Assessing the Leadership Styles of Male and Female Academics in Leadership Positions: Does Gender Matter (Published)
This study assessed the leadership styles of male and female heads of departments in a Nigerian State university. This was done to ascertain whether differences exist in the way both sexes lead and whether the way women lead account for their under representation in leadership positions. Data from both primary and secondary sources were utilized for this study. The primary data was derived through the administration of the Multifactor leadership Questionnaire (MLQ) on 90 randomly selected academic staff in subordinate positions from 7 purposively selected faculties in Ladoke Akintola University of Technology, Nigeria. The retrieved data were analysed using both descriptive and inferential statistics in the form of percentages, means, Cronbach alpha and Mann Whitney U test. It was found that both the male and female heads of departments utilized more of the transformational (males x̅=4.35; females x̅=4.50), democratic (males x̅=4.15; females x̅=4.13), transactional (males x̅=3.76; females x̅=3.59) and laissez-fair (males x̅=3.29; females x̅=3.06) leadership styles, as evident in their high mean scores. There was no significant difference (P>0.)5) in the leadership styles of both sexes. Women were found to lead in ways that are effective and the styles they adopted did not account for their under representation. The study concluded that the university should develop strategies for increasing the number of women in leadership positions since they were found to lead in ways that are effective; and investigate the factors that account for their under representation.
This study was designed to determine the personal characteristics and leadership styles of construction managers in selected construction firms in Lagos, Nigeria and effect of leadership styles on morale of workers. The study was conducted with data from questionnaire retrieved from forty four construction firms. The construction managers in these firms were required to identify their personal characteristics and leadership styles and the effect of their leadership styles on workers’ morale. Rankings of the Relative Importance Index used for personal characteristics evaluation revealed that construction managers are self-confident, self-assured, determined and can communicate effectively with others. Factor analysis was used to extract democratic and autocratic leadership styles as the major styles of leadership among the construction managers. Increment in the productivity and satisfaction and dangerous decisions were rated high as effects of democratic and autocratic leadership style on workers respectively. The established effects of democratic leadership style on workers’ morale justify its wide adoption.
The present study aims to examine the impact of leadership styles on organizational commitment at Jordanian banks. The study’s sample consists of (390) employees that will help answering the study’s questions and hypotheses; besides, the researcher developed a questionnaire for the detection of leadership styles dimensions (transformational leadership style, transactional leadership style ,and laissez faire leadership style) and the level of organizational commitment. The most important findings and conclusions of the research are: The arithmetic mean of the estimates of employees at Jordanian banks towards leadership styles were moderate. The arithmetic mean of the estimates of employees at Jordanian banks towards organizational commitment were moderate. Regression results indicates that there is statistically significant effect for leadership styles on organizational commitment at Jordanian banks. Besides transformational leadership style influence came first concerning the size of the effect.
Leadership Styles and the Politics of Institutional Management of State-owned Universities in Nigeria: Empirical Evidence from EBSU, South-eastern Geo-Political Zone, Nigeria (Published)
This study has investigated the nature of leadership styles and the politics of institutional management in State-owned Universities in Nigeria. In the study, descriptive survey design was adopted. Generated data were analysed using the Analysis of Variance (ANOVA) via Special Package on Social Sciences (SPSS). Analysis was based on primary data generated through a structured likert questions administered on respondents. The result of the findings shows the need for the government to grant institutional autonomy to the management of state-owned universities in Nigeria and especially in the various 6 geo-political zones in other to achieve global best practices, organisational performance and sustainable human capital development within the purview of global/ international standards thereby providing relevant manpower training and general performance of its tasks in the areas of teaching, research, capacity building and community services, that will contribute meaningfully in institutional performance and rapid national development attainment in this 21st century.
The purpose of life cycles through which passes each organization and social system to which it belongs is in its holding phase permanent “Youth” in which the prevailing conditions for achieving permanent development and growth of the same. The changes occur as a necessary determinant for achieving this desired state that would assure the effective operation of the organization. Any change is followed by resistance by the direct implementers of the same (employees). The consequences and the final balances of such resistance solely depend on the competence of managers, especially in the phase of the initiative for change and leadership styles that same practice.