SUMMER TRANING REPORT ON

THE STUDY TO EXAMINE THE IMPACT OF LEADERSHIP

STYLES ON ORGANISATION PERFORMANCE

SUBMITTED PARTIAL FULFILLMENT OF THE REQIREMENT TO ATTAIN

DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION

UNDER THE GUIDANCE OF : SUBMITTED BY:

(MS. NISHA RAI MA’AM) ( SAKSHAM JINDAL)

Designation – (Asst. Professor) ENROLLMENT NO.

DEPARTMENT OF MANAGEMENT 0241670172

SIRIFORT INSTITUTE OF MANAGEMENT STUDIES

1
CONTENT PAGE NO.

1.Certificate 3

2.Acknowledgement 4
3. Declaration 5

4. Introduction 6-7

5 Objective 8

6. Statement 9

7. Definition 10-11
8. Concept of Leadership 12-14

9. Situational Theories 15-17

10. purpose 18

11. Summary 19

12.Theories of Leadership 20-32

13. Bibliography 33

2
DECLARATION

THIS IS TO CERTIFY THAT I HAVE COMPLETED THE SUMMER

TRAINING PROJECT TITLED “THE STUDY TO EXAMINE THE IMPACT
OF LEADERSHIPSTYLES ON ORGANISATION PERFORMANCE ”
UNDER THE GUIDENCE OF MRS. NISHA MA’AM IN PARTIAL
FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF DEGREE
OF BACHELORS OF BUSINESS ADMINISTRATION AT “SIRIFORT
INSTITUTE OF MANAGEMENT STUDIES” ,DELHI
THIS IS AN ORIGINAL PIECE OF WORK AND I HAVE NOT SUBMITTED
IT EARLIER ELSEWHER

APPROVED BY :
MRS NISHA MA’AM

(DEPARTMENT OF MANAGEMENT )
( SIRIFORT INSTITUTE OF MANGEMENT STUDIES )

3
 ACKNOWLEDGEMENT

It is not possible to prepare a project report without the assistance and

encouragements of other people.
This one is certainly no exception."
On the very outset of this report, I would like to extend my sincere & heartfelt
obligation towards all the personages who have helped me in this endeavour.
Without their active guidance, help, cooperation & encouragement, I would not
have made headway in the project.
I am ineffably indebted to SAKSHAM JINDAL for conscientious guidance
and encouragement to accomplish this assignment.
I am extremely thankful and pay my gratitude to my faculty Ms.NISHA for her
valuable guidance and support on completion of this project in it presently.
1 also acknowledge with a deep sense of reverence, my gratitude towards my
parents and member of my family, who has always supported me morally as
well as economically.
Any omission in this brief acknowledgement does not mean lack of gratitude

THANKING YOU
SAKSHAM JINDAL

4
 CERTIFICATE

To whomsoever it may concern,

This is to certify that Mr. SAKSHAM JINDAL , student of BBA 2022-25
studying at Sirifort Institute of Management Studies, IP University Delhi .
He is a sincere, disciplined and enthusiastic worker. I have found him receptive
of new ideas and concept which he absorbs and adopts effortlessly. He has
contributed positively as valuable member of the team in the varied discussion
by combining logic and initiative. His ability to settle comfortably within this
period and work with dedication is impressive. He will be an asset to any
organization that he works with We wish PIYUSH SHARMA good luck for all
future endeavors and look forward to working with him again in future

Warm Regards :
SAKSHAM JINDAL

5
 INTRODUCTION :

In today's rapidly evolving business landscape, effective leadership plays a

pivotal role in determining the success or failure of organizations. Leadership
styles adopted by organizational leaders have a profound influence on various
aspects of the workplace, including employee motivation, productivity, and
overall organizational performance. As a result, understanding the impact of
different leadership styles on organizational outcomes has become a critical area
of research.

The purpose of this study is to comprehensively examine the relationship

between leadership styles and organizational performance. By exploring the
various leadership styles employed by leaders in different organizational
contexts, we aim to provide valuable insights into the mechanisms through
which leadership influences overall organizational effectiveness.

Leadership styles encompass a range of behaviors, traits, and approaches that

leaders employ to guide, motivate, and direct their teams. These styles can vary
widely, from autocratic or directive leadership to participative or democratic
leadership, and from transformational leadership to transactional leadership.
Each style carries its unique characteristics, and it is crucial to understand how
these styles impact employee attitudes, behaviors, and ultimately, organizational
performance.

To conduct this study, we will employ a mixed-methods approach, combining

quantitative surveys and qualitative interviews. The quantitative component will
involve distributing surveys to employees across multiple organizations,
assessing their perceptions of leadership styles and their impact on various
performance indicators, such as employee satisfaction, productivity, and
innovation. The qualitative component will entail in-depth interviews with

6
organizational leaders to gain a deeper understanding of their leadership styles
and their perspectives on organizational performance.

The study's findings will contribute to both theoretical and practical domains.
Theoretically, the research will expand the existing body of knowledge on
leadership styles by examining their effects on organizational performance.
Practically, the study's outcomes will provide organizations with valuable
insights into the most effective leadership styles for achieving optimal
performance and driving success in today's dynamic business environment.

By understanding the relationship between leadership styles and organizational

performance, organizations will be better equipped to develop and implement
leadership development programs, select leaders who align with organizational
goals, and create supportive work environments that foster growth and
productivity.

7
 Objectives of the study

• The major objective of this study was to determine the impact of

leadership style in organization performance. Specifically, the study was
undertaken.

• To tind out it efftective leadership will lead to the attainment of the

organizational objective.

• To determine the measures that will be taken in training leaders so that

they can lead by example.

• To determine why leaders do not lead by examples.

• To ascertain why workers prefer force in doing their work or assignment

• To determine why most leaders are incompetent in there skills.

8
 Statement of the problem

Managing people in organisations is parts and parcel of management Process.

Therefore, managers should realize that people are the critical elements in

organisations and that they should be recognized as being synonymous with the

organisation. But the problem is to what extent do managers recognize this fact that

employees are synonymous with organisations and that they should be adequately

motivated so that they can give their best to ensure high performance? Again the

leadership behaviour/style in most organisations which believe that workers could be

treated anyhow as a result of unemployment situation in the country which makes job

switch difficult has resulted in the hardship workers face in their places of work in

Nigeria. It generally leads to low productivity. Bad leadership is expensive, under the

watch of poor leaders and managers, staff morale declines and workers feel less

committed to the organization and its mission that tends to lead to work of lesser

quality and things getting done more slowly. Poor leadership style can stop

management from producing new ideas and solution to problems. Of all these, the

poor leadership style of the heads have been the major cause of the declining standard

education, something that warrants the investigation of this study. The problems are;

what leadership styles are adopted by the headmasters of public and private schools?

What are the differences existing in the leadership styles of public and private primary

schools.

9
DEFINITION OF TERMS

• LEADERSHIP: leadership may be described as a process of influencing

people or a group in a particular situation at a given point to act in a
particular way.

• ORGANIZATION: an organization is a group of people working In a

network of leadership and system toward a common objective of
providing value to the people served .

• PERFORMANCE: performance is a behavior that has been evaluated

(measured) in terms of its contribution to the goals of the organization

• LEADERSHIP STYLE: leadership style implies the way in which

influence process is exercised.

• EMPLOYEE: these refer to a people or subordinate who are under the

control of a leader/manger that turns the input of the organization into
output based on direction

• Efficiency: means doing them right or getting the most output for the
least input

• LEADERSHIP GRIP: is a matrix that identifies leadership style by

interpreting leaders concern for production and people.

• POLICY: policy is a guide for making administration decision it is a

means to an end itself.

• OBJECTIVES: a statement of long term goals organization seeks to

achieve
• GOALS: A statement of short term plans organization seeks to achieve
e.g within one year

10
• PERSONALITY: It is the stable attributes that a person carries with him
and that determines his approach to the problems of living

• MANAGEMENT: deals with the utilization of human and material resources of an

organization for optimal result. In a way it is combination of leadership goals settings
and achievement.
• INDUSTRIALIZATION: the process of transformation from subsistence
economic into full establishment o many industries to produce goods and
services that may be needed by the people.

• STRATEGY: The term strategy denotes a general programme of action

and deployment of emphasis and resources to attain comprehensive goals.
In general term strategy gives directions on how to realize set goals
• IMPACT: A strong impression or effect on somebody or something.

• EFFICIENT: being able to work well and without wasting time

• EFFECTIVE: having the desired effects and intended result. Producing

the intended result

11
 CONCEPT OF LEADERSHIP

Leadership by some writers is synonymous with position within the

organization’s structure. This gives leadership a prescribed set of behavior

allotted to the position among the organization and which needs the one that

occupies the position to carry the organizational structure.

The second thought of leadership is predicated on leaders as someone, this idea

emphases the role of temperament, variable, ability, interest and exercise of his

leadership role capability to figure with others and talent to manage one’s

feeling sense of commitments.

LEADERSHIP THEORY
TRAIT THEORIES: This theory of leadership was proponed in 1920’s this
theory instructed that leaders were born and not created. Several analysis were
conducted on that attribute of leaders were compared with those of leaders on
such variable like, intelligence ability dominance, ability, wisdom, desire.

For accomplishment understanding perception, integrity communication call

etc.

This approach instructed that focus is given to the choice of leaders instead of
to coaching for leadership.
12
There are several students into the common traits of leadership, however, makes
an attempt at characteristic mortal or physical and mental characteristic of
distinction good” or in leaders have met with very little success. Investigation
have known lists of traits, whereas tend to be over overlapping, contradictory or
with very little correction for many feature.

BEHAVIOUR THEORIES
.Several analysis are distributed during this work, they are analysis like

• Employee focused and production

• Structure thought

• Contingency theory of leadership etc .

These researches focused principally on wherever the leader has his or her stress
i.e. whether or not on employees or on the organization. They’re meant to see
however the behaviour of leader affects the employee’s performances and
worker satisfaction.

The most important finding is that employees underneath worker focused

supervisor perform higher in terms of actual whereas the assembly focused
supervisor is curious about the number.

The worker focused supervisor considers the employees feelings and build
them feel reception thereby increasing productivity.

13
1. AUTHORITARIAN STYLE: This vogue is named dictortioral or autocratic.
These kinds of leaders utilize force, threat, and power to attain their aim. there's
no thought for the opinion of the junction rectifier.

2. DEMOCRATIC STYLE: Here the leaders emphasize on human component

in handling the subordinate. There’s robust, sensible relationship and member
participation in deciding. The leader use persuasion and considers the proper
and freedom of the junction rectifier.

3. LAISSEZ FAIR: there's a freedom to alternative on what the members of

cluster would do, so this vogue, presupposes that each member is matured
enough to grasp what to try to and would do thus even while not being asked to
try to to thus. Under this theory conjointly, there area unit 3 modern views on
leadership.

4. INSPIRATIONAL LEADERSHIP STYLE: This leader has capability to

encourage individuals to try to cover traditional work. Walter. (1989:194) opines
that sacred leaders raise subordinate consciousness a few new outcome and
encourage them to transcend their own interest

. 5. TRANSFORMATIONAL LEADERSHIP STYLE: these kinds of leaders

have ability to form the mandatory changes within the organization mission
structure and human resources Management.

6. TRANSACTIONAL LEADERSHIP STYLE: These kinds of leaders known

this subordinate needs and need; exchange the means that to satisfy those
desires reciprocally for subordinate elbow grease towards a goal or outcome
delineated by the leaders.

14
 SITUATIONAL THEORIES:
Situational theories or approaches focused on the importance of true within the
study of leadership. By Blanchard, the leadership success or failure is extremely
obsessed on true within which the leader finds himself. A varsity of individuals
with personalities and from different scenario. The one that become the leader
of the work cluster is believed to be the one that recognize best what to try to
and is seen by the cluster because the most fitted leaders within the specific
scenario. The leader emphasized behavioral environments to be a determinate
factor to his success or failure. The fact that they had succeeded in one situation
is not a guarantee that the will succeed again. There are different model of this
situational approach and some of them are.
1. Vroom-yetton-jago model: this emphasized the participative dimension of
leadership. Here the leaders assess the situation before deciding on the
leadership style to adopt.
2. Path-goal theory model: this is perhaps the most widely accepted model of
leadership effectiveness. This model is developed by Robert House. The factors
necessary in this model are personal characteristic of followers and
environmental pressure and demand which must cope to attain goals

LEADERSHIP GRID
One amongst the foremost explanations of noesis style is leadership grid. By
Robert William Blake and Jane mutton, the leadership grid could be a matrix
that identifies 5 leadership designs by deciphering leaders concern for
production and concern for individuals
. For example a frontrunner who scores 9.1 takes the authority compliance
vogue. Such task targeted leaders show an excellent concern for output. 1.9 or
gild vogue manifests a belief that if people’s desires area unit absolutely
attended to feel comfy and friendly with co-workers and as a result can join
forces
. Improvement vogue seeks easy to induce by with minor effort. middle of the
road vogue, one characterised by compromise and a want to try things right by
keeping divergent interests in balance, and organization that use the grid in
leadership coaching do thus with the goal of moving participants towards the
. Team vogue presupposed to be the best.

15
 LEADERSHIP DESIGNS

There several dimension to leadership and plenty of potential ways that of describing
leadership vogue like as an example, doctorial, liberal, government officials, benevolent,
magnetic, advisory, participative and abdication, the fashion of social control leadership
towards subordinate employees and therefore the focus of power will but be classified among
a breed of 3 fold leading.

1. AUTHORITARIAN (AUTOCRATIC) VOGUE

This sort of leadership utilizes force and threat to attain it goals. There's no thought for the
opinion of the subordinate. Autocratic leader stress the vital of structure, control, and authority
in management of individuals. They achieved result by threat or by inflicting concern. Here the
main target of power is with the leader. For determining policy, procedure for accomplishment
of goals, autocratic’ leaders area unit unutterable powerful self-important use penalization and
hostility. This sort of leader assumes that folks area unit lazy, have very little want to hold out
responsibility and like to be coerced. The authoritarian leaders continuously tell the followers
what to try. Moreover as a way to couple and supervisees them closely, his vogue is predicated
on the idea that his power comes from the position he holds. Autocratic could be a theory x

2. DEMOCRATIC TYPE OF LEADERSHIP:

here leaders emphasize human component in handling the subordinate. Robust sensible
relationship and member participation in deciding exist. Here the main target of power is
additional with the cluster. The leadership functions area unit shared with members of the
cluster and therefore the leader is additional a part of a term. The cluster members have a larger
say in deciding, decisive of policy, implementation of system and procedure. The leader uses
persuasion and considers the proper and freedom of the followers. This type of leadership is on
the idea that his power comes from the cluster he's leading and prefers to encourage individuals
instead of oblige them. This approach is additional of human relation. It’s conjointly known as
“supportive” advisory or participative leadership vogue. Thus, employees get job satisfaction.
In line with nickels, megacycle Hug et al (1999), this theory is theory Y type of leadership.

3. PHILOSOPHICAL SYSTEM VOGUE

The word philosophical system could be a French signified “let things go their way”. Here
there's a freedom of alternative on what the member of the cluster would do. It presupposes
that each member of the cluster is mature and is aware of what to try to and would do thus even
while not being asked to try to thus. Here leaders observe those members of the cluster area
unit operating well on their own. The leader consciously build a choice and placed the main
target of power to member, to permit their freedom of action to try their best and not interfere
however is quickly obtainable of facilitate once required. The employees work with none
direction or procedure. The leaders area unit primarily tolerant and additional patterned head.

16
This approach is de facto employed in work organization. it's going to add a brief run however
within the whole, it encourages trait. The kinds of leader believe that employees will perform
higher and happier in their work if they're allowed the liberty to figure severally. Such leaders
don't have any definite goals to pursue thus the high level of freedom. it's conjointly known as
“instrument” leadership type of freedom; they understand their role joined that facilitates the
operation of their followers.

CONTINUUM LEADERSHIP BEHAVIOUR

One amongst the most effective theories on leadership vogue is that by term-embaum and
statesman originally written in (1968) and updated in 1973. Their work suggests a time of
potential leadership behaviour obtainable to a manager and on that varied varieties of
leadership is also placed. The time gift a variety of action associated with the degree of
authority utilized by the manager or leader in inward at deciding in a company. The cubaum
and statesman time may be associated with MC Gregory supposition of theory x and theory
Y.

Continuum Approach may be seen as characteristic four main type of leadership

by leader and manager.
✓ TELLS: the leader identifies a retardant, chooses a choice and announces this to
subordinate expecting them to implement it while not a chance for participation.

✓ SELLS: The leader still opt for a choice however acknowledge the likelihood of
some resistance from those long-faced with the choice and commit to persuade
subordinates to just accept it.

✓ CONSULTS: the leader identifies the matter however don't opt for a choice till
the matter is conferred to the cluster, and therefore the manager or leaders needs
to listen to the recommendation and answer instructed by subordinate.

✓ JOINS: here leader outline the matter and therefore the units among that
the choice should be chosen then passes it to the cluster. The trough
moreover as members has the proper to form call.

17
 PURPOSE OF PERFORMANCE:
Performance is a means of getting better result from the organization,

teams and individual by understanding and managing performance

within an agreed framework of planned goals standard and

competence requirement about what is to be achieved and an

approach to managing and developing people in a way that increases

the probability that it will be achieved in the shout and longer term it

is owned and driven by line management. Performance is not a top

down back ward looking from of appraising people neither is it just a

method of generating information fir pay decision.

Performance is toward and developmental it provides a frame wok in

which manager c and supports their team members rather dictate to

them.

18
 SUMMARY
From the proceeding discourse, it is an apparent that can be improved through

learning and practice. Leadership is an important subject for leaders and manger

because of the critical role leader play in as group organizational; effectiveness

and motivational skill are critical component of leading.

There are three types of leadership it distinguish leader from no leader or

effective, Leader from ineffective leaders

. Behavioral approach to leadership these approach focuses on leadership

function and styles distinguish between a task oriented authoritarian or imitating

structure on the one hand an employee centered, democratic, or participative

style and contingency approach to leadership which concern on the important of

situation in the study of leadership and emphasized that the success and failure

of leadership a determine by chapter also analysis the style democratic style and

participative or laissezfaire style

And also discuss about the continue of leadership behaviour in an organization

or company. Finally, this chapter also introduces the concept of performance,

which is ability to achieve or score a contain event.

19
 THEORIES OF LEADERSHIP
Many theories have been formulated and designed on leadership style, by
other great scholars and academicians. However, for the purpose of this
thesis, three different theories will be discussed, and these include great
man theory, trait theory and contingency theory.

Great man theory

Great man theory proposes that the aptitude for leadership is inborn and inherited.
According to this theory, it is either you are born naturally as a leader or you are not.
The term ‘great man’ was adopted because it was thought then that leadership was
majorly for males, particularly in the military. The great man theory of leadership
became well known in the 19th century. The legends behind some of the world's most
famous leaders such as Mahatma Gandhi, Abraham Lincoln, Alexander the Great and
Julius Caesar helped contribute to the conception that great leaders are given birth to
and not made. Historian Thomas Carlyle also had a key sway on this theory of
leadership at one point, stating that the history of the world is but the biography of
great men. He stressed that efficient and productive leaders are those with inspiration
and the right characters and features (Belmejdoub 2015, 1-29). Over the years, there
has been an unconvincing debate about whether leaders are born or made. Sarros &
Butchatsky [1996] conducted a study about leadership by asking senior leaders of
many organizations about their opinions on whether leaders are born or made
(Belmejdoub 2015, 1-29). Predictably, their findings revealed that majority of the
senior leaders saw leaders as not being born because they are humble people, and
certainly as not being made because they think there is more to life than
circumstances; they saw leadership as a combination of both. They further revealed
that there is an element of their psychology, but there is also an element of context, or
of circumstance within leadership. Belmejdoub (2015, 1-29) described under what is
called ‘the noble lie’, that the average persons are not smart enough to organize
themselves and to take appropriate direction that would lead to a successful society.
According to Belmejdoub (2015, 1-29), there are only a few category of people called
the ‘philosopher kings’, who are smart enough to lead the flocks to success. This
result is described by the fact that a person is born a king, a farmer or a laborer. There
were only a few special people who had particular aspects of their personality that
would allow them to lead. By ‘the noble lie’, Belmejdoub (2015, 1- 24 29) meant a
concept that would keep the system in place. This concept of the outstanding quality
of a leader has been a part of most of the leadership theories over the centuries. In a
common sense, that makes leadership, especially a politically ordering of society
concentrated into the hands of the great men. Early researches on leadership looked at
people who were already successful leaders. These individuals often included rulers
who acquired their positions through inheritance. Because people of a lesser social

20
 Trait theory
Trait approach theory of leadership is one of the earliest theories of leadership. It
focuses on the personal attributes of leaders, which comprise physical and personality
characteristics, competencies and values. It views leadership mainly from the
perspective of the individual leader. Basis of this approach is the assumption that traits
produce patterns of behavior that are coherent amidst the situations. Therefore,
leadership traits are considered to be embedded characteristics that people are born
with and that remain relatively stable over time. (Mumford, Zaccaro, Harding,
Fleishman & Reiter-Palmon 1993, 1-135.) Prior trait scholars studied the personality
attributes that they believed were related to leadership effectiveness; an interest on
researching exceptional historical figures. According to Fleenor (2011, 830-832),
early researchers viewed leadership as a unidimensional personality trait that could be
reliably measured 25 and was distributed normally throughout the population; that is
an individual difference variable. Many of the early studies on the trait approach
focused on the systematic investigation of the significant differences between leaders
and followers. It assumes that individuals in higher-level positions possess more
leadership traits than those in lower-level positions. To further buttress the fact, a
large number of studies were conducted in an attempt to develop reliable and valid
measures of leadership traits. However, researchers discovered that only a few traits
appeared to differentiate leaders and followers. Leaders tended to be slightly higher
on traits such as extroversion, adjustment, self-confidence, intelligence, dominance
and height, compared to non-leaders. The little differences between leaders and
nonleaders were attributed to the failure to measure critical attributes, errors in leader
selection and errors in measuring leadership traits. Early trait scholars had assumed
that irrespective of the situation, there was a set of characteristics that distinguished a
successful leader. These scholars believed that the leadership traits would be
productive, both in the boardroom and on the battlefield. However, the differences
between leaders and followers were found to vary widely across different situations
(Fleenor 2011, 830- 832). Trait researchers frequently developed lists of
characteristics they believed were related to successful leadership. In creating the
lists, some researchers mixed together very contradicting attributes. For instance, lists
included some leadership traits that were known to be aspects of behaviors and skills,
in addition to other traits that were related to character and intellectual ability. These
lists of traits generally included features such as emotional stability, self-confidence,
assertiveness, creativity, motivation, intelligence, ambition and perseverance. The
lists, however, were not exhaustive and typically missed some important leadership
attributes. (Fleenor 2011, 830-832.) Today, many books on leadership continue the
tradition of providing lists of traits that are thought to be fundamental to effective
leadership. The simple idea remains that if an individual possesses such traits, they
will be successful leaders in any situation. Gardner [1989, 58] published a study of a
large number of leaders and concluded that there are some attributes that appear to
make a leader successful in any situation (Fleenor 2011, 830-832).

21
 Contingency theory
Contingency theory centers on adapting situational variables to better fit into a
leader’s style. Contingency theorists agree that leadership theories must take into
consideration the situation in which leaders operate.

For instance, Fred Fiedler’s contingency model assumes that a leader’s preferred style
is effectively set and suggests adapting situational elements to achieve better
outcomes. Tested through a variety of field research, the model’s basic principle
according to Mitchell, Biglan, Oncken & Fiedler (1970, 253-267) is that the
performance of interacting groups is contingent upon the interaction of leadership
styles and the favorability of the situation for the leader.
According to Fiedler (1964, 149-190) who proposed contingency theory, a person
would be appropriate for certain situations that a group might find itself in. For every
demanding scenario, the group would go and inquire a leader to fit. The main
limitation in this theory is that people possess certain personality aspects and there are
different situations. Sarros & Butchatsky [1996] reported that a person does not
necessarily become productive later because he had leadership qualities (Belmejdoub
2015, 1-29). They linked the fact to certain circumstances; some people with
leadership qualities may never be given the right circumstances.

So, they think life is rather a case of luck. Another concern with this approach is that
the situation and people will acclimatize, and people are not necessarily a rigid
personality nor is the situation itself rigid and unchanging, which makes it opened to
psychological inquiry. So, once the theory has been widely applied in practice, there
seem to be the idea in veracity, that people do adapt to the situations they find
themselves in. Mitchell et al. (1970, 253-267) stressed that the leader’s style is
measured using a scale called the least preferred co-workers’ (LPC) scale, in which

22
 leaders rate the co-workers they have least enjoyed working with on a variety of
factors.

A good score shows a relation-orientated leader, while a low score indicates a leader
more concerned with task performance (Mitchell et al. 1970, 253-267). The reason
behind this is that relation-oriented leaders are more inclined to view individuals with
whom they least enjoyed working in more positive terms than task-oriented leaders
(Bass & Bass 2008). According to Chemers (2000, 27-43), the second element of the
model is the situational favorableness dimension which considers three factors; the
degree of support and cooperation offered by the followers, whether the task is
structured or unstructured, and the leader’s formal authority to direct or reward
followers.

According to Mitchell et al. (1970, 253-267), in combination, these factors result in

different types of situations, which according to the contingency model, differ in the
degree to which a leader can influence and control group members

PRESENTATION AND ANALYSIS OF RESULTS

This chapter focuses on the presentation of data gathered through the questionnaire,
and analysis of the results obtained. The data are presented using tables and figures,
and Microsoft Excel was extensively employed for the graphical presentations.

TABLE 2. Sex of respondents

Sex Number of respondents Percentage

Male 26 74

Female 9 26

Total 35 100

Table 2 above shows that 26 respondents representing 74% of

the sample size are male, while the remaining 9 respondents
representing 26% are female

23
 Marital Number of respondant Percentage

Single 12 34
Married 19 54
Divorce 3 9
Widowed 1 3

total 35 100

Table 3 above reveals that 12 respondents representing 34% of the sample size are
single, 19 respondents representing 54% are married, 3 respondents representing 9%
are divorced, while the remaining 1 respondent representing 3% is widowed

Age Number of respondant Percentage

Below 20 years 6 17
21-30 years 18 51
31-40 years 8 23
41 years above 3 9

Total 35 100

Table 4 above indicates that 6 respondents representing 17% of the sample size are 20
years or below, 18 respondents representing 51% are between 21 and 30 years, 8
respondents representing 23% are between 31 and 40 years, while the remaining 3
respondents representing 9% are 41 years and above

Length of employment Number of respondant Percentage

Less than 2 years 8 23

2-5 years 9 54

6-10 years 6 17
11 years above 2 6
Total 35 100

24
Table 5
above displays that 8 respondents representing 23% of the sample size have been
employed at Guinness Nigeria Plc, Benin City, Edo State, Nigeria for less than 2
years, 19 respondents representing 54% have been employed between 2 and 5 years, 6
respondents representing 17% have been employed between 6 and 10 years, while the
remaining 2 respondents representing 6% have been working in the company for 11
years and above.

TABLE 6.

Position occupied by respondents Position Number of Respondents Percentage

Manager 2 6 Supervisor 4 11 Secretary/Receptionist 3 9 Factory worker 18 51 Others
8 23 Total 35 100

Position Number of respondant Percentage

Manager 2 6
Supervisor 4 11
secretary 3 9
Factory worker 18 51
Other 8 23
Total 35 100

Table 6 above points out that 2 respondents representing 6% of the

sample size are managers at Guinness Nigeria Plc, Benin City, Edo State,
Nigeria, 4 respondents representing 11% are supervisors, 3 respondents
representing 9% are secretaries/receptionists, 18 respondents representing
51% are factory workers, while the remaining 8 respondents representing
23% occupy other positions in the company. 36

25
 Leadership style significantly influences organizational
performance

2
3

Strongly agree
Agree
Disagree
19
Strongly Disagree
11

FIGURE 7. Leadership style significantly influences organizational performance Figure 7

above shows that 19 respondents representing 54% of the sample size strongly agree that
leadership style significantly influences organizational performance, 11 respondents
representing 31% agree, 3 respondents representing 9% disagree, while the remaining 2
respondents representing 6% strongly disagree with the research question.

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It is appropriate for leaders to inspire their subordinates, as well as stimulate their intellect

It is appropriate for leaders to inspire their subordinates,

as well as stimulate their intellect

strongly agree agree disagre strongly disagree

FIGURE 8

. It is appropriate for leaders to inspire their subordinates, as well as stimulate their intellect
Figure 8 above reveals that 15 respondents representing 43% of the sample size strongly
agree that it is appropriate for leaders to inspire their subordinates, as well as stimulate their
intellect, 10 respondents representing 29% agree, 6 respondents representing 17% disagree,
while the remaining 4 respondents representing 11% strongly disagree with the research
question

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 It is proper for a leader to use rewards and punishments
to motivate followers

stongly agree agree disagree strongly disagree

FIGURE 9.
It is proper for a leader to use rewards and punishments to motivate followers Figure
9 above indicates that 9 respondents representing 26% of the sample size strongly
agree that it is proper for a leader to use rewards and punishments to motivate
followers, 20 respondents representing 57% agree, 5 respondents representing 14%
disagree, while the remaining 1 respondent representing 3% strongly disagrees with
the research question. FIGURE 10. It is appropriate for a leader to make all decisions
alone and rarely accept advice from followers 9 20 5 1 It is proper for a leader to use
rewards and punishments to motivate followers Strongly Agree Agree Disagree
Strongly Disagree 2 6 14 13 .

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 It is appropriate for a leader to make all decisions
alone
and rarely accept advice from followers

strongly agree agree disagree strongly disagree

FIGURE
FIGURE 10.

It is appropriate for a leader to make all decisions alone and rarely accept
advice from followers 9 20 5 1 It is proper for a leader to use rewards and
punishments to motivate followers Strongly Agree Agree Disagree
Strongly Disagree 2 6 14 13 It is appropriate for a leader to make all
decisions alone and rarely accept advice from followers Strongly Agree
Agree Disagree Strongly Disagree 38 Figure 10 above reveals that 2
respondents representing 6% of the sample size strongly agree that it is
appropriate for a leader to make all decisions alone and rarely accept
advice from followers, 6 respondents representing 17% agree, 14
respondents representing 40% disagree, while the remaining 13
respondents representing 37% strongly disagree with the research
question.

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 It is proper for subordinates to share ideas and opinions,
as well as partake in decision-making processes

strongly agree agree dis agree strongly disagree

FIGURE 11

. It is proper for subordinates to share ideas and opinions, as well as

partake in decisionmaking processes Figure 11 above reveals that 8
respondents representing 23% of the sample size strongly agree that
it is proper for subordinates to share ideas and opinions, as well as
partake in decision-making processes, 21 respondents representing
60% agree, 6 respondents representing 17% disagree

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 It is appropriate for a leader to delegate responsibilities
to subordinates

strongly agree agree disagree strongly disagree

FIGURE 12

. It is appropriate for a leader to delegate responsibilities to subordinates 8

21 6 It is proper for subordinates to share ideas and opinions, as well as
partake in decision-making processes Strongly Agree Agree Disagree 15
12 7 1 It is appropriate for a leader to delegate responsibilities to
subordinates Strongly Agree Agree Disagree Strongly Disagree 39 Figure
12 above displays that 15 respondents representing 43% of the sample
size strongly agree that it is appropriate for a leader to delegate
responsibilities to subordinates, 12 respondents representing 34% agree, 7
respondents representing 20% disagree, while the remaining 1 respondent
representing 3% strongly disagrees with the research question.

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 Motivating employees is a major responsibility of leaders
to enhance organizational productivity

strongly agree agree disagree strongly disagree

Figure 13
above indicates that 20 respondents representing 57% of the sample size
strongly agree that motivating employees is a major responsibility of
leaders to enhance organizational productivity, 11 respondents
representing 31% agree, 2 respondents representing 6% disagree, while
the remaining 2 respondents representing 6% strongly disagree with the
research question.

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 BIBLOGRAPHY

Https://www.philosophyofwork

Https://www.coperatefinanceinstitute.com

https://businessnewsdaily.com

SPEACIAL THANKS –
SIMS COLLEGE FOR PROVIDING ME GOOD FACULTIES AND GUIDENCES

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