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THE IMPACT OF LEADERSHIP STYLE ON THE PERFORMANCE OF PUBLIC ENTERPRISES (A CASE STUDY OF SOME SELECTED COMPANIES IN WARRI DELTA STATE

PREFACE 

 This research work is organized into Five Chapter comprises sub – titles. Chapter one is the introductory aspect of the project and it contains background of the study, statement of problem, objective of the study, research hypothesis, the significance of the study, the limitations of the study as well as definitions of terms. Chapter two is the review of related literature and it comprises the profile of selected companies, under study, concept of leadership, managerial leadership of task performance, managerial influence, qualities of the leadership and types of leadership, determining appropriate leadership style, functions and responsibilities of leadership and variables affecting leadership effectiveness. Chapter three of this study centers on research procedures ang methods. It specifies the rationale for carrying out the primary research. It consists of scope of study, selection and collection of data, design and administration of questionnaire, sample size determination, operational measures of variables and data analysis techniques. Chapter four contains the presentation, analysis of data as well as the testing of hypothesis. Chapter five is the summary of findings, conclusions, recommendations as well as suggestion for further studies. 

CHAPTER ONE
 INTRODUCTION 
11 BACKGROUND OF THE STUDY

: Leadership is not as simple as many assume, it has been the subject of extended discussions, research and argument for many years. Moreover, the motive connotations of the world have brought it into some disrepute in a society of increasingly egalitarian and anti – militaristic values. The process of influencing the behaviour of others in varying degree and by various means exist today. As it always has. Leadership generates changed expectations about participation, consultation and representation among those with whom the manager has to work. The manager’s means of influencing the behaviour of others must alter correspondingly. Is it possible to change a person’s style of leadership? Surely, leaders are born and not made. There are no ‘Yes’ or ‘No’ answers. If there is an answer, it is that it all depends on the circumstances and on the individual. Certainly, for many people, changing their behaviour is difficult, and in some cases it is possible. Only small modification in an individual’s sensitivity to others, his ability to communicate his receptiveness to the ideals of others, may be possible. One important issue to be considered is that different styles are as seen as variously good or bad. While it may generally be true that in the present day a consultative, democratic, problem-solving style may be more effective than a straight autocratic command in dealing with subordinates, this has to be qualified by saying that much depends on the nature of the situation and the task which requires leadership. It is obvious that to some extent the nature of the situation influences the way in which people expect to be led. In an emergency situation, or in one where there is little doubt about who has the expertise to deal with the problem, a consultative approach might be regarded as incompetent and timid. Leadership is virtually important at all levels within the company, from the top management level to the shop floor. Leadership is the moral and intellectual ability to lead employees towards the attainment of organization goals. The most important thing the leader does is to create team spirit around him and near him in realistic terms of mature adults. The changing nature of business organization coupled with advances in social democracy, have combined to place growing importance on leadership. The nature of management is moving away from an emphasis on getting results by the close control of the workforce and towards an environment of watching, support and empowerment. The problem of man management begins, as Brown (1960:10) points out when the work available cannot be done by skills and resources of an individual working by himself. At this stage, the vital question of who tells whom what to do and when, begin to arise. Who pays whom for what and makes decisions regarding the use of resources? A question of equal importance is how are these decisions made and what is the effectiveness of the methods used? These are problems that affect every manager, and the larger the enterprise, the more complex they become.

Project detailsContents
 
Number of Pages124 pages
Chapter one Introduction
Chapter two Literature review
Chapter three  methodology
Chapter  four  Data analysis
Chapter  five Summary,discussion & recommendations
ReferenceReference
QuestionnaireQuestionnaire
AppendixAppendix
Chapter summary1 to 5 chapters
Available documentPDF and MS-word format


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