Submit your papersSubmit Now
For Enquiries: [email protected]
IIARD LogoIIARD

Perception of Leadership Styles and Employee Motivation in the Rivers State Public Service

Adue, Stephen Barinaadaa Numyone and Alafuro Epelle

Abstract

This study examined perception of leadership styles and employees’ motivation in the Rivers State Public Service. The study adopted descriptive research design. A sample size of 300 was used using simple random technique. The instrument for the study was a 20 item self-structured questionnaire. The instrument was pre-tested using a pilot sample of 20 employees and a reliability index of 0.82 was obtained using Pearson Product Moment Co-relation Co-efficient. Statistical mean and standard deviation were employed to analyse the relationship between the variables while T-test was used in testing the significance of the variables at 0.05 level of significance. The study found that most of the employees believed to a considerable degree that transactional leadership styles affect employees’ motivation in the public service of Rivers State. The data also revealed a low level of dispersion in terms of opinions with regards to the actual average response on the subject matter. Therefore, we inductively concluded that transactional leadership styles affect employees’ motivation; that Democratic Leadership Styles affect employees’ motivation; that most of the public service employees believed to a considerable degree that Transformational leadership styles affect employee motivation. That there is no significant difference in the mean scores of male and female employees on leadership styles and employees’ motivation in the public service of Rivers State. We recommend that Senior Civil Servants should recognize the value of nurturing transformational and charismatic leadership qualities among their leaders; while mitigating the risks associated with laissez-faire leadership and leadership development initiatives should focus on cultivating proactive leadership behaviours that empower leaders to provide clear direction, support, and inspiration to their teams.

Keywords

Leadership StylesEmployeeMotivationRivers StatePublic Service

References

Aarons, G. A. (2016). Transformational and transactional leadership: Association with attitudes toward evidence-based practice. Psychiatric Services, 57, 1162-1169. Abasilim, U. D. (2014). Transformational leadership style and its relationship with organisational performance in Nigerian work context: A review. IOSR Journal of Business and Management, 16(9), 1-5. Abasilim, U. D., Gberevbie, D. E., & Osibanjo, O. A. (2018a). Canonical analysis of perceived leadership styles and employees’ commitment in Nigeria. Paper presented at the 14th European Conference on Management Leadership and Governance at HU University of Applied Sciences, Utrecht, The Netherlands. Akinbode, G. A., & Fagbohunde, O. B. (2012). Leadership and organisational factors as predictors of employees organisational commitment in Nigeria: An empirical analysis. Business and Management Research, 1, 69-87. Akram, T., Lei, S., Hussain, S. T., Haider, M. J., & Akram, M. W. (2016). Does relational leadership generate organizational social capital? A case of exploring the effect of relational leadership on organizational social capital in China. Future Business Journal, 2, 116-126. Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A., & Shaikh, F. M. (2012). The impact of autocratic and democratic leadership style on job satisfaction. International Business Research, 5, 192-201. Dariush, L., Choobdar, G., Valadkhani, P., & Mehrali, E. (2016). Leader facilitating organizational commitment of employees (Tehran). International Journal of Economics, Commerce and Management, 4, 640-655. DuBois, M., Hanlon, J., Koch, J., Nyatuga, B., & Kerr, N. (2015). Leadership styles of effective project managers: Techniques and traits to lead high performance teams. Journal of Economic Development, Management, IT, Finance, and Marketing, 7(1), 30–46. Eagly, A. H., Johannesen-Schmidt, M. C., & Van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569-591. Ebrahimi, P., Mousa, RC, Roohbakhsh, N., & Shaygan, J. (2017). Transformational and transactional leadership: Which one is more effective in the education of employees' creativity? Considering the moderating role of learning orientation and leader gender. International Journal of Organizational Leadership, 6, 137– 156. Fackler, S., & Malmberg, L.-E. (2016). Teachers’ self-efficacy in 14 OECD countries: Teacher, student group, school and leadership effects. Teach. Teach. Educ. 56, 185–195. Fasola, O. S., Adeyemi, M. A., & Olowe, F. T. (2013). Exploring the relationship between transformational, transactional leadership style and organisational commitment among Nigerian banks employees. International Journal of Academic Research in Economics and Management Sciences, 2(6), 96-107. Gangwar, S., Padmaja, KV, & Bhar, S. (2013). Impact of behavioral style, self orientation and task orientation of leaders on employees' motivation. International Journal on Global Business Management & Research, 1(2), 57– 66. Garg, A. K., & Ramjee, D. (2013). The relationship between leadership styles and employee commitment at a parastatal company in South Africa. International Business and Economics Research Journal, 12, 1411-1436. Gcaza, N., Garande, B., & Echezona, N. E. (2018). The effects of leadership style and organizational culture on employees’ organizational commitment. Journal of Social Science, 54(1- 3), 31-41. Halai, A., & Durrani, N. (2018). Teachers as agents of peace? Exploring teacher agency in social cohesion in Pakistan. Compare 48, 535–552. Hallinger, P., & Heck, R. H. (2011). Collaborative leadership and school improvement: Understanding the impact on school capacity and student learning. Int. Handb. Leader. Learn. 25, 469–485 Haque, A. U., & Yamoah, F. A. (2021). The role of ethical leadership in managing occupational stress to promote innovative work behaviour: a cross-cultural management perspective. Sustainability 13, 9608. Haque, A. U., Faizan, R., Zehra, N., Baloch, A., Nadda, V., & Riaz, F. (2015). Leading leadership style to motivate cultural-oriented female employees in IT sector of developing country: IT sectors’ responses from Pakistan. Int. J. Acad. Res. Bus. Soc. Sci. 5, 280–302. Ibrahim, M. E., & Perez, A. O. (2014). Effects of organizational justice, employee satisfaction, and gender on employees’ commitment: Evidence from the UAE. International Journal of Business and Management, 9(2), 45-59. Ivashchenko, O., Yarmak, O., Galan, Y., Nakonechnyi, I., & Zoriy, Y. (2017). Leadership as a fundamental aspect of the performance of student-athletes in university men's sports teams. Journal of Physical Education and Sport, 17, 472– 480. Jain, P., & Duggal, T. (2015). The role of transformational leadership in organisational commitment. International Journal of Business Quantitative Economics and Applied Management Research, 1(5), 1-11. Karassvidou, E., & Glaveli, N. (2015). Work-family balance through border theory lens: The case of a company “driving in the fast lane.” Equality, Diversity and Inclusion: An International Journal, 34, 97–84. Keskes, I. (2014). Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future directions. Intangible Capital, 10, 26-51. Kiboss, J. K., and Jemiryott, H. K. S. (2014). Relationship between principals’ leadership styles and secondary school teachers’ job satisfaction in Nandi South District, Kenya. J. Educ. Hum. Dev. 3, 493–509. Kim, W. G., & Brymer, R. A. (2011). The Effects of Ethical Leadership on Manager Job Satisfaction, Commitment, Behavioral Outcomes, and Firm Performance. International Journal of Hospitality Management, 30, 1020-1026. Mert, S. I., Keskin, N., & Bas, T. (2010). Leadership style and organizational commitment: Test of a theory in Turkish banking sector. Journal of Academic Research in Economics (JARE), 1, 1-19. Mokgolo, M. M., Mokgolo, P., & Modiba, M. (2012). Transformational leadership in the South African public service after the April 2009 national elections. South Africa Journal of Human Resource Management, 10, 1-9. Mottoh, S. N. (2015). The influence of transformational and transactional leadership style on employee performance (Case study: Dinas Kesehatan Manado). Jurnal Berkala Ilmiah Efisiensi, 15, 436-446. Mulugeta, A., & Hailemariam, E. (2018). Employees’ perception towards leadership style and organizational commitment in public organizations. International Journal of Scientific and Research Publications, 8, 354-365. Nasurdin, A. M., Ahmad, N. H., & Razalli, A. A. (2014). Politics, justice, stress, and deviant behaviour in organizations: An empirical analysis. International Journal of Business and Society, 15, 235-254. Ojokuku, R. M., Odetayo, T. A., & Sajuyigbe, A. S. (2012). Impact of leadership style on organizational performance: A case study of Nigerian banks. American Journal of Business and Management, 1, 202-207. Okonkwo, E. A., Ikegbuna, C., Chigbo, C. M., & Nwandu, I. B. (2015). Regression analysis of perceived leadership styles and organizational commitment among a sample of Nigerian health personnel. Journal of Education and Leadership Development, 7(1), 29-35. Oragwu, D.I., & Nwabueze, K.X., (2015). Principal Leadership Style and Teacher Satisfaction among a Sample of Secondary School Teachers in Barbados. Caribbean Educational Research Journal 2(2), 105-116. Othman, J., Mohammed, K. A., & D’Silva, J. L. (2013). Does a transformational and transactional leadership style predict organizational commitment among public university lecturers in Nigeria? Asian Social Science, 9, 165-170. Parveen, K., Phuc, T. Q. B., Shafiq, M., and Xiaowei, T. (2021). Identifying the adm

More Articles from JOURNAL OF HUMANITIES AND SOCIAL POLICY