Complete project materials on An Assessment Of Leadership Strategies On Organizational Performance
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ABSTRACT
This research is on the assessment of organizational Leadership Strategies on Organizational Performance. The researcher discusses the various styles of leadership adopted by different managers which are autocratic, Laissaz-faire, Participative (democratic), transitional and transformational leadership. Leadership within policing has evolved over the years in some organizations to a more participative style and yet there are still leaders who cling to an antiquated domineering style.
The objective of this research work is to identify the organizational leadership strategies and organization changes that have molded or are molding the policing culture.
An in-depth review of the transactional and transformational style of leadership was seen as being the styles that a leader in the 21st century would want to use to meet the needs of their employees and motivate them toward success and self-actualization.
A survey method was carried out by the researcher to gather information on the research work. Questionnaire was designed using structured questions to collect primary data from staff of Joint Admission Matriculation Board, Kaduna Annex.
The finding revealed that a leadership strategy has contributed to the achievement of the organizational objective. Based on the finding from this research, a number of recommendations were made which include that federal government should designed programme that will support the activities of the Board and also create officer that will coordinate and monitor the affair of the management.
TABLE OF CONTENTS
Title Page
Declaration
Approval Page
Dedication
Acknowledgement
Abstract
Table of Contents
CHAPTER ONE – INTRODUCTION
1.1 Background of the Study
1.2 Statement of the General Problem
1.3 Objectives of the Study
1.4 Statement of Research Questions
1.5 Justification of the Study
1.6 Scope and Limitation of the Study
1.7 Definition of Terms
CHAPTER TWO – LITERATURE REVIEW
2.0 Introduction
2.1 Concept of Organizational Leadership
2.2 Elements of Organizational Leadership
2.3 Major Conceptual Approaches to Leadership Strategies
2.4 Organizational Leadership Strategies
2.5 Organizational Leadership Styles in Nigeria
2.6 Organizational Leadership Theories & Styles
2.7 Management Strategies
2.8 Management Leadership
2.9 Environmental Forces Affecting Leadership Strategies
2.10 Impact of Change on People
2.11 Managing Organizational Changes
CHAPTER THREE – RESEARCH METHODOLOGY
3.0 Introduction
3.1 Research Design
3.2 Research Population
3.3 Sampling Size and Sampling Techniques
3.4 Method of Gathering Data
3.5 Justification of Method Used
3.6 Method of Data Collection
3.7 Justification of Instrument Used
CHAPTER FOUR – DATA PRESENTATION AND ANALYSIS
4.1 Introduction
4.2 Presentation and Analysisof Data
4.3 Discussion of Major Findings
CHAPTER FIVE – SUMMARY OF FINDING, CONCLUSION & RECOMMENDATION
5.1 Summary of Findings
5.2 Conclusion –
5.3 Recommendations
References –
Appendix
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Organizational leadership strategy is a process, which allows management to be proactive rather than reactive in shaping its own future. A focused organizational leader provides and establishes visionary leadership to his organization. He understands and appreciates responsive options to the change in the management environment.
He develops viable strategies based upon sustainable competitive advantages. A good organizational leader develops a proactive approach to strategic management, whereby management rather than just identifying and responding to change, anticipates is the bane of indigenous business organization in developing countries.
It is therefore, expected that the findings of this study will go a long way in improving the leadership class. Leadership is the ability to persuade other to seek defined objective enthusiastically. It is human fact, which binds a group together and motivates it toward it goals, (David 2003).
Robin, (2000) defined leadership as the ability of superiors to direct, guide and motivates people towards the attainment of given set of goals in an organization. The source of influence may be formal such as that provided by the possession of managing rank in an organization or informally outside the organization structure. Most organizational theorists agree that effective leadership is one of the most important contributors to overall organizational success.
Thus the quality of an organization’s determining the quality of the organization itself. The natural quality of an individual in the environment in which he operate on daily events are they unfold coupled with other factors do influence his leadership pattern. Leaders are not as such born, but are in fact made. A manager may be a boss but not necessarily a leader.
Armstrong (2001) laid out four main characteristics of transformational leadership when he discussed the
transformational leadership of sport term’s coaches. Emphasizing ethical behavior, sharing a vision goal, improving performance through charismatic leadership and leading by example. This shows a simplified version of the components of transformational leadership provided by Bass (2001), which also has four elements intellectual stimulation, individual consideration, inspirational leadership and idealized influence. Though, many leadership researchers have argued in support of effective leadership having a positive impact on behavior with in organizations, especially transformation leadership role in improving many factors of organization.
1.2 STATEMENT OF THE PROBLEM
An organization that has no good leadership is like a ship on the high sea without a captain. Resources both man and material will be bound to be wasted despite scare nature. If organization leaders are developed, economic development and growth in unending controversy as to the transferability of management principle and theories, Gonzales and Macmillan (2003), given the fact that most widely dispersed management theoriesand
techniques are based on western ideology and valve systems, their uncritical transfer to developing countries has in many ways contributed to organizational inefficiency and ineffectiveness Kanungo and Iaeger (1999).
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