to thank my three children for their understanding, patience and for motivating me to soldier on. Special thanks also go to my course mates and my lecturers. Every minute spent on research, sharing ideas, your criticisms has helped shaped me not only as the author of this project, but as a better individual. iv ABSTRACT This study was aimed at investigating the impact of leadership styles on employees’ productivity with Four Seasons Healthcare Services (Marlborough Court Care Home) in London as a case study. The study makes use of descriptive survey design which facilitates the use of carefully framed questionnaires. The studies explore both primary and secondary sources of data collection. Primary data was obtained through the questionnaire administration and personal observations while the secondary data was collected through magazines, newspaper, textbooks and relevant journals. The hypotheses posed were tested by chi-square and the data were analyzed using simple descriptive statistical tools - tables, frequencies and percentage. The views to the questionnaire and the hypothesis reveal that there is significances relationship between leadership style employee productivity and that the Leadership styles has positive significant impact organizational effectiveness . v TABLE OF CONTENT Title Page i Certification Page ii Dedication Page iii Acknowledgments Page Iv Abstract v Table of Contents vi-viii CHAPTER ONE: INTRODUCTION 1.0. Introduction 1 1.1 Background of the Study 1-2 1.2 Statement of the Problem 2 1.3 Objective of the study 2-3 1.4 Significant of the study 3 1.5 Research questions 3-4 1.6 Statement of hypothesis 4 1.7 Scope of the study 4-5 1.8. Operational Definition of terms 5 CHAPTER TWO: LITERATURE REVIEW 2.1. The conceptual definition of leadership styles 6-7 2.2. Theories of Leadership 7-12 vi 2.3. The linkage between leadership and motivation 13-14 2.4. Leadership styles influence on organizational productivity 14-15 2.5 Does a leader have any influence on employees’ productivity? 15-16 2.6. Ways leaders can motivate employees 16-17 2.7. The Factors factor that leads to poor performance of employees at work place 17-18 2.9. The importance of leadership 18-20 2.9 The leadership qualities 20-21 CHAPTER THREE: RESEARCH METHODOLOGY 3.0. Research Methodology 22 3.1. Research Design 22 3.2. Sources of Data Collection 22 3.3. Samples Size and Sampling Procedure 22-23 3.5. Research Instruments 23 3.6. Method of Data Analysis 23-25 3.7 Limitation of the Study 25 3.7. Validation 26 3.8. Pilot 26 CHAPTER FOUR: 4.0. Data Presentation and Interpretation 27 4.1. Analysis of characteristics of respondents 27-30 vii 4.2. Analysis of Responses 30-40 4.4. Hypothesis Testing 41-43 CHAPTER FIVE Summary, Conclusion and Recommendations 5.1. Summary of Finding 44-45 5.2 Conclusion 45 5.3 Recommendations 46 Bibliography 47-49 Appendices Viii CHAPTER ONE INTRODUCTION 1.1 Situation 1.2 The genesis of what personnel administration has been successively changed human resource management, Leadership has implicated an effective way for managing employees and organization at large. This give importance to the strategic integration of new leadership styles into effective management of employees and to improve the employee performance (John, 2004). Thomas (2007) coined that; “The effective leader must be a good diagnostician and adopt style to meet the demands of the situation in which they operate. Different leadership styles are used that fit to employees based on amount of directions, empowerment, and decision making power. The circumstances are such that the contingency of leadership, and style, situation and performance criteria have been left to suffocate on their own. Thus, employee performance was affected due to lack of proper direction and application of strategic style in managing daily duties and organizational productivity. In past, the previous research work by scholars in related field of study investigated productivity phenomena and how it was affected by various variables such as: Leadership, and with its different leadership styles such as participative, autocratic, democratic, Transformational, Adaptive, Servant leadership. All in all, the history of leadership and how it affects performance of employees which has a consequence effect on productivity of the company or organization at large (Erben, 2008). Johnson (2008) said that a manager's approach can have an influence on the productivity of her staff and the rest of the organization. Organizational efficiency is dependent on each department, led by its manager, performing its job and contributing to the success of the company. Thus, the way in which a manager makes decisions, delegates’ responsibility and interacts with employees can affect the entire organization.Successful organizational performance relies on the proper behavior from managers and employees. Leadership skills can help change an employee mentality by instilling an ownership mindset (Duane, 2010). Employees who believe they have a direct owner-style relationship with the organization often find ways to improve their attitude and productivity (Northouse, 2011). 1.3 Problem Statement, It is discerning that most managers and employers are inelastic with the way their organization processes are run through the leadership styles display or used. Businesses environment is evolving yet some managers are indifferent to these changes due to their lack of understanding of the fact that no one style of leadership can fit all conditions. Hence, leadership should be flexible in order to accommodate changes. Objective of Research The work is to explore the impact of leadership styles on employee productivity chosen Four Seasons Healthcare Services (Marlborough court care home) as a case study. (i) To examine the importance of leadership styles on organization survival (ii) Relate different leadership styles to employees productivity (iii) Establish the relationship that exist between leadership styles and employee motivation (iv) Determine the effects of leadership style on employees morale. 1.4 Significance of study The importance of this research work as presented by critical value and influence of people’s adaptations to the company’s condition of work. Therefore, this study is significant in the following areas: 1 It aimed at highlighting the relationship between the leadership styles and employee’s motivation, the significance of leadership styles on organization survival. 2.. it will also serve as a reference document for students, government, other researchers and scholars, leaders, employees by contributing towards the advancement of knowledge in management and other field. 1.5. Research Questions For this work (project), the following research questions were formulated to guide the study: 1. How essential is leadership style to employees’ productivity? 2. To what extend can leadership style influence employee behavior at work place? 3. Is there any correlation between leadership style and employees’ effectiveness? 4. How can leadership style Influence the employees’ morale? 5. Is there any significance relationship between leadership styles employees’ productivity? 1.6 Research Hypothesis For this research work, the following hypotheses were stated. Hypothesis One Ho: There is no significance relationship between leadership styles and employees’ productivity H1: There is significance relationship between leadership style employee productivity Hypothesis two Ho: Leadership style has no positive significant impact on organization effectiveness H1: Leadership styles has positive significant impact organizational effectiveness 1.7. Scope of the Study The scope of this study will be limited to the impact of leadership and leadership styles on the employee productivity. This research will focus mainly on leader-follower relations and how it affects the performance of the workers. The study Will l make use of Four Seasons Healthcare Services (Marlborough court care home) for the sampling of the opinions? The survey shall be conducted in London. 1.8 Operational Definition of Terms Leadership: The process of directing and inspiring employees to perform and oriented activities of the organization (George, 2006) Style: The various behavioral patterns preferred by leaders during the process of directing and influencing employees (Zeng, 2011). Productivity: The act of carrying out an action or a piece of work Motivation: The force that influence and direct employee energy towards the attainment of set objectives (Northouse, 2011). Autocratic: One who rules by his own power without seeking the opinion of his subordinates (George, 2006) Democratic: One who adheres to, or promotes individual participation as a principle (Erben, 2008). Laissez faire: laissez faire is a non-authoritarian style of leading people, where leaders try to give the least possible guidance to their subordinates and achieve control through less obvious means (Grant, 2011). .Organization: An organization is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment (Lichtenfeld, 2012). Reward: Reward is the generic term for the totality of financial and non-financial compensation or total remuneration paid to an employee in return for work or service rendered at work (Schultz, 2015) 5 .CHAPTER TWO Literature Review w 2.1. Conceptual Definition of Leadership Leadership is a universal phenomenon in human societies (Grant, 2011). Hence, various definitions has been given to it by different scholars and people of high intelligence. Such scholars like (Anderson, 2016). Keller,( 2008), Syed (2005), Johnson (2008). Nonetheless, many scholars continue to search into what precisely constitutes leadership. Sage (2016) defines leadership “as a process of social influence whereby a leader steers members of a group towards a goal”. Northouse (2007), on the other hand, has taken into account the many aspects and concepts of leadership from the literature and concisely grouped leadership into four different components: leadership is a process, involves influence, occurs within a group process and involves goal attainment. By considering these four components, Northouse (2007) then defines leadership as “a process whereby an individual influences a group of individuals to achieve a common goal”. Similar to Northouse, Anderson (2016) grouped leadership into six different categories. The six categories are: 1) leadership as function, 2) leadership as process, 3) leadership as behavioral pattern, 4) leadership as role, 5) leadership as work tasks and activities, and 6) leadership as skills. Schultz (2015) summarizes leadership into two important concepts. First, that leadership is a relationship between two or more people in which influence and power are unevenly distributed. His definition is applicable to the formal leader who has the authority to exert influence on the group; and also to the informal leader who engages in leadership behavior as a participant of a group (Lunenburg & Ornstein, 1996). The second concept of leadership, according to Schultz (2015), is that leaders do not exist in isolation. Leaders need followers in order to impose their influence and authority. 2.2. ANALYISING THEORIES OF LEADERSHIP Some scholars believe that inclusion of charismatic leader into organization tends to generate positive and highly motivated work environment which enhance employees productivity (Zeng2011). However, the outcome sometimes is not so. The six most integral leadership theories have been critically analyzed to understand the reasons behind advanced performance levels which enhance the leadership, employees’ productivity and organizational strength and effectiveness. Great Man Theory The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born, they are not made. This theory sees great leaders as those who are destined by birth to become a leader. This theory does not address the prospects of existing workforce as it restricted leadership opportunities to the aristocrats. Also see Bass(2008). Herbert Spencer (1820 - 1903), famous sociologist believes that leaders were only products of the atmosphere and society they worked and lived in. In other words, society was shaping these great men as oppose to them shaping society. Trait Approach Trait Approach depicts that leaders people who posses certain traits that made them different from orders. In addition, the approach believes that individuals have certain qualities that made them leaders (Northouse 2007) 8 This approach implies that leaders are born rather than made (Duane, 2010). Some of the major traits that were found to be essential for leaders include stature, physique, energy, health, appearance, fluency of speech, intelligence, knowledge, ambition, cognitive ability, personal adjustment and emotional control (Grant, 2011). . “At best, he (Keller) was able to conclude that the personal factors associated with leadership are substantially affected by the requirements of the situation from which the leader emerges” (Duane, 2010). Hence, this suggests that traits alone could not be accepted as the single factor that guarantees effective leadership as other factors such as situations, settings, environments and leader-subordinate relationships also play a role for a successful leader. Another criticism is that this approach has resulted in highly subjective determinations and classification of what constitutes the most important leadership traits (Northouse, 2004). Another criticism of the trait theory is that the traits are often described in masculine terms (Wood, 2006) Style/Behavioral Approach Unlike (Duane, 2010), Syed (2009) argues that most leadership style researchers believe that once the behavior that makes for effective leadership is known, leaders can then be trained to exhibit that behavior so that they can become better leaders. The behavioral approach has positively contributed in the understanding of leadership. This approach has deepened the scope of leadership research to include the behaviors of leaders and what they do in various situations (Northouse, 2007). And has introduced concepts which are paramount in the behaviors of leaders: the focus on task and the focus on relationship (Duane, 2010). However, this approach have also suffer some set back, according to Grant (2011) said that many studies have failed to identify a sufficiently consistent pattern between the task and relationship behaviors of the leaders with the outcomes such as performance, morale and job productivity (Diamond, 2004). Situational & Contingency Theories Fiedler Contingency Model categorized managers in two distinct groups i.e. task and relationship oriented and environment as favorable or unfavorable. This model enables the leaders to manipulate the environmental variables to match their leadership styles. In accordance with the contingency model the relationship and power positioning of a leader with its team members greatly moving influences the task structure (Locke, 2004). Meanwhile, situational approach is a great transition to path-goal theory, as it demands different styles of leadership. Martinko (2013) asserted that each setting and situation varies to some extent, each situation and how it is handled is determined by a stated goal by people in leadership positions. Leaders and Followers The theories of Leaders and Followers emphasize the interdependency of leaders and their subordinates. It highlighted the importance of collaborative work environment. The theory of Servant Leadership shows that teamwork is most suited to the complex structure of globalized work environment, because leaders are less interfering and believe in engaging their subordinates as actively participating members of the organization (Maitinko, 2013) Transformational and Transactional Approach The transformational leadership approach represents a seminal shift in the field of leadership (Elen, 2010). As the name implies, transformational leadership is a process that changes and transforms individuals (Northouse, 2007). originated Transactional leadership primarily traditional views of workers and organizations, and it involves the power of the leader to use followers for task completion.). Transactional leadership has been the traditional model of leadership (Jones, 2008), (Bergehi, 2005). Howell (2012) believes that “leadership is also a transaction between leaders and followers. Neither could exist without the other” Dispersed Leadership It is an informal leadership style that is significantly dissociated with the organizational hierarchal model. The Dispersed Leadership model is the most contemporary theoretical model which encourages the all individuals within an organization to contribute their leadership skills without any limitations of hierarchy and positively influence their colleagues to maximize organizational productivity. More like a team work. Share responsibility between leader and followers. (Diamond, 2014). Hence, the phenomenon of dispersed leadership i.e. encouraging the development of leaders amongst the small groups of same ideologies may also benefit the organization by the prelude of a modern work environment having shared set of responsibilities. 2.3. The Linkage between Leadership & Employee Motivation The most highly equipped organizational leaders utilize useful tools of communication, problem solving, people management, decision making and motivation to develop a strong bond with their team members and gain their trust to extort utmost output of their organizational performances (Minner, 2005). Apart from monetary benefits, an individual may also have varying psycho-social needs that develops an individual personality based on a personal belief system (Howel, 2012). An organization can successfully develop a high-performing workforce by addressing the psycho-social needs of its employees through monetary and symbolic rewards that tends to enhance a sense of self-worth and thereby contribute in acquiring the desired organizational goals (Howel, 2012). Considering the primary human needs and psychosocial necessitates, smart leaders develop effectual strategies to motivate their subordinates by unswervingly stimulating the correct individual motives (Thomas, 2007). Leaders are the primary and the most vital connecting point of the workforce with the organization that enables the workforce to express their views with complete freedom and recognize their organizational contributions (Miner, 2005). The autocratic leadership styles followed by strictly hierarchal organizational structures have been subsided in the contemporary globalised work environment where employees 13 prefer a democratic leadership that is meant to respect their psycho-social objectives and is fair towards acknowledging their individual contributions in the overall organizational success. It has been identified by Duane (2010) that the contemporary workforce appreciates leaders that are persuasive and not coercive. The long-term organizational success is highly reliant upon its progressive and devoted workforce that can be achieved by integrating the right set of motivational strategies through the most appropriate leadership styles (Bligh, 2007). Organizations prudently choose the appropriate leaders that have sufficient proclivity of analyzing the core psycho-social needs of the employees and correct knowledge about the organizational environment. (Johnson, 2008) avowed that the intensity of leader's receptiveness to appropriately retort towards the consistently evolving situations together with their ability to address the unprecedented expectations of employees, ascertains the long-term organizational success (Grant, 2011). 2.4. Leadership Style Influence on Organizational Productivity Leadership impacts the organization’s ability to meet its obligations. An effective leader motivates, inspires and guides her subordinates to achieve established goals and objectives. Change During disruptive times, such as when your company undergoes a change in executive management or a change in strategic direction to respond to market demands, your leadership style can help ensure that your employees make the necessary adjustments to maintain and improve operations (Sage, 2013). 14 Communication Effective leaders communicate clearly and frequently to ensure employees understand the strategic direction and can act. The leadership style influences employee’s ability to interpret the message (Sydney, 2010). Structure The way the leader structure work tasks and provide leadership to the organization impacts productivity, because employees react to structure differently, depending on the situation (Grant, 2011). Use a transactional leadership style when work tasks are very clear and routine. Providing clear direction to employees enables them to get the job done in a timely manner (Keller, 2014). When procedures are not clearly documented or processes require improvement to generate the desired results, soliciting input from employees tends to result in improved operations (Syed, 1009). If the leaders have experienced employees, using a laissez-faire leadership style gives the employees the freedom to manage their own work without interference (Johnson, 2008). Morale tends to be higher when employees feel empowered to set their own deadlines and simply ask for help and support when they need it. 2.5. Does a Leader have any influence on Employees? Engagement Leaders can directly influence employee engagement by exhibiting concern for their employees' well-being and health, allowing their staff to communicate openly and voice 15 their ideas and praising individuals for a job well done, according to the website The Leadership Hub. Education Leaders who are willing to provide their employees with job skills training whenever necessary will have a much more educated and productive staff. Being open to continuing education shows that a leader is willing to bring out the best performance in his employees, which helps to raise overall morale. Productivity Leaders directly and indirectly influence the productivity of their employees in several ways. A leader who takes advantage of the power to delegate tasks might overburden his employees, leading to a decrease in productivity. Feedback Highly effective leaders know that it's more important to structure feedback in a way that focuses on positive qualities and offers solutions for improved performance than to dwell on weaknesses. Voluntary, detailed, immediate and positive feedback delivered by corporate leaders can have a positive effect on employee performance 2.6. Ways Leaders Can Motivate Employees. 1. Energize your team. Instead of being the type of leader who sucks the energy away from others, resolve to be the kind of leader who strives to bring passion and positive energy to the workplace every day. 16 2. There's more to life than work. Great leaders have deep reserves of physical, spiritual, and emotional energy, and that energy is usually fueled by a strong and supportive relationship with the people they love, regular exercise, a healthy lifestyle, and setting aside time for reflection. 3. Put your people first. No organization is better than the people who run it. The fact is that you are in the people business—the business of hiring, training, and managing people to deliver the product or service you provide. If the people are the engine of your success, to be a great leader you need to attend to your people with a laser-like focus. 4. Act with integrity. In a time when news reports are filled with the stories of private and public leaders who've acted inappropriately and have gone against the best interests of their employees or constituents, showing your employees that you value integrity can help motivate them and create a sense of pride for your organization. 5. Be a great communicator. Leadership is influencing others, and this cannot be achieved without effective communication. If you struggling with communicating to your employees, first work on your ability to influence individuals by choosing words that are impactful to carry your message. Then you need to figure out how to communicate to a larger audience. Other ways to motivate employees is to: Be a great listener; be a problem solver; Lead through experience and competence, and not through title or position. 2.7. Somech (2016) coined the following factors that lead to poor performance of employees at the workplace. 1. Personality or Ego Clashes: This is seen between two people with opposing personalities. The problem creeps in when there is mistrust between both the parties with 17 respect to their motives and character. 2. Stress: The modern workplace is full of demands, deadlines, etc. There are employees who sustain and perform under pressure while there are employees who succumb to this rising pressure. Thus, an aggressive environment where the stress levels are high will prove detrimental to employee performance. 3. Heavy Workloads: If there is an alarming increase in workload, employees sometimes become disgruntled with their work and this is reflected in the quality of work. It also takes a toll on their health and demoralizes them. 4. Inadequate Resources: Adequate time and material resources should be available to employees to enable them perform their work easily. This will help them perform to the best of their ability and be proud of their achievements. 5. Poor Leadership from the Top Management: A supervisor motivates his subordinates, instills confidence, and evokes enthusiasm about their work. But if the same supervisor engages in aggressive and punitive behavior, it results in harassment at the workplace. Other factors include but not limited to: - Lack of Role Clarity: Lack of Clarity about Accountability: Lack of Transparency: Clash of Values: Gossip: Poor Selection or Pairing of Team Members: Outdated Technology, Bullying or Harassment: Perceived Discrimination: Poor Performance Management: and Depleting Health Conditions: 2.8. The Importance of Leadership according to Guastello (2007) The major four fundamental factors of production: land, labor, capital and entrepreneurship. The final factor is the bedrock and the extra minder that makes all other elements work together; without leadership, all are of vital importance of leadership in business settings. 18 Leadership acts as the catalyst otherwise other business resources lie dormant. Significance An organization without a leader is like an army without general. Work forces need somebody to spearhead all the exercises and productive activities. The leadership of skilled and experienced individual to provide guidance and a single direction for all employees to follow. Leaders are invaluable when it comes to formulating and communicating new strategic directions, as well as communicating with and motivating employees to increase commitment to organizational goals. Functions Business leaders engage in so many important functions in their organizations. Leaders are responsible for training employees to perform their tasks effectively, as well as monitoring and supervising the actual completion of those tasks on a regular basis. Leaders must vibrant to inspire employees to get excited about the company and their work, sensitizing them to excel and helping them along the way. Types Different leaders adopt different leadership styles. Leaders with a command and control style formulate ideas on their own and dictate actions to their employees. Collaborative leaders come up with ideas with the assistance of employees from all levels of the organization, leveraging employees' creativity to boost company performance. Facilitative leaders delegate almost all productive tasks to subordinates, and focus on providing their employees with everything they need to excel in their jobs. 19 Delegation Delegation, the act of assigning productive tasks to subordinates, is vital to success as a business leader. More important than delegating individual tasks, however, is the ability to delegate authority and develop leaders for the future. Assigning tasks is a basic management activity; assigning responsibility for figuring out how to accomplish objectives takes management to the next level. Considerations Leaders and leadership styles may need to be changed to suit specific situations. A new CEO in an established company may benefit from altering his leadership style to be more in line with the culture of his new company. Top executives themselves may need to be switched out from time to time if a company's performance establishes a pattern of decline. 2.9. Leadership Qualities according to Zaccaro (2001) Here are a few of the qualities and traits of great leaders that one can learn and practice: • Self-assessment: Effective leaders periodically take stock of their personal strengths and shortcomings. They ask: “What do I like to do? What am I really good at?” “What are my areas of weakness, and what do I dislike doing?” • Responsive to the group’s needs: Being perceptive can also help a leader be more effective in knowing the needs of the team. Some teams’ value trust over creativity; others prefer a clear communicator to a great organizer. Building a strong team is easier when you know the values and goals of each individual, as well as what they need from you as their leader. 20 • Knowing the organization: Effective leaders know the organization’s overall purpose and goals, and the agreed-upon strategies to achieve these goals; they also know how their team fits into the big picture, and the part they play in helping the organization grow and thrive. • Communication – Good communication skills are required at every level of business, but leaders must possess outstanding communication skills. Luckily, this is a skill that can be learned. Other Leadership Qualities according to Zaccaro (2001) include motivating teams; team building; risk taking and vision and goal setting. 21 CHAPTER THREE RESEARCH METHODOLOGY This research work is an investigative research that tried to investigate the impact of leadership styles on employee productivity using Marlborough Court Care Home in London as a case study. 3.1 Research Design This study explores a descriptive survey design. The purpose of using descriptive surveys is to collect detailed and factual information that describes an existing phenomenon. This research is a survey type which collected the opinions of staff through 65 opinionated questionnaires. The opinions would be analyzed with chi-square test statistic at 0.05 level of significant. 3.2 Sources of Data Collection Data obtained for this study came from both primary and secondary sources. Primary source of data collection facilitates personal contact to the respondents. The instruments used for the primary data include a carefully framed questionnaire and personal interview. Secondary data are data collected from relevance literature, articles, textbooks; magazines published journals and newspaper on the impact of leadership styles on employee productivity. 22 3.3 Sample Size and Sampling Technique It seems not feasible to get the needed information from the whole population due to time, cost and other logistic constraints, the researcher decided to administer (65) questionnaire to respondents to be divided among the recognized members of staff in various departments of the organization. Simple random sampling technique was used to administer the carefully framed questionnaire. 3.4 Research Instrument The research instrument used is a carefully designed questionnaire. The first part contained questions which employ the respondents to provide information about there biographical details such as: marital status, age, status, length of service and educational qualification. The other part contained questions on the impact of leadership styles on employee productivity 3.5 Method of Data Analysis This method was embraced based on the objective of the study. The hypotheses posed and the research questions were articulated in the study. The questions in the first section were analyzed using simple descriptive statistics which include frequencies, table, and percentages for easy interpretations. 23 Moreover, the application of the “goodness of fit” test statistics “chi-square” formula was used for hypothesis testing. We use the chi-square test to test the validity of a distribution assumed for a random phenomenon. The test evaluates the null hypotheses H0 (that the data are governed by the assumed distribution) against the alternative (that the data are not drawn from the assumed distribution). Let p and p2 denote the probabilities hypothesized for k possible outcomes. In n independent trials, we let Y1 and Y2 denote the observed counts of each outcome. The chi-square: = (Y1 - np1)² + (Y2 - np2)² ---------- ---------- np1 np2 Reject H0 if this value exceeds the upper critical value of the (k-1) distribution, where is the desired level of significance. O = Observed frequency E = Expected frequency ∑ = Summation 24 X2 = Chi Square value Ho= Null hypothesis H1= Alternative Hypothesis Reject H0 if this value exceeds the upper critical value of the (k-1) distribution, where is the desired level of significance. P- Value. The P-value is the probability of observing a sample statistic as extreme as the test statistic. Since the test statistic is a chi-square, use the Chi-Square Distribution Calculator to assess the probability associated with the test statistic. Use the degrees of freedom computed above. The expected frequency counts at each level of the categorical variable are equal to the sample size times the hypothesized proportion from the null hypothesis. Ei = npi Where Ei is the expected frequency count for the ith level of the categorical variable, n is the total sample size, and pi is the hypothesized proportion of observations in level i. 3.6 Limitation of the Study This research work was faced by some challenges like- time limit to complete the work, finance in the area of questionnaire administration and the unwillingness of most respondents to provide answer to the questions as well as having access to most respondents as at when required. 25 2.7 Validation The outcome of the finding reveals a consistence relationship between the variables. This implies that the instruments been employed are valid. 3.8 Pilot Study This is the study that has been carried out before the real survey. It was carried out in order to improve the questionnaire and it also reveals other problems that could be serious on the study. The participants include friends and colleagues. During this study, it was discovered that it will be convenient to distribute questionnaire to individual respondent than the personal interviews. 26 CHAPTER FOUR DATA PREPRESENTATION AND INTERPRETATION OF DATA 4.1 Data Analysis and Interpretation This chapter is devoted to analyzing the data collected for this research through the questionnaires administered. 65 samples of the questionnaires were administered but just 60 filled by the respondents while the remaining 5 remain unfilled. Table 1: Sexual distribution of the respondents Option Frequency Percentage Male 30 50 Female 30 50 Total 60 100 The above table reveals that there is no gender discrimination in the administration of the questionnaire. Table 2: Marital Status distribution of respondents Option Frequency Percentage Married 30 50 Single 15 25 Others 15 25 Total 60 100 The above reveal that most of the respondents are married 30(50%) and others 15(25%) are singles and 15(25%) are divorced. 27 Table 3 Question 3: Distribution of respondents according to academic qualification Option Frequency Percentage GCSE HOLDER 15 25.0 NVQ/SVQ HOLDER 15 25.0 BSC 30 50.0 MA & OTHERS --- --- TOTAL 60 100 The above table reveals that most of the respondents have at least B.Sc. 30(50%). This implies that most of the respondents are competent to give reliable answers. Table 4: Distribution of respondents according to present positions Option Frequency Percentage Top Management 30 50.0 Middle Management 10 16.7 Supervisory 15 25.0 Junior 5 8.3 Total 60 100 The above table also reveals that the majority 30(50%) of the respondents are at the top management level of the organization of study. This shows that majority of the respondents are well placed 28 Table 5: Distribution of respondents according to length of service Option Frequency Percentage 1 – 4 5 8.3 5 – 9 5 8.3 10 – 14 25 41.7 15 – 19 10 16.7 20 and above 15 25.0 Total 60 100 The above table reveals that most the respondents have spent between 10 to 14 years in the organization. This means that the bare experienced enough to provide reliable responses the questions as articulated in the questionnaire. Table 6: The age distribution of respondents Option Frequency Percentage 18 – 23 5 8.3 24 – 29 35 58.4 30 – 35 5 8.3 36-41 10 16.7 42 and above 5 8.3 Total 60 100 The table above reveals that most of the respondents are between the ages of 24-29 years. This implies that they are mature enough to provide useful information on the subject matter. 29 Table 7: Distribution of respondents according to department Option Frequency Percentage Operation 10 16.7 Finance 40 66.7 Marketing 5 8.3 H.R.M 5 8.3 Total 60 100 The above table reveals that most of the respondents 40(66.7%) are in finance department. This implies that the questionnaire was administered in four core departments of the organization. 4.2. Analysis of the Responses Table 8 Question 8: The style used by leaders could embrace the organizations workers’ efficiency Option Frequencies Percentages Strongly Agree 30 50.0 Agree 15 25.0 Undecided - - Disagree 5 8.3 Strongly Disagree 10 16.7 Total 60 100 The above table reveal that 30 (50%) of the respondents strongly agree while 15(25%), 5(8.3%), 10(16.7%) Agree, Disagree and strongly disagree respectively. This implies that leadership styles could give-rise to workers’ efficiency at work. And that no specific style is “fit” in all situations. 30 Table 9 Question 9: Planning and forecasting could enhance productivity and efficiency of employee at work place? Option Frequencies Percentages Strongly Agree 25 41.7 Agree 10 16.7 Undecided 5 8.3 Disagree 10 16.7 Strongly Disagree 10 16.7 Total 60 100 The above table reveal that 25(41.7%) of the respondents strongly agree with the above statements while 10(16.7%), 5(8.3%), 10(16.7%) and 10(16.7%) Agree, Undecided, Disagree and strongly disagree respectively. This shows that effective planning and forecasting are essentials in ensuring employees efficiency Table 10 Question 10: Employees need to be supervised closely to achieve the organizational goal Option Frequencies Percentages Strongly Agree 23 38.3 Agree 17 28.3 Undecided 4 6.7 Disagree 5 8.3 Strongly Disagree 11 18.3 Total 60 100 The above table reveals that 23(38.3%), 17(28.3) strongly agree and agree respectively, while 4(6.7%), 5(8.3%) and 11(18.3%) were Undecided, Disagree and strongly disagree respectively. 31 This means that close monitoring of the employees is one of the factors to achieve the organizations goals. Table 11 Question11: A good leaders must carry the employees along in decision process Option Frequencies Percentages Strongly Agree 27 45.0 Agree 13 21.7 Undecided - - Disagree 13 21.7 Strongly Disagree 7 11.7 Total 60 100 Source: Survey 2016 The above table reveals that 27(45.0%) strongly agree with the above statement, while 13(21.7%), and 7(11.7%), Agree, disagree and strongly disagree respectively. This implies that the employees’ participation in decision process is good Table 12 Question 12: Providing guidance without pressure is one of the keys to being a good leader. Option Frequencies Percentages Strongly Agree 20 33.3 Agree 23 38.3 Undecided 6 10.0 Disagree 4 6.7 Strongly Disagree 7 11.7 Total 60 100 The above table reveal that 20(33.3%) of the respondents strongly agree with the above statement, while 23(38.3%), 6(10.0%), 4(6.7%) and 7(11.7%) Agree, Undecided, disagree and 32 strongly disagree respectively. This means that the employees are to be guided with diligence. Table 13 Question 13: There is significant relationship between the organizational achievement and employees’ efficiency Option Frequencies Percentages Strongly Agree 21 35.0 Agree 18 30.0 Undecided 3 5.0 Disagree 11 18.3 Strongly Disagree 7 11.7 Total 60 100 The above table reveal that 21(35.0%) of the respondents strongly agree with the above statement, while 18(30.0%), 3(5.0%), 11(18.3%) and 7(11.7) Agree, undecided, disagree and strongly disagree respectively. This shows that the employees’ efficiency would results to organizations achievement. Table 14 Question 14: Effective leadership style could facilitate organization effectiveness Option Frequencies Percentages Strongly Agree 17 28.3 Agree 23 38.3 Undecided 5 8.3 Disagree 11 18.3 Strongly Disagree 4 6.7 Total 60 100 The above table reveal that 17(28.3%) of the respondents strongly agree with the above statement, while 23(38.3%), Agree, 5(8.3%) were undecided, 11(18.3%) disagree and 4(6.7%) 33 strongly disagree with the statement. This means to ascertain organization effectiveness, effective leadership style is necessary Table 15 Question 15: Effective leaders always give orders and clarify procedure. Option Frequencies Percentages Strongly Agree 15 25.0 Agree 20 33.3 Undecided 9 15.0 Disagree 10 16.7 Strongly Disagree 6 10.0 Total 60 100 The above table reveal that 15(25%) of the respondents strongly agree and agree with the above statement, while 20(33.3%), 9(15.0%), 10(16.7%) and 6(10. %) of the respondents were undecided, disagree and strongly disagree respectively. To give orders and clarification of procedure are function of an effective leader. Table 16 Question 16: In most situations, workers prefer little input from the leader. Option Frequencies Percentages Strongly Agree 18 30.0 Agree 24 40.0 Undecided 8 13.3 Disagree 7 11.7 Strongly Disagree 3 5.0 Total 60 100 The above table reveal that 18(30.0%) of the respondents strongly agree with the above statement, while 24(40.0%), 8(13.3%), 7(11.7%) and 3(5.0%) Agree, Undecided, disagree 34 and strongly disagree respectively. This shows that workers could perform better with little or no supervision and that they just need to be monitored. Table 17 Question 17: There is a significant relationship between leadership style and employees’ efficiency Options Frequencies Percentages Strongly Agree 22 36.7 Agree 20 33.3 Undecided - - Disagree 7 11.7 Strongly Disagree 11 18.3 Total 60 100 The above table reveal that 22(36.7%) of the respondents strongly agree with the above statement, while 20(33.3%), 7(11.7%) and 11(18.3%) Agree, disagree and strongly disagree respectively. This shows that the statement above is correct and that there exists a relationship between employees’ efficiency and leadership styles Table 18 Question 18: Leaders are discerned to update the knowledge and skills of the employees Option Frequencies Percentages Strongly Agree 35 58.3 Agree 10 16.7 Undecided - - Disagree 8 13.0 Strongly Disagree 7 12.0 Total 60 100 The above table reveal that 35(58.3%) of the respondents strongly agree with the above 35 statement, while 10(16.7%), 8(13%) and 7(12%) agree, disagree and strongly disagree respectively. This means that employees’ knowledge needs not to be static. As changes occur, they also need to be updated. Table 19 Question 19: A good leader motivate the employee to be more committed to their work Option Frequencies Percentages Strongly Agree 30 50.0 Agree 15 25.0 Undecided - - Disagree 12 20.0 Strongly Disagree 3 5.0 Total 60 100 The above table reveal that 30(50%) of the respondents strongly agree with the above statement, while 15(25%), 12(20%) and 3(5.0%) Agree, disagree and strongly disagree respectively. This shows that motivation is a good tool to arose the employees interest to work, and that they perform better when they are motivated. 36 Table 21 Question 21: The leadership style adopted is more significant to the employee productivity Option Frequencies Percentages Strongly Agree 28 46.7 Agree 20 33.3 Undecided 2 3.3 Disagree 7 11.7 Strongly Disagree 3 5.0 Total 60 100 Source: Survey 2016 The above table reveal that 48(80%) of the respondents strongly agree and agree with the above statement, while 2(3.3%), 7(11.7%) and 3(5.0%) of the respondents were undecided, disagree and strongly disagree with the statement respectively. This means that no specific style is applicable to all situations, and that proper style of leadership should be used when situation arises Table 22 Question 22 Low employee morale is one of the good consequences of poor leadership Option Frequencies Percentages Strongly Agree 19 31.7 Agree 19 31.7 Undecided 10 16.7 Disagree 7 11.7 Strongly Disagree 5 8.3 Total 60 100 The above table reveal that 38(63.4%) of the respondents strongly agree and agree with the above statement, while 10(16.7%), were undecided, 7(11.7%) disagree and 5(8.3%) strongly 37 disagree. This means that leaders must boost the employees’ moral to ascertain the success. Poor leadership will give rise to poor employees’ morale. Table 23 Question 23: Leadership style has positive significant impact on organizational effectiveness Option Frequencies Percentages Strongly Agree 18 30.0 Agree 17 28.3 Undecided 9 16.0 Disagree 10 16.7 Strongly Disagree 6 10.0 Total 60 100 The above table reveals that 18(30%) of the respondents strongly agree and 17(28.3%) agree with the above statement while 9(16.7%) and 6(10%) were undecided and Disagree and strongly disagree respectively. This means Leadership style has positive significant impact on organizational effectiveness Table 24 Question 24: Good leadership style is central to solving the problem of low productivity and poor result from the employees Option Frequencies Percentages Strongly Agree 35 58.3 Agree 10 16.7 Undecided - - Disagree 8 13.0 Strongly Disagree 7 12.0 Total 60 100 38 The above table reveal that 35(58.3%) of the respondents strongly agree with the above statement, while 10(16.7%), 8(13%) and 7(12%) agree, disagree and strongly disagree. respectively. This reveals that the highest number of respondents confirm the above statement to be true, and that deficient leadership style could result to low productivity. Table 25 Question 22: Effective leadership training and development makes the organization to cope with the external environmental factors Option Frequencies Percentages Strongly Agree 30 50.0 Agree 15 25.0 Undecided - - Disagree 5 8.3 Strongly Disagree 10 16.7 Total 60 100 The above table reveal that 30 (50%) of the respondents strongly agree while 15(25%), 5(8.3%), 10(16.7%) Agree, Disagree and strongly disagree respectively. This shows that effective leadership training could provide the happenings within and outside the industry. This will allow him the organization internal environment to cope with the external environment. 39 Table 26 Question 26: A good leader must coordinate other factors of production to ascertain the achievement of the organization goal and objective Option Frequencies Percentages Strongly Agree 23 38.3 Agree 17 28.3 Undecided 4 6.7 Disagree 5 8.3 Strongly Disagree 11 18.3 Total 60 100 The above table reveals that 23(38.3%), 17(28.3) strongly agree and agree respectively, while 4(6.7%), 5(8.3%) and 11(18.3%) were Undecided, Disagree and strongly disagree respectively. This connotes that other factors of production will remain idle and proper management of all factors of production is ultimate in achieving the set goals and objectives Table 32 Question 32: To achieve higher employee productivity, leaders must adopt a befitting leadership style to cope with situations Option Frequencies Percentages Strongly Agree 18 30.0 Agree 24 40.0 Undecided 8 13.3 Disagree 7 11.7 Strongly Disagree 3 5.0 Total 60 100 The above table reveal that 18(30.0%) of the respondents strongly agree with the above 40 statement, while 24(40.0%), 8(13.3%), 7(11.7%) and 3(5.0%) Agree, Undecided, disagree and strongly disagree respectively. This means one style does not fit all situations. The leaders must be dynamics in the area of the type of leadership style to adopt 4.3 Hypothesis Testing O= Observed frequencies E = Expected frequencies (X2) = Chi-square H0 = Null hypothesis H1 = Alternative hypothesis Chi-square Note If the calculated chi-square is greater than the tabulated chi-square then, we reject the null hypotheses and accept the alternative hypothesis. And vice-versa Hypothesis One Ho: There is no significance relationship between leadership styles employees’ productivity H1: There is significances relationship between leadership style employee productivity 41 Table 26 Options O E O-E (O-E)2 (O-E)2/ E SA 33 12 21 441 36.750 A 12 12 0 0 0 U _ 12 -12 144 12.000 D 9 12 -3 9 0.756 SD 6 12 -6 36 3.000 TOTAL 52.506 At 5% (0.05) level of significant with (R-1) (5 – 1) = 4df Conclusion Since the calculated chi-square (X2), = 52.506 is greater than the tabulated x2 =9.488 then, we reject the null hypotheses and accept the alternative hypothesis. Decision We can now say there is significances relationship between leadership style employee productivity 42 Hypothesis two Ho: Leadership style has no positive significant impact on organization effectiveness H1: Leadership styles has positive significant impact organizational effectiveness Table 27 Options O E O-E (O-E)2 (O-E)2/ E SA 35 12 23 529 44.083 A 10 12 -2 4 0.333 D _ 12 -12 144 12.000 D 8 12 -4 16 1.333 SD 7 12 -5 25 2.083 TOTAL 60.579 At 5% (0.05) level of significant with (R-1) (5 – 1) = 4df Conclusion Since the calculated chi- square (X2). = 60.579 is greater than the tabulated x2 =9.488 then, we reject the null hypotheses and accept the alternative hypothesis. Decision We can now say that Leadership styles has positive significant impact organizational effectiveness 43 CHAPTER FIVE SUMMARY, CONCLUSION, AND RECOMMENDATIONS 5.1. SUMMARY Leadership exists on many levels; throughout all aspects of the society. The common purpose that motivates leaders is the overall accomplishment of the organization or the system. After recognizing leadership as a system, it becomes clear that an understanding of the relationship between leaders and their constituents is essential. To buttress my point, a manager was employed by the care home with expectation that the company present performance and rating by regulatory authority will be sustain if not improved. However, the manager leadership style affected employees’ performance such that within three months the home that was rated as being “Outstanding” was place on “embargo” by the regulatory body (CQC). Hence the home was rated bad and unsafe. In addition, developing and maintaining successful organizations require leaders to understand the culture of the organization to adapt to the challenges of the environment and to respect the constituents that make up the organization. The responsibility of leadership extends from the executive officers and beyond “the -local levels of the public. The possibilities and limitations of leaders must be understood so that the workers can intelligently strengthen and support “good” leadership. Many have described the skills and the tasks necessary to be a leader and it is likely that these skills are widely 44 distributed throughout the society. An important question is how this reservoir can be tapped. We deduced in the process of carrying out this research work and based on the tested hypothesis that it was ascertained that there is significances relationship between leadership style and employee productivity. This really indicates that the employees’ productivity could be motivated by the style of leadership employed to handle situations at a particular time as changes occurred in the organizations. It could also be confirmed in the course of the study and the second tested hypothesis that leadership styles have positive significant impact on organizational effectiveness. 5.2 CONCLUSION To ascertain a reliable research work, the following conclusions are made: 1. Employees need to be supervised closely to achieve the organizational goal. 2. There is significant relationship between the organizational achievement and employees’ efficiency 3. Leaders are discerned to update the knowledge and skills of the employees 4. Ability to expand and grow in the organization is directly related to its ability to properly manage it resources 5. To achieve a higher employee productivity, leaders must adopt a befitting leadership style to cope with situations 6. that Leadership styles has positive significant impact organizational effectiveness 7. There is significances relationship between leadership style employee productivity 45 8. Good leadership style is central to solving the problem of low productivity and poor result from the employees 9. Higher degree of productivity can best be achieve by using an appropriate leadership style. 5.3. RECOMMENDATIONS Considering the Ending and conclusion, for effective employee performance, organization should make use of these recommendations: Adopt effective leadership style. This is a style based upon a caring and nurturing approach, which will work in conjunction with authoritative style. Democratic and pacesetting leadership style should be adopted as the democratic-style give room for employee participation in decision-making while pacesetting in situational leadership style. Organization should also formulate polices, which will encourage leaders to empower employees to be part owner of the organization. Leadership that encourages quality principle should be put in place of authority. 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(2010).’ Psychology and Work Today. An introduction to industrial and organizational psychology’’. 10th Edition. Upper Saddle River, N.J. Prentice hall P.201 Thomas (2007) Human Behaviour and said environment. Micro level Groups, communities, and organizations. US: oxford University press. Wood, A.P. (2010) “Democratic Leadership: drawing distribution with distributed leadership”. International Journal of leadership in Education. 7(1): 3-36 Zaccaro, S.J. (2001) “Leadership Vision and Organizational Effectiveness” San Franciso: Jossey-Bass. Zeng(2011). ‘’Does transitional leadership count for team innovation’’? Journal of organization change management. 24(3): 282-298 49 Appendix 1A Dear Sir/madam, Request to respond to Questionnaire I am a student of the above named university involved in a research work titled “the impact of leadership styles on employees’ productivity using Marlborough Court Care Home in London as a case study. I am sorry to take part of your precious time while I request your sincere responses to the questions and statements raised in the accompanying questionnaire. Be assured that all information supplied will be treated in strict confidence. Yours faithfully Rashidat Bisiriyu 50 Appendix 1B QUESTIONNAIRE INSTRUCTION: Please, mark(x) appropriately to signify your responses to the questions below. SECTION A Demographic Questions 1. What is your sex? Male Female 2. Marital Status Married Single Others 3. Education / Qualification GCSE HOLDER. NVQ/SVQ HOLDER BSC MA & OTHERS 4. The level of your position in the organization Top Management Middle Management Supervisory Junior Staff 5. The length of service of the respondents 1 – 4 years 5 – 8 years 9 – 12 years 13 – 16 years 17 and above 6. Your age 18-23 24-29 30-35 36-41 42 and above 7. Your department in the Organization. Operation Finance Marketing Human Resources Management 51 SECTION B 8. The style used by leaders could embrace the organizations workers’ efficiency Strongly Agree Agree Undecided Disagree Strongly Disagree 9. Planning and forecasting could enhance productivity and efficiency of employee at work place. Strongly Agree Agree Undecided Disagree Strongly Disagree 10. Employees need to be supervised closely to achieve the organizational goal Strongly Agree Agree Undecided Disagree Strongly Disagree 11. A good leaders must carry the employees along in decision process Strongly Agree Agree Undecided Disagree Strongly Disagree 12. Providing guidance without pressure is one of the keys to being a good leader Strongly Agree Agree Undecided Disagree Strongly Disagree 13. There is significant relationship between the organizational achievement and employees’ efficiency Strongly Agree Agree Undecided Disagree Strongly Disagree 14. Effective leadership style could facilitate organization effectiveness Strongly Agree Agree Undecided Disagree Strongly Disagree 15. Effective leaders always give orders and clarify procedure Strongly Agree Agree Undecided Disagree Strongly Disagree 52 16. In most situations, workers prefer little input from the leader Strongly Agree Agree Undecided Disagree Strongly Disagree 17. There is a significant relationship between leadership style and employees efficiency Strongly Agree Agree Undecided Disagree Strongly Disagree 18. Leaders are discerned to update the knowledge and skills of the employees Strongly Agree Agree Undecided Disagree Strongly Disagree 19. A good leader motivate the employee to be more committed to their work Strongly Agree Agree Undecided Disagree Strongly Disagree 20. The leadership style adopted is more significant to the employee productivity Strongly Agree Agree Undecided Disagree Strongly Disagree 21. Low employee morale is one of the good consequences of poor leadership Strongly Agree Agree Undecided Disagree Strongly Disagree 22. Leadership style has positive significant impact on organizational effectiveness Strongly Agree Agree Undecided Disagree Strongly Disagree 23. Good leadership style is central to solving the problem of low productivity and poor result from the employees Strongly Agree Agree Undecided Disagree Strongly Disagree 53 24. Effective leadership training and development makes the organization to cope with the external environmental factors Strongly Agree Agree Undecided Disagree Strongly Disagree 25. A good leader must coordinate other factors of production to ascertain the achievement of the organization goal and objective Strongly Agree Agree Undecided Disagree Strongly Disagree 26. To achieve higher employee productivity, leaders must adopt a befitting leadership style to cope with situations Strongly Agree Agree Undecided Disagree Strongly Disagree REFLECTIONS I was introduced to Greenwich School of Management by a friend of mine who is also a current student of the university. I was so delighted when I got admitted into the university to run a programme on Business management and Human resources management. As a matured student with children and home to look after, it was challenging but not impossible. Levels 3, 4 and 5 went quickly without me noticing it. And behold I am in level 6 the final year of the programme. The much-awaited year that I will write my project. I was opportune to work with a manager whose leadership style was democratic during my level 4. He was so indifferent to change in business trends and environment. This attitude and behaviour cause the organisation to incur liabilities and high staff turnover rate. The manger also loses his job. Hence, I decided my project will be on impact of leadership style on employee productivity. I did encounter some challenges while carrying out the research, as some questioners were returned uncompleted, some without accurate responses. Meanwhile there was no issue on ethical as my respondents were adults. However, I was asked to complete ethical form for my survey and data. Conclusively, I have had a wonderful experience studying at GSM.