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JOHN EDOKA PG/MSc/07/43627

EFFECTIVE LEADERSHIP AND ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF NATIONAL YOUTH SERVICE CORPS (NYSC) KOGI STATE

ADMINISTRATION AND LOCAL GOVERNMENT PUBLIC

JANUARY, 2012 Webmaster

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EFFECTIVE LEADERSHIP AND ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF NATIONAL YOUTH SERVICE CORPS (NYSC) KOGI STATE

BY JOHN EDOKA PG/MSc/07/43627

DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT UNIVERSITY OF NIGERIA NSUKKA

JANUARY, 2012

APPROVAL PAGE

The dissertation has been approved for the sub-department of public Administration and Local Government, Faculty of Social Sciences, university of Nigeria, Nsukka.

……………………... Prof. C.Ofuebe. Supervisor

……………………………. Prof. Fab Onah Head of Department

………………………… Prof. E. Ezeani Dean of Faculty

……………………………. External Examiner

CERTIFICATION

I John Edoka, a postgraduate student in the department of Public Administration

with

Registration

number

PG/MSc/07/43627

has

satisfactory completed the requirements for research work for the Degree of Master of Science in Public Administration. This work incorporated in this dissertation is original and has not been submitted in part or in full for any other Diploma or Degree of this or any other University.

…………………………….

John Edoka. PG/MSc/ 07/43627

DEDICATION

This dissertation is dedicated to my wife Mrs. Helen Edoka and my Children Enye-Ojo, Ojochegbe and onuche-Ojo.

ACKNOWLEDGMENT

My ability to pursue a higher degree to completion inspite of the numerous odds is a great testimony of the love of the Almighty God. To Him be the glory I sincerely appreciate the comments and corrections made by my supervisor, Prof. C. Ofuebe and I also appreciate the efforts made towards this programme by the department lectures who contributed in one way or the other. I equally express my deepest gratitude to my elder sister who brought me up and I thank all my elder brothers who considered me good enough to be trained. May God bless you all. I also thank my colleagues and all those who showed concern concerning the completion of this programme. I say God bless you all. I must not fail to thank Elder James Ejeh secretary to the Dean School of environment technology who despite his busy schedules typed this work.

Abstract

The study aimed at evaluating the impact of effective leadership on organizational performance in Nigeria using National Youth Service Corps Kogi State office. The evaluation was done through the use of questionnaire and structured interview question, tailored towards: determining the impact of effective leadership on the performance of the organization; assessing the effect of the relationship between effective leadership and organizational performance in promoting maximization of the objectives of the organization examining whether three are leadership obstacles that hamper organizational performance in the Kogi Sate NYSC; finding out if there are possible way of enhancing organisational performance in the Kogi State NYSC. The study employed survey research design in the work. The questionnaire was structured in five point scale in line with the objectives set out to be achieved in the study. The instrument was checked for reliability using test-re-test method. A sample size of 82 was selected from a total population of 103 and stratified random sampling was used to select the respondents. The data generated from the field survey were presented and analysed using quantitative method like frequency distribution tables and simple percentage (%). The test of hypothesis was performed using chi-square statistical test. The result arising from the primary data tested at 0.05 co-efficient interval and degree of freedom revealed that there is positive and significant relationship between effective leadership and organizational performance in NYSC Kogi State. The study also revealed that there are no leadership obstacles that hamper organisational performance in the Kogi State NYSC resulting from the structure of the organisation management. However, the study revealed that in-spite of the above, there are other factors that affect organizational performance. These factors are lack of good office, equipments, insufficient funds and poor work environment. Again, the work also revealed that in the Kogi State NYSC there are possible ways of enhancing organisational leadership for effective performance. Above all, the study revealed that there are no empirical evidence to show the relationship between effective leadership and organisational performance. In view of the above, since it is people that make up organisation therefore, it has been recommended among others that all those things the people need to enable them perform at high level should be put in place for them.

TABLE OF CONTENTS

Title page

i

Approval page

ii

Certification page

iii

Dedication

iv

Acknowledgement

v

Abstract

vi

Table of Contents

viii

List of Tables

xii

Chapter One Introduction

1

1.1

Background of the Study

1

1.2

Statement of the Problems

3

1.3

Objectives of the Study

5

1.4

Significance of the Study

6

1.5

Scope of the Study

8

1.6

Limitation of the Study

9

Chapter Two Literature Review and Methodology

11

Review of Related literature

11

2.1

Introduction

11

2.2

The relationship between effective leadership and organizational performance

12

2.3

Conceptual clarification

14

2.4

Leadership and Motivation

15

2.5

Motivation and Job Performance

18

2.6

Leadership effectiveness and job performance

20

2.7

Leadership Style

22

2.8

Organisational performance

24

2.9

How to measure organizational performance

25

2.10 Leadership and communication

27

2.11 Characteristic and qualities of good leadership

30

2.12 Managing Subordinates in Organisations

36

2.13 Summary of the Review of Related Literature

38

2.14 Methodology of the Study

39

2.15 Hypotheses

45

2.16 Theoretical Framework

45-48

Chapter Three Introduction 3.0

Background to the National Youth Service Corps Scheme Corps Scheme

49

3.1

Objectives of the Scheme

51

3.2

Functions of National Youth Service Corps

52

3.3

National Youth Service Corps State governing Board

53

3.4

State Secretariat

54

3.5

Local Government committee on the NYSC

55

3.6

Organisational Structure of NYSC Kogi Sate

56

3.7

Occupation of the people of Kogi State

58

3.8

Geography of Kogi State.

59

Chapter Four 4.0

Introduction

61

4.1

Data presentation and Analysis

61

4.2

Presentation of Data

61

4.3

Data Analysis

83

4.4

Discussion of Findings

88

Chapter five Summary of major findings, conclusion and recommendations 5.1

Introduction

93

5.2

Summary of major Findings

93

5.3

Conclusion

94-96

5.4

Recommendations

96-97

5.5

Contribution to knowledge

97-98

5.6

Suggested Area for future Research

98-99

Bibliography

100

LIST OF TABLES

Table 2:1 List of units, in NYSC Kogi State

44

Table 2:2 Number of questionnaire administered and collected

44

Table 4:1 Sex of Staff

61

Table 4:2 Age of staff in the organisation

62

Table 4:3 Type of education possesses by staff

63

Table 4:4 Length of service with the organisation

64

Table 4:5 Posts held in the organisation

65

Table 4:6 Whether or not the State coordinator is an indigene or not

66

Table 4:7 Level of Directors involvement in the organisation operations

67

Table 4:8 Whether or not all sectional heads report to the director Table 4:9 The relationship between the State cooperation at or and the subornation staff

68

Table 4:10 To find out how the sectional heads run their sections

69

Table 4:11 To find out the conduciveness of the work environment

70

Table 4:12 To find out if the staff receive on the job training or not

71

Table 4:13 This is to find out if there are factors that can counter organisational performance

72

Table 4:14 to find out whether or not the staff are satisfied with their present salary or not Table 4:15 To know if the staff are promoted promptly

73 73

Table 4:16 What decides who is promoted Table 4:17 This is to find out whether the staff are motivated in the organisation or not

75

Table 4:18 To discuss if section heads delegates duties to their subordinates or not

75

Table 4:19 the staff are expected to describe the performance of the organisation so far

77

Table 4:20 This is mean for the staff to comment on the style of leadership in the organisation

79

Table 4:21 Motivation of workers based on their efforts and contributions

79-80

Table 4:22 Level of motivation by rank

80

Table 4:23 Performance measurement in the organisation

81

Table 4:24 Know the factors that can enhance performance in their organisation

82

Table 4:25 Contingency table for leadership in the organisation showing observed and expected values

84

Table 4:26 Contingency table for factors that hamper organisational performance

85

Table 4:27 Contingency table for factors that enhance performance in the organisation CHAPTER ONE

87

INTRODUCTION 1.1

Background of the Study

The role of leaders in ensuring excellent organisational performance can not

be

over

emphasized.

Adequate

motivation,

suitable

work

environment, compensation, efficient communication between managers and subordinates play an important role in promoting this goal. Planning and organisation of work is also very crucial in organisational attainment. Some researchers have argued that the most common problems affecting organisational performance in Nigeria business and other institutions are poor attitude to work among workforce, inefficiency as well as ineffectiveness of leaders in most places, though others share a contrary view. This second school of thought believes that organisations in Nigeria

are manged through leadership styles that are strange to

typical Nigerian are managed through leadership styles that are strange to typical Nigerian culture. In the wake-up call to address this issue, management practitioners in Nigeria have embarked on series of studies in an attempt to establish the relationship between effective leadership and organisational performance. Some found out that effective leadership styles are positively related to organisational performance while others have a different view. Still there is no empirical evidence to show how effective leadership styles impacts on organisational performance.

Again

given

our

cultural

background,

educational

qualifications, environmental factors it is still not too clear how effective a leader can be if he must combine the three types of leadership styles to achieve high performance in Organisations Usoro 2000. given this scenario, this study will be important in that it tries to fill this gap. The extent (degree) to which all members of an organisation use their abilities and influences in the effective utilization of resources depends upon how well the leaders of the organisation understand and perform their jobs. Maddock and fullton 1998 in Iyang (2006) explain that leadership styles and other processes of the organisation must be such that can ensure maximum probability within all interactions and relationships with the Organisations, each member will in the light of his background, values and expectation view the expenses as supportive and one which can build and maintains his sense of personal worth and importance. Despite the above, we should note that individuals have their needs to satisfy and that is why they offered their labours to become organisational members and the extent to which they are committed to the organisation depends on the degree of their conviction that their membership of the organisation will enable them

realize their

predetermined objectives. In this case, the support an organisation gets from the individuals will be based on the realization that by doing that, his personal objectives and goals will be met, otherwise his interest in

the organisation will wane. Based on that, leadership effectiveness should be given adequate attention it the organisaiton intends to achieve it objectives. That is why it is a common agreement among management scholars that the success or failure of an organisation is largely a function of leadership and its styles. Iyang

on his part sees effective leadership as a unique ways and

integrating employees with the organisation to achieve its

vision or

objectives and that to a large extent the effectiveness of a leader is largely dependent to the styles adopted by mangers which he says is central in the management of Organisations. Speaking in the same vein Edem, observes that failure or success of an organisation, which affect the subordinates, the customers and agencies within and outside the organisation. Although there is no standard method through which a leader can be effective in

achieving

high performance

in an

organisation but that what is required is the modification and the combination of the variables that make a leader effective if the goals and objectives of the organisation have to be realized (Edem 2002). 1.2

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 rganisations 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. This behaviour/style of leadership has an impact on reforming and/or creating organisational culture which in turn affects organisational performance and commitment. So given this situation, how effective can a leader be to elicit the best response from subordinates and make for the highest or best performance (Usoro, 2000). Furthermore, some researchers are of the opinion that the most common problems affecting organisational performance

in Nigeria

businesses and other institutions are poor attitude to work among the workforce, inefficiency and ineffectiveness of leaders in most places, others

still belief that organisations in Nigeria are managed through

leadership styles and behaviours that are strange to typical Nigerian culture. In view of the above contending issues, it was necessary to look at effective leadership and organisational performance in Nigeria using National Youth services corps Kogi State Secretariat as a case study. Therefore, this study will be investigating the following.

- To examine the impact of effective leadership on organisational performance. - To

study

the

effect

of

leadership

behaviour

on

the

execution/implementation of the programmes of the NYSC in Kogi State. - To find out the extent to which the management structure of Kogi State NYSC influences the performance of the organisation. - To suggest recommendations aimed at engendering effective leadership of the Kogi State NYSC. 1.3

Objectives of the Study

The general objective of this study is to examine the impact of effective leadership on organisational performance. The specific objectives are as follows: 1. To find out the effect of the leadership behaviour on the execution/implementation of the programmes of the NYSC in Kogi State. 2. To examine the extent to which the management str cture of Kogi State NYSC influences the performance of the organisation. 3. To suggest recommendations aimed at engendering effective leadership in Kogi State NYSC. 1.4

Significance of the Study

The significance of any research study lies in the application of its findings for operational purpose. It is believed that this study will be of immense importance because the empirical finding will reveal how effective leadership impacts on organisational performance. The study among others, seek identify the weaknesses or inadequacies of various variables of effective leadership. It is the researcher’s belief that this work through its findings will change the perception of the National Youth Service Corps Kogi State Secretariat leadership and other organisation’s leaders about their leadership behaviour and styles. Scholars and practitioners suggest that effective leadership behaviours can facilitate the improvement of performance when organisations face challenges (Avery 2008). Again, leadership is viewed by some researchers as one of the driving forces for improving a firm’s performance. That is why effective leadership is seen as a potent source of management development and sustained

competitive

advantage

for

organisational

performance

improvement. This is because leadership helps organisations achieve their objectives more efficiently by linking job performance to valued rewards and by ensuring employees have the resources needed to get the job done. Another theoretical significance of this study is that when organisations seek efficient ways to enable them to out perform others, a long standing

approach is to focus on the effects of leadership. This is because team leaders are believed to play a vital role in shaping collective norms, helping teams cope with their environments and coordinating collective action’. The absence of leadership is so dramatic in its effects. Without leadership, organizations move too slowly, stagnate and lose their way. If decision making is timely, complete, and correct, than things will go well, yet a decision by itself changes nothing. After a decision is made, an organisation faces the problems of implementation – how to get things done in a timely and effective way. Problems of implementation are really issues about how leaders influence behaviour, change the course of events and overcome resistance. Leadership is crucial in implementing decision successfully. Furthermore, the result of this work will be of immense benefit to the leadership of Kogi Sate National Youth Service Corps. As managers of human and material resource, this study will assist them to understand leadership, managing people and other resources, harnessing resources both human and material to achieve organisational

goals and objectives and what it takes to achieve

maximum performance through effective leadership. The result of this study will also help officers in managerial positions to become conscious of their roles as the propelling force towards development. It is hoped that the research findings will assist the Federal, State and Local government Areas especially Kogi State and

the Local Governments in the state on the ways to adopt the right leadership styles that can support them so that the state secretariat will achieve its goals and objectives like any other state secretariat will achieve its goals and objective like any other state secretariat in the country. It is also believed that the work will stimulate further interests in future researches who will be involved in research efforts in the same organisation. In addition to the above, it will add to already existing literatures on effective leadership and organisational performance which will serve as reference materials to scholars and researchers who may be interested in embarking on a research of this nature. 1.5

Scope of the Study

The scope of the study covers only National Youth Services Corps Kogi State Secretariat. Thus, the focus of the study is on effective leadership and organisational performance. However, to facilitate a sound grasp of the subject matter within the thought framework of the objectives of the study, the scope of the study covered such issues as the concept of leadership, the relationship between effective leadership and organisational performance, leadership and motivation. Others include motivation and job performance, leadership effectiveness and

job

performance

and

leadership

styles.

It

also

includes

organisational

performance,

performance,

leadership

qualities

good

of

and

leadership

how

to

measure

communication, and

organisational

characteristics

managing

subordinates

and in

organizations. 1.6

Limitation of the Study

In conducting this research project, the work would have been more thorough if the thirty six States National Youth Service Corps offices in the country including the National Headquarters were covered. However, it was difficult to study all the thirty six States National Youth Service Corps Secretariats due to costs of associated logistics and time constraints. Owing to these constraints, this study focused on National Youth Service Corps Kogi State Secretariat alone. A major limitation to research work in this part of the country is the inability of the researcher to get the necessary information which could have made the work richer were not obtained due to the unwillingness of the officials to give out rich information so the researcher resorted to getting the little to give out rich information so the researcher resorted to getting the little he could from the staff of the secretariat. Also, due to lack of culture of proper record keeping, only very limited data were gotten by the researcher for this work. However, inspite of all these limitations and other constraints which may not be mentioned here, it does not in any way affect the reliability of the

research work for the purpose of reference and its usage by all the stakeholders in national Youth Services corps especially the Kogi State Secretariat.

CHAPTER TWO LITERATURE REVIEW AND METHODOLOGY

2.0

Literature Review

2.1

Introduction

The extent to which the researcher builds his or her study on what has already been done is an indication of his or her command of the current state of the field, and an indication of the extent to which the proposed work moves the field ahead in some significant manner. This study is not an exception. It seeks an elaborate but critical assessment of effective leadership and its impact on organisational performance. Therefore, the following literatures have been reviewed. - The relationship between effective leadership and organisational performance. - Conceptual Clarification - Leadership and Motivation - Motivation and Job Performance - Leadership Effectiveness and Job Performance - Leadership Styles - Organisational Performance - How to Measure Oganisational Performance - Leadership and Communication - Characteristics and Qualities Good Leadership - Managing Subordinates in Organisational

2.2

The

relationship

between

effective

leadership

and

organisational performance. Avery considering the views to several scholars states that during the past four decades, the impact of leadership styles on organisational performance has been a topic of interest among academics and practitioners working in the area of leadership. This according to him is due largely to the widespread belied that leadership can affect the performance of organisations and that the style of leadership adopted is considered by some researchers to be particularly important in achieving organisational goals, and in working performance among subordinates. Several reasons he adds indicate that there should be a relationship between leadership and performance. The first reason he said relates to practice

and that due to today’s intensive, dynamic markets feature

innovation based competition, price performance, rivalry, decreasing returns, and the creative destruction of existing competence, scholars and practitioners in his view are of the opinion that effective leadership behaviours can facilitate the improvement of performance when organisations face these new challenges (Avery 2008). Understanding the effects of leadership on performance (Zhu et al, 2005 in Avery 2008 is also important because leaders in their view is viewed by researchers as one of the key driving forces for improving a firm’s performance ; effective leadership to them is seen as a potent source of

management development and sustained competitive advantage for organisational performance improvement. In view of this relationships Avery (2008) presents the views of (Avolio 1999 Lado et al 1992, Rowe 2007) who state that transactional leadership helps orgnisations achieve their current objectives more efficiently by linking job performance to valued rewards and by ensuring that employees have the resources needed to get the job done. Visionary leaders Avery states creates a strategic vision of some factors, communicate that vision though framing and use of metaphor, model the vision by acting consistently, and build commitment towards the vision. (Zhu et al, 2005 in Avery 2008) suggest that visionary leadership will result in high levels of cohesion, commitment,

trust,

motivation,

and

hence

performance

in

the

organisational environments. According to (Mehra et al 2006 in Avery 2008) when some organizations seek efficient ways to enable them to out perform others, a long’ standing approach is to focus on the effects

of leadership. This is

because team leaders are believed to play a pivotal role in shaping collective norms, helping teams cope with their environments and coordinating collective action. Theses leaders centered perspective has provided valuable insights into the relationship between leadership and team performance. (Avery 2008). International Business and Economics Research Journal 2008 vol 7. No. 5 Https://solution.Mckinsey.com

2.3

Conceptual Clarification

Leadership is a process by which one person influences the thoughts, attitudes and behaviours of others. Leaders set a direction for the rest of us; they help us see what lies ahead; they help us visualize what we might achieve, they encourage us and inspire us. Without leadership a group of human beings quickly degenerates into argument and conflict, because we see things in different ways

and lean toward different

solutions. Leadership helps to point us in the same direction and harness

our

efforts

jointly.

D.

Quinn

Mills

2005

www.mindedgepress.com/pdfs. Mcshane defines effective leadership as the process of influencing people and providing an environment for them to achieve team or organisatonal objectives. He states further that effective leadership help groups of people define their goals and find ways to achieve them. In his view they use power and persuasion to ensure that followers have the motivation and role clarity to achieve specified goals. Effective resources and achieve cooperate objectives more easily (Mcshane 2003). Koontz et al 1980 in Morehead and Griffin define leadership as “influence, the art or process of influencing people so that they will strive willingly towards the achievement of group goals” (Moore Head and Griffin 2001). Similarly Beleina (1986) in Ezeani sates that effective

leadership is the “art of influencing individual or group activities towards achievement of enterprise objectives. (Ezeani 2006). He went further to state that effective leadership is sometimes more that power or authority. That it entails some degree of voluntary compliance by followers. Effective leadership he says involves not only willingness to work on the part of followers but also willingness to work with zeal and confidence (Ezeani 2006). Sugarman (2007) states that effective leaders are designers, Steward and teachers. They are responsible for building organisations where people continually expand their capabilities to

understand omplexity,

clarify, vision and improve shared mental models- that is, they are responsible for learning (Karsy 2007 @newsguy.com2007. 2.4

Leadership and Motivation

According to Borman, (2007) in Oluseyi and Ayo (2009) the most important dependent variable in industrial and organisational psychology is job performance. And that one of the major concerns of companies has focused on improving workers productivity which is one of the job performance measures. They also quoted Greguras who describes job performance as the extent to which an organisational member contributes to achieving the objectives of the organisation. According to Kellor 2006 in Olusey and Ayo 2009, when you expect the best from your employees they will give you their best. On the other hand, when

you expect little from employees they will give you low performance in return, which in their view was named by Manzoni and Barsoux (2004) as set-to fail syndrome. Employee motivation is one of the most strategies of managers to enhance effective job performance among workers in organisation. Motivation is a basic psychological process. Motivating is the management process of influencing behaviour based on the knowledge of what make people tick. Luthans (1998) in Oluseyin and Ayo (2009) states that motivation is the process that arouses, energizes directs and sustains behaviour and performance. That is, it is the process of stimulating people to action and to achieve a desired task and that one way in which employee can be stimulated is to employ effective motivation, which makes workers more satisfied with and committed to their jobs. Money is not the only motivator but that there are other incentives which an also serve as motivators. Though, in order to observe an effective work performance in an organisation, work motivation may not be only key factor but that leadership effectiveness is very important to work performance. As earlier stated, leadership is a central feature of roganisational performance. This is an essential part of management activities of people and directing their efforts towards the goals and objectives of the organization. There must be an appropriate form of behaviour to enhance performance which is part of the objective stated earlier in this

work. Leadership might be viewed in terms of the role of the leaders and their ability to achieve effective performance from others. In this regard one may want to state that the behaviour and role of the leaders of National Youth service Corps in Kogi State does not encourage workers towards work performance and this is the major issue discussed in the statement of problem. Leadership is vitally important at all levels within the organization. Leadership is the moral and intellectual ability to utilize and work for what is best for the company and is employees. Good management and effective leadership help to develop teamwork and the integration of individual and group goals. Leaders have to sustain performance, sustaining current performance and growing for the future with the workers in the organization. While keeping eyes on performance indicators, leaders encourage creativity and innovation, risk taking and skills for future development. Performance of all employees has to be maintained and morale rebuilt. The vital role of the leader in shaping performance and wading becomes fundamental to the success of an organisation. In view of the above, and from the statement of problems as they exist in National Youth Service Corps Kogi State, one can state clearly that since motivation of staff is lacking, the leadership behaviour does not encourage high performance and because they lack proper planning and

organisation of work it certainly will affect the performance of workers in the office. 3.5

Motivation and Job Performance

Oluseyi and Ayo presenting the views of (Burney et al 2007) are of the view that the level of performance of employees relies not only on their actual skills but also on the level of motivation each person exhibits. Motivation they said is an inner drive or an external inducement to behave in some particular way, typically a way that will lead to rewards. Over-achieving, talented employees are the driving force of all firms so it is essential that organisations strive to motivate and hold on to the best employees. Harrington, 2003, in Oluseyi and Ayo state that for any organisation to determine the best and quality employees to deliver high performance there is need for Human Resource Planning which as we stated in the problem statement is lacking in National Youth Service Corps and in recognition of this Oluseyin and Ayo are of the view that the quality of human resource management is a critical influence on the performance of

the firm. And that concern for strategic integration,

commitment, flexibility and quality, has called, for attention for employees motivation and relation. Financial motivation has become the most concern in today’s organisation and tying to Masllow’s basic needs, non-financial aspect only comes in when financial motivation has failed. That is why other motivating factors such as the environment of work

and the work

issues and other

non-financial expectations of the

workers are also crucial when considering workers’ performance. Grenberg and Baron in Oluseyi and Anyo (2009) define motivation in three ways. The first they say looks at arousal that deals with the drive or energy behind individual(s) action. People they say turn to be guided by their interest in making a good impression on others, doing interesting work and being successful in what they do. The second part referring to the choice people make and the direction their behaviour takes. That is why the behaviour of the leader is very important when it comes to how the leadership of National Youth Service Corps in Kogi treat the employees especially the work environment. The last part they said deals with maintaining behaviour clearly defining how long people have to persist at attempting to meet their goals. Hitt, et al state further that motivation can be intrinsic and extrinsic. Extrinsic motivation concerns behaviour influenced by obtaining external rewards, praise or positive feedback, money and the absence of punishment in their view are examples of extrinsic or external rewards. Intrinsic motivation is the motivation to do something simply for pleasure of performing that particular activity and examples of this are interesting work, recognition, growth and achievement. Relating this to National Youth Service Corps secretariat in Kogi, where the work environment dies not encourage workers it is difficult to obtain high performance.

Again one can not grow on the job if the job is not properly planned and performance will be low as stated earlier. Several scholars have carried out researches and have discovered that there exist positive relationship between intrinsic motivation and job performance as well as intrinsic motivation and job satisfaction. This relationship (Ling 2003) in Oluseyin and Ayo say is significant to orgnaisation in today’s highly competitive business environment in that intrinsically motivated employees will perform better

and, therefore be more productive and also because

satisfied employees will remain loyal to their organization and fill no pressure or need to move to a different firm. 1.6

Leadership Effectiveness and Job Performance

According to Oluseyi and Ayo Leadership, or more specifically effective leadership, is every bit as crucial (if not more so) in African organisations as it is through out the world. It has been argued that effective leadership has a positive influence on the performance of organizations and it is the performance of many individuals that culminates in the performance of the organizations or in the achievement of organisational goals. Effective leadership is instrumental in ensuring organisational performance. As a result, many leadership theories have been proposed in the last fifty years which are claimed to have influenced the overall effectiveness of the organisations where they have been employed. In competitive world business

environment it is vital that organizations employ leadership styles that enable organisations to survive in a dynamic environment. Performance they said has been defined by Hellriegel et al (1999) as the level of an individual’s work achievement after having exerted effort. Also Cummings et al (1973) in Oluseyi and Ayo believed that performance is ultimately an individual phenomenon with environmental variables influencing performance primarily through their effect on the individual determinants of performance ability and motivation. They also quoted Behling and Mitilem (1996) who confirmed the link between high performance and leadership in the United States by developing a model of charismatic/transformational leadership where the leaders’ behaviour is said to give rise to inspiration, awe and empowerment in his subordinates, resulting in exceptionally high effort, exceptionally high commitment and willingness to take risks. That is why it has been widely accepted that effective organisations require effective leadership, and organisational performance will suffer indirect proportion to the neglect of this (Olusyei and Ayo 2009) 2. 7

Leadership Styles

Ability to lead and willingness to follow are based on leadership styles. Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Prasad states that Lewin led a group of researchers to identify different styles of leadership. This

study has been very influential and established three major leadership styles. The three major styles of leadership are: - Authoritarian or autocratic - Participative or democratic - Delegative or free reign. Authoritarian (autocratic) This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use are when you have all the information to solve the problem, you are shorts of time, and your employees are well motivated. Some people tend to think of this style as vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive unprofessional style called bossing people around. It has no place in a leader’s repertoire. The authoritarian style should normally only be used on rare occasions. Participative (Democratic): This style involves the leader including employees in the decision making process (determining) what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is

not a sign of weakness, rather it is sign of strength that employees will respect. This is normally used when the leader has part of the information and the employees on the other side have the other parts. We should note that a leader is not expected to know everything and this is why organisations

leadership

knowledgeable and skillful

and

management

have

to

employ

employees. Using this style of mutuall

benefit, it allows them to become part of the team and allows you to make better decision. Based on the above the National Youth Service Corps members should be jointly planned together if the expected results should be realized. Delegative (Free Reign): In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyse the situation and determine what needs to be done and how to do it. This is not a style to use so that you can blame others when things go wrong, rather it is a style to be used when one fully trust and confide in the people below him Prasad 2004).

2.8

Organisational Performance

Performance has been defined by Hellriegel et al (1999) as presented by Oluseyi and Ayo in their European journal of Economics, finance and Administrative science (2009) as the level of an individual’s work achievement after having exerted effort. They also present the views of Cummings and Schwab on the same issue who believe that performance is ultimately an individual phenomenon with environmental variables influencing performance primarily through their effect on the individual determinants of performance ability and motivation. There is a direct link between the statement of problems and the objectives stated. That is the researcher wants to discover the impact of lack of motivation and the poor work environment as the performance of the staff of National Youth Service Corps, Lokoja office. This is because the availability of conducive work environment and proper motivation will equally lead to high performance and the lack of it will have an opposite effect. In view of the above, Oluseyi and Ayo again state the view of Behling and Mcfillen (1996) who confirmed the link between high performance and leadership in the United States by developing a model of charismatic/transformational leadership where the leaders’ behaviour is said to give rise to inspiration, awe and empowerment in this subordinates, resulting in exceptionally high effort, exceptionally high commitment and willingness to take risks. They concluded by using the

words of (Marizt, 1996; Ristow et al 1999). That it has been widely accepted that effective organisations required effective leadership and organistional performance will suffer in direct proportion to the neglect of this (Oluseyi and Ayo 2009). This is very much related to the National Youth Service Corps performance in Kogi State given the position of those scholars and what is on ground there. 2.9

How to Measure Organisational Performance

According to (Scherbaum et al 2006) in Avery 2008 how to measure organisational performance has been a persistent source of debate and critique. They said that previous researches have been heavily criticized for the measures of performance used. Such performance measures according to Hoogh et al (2004) in (Avery 2008) includes: knowledge of prior performance, self- reports of commitment to organisational goals, satisfaction with the leader and perceived leader effectiveness. Other researchers such as Koene et al, (2002); in (Avery 2008) are of the opinion that organisational performance can be done through the use of net profit margin, business unit sales and percentage of goals met regarding business unit percentage of goals met regarding business unit performance. In their view, the above performance method can only be applied to organizations that

are profit oriented and that non profit

making organizations can rely on performance measures using such methods as environmental constraints which may reflect forces outside

the control of the leader. Avery also is of the view that several scholars have neglected to focus attention on issues such as the correlation between financial performance, customer satisfaction and employee satisfaction when considering organizational performance and that if the net financial and cost controllable are combined with the environmental constraints, employees and customer

satisfaction will enhance the

validity of the research work. Numerous empirical studies such as Baurl 198; George, 1990; Johnson, 1996; Reynierse and Harncer, 1992; and a lot others as presented by Avery suggest that positive changes in employee satisfaction and – customer satisfaction will lead to positive changes in organizational performance. Therefore, they are strongly convinced that employee satisfaction and customer satisfaction remain useful measures of organizational performance. This is very relevant to the study in that several of the employees in National Youth Service Corps Kogi State are not satisfied by the quality of leadership behaviour and as such it has affected the performance of the employees. On the other hand, the customers both the organizations where corps members are posted to and the corps members are not too satisfied as a result of posting of corps members without considering their training and the relevance of their discipline to their places of primary assignments which has resulted in several corps members being rejected which cause

frustration among the corps members and lack of satisfaction (Avery 2009). 2.10 Leadership and Communication Effectiveness of leadership is partially determined by the adequacy and clarity of communication. The manager exercises his leadership role through communication with members of the organization. Justin (2006) defined Communication as both transmission and reception of a message. Through communication the manager explains the nature of an assignment to his subordinate while the subordinate reports work progress to the superior. Feelings and attitudes are also expressed in the process of communication. Any type of organized activity demands communication.

Chester

Barnard

1983

in

Parasad

viewed

communication as the means by which people are linked together in an organisation to achieive a common goal (Prasad 2004). The purpose of communication in an organisation is to affect change to influence action towards the welfare of the organisation. Specifically, communication is needed to establish and disseminate goals of an enterprise, to develop, plans for their achievement, to organize human resources in the most effective and efficient way; to select, develop, to lead, direct, motivate, and create climate in which people want to contribute and finally to control performance Koontz et al 1983 in (Ezeani, 2006).

For any organisation to survive or achieve its goals of profits making or provision of essential services, it must maintain an effective network of communication with its various publics. Communication is said to be the blood of an organisation because it is he means by which the other management functions are carried out. Communication is the essence of management. We communicate every aspect of our job, assignment or instruction. Communication is a very important tool of transmitting information to others in order to influence a desired action. Without some form of communication, organized and goal-directed activity would not exist. Communication is defined in its broadcast sense as the transmission of meanings to others. It is a process by which information, knowledge, feelings to others and views are passed between individuals for specific objectives. Communication is the act of transmitting information, ideas, beliefs and attitudes from one person to another or from a group of persons to another. Effective communication is a process involving an interchange of Tacts, view points and idea between a person or an organisation and another to achieve mutual understanding. Effective communication is that process which results in understanding and trust instead of tension.

Communication is a process that can be carried out in three broad ways, that is words (spoken) non- verbal and written. This may be a problem in National Youth Service Corps Secretariat as logistics are a major problem as stated in the statement of problem (Yolokwu 20005). 2.11 Types of Communication Vertical – Between the superior and his subordinate. Horizontal- Between employees in the organisation. Lateral Communication – Between people of the same rank in the organization. 2.12 Pattern of Organisational Communication Classified according to the pattern of flow: Downward flow – flow form top management to middle level managers. Upward flow – Two way traffic sharing of information Horizontal Flow – Information between departments and Peers 2.13

Principles of Communication

The sender must determine the purposes of the communication and use symbols having the same meaning for the sender and receiver. 2.14

Factors that make Communication Effective are

Adequate information about the topic (of discussion) Favorable environment and living use of appropriate media etc.

2.15 Barriers to Communication Anything which prevents the sender and the receiver from having the same interpretation of the same message is a barrier. They are found in the elements of Communication- the sender, the message, the media and the receive. Such barriers are: Physical barriers e.g. noise Psychological barriers e.g. fear, worry, etc Physiological barriers- e.g. hunger, poor health etc. Command of vocabulary, attitude etc. 2.16 Advantages of Effective Communication in an organization include Higher productivity Higher profit Labor stability Low labor Turn- over It encourages loyalty and commitment It leads to understanding, co- operation It increases efficiency (Yolokwu 2005) 2.11 Characteristics and Qualities of Good Leadership Those who hold leadership positions in organizations are usually those that have been found to possess certain characteristics and qualities.

The leader might

not necessarily

be the most senior person in all

situation but by virtue of having certain qualities, these is believe that he/she will perform most effectively given the necessary resources and supported with good policies. The qualities found in the person are expected to help carry out some defined functions and goals every administrator wants peace to reign in the work milieu but the only way to achieve peace is to deliver the administrative services efficiently in order to meet the expectations of the workers and the management board. The qualities as discussed by Adebayo (2004) are as follows: Tact: A leader must be tactful in dealing with this or her colleagues, he must posses a sense of modesty, sense of judgment, foresight ability to delegate, sympathy and Consideration, feasibility and a wide range of initiative, imagination and perseverance. A good sense of imagination and perseverance are two essential attributes of a leader. A good administrator should posses the abstract, thinking and perseverance in any situation no matter how difficult. He/she should be able to grasp all the facts in a complicated situation, to sort them out and to set them out in their proper relationship and to summarize them in the fewest possible words (Adebayo, 2004). Other attributes associate with the sense of imagination and perseverance includes:

The capacity to recognize the essential points in a situation however complicated.



The capacity to think less in terms of things as they are today but in terms of what is going to happen.



Ability to show fine discrimination about the points to concede and the points on which to stand firm



The capacity not only to understand people but also to lead them to be conductors of orchestra.

Sense of Humor An Administrator/leader must have a good sense of humor in other to enhance the effect of communication, create a friendly environment and make the interaction interesting and sustainable without losing the focus of the issues being discussed with the staff colleague. He must in all situations relax and sleep well, in other to appear presentable, an administrator should develop a neat and decent way of dressing, a dignified and calculated way of speech and always conduct him/her self in a different manner. According to Parkinson et al (1998), the manager or administrator perception

should be endowed with delicate and sensitive

so that he can understand the changing needs of the

organization. He should have courage and faith. The leader of administrator must be able to define clearly the objectives of the Organisation and then direct the activities of his men to the attainment of the

objectives.

Parkinson

et al. (1998)

characteristics of the administrator as follows:

equally

discussed

the

Broad familiarity with technology being used by the organisation, being able to work with people, time management, concentration, practical approach to issues, being able to attempt the impossible, being action oriented, integrity and being able to

calculate costs and benefits.

Peretomode and Peretomode (2005) listed the essential qualities of an administrator as follows: Good human relationship A leader should possess the ability to communicate effectively using both verbal and non-verbal methods of communication, he/she must be a good listener and a careful observer.  Intelligent, persuasive and diplomatic;  Accessibility and approachability;  Patience, tolerance and endurance. Drive and efficiency;  Effective communication skills, including listening ability;  Willingness to accept criticism and admit mistakes;  Foresights and vision;  Cheerfulness, flexibility, and adaptability;  Physical, mental and emotional stability;  A democratic attitude, be open-minded;  Honest, reliable and dependable character. Trustworthiness and good integrity.

 Assertiveness. According to (Nwizu 2003) experts in public administration, say that no person can acquire these without having made himself the master of at least one branch of work, leader must manifest some characteristics that will make them unique in the organisation so that they can successfully lead while others will follow in order to achieve the purpose of the organisation. Leadership can be described as the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of an orgnisation or group of which they are members. A person who therefore has this ability is a leader. Leaders possess a number of common qualities:  Self-awareness: Knowledge of your own values, passions, skills, strengths and weaknesses, an ability to admit and learn from mistakes and to seek information to fill knowledge gaps.  Integrity: A strong sense of “what is right” and a demonstration of ethnical practices that sets the tone for others. A commitment to teaching by example.  Courage: The strength to act in accordance with your own values and the greater good despite pressures pushing you in other directions. The ability to put the cause before the desire to be popular.

 Confidence: A belief in your ability to meet most challenges that come your way/  Vision: A strong sense of where you are going as a person and where you think society, your community and your organization should be going- and how it might get there.  Enthusiasm: A lively interest in the people, issues and events around you, a feeling of excitement about the possibilities, and the energy to guide them towards fruition.  Innovation: The ability to “think outside the box;” take risks and develop new effective solutions to old and emerging problems.  Wisdom: intelligence coupled with insight and empathy, as opposed to raw intelligence.  Adaptability: A willingness to be flexible and to respond quickly and

effectively

to

changing

circumstances,

along

with

a

commitment to continual learning-formal and informal-and the ability to put that learning into practice.  Strong Inter-personal skills: An ability to interact and work harmoniously with others, while being prepared to take on individual responsibilities.  Effective communication: A willingness and ability to listen to and understand thoughts, ideas and concerns of others and to clearly

communicate your own. A vision is nothing if it can’t be sold to others.  Belief in others: to desires to build the capabilities of others, with helpful feedback and motivate them to do their best.  Peer respect: an ability to inspire respect, allowing a person to capably lead discussions, maintain discipline and encourage the contribution of others.  Insight: the ability to see the big picture, a strong sense the stage attained by followers and intuits problems before they arise or before they become insurmountable.  Sense of humor: The ability to laugh at yourself and relieve tension or stressful situations with humor.  Competence: Others are unlikely to follow the lead of a person who does not appear to know what he/she is doing.  Delegation skills: a willingness to trust others and cede some responsibility. Managing Subordinates in Organisations Every organisation is made up of physical and human resources and the key factor to organisational success is the optimal utilization of these physical and human resource. The individuals in an organisation have different needs, attitude and personality, which tend to influence their

behaviours.

It

is

important

that

a

manager

recognizes

this

factors/process working within their subordinates and determines types of leadership style and behaviour to employ in order to make work efficiency Effiong, 1998 in (Ohiri 2008). However, mangers should look at

organisation/members

as

accomplishment of a single goal.

a

group

working

towards

the

The leader in trying to direct the

activities of the group must bear in mind that the individual making up the group have different goals which the leader must know and that of the organisation. It is the responsibility of the group leader to foster peace and unity rather than hindering the group’s

progress and

success. Leaders should be rational in their approach towards a unified goals rather than being sentimental. Groups are dynamic and so group leader should also be dynamic. Leaders must be able to forecast and predict changes before they occur. He must be able to accept and manage conflicts, communicate effectively, provide subordinates with resources and maintain a peaceful coexistence between the workers and the organization Effiong in (Ohiri 2006). When subordinates trust and respect their leader he is free to vary his behaviour. A resenfful or hostile group will require a different style of leadership from the one that work with a well intended and friendly group. He emphasized further that leadership behaviour that may be successful with a self reliant group may prove a dismal failure with a dependent apathetic one.

Summary of the Review of Related Literature This chapter has been able to review studies related to the topic “effective leadership and organizational performance”. To facilitate a sound understanding of the subject matter within the thought framework of the objectives of the study and the hypotheses, the scope of the review covered issues such as, the relationship between effective leadership and organisational performance, concepts of effective leadership,

leadership

and

motivation

and

motivation

and

job

performance. Others cover areas such as leadership effectiveness, leadership styles, organisational performance and measurement of organisational

performance.

It

also

reviews

leadership

and

communication, characteristics and qualities of good leadership and managing subordinates in organisations. From the review, it was gathered that the concept of effective leadership as applied to organisational performance is a social and dynamic process directed at shaping the behaviours and activities of subordinates in organizations without the use of coercive influence, to elicit the subordinates’ voluntary participation in an organized effort to attain the set organisational goals. It is the leadership that creates a vision for the organisation and makes others to bring the vision to practical reality. However, the level of productivity of the Nigerian workers has for long attracted the attention of management experts who desire to improve

performance. Unfortunately, despites several empirical studies on how to improve organisational performance the most common problems affecting organizational performance in Nigeria institutions, social, economic and particularly governmental establishments are poor attitude to work among the workforce, inefficiency and ineffectiveness of leaders in most places. Having examined these issues critically, some experts came up with these findings that most organisations in Nigeria are managed through leadership styles that are strange to the country’s culture. Methodology of the Study Research Design In studies of this nature, coherent and logical arrangement of materials is very vital. This section handles how data is collected for this study to buttress the initial statement, this section deals with the description of procedure adopted in carrying out the study. It describes the research design, source; of data, instruments for data collection, establishment of research questions, population of the study, sample size and technique of data analysis. The research design embodies the blue print for the collection, measurement and analysis of data related to the research questions. Thus, the methodology used for the collection of data is mainly survey method based on secondary primary sources of data collection.

Population of the Study The target population for the study consists of eighty two staff of the National Service Corps (NYSC), Kogi State. The total population of the organization is 103. the respondents were drawn from different departments in the organization under study. Area of Study The study covers the National Youth Service Corps (NYSC), Kogi State Instrument for Data Collection The main data collection instrument employed in this study was a 25 item questionnaire. The design included multiple-choice questions; fill in questions and questions that require ranking of answers. The questions were clearly simplified and structured in a manner devoid of any ambiguity and technical details. Thus, most of the questions simple required respondents to tick (x) against the appropriate response answer yes or no and rank on a scale. of 0 – 5. The questionnaire was drawn to elicit information/data on effective leadership and organisational performance. Also the researcher made use of interview to elicit for more information to support the other instruments used for data collection.

Validation of the Instrument To ensure the validity of the questionnaire, it was given to an expert for thorough scrutiny in this regard; the questionnaire was validated by the supervisor of this research work. Sources of Data The data used for this study was obtained from different sources. This ranged from questionnaires, personal interviews, observations and library search. However, field study involves use of questionnaires and schedules of interviews were applied in obtaining, reinforcing and cross checking obtained data for this report. The data generated for the study comprises of secondary (desk survey) and primary sources (field survey). Primary data are those obtained directly from the originators or main source. The aim of collecting them is to obtain first hand information about the organisation being studied and their activities. The bulk of the primary data were obtained through interviews and questionnaires designed via use of information generated from secondary survey (desk survey) after taking due cognizance of the purpose and objectives of the study. i.

Questionnaires: This formed the major source of primary data

used in the study. The data collected from this source was obtained

through use of questionnaires constructed by the researcher and as approved by the supervisor. The data required for this study were collected through actual visits to the organization and face-to-face distribution and administration of questionnaires to the eighty two (28) respondents from the Kogi State NYSC. A copy of the questionnaire is attached as appendix one. ii.

Face-to-face Interview: Apart from use of questionnaires, a

structured interview was conducted for unit heads or supervisors directly in charge of administrative activities for the organisation. For instance in a situation where the question administered through the questionnaire requires to be clarified or elaborated upon, oral interviews were conducted. Face-to-face interview was also conducted to solicit issues not in the questionnaire but could be of immense assistance in this study. Secondary data is based on past research work on this area of study. They

are

publication,

data

collected

unpublished

from

Internet,

research

works

textbooks, and

government

journals.

Also,

acknowledged authorities within the area of study provided valuable materials for this study. Location of Data The following locations were made use of in this study: libraries, archives, government departments and Internet.

Determination of Sample Size Stratified random sampling method was used in this study, because it is considered the simplest, most convenient and bias free selection method. Sample formula N=

N 2 1  N 0.05

Where n = desired sample size N = size of the population e = Limit of error tolerance which was assured to be 5% (0.05); confidence limit. Computing with the above formula, number of questionnaires to be administered was obtained N = 103 e = 0.05 or 5% n=

103  81.9085 2 1  1030.05

n = 82 n = 82 therefore, in order to arrive at a statistically valid conclusion, we administered 82 questionnaires which were all filled and returned.

Techniques of Data Analysis The raw data was classified and tabulated after ensuring that they were carefully collated. This was followed by analysis and interpretation of findings. Table 1: List of units in the NYSC Kogi State

1

Name of the unit

Nature of Activities

Community Services

Accounts, Admin, Stores/Procurement, Public

Relations

and

Planning,

Research/Statistics 2

Operations

Corps

Mobilization,

Inspectorate,

Community Development and Corps Welfare Source: Field survey, 2011 The units are referred to as A and B respectively in the presentation and analysis of data in chapter 4. Table 2: Number of questionnaire administered and collated Unit 1

Unit 2

Total

Percentage

No Issued

41

41

82

100

No returned

41

41

82

100

Source: Field survey, 2011 2.10 Hypotheses

1.

Ho There is no relationship between leadership and organizational performance in Kogi State NIYSC. H1 There is a relationship between leadership and organisational performance in Kogi State NYSC.

2.

Ho There is no leadership obstacle that hampers organizational performance in the Kogi State NYSC. H1 There is leadership obstacle that hampers organistional performance in the Kogi State NYSC.

3.

Ho There are no possible ways of enhancing organizational leadership for effective performance in the Kogi State NYSC. H1 There

are

possible

ways

of

enhancing

organisational

leadership for effective performance in the Kogi State NYSC. 2.11 Theoretical Framework The path-goal theory of leadership The path-goal theory is a widely recognized theoretical development from a contingency approach which is derived from the behaviour and the expectancy framework of motivation theory of Victor Vroom. Although George Poulos and his colleague at the University of Michigrows

for

social

Research

used

path-goal

concepts

and

terminology many years ago for analyzing the impact of leadership on performance the modern development is usually attributed to Martin Evens and Robert House, who at about the same time wrote separate

papers on the subject. In essence, the path-goal theory attempts to explain the impact that leader behaviour has on associate motivation, satisfaction and performance. The early theoretical work on the pathgoal theory proposed that leaders will be effective by making rewards available to subordinates and by making those rewards contingent on the subordinates’ accomplishment of specific goals (Luthans 2008). The early path-goal work led to the development of a theory involving four specific styles of leader behaviour (directive, supportive, participative and achievement) and three types of subordinate

attitudes (job

satisfaction, acceptance of the leader and expectations about effect, performance

reward relationships). It is argued by them that an

important part of the leader’s job is to clarify for subordinates the kind of behaviour most likely to result in goal accomplishment. This activity according to lvancerich is referred to as path clarification (lvancerich 2008). This theory attempts to define the relationships between a leader’s behaviour and the subordinates’ performance and work activities. Leader behaviour is acceptable to subordinates to the degree that they see it as a source of satisfaction now or as a step toward future satisfaction. Leaders ‘behaviour influences the motivation of subordinates when it make the satisfaction of their needs contingent on successful performance; and it provides the guidance, support and rewards needed

for effective performance (but that goal theory of leadership and the expectancy theory of motivation, are closely related in that leader behaviours can either increase or decrease employee expectancies. Relating this to the leader behaviour which was stated in the statement of problem which says that The leadership behaviour 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. This behaviour has an impact on performing and creating organisational culture which in turn affects organisational performance and commitment. This no doubt will affect the performance of the staff of NYSC in Kogi State and will also lower his level of commitment to their work. Under this theory, each of these leadership behaviours results in different levels of performance and subordinates satisfaction depending on the structure of the work task. (Leslie and Byars 2003). Mcshane and Glinow say that path-goal theory states that effective leaders influence employee satisfaction and performance by making their need satisfaction contingent on effective job performance. Leaders strengthen the performance – to- outcome expectancy and valence of those outcomes by ensuring that employees who performance their job well have a higher degree of need fulfillment than employees who perform poorly. Effective leaders strengthen the effort – to- performance expectancy by providing the information, support and other resources

necessary to help employees complete their tasks. They also emphasize that effective leaders create conditions that enable others to realize their potential in the work place. In other words, path-goal theory advocates servant leadership. Servant leaders do not view leadership as a position of power; rather, they are coaches, stewards and facilitators. Leadership is an obligation to understand employee needs and to facilitate employee, work performance. It is on this basis that the above literatures on leadership were reviewed. Considering some of the issues raised in the statement of problems

it is

clear that these qualities which an

effective leader should posses are not present in the leadership of NYSC secretariat in Kogi state which many have attributed the many problems the secretariat faces today.

CHAPTER THREE INTRODUCTION 3.0

Background to the National Youth Service Corps Scheme

Nigeria is a country whose colonial history and experience in the immediate post-independence are where characterized by ethnic, loyalties, mutual group suspicion and distrust, that culminated in the traumatic events of a bloody civil war. As a developing country, Nigeria is further plagued by the problems attendant upon a condition of under development, namely; poverty, mass illiteracy, acute shortage of high skilled manpower (coupled with most uneven distribution of the skilled people that are available), woefully inadequate socio-economic infrastructure facilities, i.e. housing, water and sewage facilities, road, health care services and effective communication system. Faced with these almost intractable problems, which were further compounded by the burden of reconstruction after the civil war, the government and the people of Nigeria set for the country, fresh goals and objectives aimed at establishing Nigeria as: a)

A united, strong and self-reliant nation;

b)

A great and dynamic economy;

c)

A land bright and full of opportunities for all citizens; and

d)

A free and democratic society. These were contained in the 1972

National Development Plan.

The government and the people of Nigeria are not aware that sound and patriotic leadership is a pre-condition for the rapid social and economic development of the country. As a nation, Nigeria has been less fortunate in the kind of leadership that emerge to govern the affairs of the country since independence, a leadership whose achievements notwithstanding was non the less ill-prepared and generally not properly motivated to tackle the problems of socio-economic under- development in the interest of the country as a whole. There is no gainsaying the fact that the future of any country depends on the youths. The youth of Nigeria acknowledge this fact, and have consistently laid to the nation’s leadership. It was the need to look beyond the immediate and think of the future leadership of the country that necessitated the mobilization of certain categories of our youth through the National Youth Service Corps Scheme. This was done with a view to giving them the proper guidance and orientation relevant to the needs of the country. The National Youth Service Corps Decree No. 24 which has now been repealed and replaced by Decree 51 of 16th June, 1993, was then formally promulgated. The purpose of the scheme is primarily to inculcate in the Nigeria youth with the spirit of selfless service to the community, and to emphasis the spirit of oneness and brotherhoods of all Nigerians, irrespective of

irrespective of cultural or social background. The history of our country since independence has clearly indicated the need for unity amongst all the people of Nigeria and demonstrates the fact that no cultural or geographical entity can exist in isolation. National Youth Service Corps Scheme in Kogi State was created in 1991 following the creation of Kogi State by the then Head of State Ibrahim Badamasi Babangida. The secretariat was created to pilot the affairs of the scheme at the grass- root and state level in other to carry out her objectives. The zonal offices were also created for purpose of administrative convenience. (NYSC Inspectors Manual). 3.1

Objectives of the Scheme

The NYSC Decree 24 of 22nd May, 1973 which established the scheme stated its objectives in section 1 (3) as follows: a.

To inculcate discipline in our youths by instilling in them a tradition of industry at work and patriotic and loyal service to the nation in any situation they may find themselves;

b.

To raise the moral tone of our youths by giving them the opportunity to learn about higher ideals of national achievements, social and cultural improvement;

c.

To develop in our youths attitudes of mind,

acquired through

shared experience and suitable training which will make them more amenable to mobilization in the national interest; d.

To develop common ties among our youths and promote national unity by ensuring that: i. as far as possible, youths are assigned to jobs in the states other than their states of origin; ii. each group, assigned to work together, is as representative of the country as possible; iii. the youth are exposed to the modes of living of the people in different parts of the country with a view to removing projecdices, eliminating ignorance and confirming at first hand the many similarities among Nigerians of all ethnic groups;

e.

To encourage members of the corps to seek, at the end of their corps service, career employment all over the country thus promoting the free movement of labour;

f.

To induce employers, partly through their experience with corps members, to employ more readily qualified Nigerians irrespective of their states of origin; and

g.

To enable our youths to acquire the spirit of self- reliance.

3.2

Functions of National Youth Service Corps

Since the inception of the scheme, NYSC has been operating within the framework of its enabling decrees and their amendments to fulfill its assigned responsibilities, though subject to financial and social dictators. The tasks of the scheme have been broken into specific work programmes and policies designed to facilitate the achievement of the objectives for which the scheme was established. At the National Directorate we have the following functions: i. Personnel management ii. Finance and supplies iii. Planning, Research and statistics iv. Community development services v. Corps Mobilisation vi. Corps Inspectorate vii. Corps Welfare Service viii. Public Relation For purpose of emphasizing and focus, attention will be given to the state NYSC since that is the scope of the research. However, the functions of the National Directorate and those of the states are basically the same. 3.3

National Youth Service Corps State Government Board

The composition of the National Directorate Board is replicated in the states through the institutionalization of state governing Boards

comprising representatives of cognate organisations to the membership of the National Directorate Board. The state Government Board shall be responsible for: i.

Arranging and providing other facilities which are essential for the welfare of members of the service corps and for the success of the scheme in the states;

ii.

Assembly reports on members of the service corps and transmitting them to the National Directorate;

iii.

Arranging the provision of facilities for orientation and winding up exercises;

iv.

Computing information on such opportunities as these may be for employment in the states;

3.4

State Secretariat

National Youth Service Corps Secretariats are located in each of the State capital of the Federation and the Federal Capital Territory (Abuja). The state secretariats implement NYSC policy guidelines form the headquarters in relation to the states. The secretariat is saddled with the duty of promoting the ideals of NYSC through correct operational processes and positive image projection of the scheme. It has direct responsibility for the deployment of corps members within the state and their orientation

and induction preparatory to the service year. The

secretariat ensures the provision of accommodation, transport and other essential welfare facilities for corps members. (Enegwea &) 3.5

Local Government Committee of the NYSC

The local Government Committee of the NYSC comprises: i. The Chairman of the local government as Chairman; ii. A traditional ruler; iii. A representative of the Nigeria Police Force; iv. A representative of each of the following ministries; a. Education b. Health c. Social Welfare and Community development d. The private sector, and e. The NYSC zonal inspector The Local Government Committee shall have responsibility for: i. Providing for the welfare needs of corps members deployed to the local government area; ii. Arranging for the collection of corps members at the end of orientation course and returning them for the purpose of winding-up exercise; iii. Assisting in the selection of the National Youth Service Corps honour-award winners at the local government level; iv. Ensuring the security of corps members deployed to the local government area;

v. Guiding and ensuring the effective cultural integration of corps members deployed to the local government area; and vi.

Developing

and

executing

integrated

programmes

for

the

development and transformation of the local government area. Through various community development projects. Zonal Offices The National Youth Service Corps offices shall: i. Comprise of a member of local government areas as may be determined from time to time; ii. Be headed by a member of staff of the Directorate to be known as the zonal inspector; iii. Coordinate the activities of the members of the service corps in the zone. (Enegwea & Umoden 1993). Corps Liaison Officers In order to bring the management of corps members to their door steps, fellow corps members, who distinguish themselves during the orientation course, are carefully selected and assigned the responsibility of liaising between corps members at the grass-roots level and the zonal offices. The arrangement is however, complementary to the zonal supervision. 3.6

The Organsational Structure of NYSC Kogi State

The National Youth Service Corps secretariats are located in each of the 36 states of the federation and the Federal Capital Territory, Abuja. The

1993 approved structured changed the nomenclature of the head of the secretariat from state Director to State Coordinator who is a deputy Director. The various departments and divisions at the National Directorate headquarters are replicated at the state secretariats. 3.7

Organogram of NYSC at the State Level

STATE GOVERNING BOARD

CHAIRMAN-COMMUNITY YOUTH DEVELOPMENT

STATE COORDINATOR

Assist Director Operations

Assist Director Community services

Accounts Department

Admin

Stores Procurement

Corps Mobilization

Community Developemnt Public Relation

Planning Research/Statistics

Source: NYSC: Twenty years of National Service

Inspectorate

Corps Welfare

3.8

Occupation of the People of Kogi State

The people of Kogi State are predominantly peasant farmers, with about 65% of the population living on subsistence farming, about 15% of the population lives along the Niger and Benue Rivers Banks who derive their means of livelihood from fishing. The working group that is those that are in the regular employment both in the public and private sectors constitute about 15% of the total population, while the remaining 3% are into trading. Kogi State is made up of several ethnic groups. There are however, three dominant ethnic groups which are the lgalas who are in the majority, the Ebira and the Okun people. Other ethnic groups are the Kakanda, the Bassa, the Oworo and the Nupes. Other tribes include the Ogori, the Magongo, the Hausas and the Ibaji. These people are scattered all over the state with the land mass of about 30,354. 74km.sq. The population of Kogi State according to the last census figure is 2,516,414. The state was created in August, 1991 out of Benue and Kwara States. The purpose of this x- ray is to show the enormous challenges, the Kogii NYSC has to face and on the need for the leadership to brace up and address some of the problems raised in this study if the objectives of the scheme are to be realized in the state as it is in other states. 3.9

Geography of Kogi State Background of Kogi State People

The area, which is today known as Kogi State, were formerly geopolitical unit called Kabba province in the then Northern Region. It was made up of lgala, Ebira, Kogi and Kabba Divisions with its administrative headquarters in the present state Capital Lokoja. The state creation exercise of 1967 and the abolition of the province and regions led to the merging of the llorin and Kabba provinces to form Kwara State with its headquarters in llorin. This status-quo remained until 1976 when in another state creation exercise, the former lgala Division was excised and merged with Benue province to form Benue state with the headquarters in Makurdi. Kogi State came into being on 27th Auguss, 1991, during the state creation exercise that gave birth to new sates under the Babangida administration. In effect, the part of the old Kabba province that remained in Kwara and the one that was made part of Benue State were excised and brought back together to form Kogi State with the headquarters in Lokoja. The State is structured into twenty one (21) local government areas namely: Adavi, Ajaokuta, Ankpa, Bassa, Dekina, Idah, Lgalamela/Odolu, Ibaji, Ijumu, Kabba- Bunu, Kogi, Lokoja, Mopamuro, Ofu, Ogori-Magongo, Okehi, Okene, Olamaboro, Omala, Yagba East and Yagba West. Kogi State is located between latitude 6 o30’N, and 8o 50’N and longitude 5o 51 E and 30o E. The state is bordered by the following state; Enugu (South East), Benue (East) Nasarawa (North East), Niger (North), FCT (North), Kwara (North) Ondo

(South West), Edo (East), Anambra (South), and Ekiti (West). With a 15th largest state in the country in terems of landmass. The three major ethnic groups in the state are lgala, Ebira and Okun. Together, they constitute about 95% of the total population of Kogi State. The minor ethnic groups, on the other hand, includes, Kakanda, Kupa. OgoriMagongo, Nupe, Bassa-Koma, (Gwari) and Bassa-Nge. Both Christianity and Islam are widely practiced in the State, although some people are still practicing traditional religion.

CHAPTER FOUR DATA PRESENTATION AND ANALYSIS Presentation of Data The methodology described the design used in this study. Also in that section we presented the procedure, population size and sample, source of data and rate at which questionnaires were returned. This chapter focused on collected data, analyses of the data, presentation and validation of hypothesis stated in chapter one. For the purpose of this study, A, represents Community Services and B represents Operations while A.D. represents Assistant director. Analysis of Data from Respondents Question 1: Sex Table 3: Sex of staff No respondents Options

A

B

Total

%

Male

19

16

35

43

Female

20

27

47

57

Total

39

43

82

100

Source: Field survey, 2011 The table above shows that 35 respondents representing 42.6829 = 43% of the total respondents are male, while 47 respondents

representing 56.6265 = 57% of the respondents are female. See Table 3. There were more females than males in all the units sampled. Question 2: Age group of staff Table 4: Age of staff in the organization No of respondents Options

A

B

Total

%

18-29

6

4

10

12

30-40

18

14

32

39

41-50

12

16

28

34

51-60

5

7

12

15

61-70

0

0

0

0

Total

41

41

82

100

Source: Field survey, 2011 The table above indicates that 10 respondents, representing 12% of the population were between the ages of 18-29, 39%, which represent 32 respondents were within the ages of 30-40, 28 respondents were within the ages of 41-50 representing 34% while 12 respondents, representing 14.634 = 15% of the population were within the ages of 51-60. None of the respondents were within the ages of 61-70. With 82 of the respondents within the age range of 18-50 years, it shows that the bulk of the work force is till young and energetic. Therefore most members of the work force are within the productive

age. This encourages effective performance Question 3: level education Table 5: Type of education possessed by staff. Option

A

B

Total

%

Primary

19

16

35

43

Secondary

20

27

47

57

Diploma/NCE

39

43

82

100

Bachelors degree Others Total Source: Field survey, 2011 The table above shows that 28 respondents representing 34% of the sampled population has secondary education, while 15 out of the total 82 people sampled have national diplomas or National Certificate of Education (NCE). People with bachelors degree are 39 respondents accounting for 47.5609 = 48% of the sampled population.

Question 3: How long have you been with the organization? Table 6: No of respondents Options

A

B

Total

%

Under 1 year

0

0

0

0

1-3

13

13

25

30

3-5

13

17

30

37

Over 5 years

15

12

27

33

Total

14

41

82

100

Source: Field survey, 2011 This deals with the longevity of staff in the organization. The table above shows that 25 respondents representing 30% fall within 1-3 years and 30 respondents representing 37% fall within 305 years;

while 27

respondents representing 33% fall within 5 years and above. This shows that most of the staff have been with the organization consistently and are more likely to know about the organisation’s performance.

Question 4: What post do you hold in the organization? Table 7: Posts in the organisation No respondents Options

A

B

Total

%

Assistant Directors

1

1

2

2

Zonal inspectors

10

11

21

26

Senior Staff

17

13

30

37

Junior staff

13

16

29

35

Total

41

41

82

100

Director

Source: Field survey, 2011 The table above shows the staff positions in the organisation. Of the total respondents, only two are in the positions of Assistant Directors. Note also that the post of Director has been converted to a State Coordinator. 21 of the respondents hold the post of zonal inspectors which represents 26% of the population. They cover the 21 local government of the State. 30 of the respondents representing 37% of the population holds junior staff positions. The table shows that 65% of the population under study holds the posts of senior staff and above. It indicates that the respondents are in a better position to ascertain leadership performance in the organization.

Question 5: Is the state coordinator indigene of the State? Table 8: No respondents Options

A

B

Total

%

YES

0

0

0

0

NO

41

41

82

100

Total

41

41

82

100

Source: Field survey, 2011 The table above shows that 82 respondents representing 100% affirm that the State coordinator is not an indigene of the state this indicates that the organization under study a is Federal establishment. Question 6: How will you rate the director’s involvement in the operational level of the organization involvement? Table 9: Director’s involvement in the organization’s operations No of respondents Options

A

B

Total

%

5

24

25

49

60

4

11

9

20

24

3

6

7

13

16

3

0

0

0

F

2

0

0

0

0

1

0

0

0

0

0

0

0

0

0

Total

41

41

82

100

Source: Field survey, 2011 The respondents’ opinions showed that 49 of them indicate that he directors are strongly involved in the day to-day operations of the organisation which represents 60%. Also, 20 of the respondents agreed that their directors are strongly involved in the daily operations of the organisation which represents 24% of the respondents. The above table indicates that the State coordinator (Director) as well as Assistant Directors are expected to be involved in the daily activities of the organisation shows that 82% of the workers are of the opinion that their directors are either very strongly involved or strongly involved. While 13% chooses the scale of 3, which represents 16%, none of the respondents choose a scale of 2, 1 or 0. See Table 8. This affirms that the directors are dedicated to their duties. Question 7: Do all sectional heads report to the Director? Table 10: all section heads reporting to the director No of respondent Options

A

B

Total

%

YES

41

41

82

100

NO

0

0

0

0

Total

41

41

82

100

Source: Field survey, 2011 It shows that all units heads report to the state coordinator. Question 8: What is the relationship between the state coordinator and the subordinate staff? Table 11: Relationship between heads and subordinates No of respondents Scale

A

B

Total

%

5

23

25

48

59

4

12

11

23

28

3

6

5

11

13

3

0

0

0

0

2

0

0

0

0

1

0

0

0

0

Total

41

41

82

100

Source: Field survey, 2011 It has been noted above that cordiality is very important in any organisational activities. The level of cordiality/relationship between the heads and subordinates in this study shows that 46% of the subordinates agree that they have very good relationships with their

superiors which represent 59%. Also 23 out of the total population also agree that there is a cordial relationship between them and their supervisors which represents 28%. 1% of the staff believed that their level of relationship is below average, while none of them agree to worst relationship. Good cordiality promotes effectiveness and readiness of workers to take up responsibilities at work. Question 9: How do heads of sections run their Sections? Table 12: How heads of sections run their Sections No respondents Options

A

B

Total

%

Freely

7

10

17

21

With director’s

34

31

65

79

41

41

82

100

intervention Total Source: Field survey, 2011 The table above shows that 17 respondents representing 21% agree that sectional heads have free hand in running their sections while 65 respondents representing 79% say that the directors intervenes in the running of sections.

Question

10:

Is

the

work

environment conducive

for

the

organization operations? Table 13: the conduciveness of work environment No of respondents Scale

A

B

Total

%

5

4

6

IP

12

4

13

17

30

2837

3

5

6

11

1313

2

14

9

23

028

1

3

2

5.

06

0

2

1

3

4

Total

41

41

82

100

Source: Field survey, 2011 The table above shows that 12 of the workers are of the opinion that their work environment is strongly suitable. 37% of the sampled population believed that their work environment is unsuitable while 13% and 28% are of the opinion that the work environment is average and suitable respectively. This bears an inverse relationship to the level of cordiality observed among the workers. It could equally be attributed to environmental factors and geographical location.

Question 11: Do you receive job training in the organization? Table 14: receiving job training in the organisation No respondents Options

A

B

Total

%

YES

30

25

55

67

NO

11

16

27

33

Total

41

41

82

100

Source: Field survey, 2011 The table above shows that 67 percent of the respondents receive on the job training while 33% do not receive training, their lack of training could equally be attributed to their academic qualification as well as nature of their duties in the organisation. Question

12:

What

factor(s)

could

counter

high

organization

performance? Table 15: Factor(s) that could counter high organizational performance. No of respondents Options

A

B

Total

%

a

14

15

29

35

b

11

12

23

28

c

14

13

27

33

d

2

1

3

4

e

0

1

Total

41

0

0

0 100

Source: Field survey, 2011 The table above shows that 29 respondents representing 35% agreed that lack of good office equipment and other vital infrastructure are a factor against high performance. 23 respondents representing 28% choose insufficient staff and fund as the factors responsible for low performance. 27 respondents, which represents 33% of the respondents agreed with autocracy and bad leadership, while 3 respondents representing 4% picked lack of attention to the staff opinion and welfare as factors acting against high organizational performance. Question 13: Are you satisfied with your present salary level? Table 16: Satisfaction with wages No of respondents Options

A

B

Total

%

YES

0

0

0

0

NO

41

41

82

100

Total

41

41

82

100

Source: Field survey, 2011 None of the respondents is satisfied with his or her present salary. This means that 0% of the 82 respondents are satisfied with his or her salary.

Based on non satisfaction, the unsatisfied workers may not have performed their work creditably well and these no doubt would affect the objective and efficiency of the organisation. Question: 14: Were you recently promoted? Table 17: Promotion of staff No of respondents Options

A

B

Total

%

YES

23

27

50

61

NO

18

14

32

39

Total

41

41

82

100

Source: Field survey, 2011 The table above shows that 50 respondents representing 61% were recently promoted while 32 representing 39% were not promoted recently. The implication is that majority of the staff especially the senior staff were promoted. Of the 39% that was not promoted mainly due to their qualifications, this can lead to complacency in the workers and can affect their efficiency and performance in the organization.

Question 15: What decides who is to be promoted? Table 18: Factor deciding whom to promote in the organization. No of respondents Options

A

B

Total

%

Year of Service

16

18

34

41

Input to the organisation

5

7

12

15

Favouritism

12

11

23

28

Director’s Discretion

8

5

13

16

Others

0

0

0

0

Total

41

41

82

100

Source: Field survey, 2011 The table above shows that 34 and 12 staff representing 41 and 15 % respectively of the staff population was of the opinion that promotion of staff was based on years of service and input to the company respectively. 23 and 13 respondents, which accounted for 28% and 16% of the sampled population respectively, were of the opinion that favouritism and directors opinion respectively were factors used when deciding who gets promoted.

Question 16: Are you motivated in the Organisation? Table 19: Motivation in the organization No of respondents Options

A

B

Total

%

YES

31

28

59

72

NO

10

13

23

28

Total

41

41

82

100

Source: Field survey, 2011 59 respondents representing 72% are motivated while 23 respondents representing 28% are not motivated in their jobs. Question

17:

Do

sectional

heads

delegate

duties

to

the

subordinates? Table 20: Delegation of duties No of respondents Options

A

B

Total

%

YES

15

13

28

34

NO

26

28

54

66

Total

41

41

82

100

Source: Field survey, 2011 The table above shows that 28 respondents which account for 34% agree that delegation of duties sexists, while 54 respondents representing 66% agree that there is no delegation of duty in the

organization. Question 18: if yes, is responsibility backed up by adequate authority? For those who agree that there is delegation of duty with is good, it is very important that responsibility is backed up by adequate authority, so that in carrying out the delegated duty, the person performing it will have the authority to make certain decisions that will affect that duty. Delegation of duty is very important; it makes for flexibility, faster accomplishment of jobs and giving the staff a sense of belonging because of the trust placed on them. This makes for better organizational performance. While lack of it makes them

feel like

outsiders. Question 18: Who can you describe the performance of the organisation so far? Table 21: Performance evaluation No of respondents Options

A

B

Total

%

Outstanding

5

7

12

15

Average

12

9

21

26

Poor

24

25

49

59

Total

41

41

82

100

Source: Field survey, 2011 The table above shows that 12 out of 82 respondents representing 15% agree that the performance of the organization is outstanding, 21

respondents or 26% ‘agree that the organization is average while the remaining 49 respondents representing 59% stated that the performance of their organization is poor. These responses are based on how either good bad leadership affect performance. Question 19: What do you think may be responsible for this level of performance in 18 above? The question was asked to find out the reasons for the level of performance indicated in question 18. For those who agree that their organization is outstanding, their reasons being; 1. Directors’ ability and willingness to delegate responsibility and to manage the activity of others. 2. Free flow of information and effective communication. Those who choose average gave these reasons; 3. Exhibition of exaggerated opinion of job perfection by the state coordinator based on knowledge of skill. 4. Inflexibility to change and lack of innovation. For those that choose poor, their reasons are; 5. The Directors uses own personal taste and opinion as a standard to follow. 6. The directors resist advice from qualified sources and is stubborn to change.

7. She sees herself as the overall boss and does not take other peoples contributions. Question 21: From your experience with the organisation, how do you describe the leadership style? Table 22: Leadership style in the organisation No of respondents Options

A

B

Total

%

Autocratic

11

9

20

25

Participative

15

18

33

40

Democratic

15

14

29

35

Total

41

41

82

100

Source: Field survey, 2011 Form the table above, it can be seen that 20 respondents representing 25% described the management style of their organization as autocratic, while those that choose participative are 33 representing 40%; while 29 respondents choose democratic leadership style representing 35%.

Question 22: do you think that workers are motivated in response to their efforts and contributions? Table 23: motivation of workers based on their efforts and contributions No of respondents Options

A

B

Total

%

YES

11

14

25

30

NO

30

27

57

70

Total

41

41

82

100

Source: Field survey, 2011 From the table above, it could be seen that 25 respondents representing 30% agree that workers are motivated in responses to their efforts and contribution, while the other 57 respondents representing 70% thinks otherwise. In all, it revealed that the organisation do not motivate their staff based on their effort and contribution. This can lead to low morale and zeal and therefore low performance and productivity. Tale 24 Level of motivation by rank No of respondents Scale A 5 5 4 6 3 0 2 0 1 0 0 30 Total 41 Source: Field survey, 2011

B 7 7 0 0 0 27 41

Total 12 13 0 0 0 57 82

% 15 16 0, 0 0 69 100

The table above shows that 15% of the respondents agreed that the level of motivation was good and satisfactory. 16% agreed that they are averagely motivated, 69 % of the respondents are of the opinion that there is no motivation. Question 23: Are there any form(s) of performance measurement existing in your organisation? Table 25: performance measurement in the organisation No of respondents Options

A

B

Total

%

YES

11

14

25

30

NO

30

27

57

70

Total

41

41

82

100

Source: Field survey, 2011 This is form of continuation from question 22 in order to ascertain the actual forms of performance measurement applied in the organisation. The question 24 answer is based on the following example: 1. Setting of worker standards to the attained on director’s ability and intuition. 2. Based on punctual attendance as well’ as maintenance of regular duty during camping.

Question 25: what factor(s) can enhance performance in your Organisation (a) Recruitment of well educated/experienced staff and leaders ( (b) Acquisition of state of the art technology (

)

(c) Participative leadership and proper Motivation of staff ( (d) Research and development (

)

)

)

(e) Free flow of information and personal recognition (

)

Table 26: Factors enhancing performance in the organisation No of respondents Options

A

B

Total

%

a

11

9

20

24

b

9

8

17

21

c

21

24

45

55

d

0

0

0

0

E

0

0

0

0

f

0

0

0

0

Total

41

41

82

100

Source: Field survey, 2011 From the table above, it could be seen that 20 respondents representing 24% agreed that recruitment of well educated/experienced staff can lead to high performance in the organisation. 17 respondents representing 21% agreed that acquisition of state of technology could lead to high

performance. While 45 respondents, which represent 55% of the respondents agreed that participative leadership style could enhance performance of the organisation. Data Analysis Having presented the data, they were analyzed in relation to the presentation. They were then used in testing the entire hypotheses. Chisquare (x2) was used to test the hypotheses listed in chapter 1.. This research tested the null hypothesis at 0.5 level of significance From the table, the Chi-square method is applied with the formula: X2 =

 Oij  eij  Eij

Hypothesis One Ho represents the null hypothesis. H1: represents the alternative hypothesis. Ho there is no relationship between leadership and organizational performance in Kogi State NYSC Hi: there is a relationship between leadership and organizational performance in Kogi State NYSC

Table 27: Contingency table for Leadership style in the organization showing observed and expected values (O) and (E) Options

A

B

Total

%

Autocratic

11

9

20

25

Participative

15

18

33

40

Democratic

15

14

29

35

Total

41

41

82

100

Source: Field survey, 2011 From the table, the Chi-square method is applied with the formula: X2 =

 Oij  eij  Eij

11  13.4   9  10.97   15  18.2  18  21.95 2

2

12.4

10.97

18.2

21.95

2

2



15  18.22  14  17 2  3.14913121 18.2

17

Degree of freedom (Df) (DF) = (R – I)(C – I) Where R = row C = column = (3 – 1) (2 – 1) = (2) (1) = 2 The tabulated Chi-square at degree of freedom (2) and level significance 0.05; (X2 (2) 0.05) = 5.99147 Decision Rule: If the Chi-Square calculated is less than Chi-Square tabulated, we accept.

Ho: Otherwise, we reject. Since our calculated Chi-square (5.99147) is more than the tabulated Chi-Square (3.14913121) under 2 degree of freedom, we reject the null hypothesis of no relationship between leadership and organizational performance in Kogi State NYSC Hypothesis Two Ho: There is no leadership obstacles that hamper organizational performance in the Kogi State NYSC. Hi:

There

is

leadership

obstacles

that

hamper

organizational

performance in the Kogi State NYSC. This hypothesis was tested at significance level of 0.05 Table 28: Contingency table for factor(s) that hamper organizational performance

Options

A

B

Total

%

a

14

15

29

35

b

11

12

23

28

c

14

13

27

33

d

2

1

3

4

e

0

0

0

0

Total

41

41

82

100

Source: Field survey, 2011

From the table, the Chi-Square method is applied with the formula: X2 =





Oji  eij  2 Eij

 

 14  17 2 15  18.29   18.29  17  3.181531044

  11  13.41  12  14.63  14  17  13  15.85  2  2.43  1  1.21  2

2

13.41

2

14.63

2

17

2

15.85

2

2.43

Decision rule: If the Chi-Square calculated is less than Chi-Square tabulated, we accept. Ho: otherwise, we reject. Degree of freedom (Df) (DF) = (R – I)(C – I) = (5 – 1) (2 – 1) = 4 The tabulated Chi-square at degree of freedom (2) and level significance o. 05) (X2 (4), 0.05) = 7.77944. The calculated Chi-Square = 3.18153. Decision rule: since our calculated Ch-Square (3.18153) is less than the tabulated Chi-Square under 4 – degree of freedom, we accept Ho and

conclude

that

are

no

leadership

obstacles

organizational performance in the Kogi State NYSC. Hypothesis Three

that

hamper

2

1.21

 

Ho: there are no possible ways of enhancing organizational leadership for effective performance in the Kogi State NYSC Hi: there are possible ways of enhancing organizational leadership for effective performance in the Kogi State NYSC. Table 29: Contingency table for factors enhancing performance in the organisation Options

A

B

Total

%

a

11

9

20

24

b

9

8

17

21

c

21

24

45

55

d

0

0

0

0

E

0

0

0

0

f

0

0

0

0

Total

41

41

82

100

Source: Field survey, 2011 From the table, the Chi-square method is applied with the formula: 2

2

X = X =



Oji  eij  2 Eij

11  13.4   9  10.97  9  10.97  S  9.75 2

13.14

2

10.97

2

10.97

9.75

22



21  25.60 2  24  29.26 2  9.34115516 25.60

29.29

Decision rule: if the Chi- Square calculated is less than Chi-Square tabulated, we accept

Ho: Otherwise, we reject. Degree of freedom (Df) (DF) = (R- I)(C – I) = (5 – 1 ) (2 -1) = 4 The tabulated Chi- square at degree of freedom (2) and level of significance 0.05 (X2 (4), 0.05) = 7.77944. The calculated Chi-Square = 9.341 15516. Decision rule: since our calculated Chi- square (9. 34115516.) is greater than the tabulated Chi-Square under 4 degree of freedom (X2 (4), 0.05) = 7.77944, we reject Ho and accept H i and conclude that there are possible ways of enhancing organizational leadership for effective performance in the Kogi Sate NYSC. The implication of the outcome is that through participative leadership role functions of the NYSC Kogi State NYSC would be enhanced. Discussion of the findings Hypothesis one The study was evaluated through the use of questionnaire with questions tailored towards determining the impact of effective leadership on organizational performance. All the three hypotheses were subjected to statistical test of significance 0.05 and degree of freedom 2. Chisquare test of statistics was employed to test the three hypotheses. Computer aided Microsoft for Statistical Packages for Social Sciences

(SPSS) were to aid analysis to ensure accuracy and eliminate mistake arising from manual computations. The findings to be discussed are in line with the objectives of the study based on the data analysed and results of the field survey. In an attempt to discover if there is a link between effective leadership and organizational performance; hypothesis one was tested and the result arising from the primary data revealed that there is a positive and significant relationship between effective leadership and organisational performance. This finding conforms with what Etuk (1955) says that the failure or success of any organization is due to the leadership styles adopted in managing the organization, which affects the subordinates, the customers and other agencies within and outside the organization. Sequel to the objective of the study to determine the effect of the leadership behaviour on the execution and implementation of the programmes of the NYSC in Kogi State, hypothesis one was tested using Chi-square statistical analysis. Here it was discovered that leadership behaviour significantly affects the performance of the organization. Based on the fact that human beings become members of an organization in order to achieve certain personal and organizational objectives. Therefore, the extent to which they are committed to the organization depends on their conviction that their membership will enable them to achieve their objectives. And since every organisation is

made up of physical and human resources and the key factor to organizational success is the optimal utilization of these physical and human resource. In view of the above, the execution and implementation of an organizations programme will be largely determined by how well the leadership behaviour is tailored toward proper combination of the physical and human resources of the organization. That the common problem pronounced against organizational performance in Nigeria business and institutions and particularly government establishments are poor leadership performance, bad

attitude to work among Nigerian

workers, inefficiency in most circles. According to him, organizations in Nigeria are managed through a management system that is strange to the country’s culture. It shows that poor leadership in all its ramifications will lead to lower organisational performance. Based on the above, the null hypothesis is rejected and the alternate accepted. Hypothesis Two This hypotheses was also tested using the same approach as hypotheses one. The result obtained showed that the calculated chisquare is 3.18153 while that of the tabulated is 7.7944. This shows that the calculated chi-square is less than the tabulated chi-square. This means that there are no leadership obstacles that hamper organizational performance in the Kogi State NYSC resulting from the structure of the organisations management. This is in line with the objective stated to

find out the extent of the influences of the management structure on the organizational performance. Given the out come of the analysis that showed cordial relationships between the leadership team and the subordinates there is no way the structure of the management can have a negative influence on the performance of the organization . also given that all organisation’s management structure has a clearly defined roles to pay towards enhancing organizational performance it can not adversely affect the performance of the organization in a negative way. However, when the management structure variable is held constant there could be other factors which can affect the performance of the organization. Such variables as lack of good office equipments and insufficient funds and poor work environment are some of the factors that hinder effective organizational performance in the Kogi State NYSC. In view of the above, the null hypothesis has been accepted while we reject the alternative hypothesis. Hypothesis Three The chi-square value was calculated to be 9,34115516 while the tabulated chi-square is 7,77944 a 4 degree freedom and level of significance: 0.05. The alternative hypothesis, which states that there are possible ways of enhancing organizational leadership for effective performance in the Kogi Sate NYSC, was accepted while the null was rejected. Considering this, Adebayo (2004) has stated that those who

hold leadership positions in organizations are usually those that have been found to possess certain characteristics and qualities. These qualities are that a leader must be tactful in dealing with his or her colleagues, he must posses a sense of modesty, sense of judgment, foresight, ability to delegate, sympathy and consideration, feasibility and a wide range of initiative. A leader must have a good sense of humor in other to enhance the effect of communication, create a friendly environment and make the interaction interesting and sustainable without losing the focus of the issues being discussed with the

staff and colleague. Others include

good human relationship, self awareness, integrity, courage, confidence, vision and enthusiasm that through these ways and others organisations leadership can be made effective for higher performance.

CHAPTER FIVE SUMMARY OF MAJOR FINDINGS, CONCLUSION AND RECOMMENDATIONS 5.1

Introduction

This chapter summarizes the various research results which emerged from the study. The result were obtained in view of the objectives and the hypotheses put forward in chapter one of the study, Based on the out come

of

the

findings

conclusion

were

drawn

and

some

recommendations suggested from the out come of the findings. 5.2

Summary of Major Findings

Based on the objectives of the study three hypotheses were formulated for the study. These hypotheses consisted of null hypotheses and the alternative. The hypotheses were tested based on the information generated and at the end the null hypothesis of the first hypothesis was rejected while the alternative was accepted. In the same way the second hypothesis was tested and at the end the null hypothesis was accepted and the alternative rejected. For hypothesis three the null was rejected while the alternative was accepted. The findings are summarized as follows 1. That there is a relationship between effective leadership and organizational performance. 2. That there are no leadership obstacles that hamper

organizational performance in the Kogi State NYSC. However, when this variable was held constant other factors such as good office equipment, insufficient funds, poor work environment and others are some of the variables that hamper the performance of the NYSC in Kogi State . That there are possible ways of enhancing organizational performance leadership for effective performance in the Kogi State NYSC. Some of these ways are: Managing organizations in Nigeria in a way that is consistent with environmental variables is having in mind the culture of the people, their needs and value preferences. Others are to ensure that for a leader to be effective he needs to posses all the positive qualities which a leader needs for him to lead well as we have stated in the literature review. Also, he needs the support of the head office and that of his subordinates if he must succeed. 5.3

Conclusion

Organisations are established for specific purpose and objectives, people also join organisations to satisfy their needs, and in so doing they contribute to organizational performance to achieve the objectives of the organization. Therefore, it is the responsibility of every leader to build an organization that will function effectively because the extent to which he/she succeeds will depend considerably ion subordinates willingness

to corporate with him/her among other things will depend on the degree of congruency between the leadership style adopted by the leader and the expectations and desires of the subordinates. In view of the above therefore, to realize the objective of the NYSC in Kogi State, the leadership should be effective enough to recognize the needs of the workers, employ appropriate motivational tools such as promotion of staff based on merit, skills, provide suitable work environment and to ensure free flow of information, personal recognition as well as research and development. Hence, arising from the findings of the hypotheses which were tested with chi-square statistical method, the study concludes that there is a positive relationship between effective leadership and organization performance as perceived by the workers in the NYSC Kogi State Office. Again, that there is no leadership obstacles that hamper organizational performance in the Kogi State NYSC. But that factors such as good office accommodation insufficient funds and poor work environment are some of the factors which hamper the performance of the staff of the organization which many of the staff said is beyond the control of the leadership of NYSC in Kogi State. Furthermore, that there are possible ways of enhancing the NYSC Kogi State. This can be made possible through the provision of the necessary tools, financial support office equipment, conducive work environment

and the motivation of the staff by collaborating with the head office in Abuja so that all the supports he needs can be given to him. 5.4

Recommendations

As a result of the findings of the study, the following recommendations have been made. Since it was discovered that organizational members show high level of commitment to their work if they discover that in doing that their needs will be realized, it then manes that the behaviour of the leadership towards execution and implementation of the Kogi State NYSC programmes is dependent on adequate provision of all the tools that the workers need to perform. In view of the above, if proper and adequate combination of human a material resources of the organization is put in place the organization will achieve its objectives. Therefore, that NYSC leadership in Kogi State should ensure that those behaviour and attitude to non- provision of conducive environment for workers to perform should be seriously addressed. Also we found out that there are no leadership obstacles that hamper organizational performance but rather we discovered that effective leadership role is hampered in Kogi State NYSC due largely to factors beyond their control. Suh factors are non provision of adequate funds to run the office, poor work environment and lack of office equipment to enhance the workers performance if these facilities are put in place and

the office enjoys adequate funding from the National Head-quarters then the office in Kogi will realize its

set objectives. Therefore it is

recommended that those factors that hamper effective leader roles in Kogi State NYSC should be removed

to pave ways for effective

leadership role and the realization of organizational objectives. Since scholars

have stated that the failure or success

of any

organization to a large extent is determined by environmental factors. Managing Nigerian organizations quite different from the environmental factors will not promote the success of the organization. So the people’s culture, their value preferences, needs and other factor should be considered if the leadership intends to realize the set objectives for the NYSC in Kogi State. This is

important because given that most

organizational in Nigeria are established and follow similar administrative and management principles like organizations in other parts of the world but in terms of results, achievements and objective realization they are different due to environmental influences. 5.5

Contributions to Knowledge

The following contributions to knowledge were made. Several studies have been carried out in Nigeria by management practitioners in an attempt to establish a relationship between effective leadership and organizational performance. In this studies emphasis was placed on leadership style to make leaders effective. In the study,

scholars have different opinions on the issue. While some are of the views that leadership styles are positively related to organizational performance. Others have a different view. Still, empirical evidence on how a leader can be effective to impact on organizational performance was lacking. Also no real imperial studies was carried out on how most organisations

in Nigeria are managed without consideration to the

people’s cultural background. This study filled this gap, by showing what can make a leader to be effective. However, given the cultural diversity in Nigeria, the study can not be too sure that what makes a leader effective in some parts of the country can also make him effective in other parts. This is because members of each cultural group have their different disposition and attitude towards work. However, it provided a platform to assist Nigerian leaders fashion out ways of making a leader effective to suit their organizational in order to enhance their performance. 5.6

Suggested Area for Future Research

Future

research

should

expand

this

study

into

profit

making

organizations, so that such organizations could benefit from the findings as well. Future research should also be conducted to find out how workers should perform if effective leadership role is hampered due to external factors which the immediate leadership has no control of.

Efforts should be made to carry out comparative studies with emphasis on the employees attitudes to work as well as their level of commitment to discover the differences with a view to bridging them this as important because irrespective of the cultural heritage of most Nigerians, their background, education and exposure often affect the way and manner they respond and carry out their duties at work. Finally, a comparative study should be carried out to find out whether organizational

commitments

influence

the

relationship

leadership behaviour and job satisfaction and performance.

between

Bibliography Books Adamolekun L. (1985). Nigeria Public Administration Perspectives Ibadan, Heinemann, Book Ltd. Adebayo, a (2011). Principles and practices of Public Administration in Nigeria. Ibadan Spectrum Books Ltd. Beerel A. (1998). Leadership through Strategic Planning. Cole G.A. (2004). Organisational Behaviour London Thomson. Edem A. E. (2002). Effective Leadership, A modem Guide to Development of Leadership Skills. Calabar Wusen Publishers. Effiong D. A (1998). Success in Management of Personnel, Calabar. Rapid Educational Publishers Ezeani E. O. (2006). Fundamental of Public Administration Enugu Map Press Ltd. Griffin R. W. (2001). Management: Boston Houghton Miffling. Inyang B. J. (2006). Management Theory: Principles and Practice. Calabar: Merb Publishers. Koontz H. Weshrich H. (2010) Essentials of management an international perspective new Delhi Tata Mishraw Hibb Education Private Ltd. Nwizu G. (2002). Studies in Modern Public Administration Enugu Ngib Publishers Ltd Obasi I.I. N. (1999). Research Methodology in Political Science Enugu Academic Publishing Company. Ohiri A.U. (2006). Management: Principles Personnel and Human Resource Development Kaduna: Luton Management Service. Taffinder, P. (2006). Leadership Crash course: How to create Personnel leadership value. Lender, GBB: Kogan page Ltd.

Usoro I. E. (200). Management: Concepts, Practices and Skills Whitaker J. (1992). Statistics for Business. London, Plano Publication. Publication Enegwu and Umoden, (2004). NYSC twenty years of National Service Lagos Gadumo Publishing Com. Ltd. Momoh H. B. (1992). Imperatives of National Services in the 1990s, A Collection of speeches vol. 1 Abuja National Directorate Headquarters National Youth Service Corps Abuja.

Internet materials Avery C (2008). Missing Links in understanding the Relationship between leadership and Organisational Performance. https://solution.mckingesy.com. Ayo T. and Oluseyi A. (2009). Influence of Work Motivation, Leadership Effectiveness and Time Management on Employees’ Performance in some selected Industries in Ibadan, Oyo State, Nigeria. Htt://www.eurojournals.com Benefits of Leadership Development for your http://ezineartides.com/expert Phill. B. Jones. Dede

C. (1998). Leadership htt://www.vurtual,gmu.edu/leadpdf.htm.

without

organization

followers

APPENDIX Department of Public Administration And Local Government (PALG) University of Nigeria Nsukka November 2011

Dear Respondents EFFECTIVE LEADERSHIP AND ORGANIZATIONAL PERFORMANCE The researcher is a Post Graduate student of the above mentioned Department of University

of

Nigeria,

Nsukka

(UNN), presently

conducting a survey on the above topic. The questionnaire attached here with is to elicit your views on the subject. The information requested of you will be treated with all confidentiality and will be used for academic purpose only. Thanks for your kind responses. Yours faithfully,

John EDOKA Researcher

QUESTIONNAIRE Instruction:

Please tick good [

] against any option that is

appropriate to your answer in the box provided. 1.

What is your sex? (a) [ ] (b) [ ]

2.

What is your Age? (a) [ ] (b) [ ]

3.

What is your educational qualification?

4.

(a) SSCE/GCE [ ]

(b) OND

[

]

(c) HND/B.SC

(b) M.SC/PH.D

[

]

(b) Single

[

]

[ ]

What is your marital status? (a) Married

[

]

(c) Divorced [ 5.

]

(d) Widow/Widower [ ]

How long have you been with the organization? (a) Under 1 year [ ]

(b) 1-3 years [ ]

(c) 3-5 years [ ] (d) over five years (5) 6.

[ ]

What post do you hold in the organization? (a) Director [

]

(c) Zonal inspector [ ]

(b) Assistant Director [ ] (d) Senior staff [

]

(e) Junior staff [ ] 7.

Is the state coordinator an indigene of the state? (a) Yes [ ]

8.

(b) No [ ]

How will you rate the director’s involvement in the operational level of the organization involvement?

(a) Strongly agreed [ ] 9.

]

Do all sectional heads report to the director? (a) Yes [ ]

10.

(b) Agreed [

(b) No [

]

What is the relationship between the state coordinator and the subordinate staff? (a) Very good relationship [ ]

(b) Cordial relationship [ ]

(c) Below average relationship [ ] (d) unfriendly relationship [ ] 11.

How do heads of sections run their sections? (a) Freely [

12.

Is

the

]

work

(b) With director’s intervention [ environment

conducive

for

the

] organization

operations? (a) Strongly suitable [

]

© Average and suitable [ 13.

]

]

Do you receive on the job training in the organization? (a) Yes

14.

(b) Unsuitable [

[ ]

(b) No [ ]

What factor (s) could counter high organizational performance? (a) Lack of good office equipment [ ] (c) Insufficient staff and funds [

]

(d) Autocracy and bad leadership [ 15.

Are you satisfied with your present salary level? (a) Yes [

16.

]

]

(b) No

Were you recently promoted?

(a) Yes [ ] 17.

(b) No [ ]

What decides whom to promote in the organization. (a) Year of Service [ ]

(b) Input to the organization [ ]

(c) Director’s Discretion [ ] (d) Others [ ] 18.

Are you motivated in the organization? (a) Yes [ ] (b) No [ ]

19.

Do sectional heads delegate duties to their subordinates? (a) Yes [ ]

20.

(b) No [ ]

How can you describe the performance of the organization so far? (a) Outstanding [ ]

21.

(b) Average [

]

(c) Poor [ ]

What do you think may be responsible for this level of performance in 18 above? (1) Director’s ability and willingness to delegate responsibility and to manage the activity of others [ ] (2) Free flow of information and effective communication (3) Exhibition of exaggerated opinion of job perfection by the state coordinate based on knowledge or skill (4) Inflexibility to change and lack of innovation (5) The Directors uses own personal taste and opinion as a standard to follow (6) The directors resist advice from qualified sources and is stubborn to change

(7) She sees herself as the overall boss and does not take other peoples contributions 22.

From your experience with the organization, how do you describe the leadership style? (a) Autocratic [ ]

23.

(b) Participative [ ] (c) Democratic [ ]

Do you think that workers are motivated according to their efforts and contributions? (a) Yes [ ]

24.

(b) No [ ]

Are there any form (s) of performance measurement existing in your organization? (a) Yes [ ]

25.

(b) No [ ]

What factor (s) can enhance performance in your organization?

(a) Recruitment of well educated/experienced staff and leaders [ ] (b) Acquisition of state of the art technology [ ] (c) Participation leadership and proper [ ] (d) Research and development [ ] (e) Free flow of information and personal recognition [ ]