The priority of any organisation is to maximise its employee’s performance as it can help this business entity to develop entire performance. The company can influence its employees from various positive or negative aspects and consequently this can influence productivity and performance of each worker. On the contrary, leadership organizes employees in a better way to perform efficiently to achieve organisational goals. Hence, this research paper intends to analyse and establish the relationship between performance of employees and leadership of an organisation from where it can further recommend things that an organisation can do to maximise performance of those employees further.
The researcher considers Autogig International Resources Limited, a registered company in the Federal Republic of Nigeria, to conduct analysis for this research paper further. The vision of this company is to be a pioneer and leader in the Automotive Industry of Africa. Moreover, through the advanced human-capital development consultant, this specified company has provided importance to develop and train skilled work force resources for the country’s industrial sector. In addition to this, the Autogig International resources Limited has also offered sales and after sales services for their equipment and spare parts of premium passenger cars while they also provide trainings to semi-skilled and skilled technicians in this automotive industry. This automotive company has their branches in Abuja, Lagos, Porthacourt and Ibadan in Nigeria where it gives strategic support to some other representatives of automotive manufacturers in the country. Hence, during last two years, this selected company has grown successfully and consequently developed proper leadership to control each of its branches and business units. Thus, this growth can be linked with the approach of transformation leadership arranged by the founder of this company. This approach states about a leadership style where the leader intends to recognise required changes and form a vision to guide this change by inspiring and executing this change with committed group members. Employees of this company are considered as highly productive and motivated. Thus, this in turn helps leadership culture of this organisation to develop further.
After discussing a brief background of this automotive company, the researcher intends to analyse the impact of leadership on performance of the Autogig’s employees with the help of proper analytical method. For this, the concerned person has formed some objectives, aims and questions based on which further research can be conducted. Thus, the main focus of this research paper is to analyse that whether leadership has any impact on employees’ performance or not.
The Autogig International Resources has experienced various restructuring process in its leadership, which in turn has helped this organisation to obtain good and experienced managers. The chief reason behind this restructuring is that the company has experienced performance issues in different times due to inappropriate leadership style of some managers of this company. Thus, the research problem of this paper is to focus on impact of leadership on performance of employees for any company and for this, the paper has selected a particular organisation based on which the paper can conclude and provide a report.
The aim of this paper is to find the role of leadership in a company and to understand its impact on production through influencing performance of employees. In this context, the researcher has focused on the leadership strategy and performance of the Autogig International Resources Limited.
To find answers of questions mentioned above, the researcher has set some research objectives that can be stated as follows:
The role of management in a company is to organise, command, plan, control and coordinate the performance of its employees and their productivity (Fayol 1949). Those actions and roles are normally synchronised to confirm that whether organisational goal can be achieved with highest quality and within a record time. Various academic research papers have been published to focus on skills of leadership while organized into proper management has affected those outcomes. Some scholars have stated that leadership and management are not the same concepts. Sometimes, scholars have considered these concepts as overlapped though as complementary by nature to ensure that the organisation can achieve its goal successfully.
In recent times, leadership can be considered as one of the most discussed area with its multiple varieties from different disciplinary backgrounds. The research paper has considered various theories and definitions related to leadership that have been used over decades to define exact meaning of leadership (Ogbonna and Harris 2000). In this context, it is essential to mention that leadership cannot be defined at times as this concept represents various things to various people. Simon Western has supported this concept by stating that leadership has multiple meanings along with different practical applications.
House (2004), on the other side, has defined leadership as a person’s capacity to inspire, empower and persuade others to contribute towards success and viability of the organisations. The term ‘leadership’ comes into action when a person tries to influence the behaviour of a group or an individual (Hersey and Blanchard 1988). On the contrary, Chemers has stated that leadership is a process that can influence a person socially in which the person can receive the support and aid from others in the achievement of common task (Chemers 1997). In addition to this, Peter Drucker has concluded that the only definition that can be appropriate for a leader is that the person has followers. Influencing others is a way of getting followers though this process may include lack reliability in achieving this leadership (Yulk 1999). In other words, it can be said that leadership is based on influence. In most of the successful organizations, visionary leaders have taken up significant role to develop a clear vision for each of these business entities. At the same time, they share the vision with employees of those organisations to influence them to work effectively. In this context, it can be said that the most powerful engine that can lead an organisation toward long-range and excellence success are worthwhile, achievable and attractive vision for future while this vision is shared widely. Effective leaders follow some agenda to achieve proper outcome from their work. For this, they adopt new visions as challenges, which are both desirable and possible. Furthermore, to communicate with their vision, those leaders convince other employees to become committed to these new directions of works by contributing their energies and resources towards achieving this desirable outcome (Nanus 1992). This approach suggests that most of the employees want to succeed on their jobs while at the same time this approach has stated that the performance of employees can be greatly improved by a manager’s proper leadership style. Thus, leadership can be considered as the chief determinant to improve the performance quality of an employee. In this context, Dubrin (2004) has stated that when a leader combines behaviour and attitude in a certain way to deal with the followers, then it is called the leadership style.
Peter Drucker has written the book “Principles of management” where the author has defined management as a multipurpose organ that can manage business along with managers and can also manage workers and their working performance (Drucker 1970); (Iqbal et al. 2015). Organisations are formed based on some clear and general objectives. Those objectives give guidance for the activities that can be carried out with the help of employees and the way resources can be arranged to achieve the desired organisational goal (Chinowsky and Carrillo 2007).
In this context, the researcher has considered 5 Ms of management, which are, men, material, machines, method and money. Men are considered as the centre of this management as other components cannot run the entire organisation. Thus, men decides the way resources are needed to be manage through proper planning, commanding, organising, controlling and coordination of the entire working process while their working quality is completely dependent on the quality of leadership (Wazed and AHMEd 2009). In most of the organisation men manages other resources related to production system. Those resources always require men that manage them in various production level to achieve organisational goal.
Figure 1: 5 Ms of management
Source: (create by author)
Performance of employee can be described as a measure of how a worker can carry out his duties and responsibilities to manage the resources needed for his work against the organisation’s predefined acceptable standards. Hence, performance of an employee is a measure of the effectiveness of the person’s specific actions, which can help him in achieving the organisational goals (Iqbal et al. 2015). When the concerned employee becomes successful in his or her work, this outcome further influences the success level of the organisation.
In each organisation, various factors can influence employee’s performance and those factors are trainings, working hours, stress, barriers of communication, job satisfaction and financial rewards. Other factors that also have significant impact on performance of employees are organisational culture, working environment, motivation and leadership (Iqbal et al. 2015).
Based on Business Dictionary, motivation can be described as combination of both internal and external factors, which can motivate energy and desire within employees that in turn can help them to become committed and interested towards their work, role or subject. Moreover, motivation can also influence workers to achieve their goal. Harmer has described motivation as a form of internal drive, which can lead individuals for attaining a particular goal (Harmer 2001). In general, motivation can be generated internally though other external and internal factors can influence this by large extend.
Kelly has believed that employees can be motivated adequately to perform productively. In addition to this, motivation can help employees to become more engaged and devoted to their work. Thus, for getting the best outcome from employees, they are required to be motivated though the way by which it can be achieved can be different. This is because factors that can motivate each employee may not be generic in nature.
Hence, motivation can be of two types, which are extrinsic and intrinsic one.
Extrinsic motivation factors are consisted with external factors where employees may receive motivation through various official recognitions such as bonuses, Employee of the month award and other benefit packages. Deci and Ryan (1985) have defined motivation in other way. According to them, according to the term ‘motivation’, a person can be more interested or focused to involve with any activity that can generate successful outcome.
Intrinsic motivation implies that motivation comes from inner process. Each individual has the desire to perform a certain task as its outcomes can fulfil the person’s desire or belief system and this in turn can attach importance to it. Deci and Ryan (1985) have addressed intrinsic motivation as the factor that can occur when a person intends to involve with something that can be interesting and useful for him or her.
The need to be accepted, with the desire to feel important and be able to have influence are part of our deep-rooted desires that motivate us to perform. For instance, a worker can be committed and engaged with the given tasks, which are generally for superior position. This is because the employee can see an opportunity to influence and contribute to decisions being made by the management team. Hence, getting such opportunity to influence the result of the decisions can be considered a motivational factor.
It is essential to understand that which factor can motivate an employee’s performance by large extend in an organization. Employees leave the organisation when they have not received enough motivation or something else that can appeal to their motivation. Those motivating factors can be in the form of payment increment, higher position, working condition, better packages or leadership styles.
Many scholars have researched on the motivation topic from which it can be said that each motivational theory is based on personal need of people from different time. Those theories consider hierarchy and needs theory of Maslow, process theories and two-factor theory of Herzberg, equity theory and goal theories. However, this paper has focused on the hierarchy model of Maslow.
Abram Maslow has believed that lower needs of people must be met before reaching to higher ones for which this theory has classified into 5 levels that can be represented in the following diagram (Benson and Dundis 2003).
Figure 2: Hierarchy Model of Maslow
Maslow’s theory states that hierarchy of needs can lead the human behaviour and that can be demonstrated in a pyramid form that starts from low or physiological needs to highest or self-actualisation.
According to this theory, different needs motivate employees from different aspects. It is important to mention that a manager can understand the individual needs of his people for motivating them (Nwagbara and Akanji 2012). This is because motivation can be differed person wise based on their sex, age and social status and so on. Panay, in this context has considered the way this hierarchy can be applied into workplace.
The leaders are accountable to inspire and motivate employees for meeting above the expectations. The various leadership styles result in different consequences, which have direct or indirect effect on the behaviours and attitudes of the employees (Anitha 2014). The past researches investigating the effect of leadership on staff performance highlighted the fact that the leadership structure and style set by the management forms the tone for quality performance to be estimated in a business organisation (Asar-ul-haqa and Kuchinkeb 2016). For instance, a recent research in Pakistan has been conducted where 100 staffs working in the banking and telecommunication sectors have been surveyed to know about their perceptions related to the leadership styles of the managers along with their influence on emotional intelligence and job performance (Qazi et al. 2014). The response rate of the research has been 77%, in which it was found that the leadership styles of the managers have considerable effect on job performance (Atmojo 2015).
In order to ensure effective management functioning, leadership plays a significant role. The leadership style within a firm has a process of inhibiting or encouraging staff performance. Thus, a reciprocal relationship exists among work leadership style, work environment and staff performance. The main influential dynamics inherent in the reciprocal relationship comprise of the following:
The self-leadership skills of the employee have effects on the overall performance besides the leadership styles adopted by the managers. According to Balon (2014), self-leadership theory is a method of affecting own in contrast to the effect of leaders on the followers. Moreover, positive impact could be observed on work role performance of the team members and individual jobs. These results are extended and replicated by depicting positive influence of self-leadership on the proficiency of the team members and the individuals, proactively and adaptivity in teams. Self-leadership is critical to the enthusiasm of the staffs for dedication and performance in order to empower organisations (Bolden 2016). Thus, it is crucial for the staffs to understand the goals and mission of the organisation and the way they contribute to the accomplishment of goals and their commitment.
For gauging the effect of leadership style on staff performance in Autogig International, the leadership styles of the management and the staffs need to be explored.
As indicated by Bolman and Deal (2014), the leaders are not developed; instead, they are born. According to this theory, the individuals are born with unique talents, intelligence, charisma and wisdom. This theory has been supported by Frederick Adams Woods in his research of 386 rulers in Western Europe from 12th to 18th century. Even though this theory it has been argued by Herbert Spenser, which was valid until the 20th century, these great individuals are the products of their communities and they might not accomplish greatness without the support of the social environment. The individual has argued that the in-born leaders are not relevant from the scientific viewpoint. With the development of the new evidences, significant evaluation of the past data and more importantly, readiness to accept the observations and common sense, organisational psychologists and management scholars are comfortable with the notion that few individuals have more leadership skills than the other individuals (Chen et al. 2014).
This is one of the previous attempts to describe the critical success factors for the leaders. In the words of Gopee and Galloway (2017), trait leadership is defined as the integrated pattern of self-features reflecting a group of individual variations along with fostering consistent leader effectiveness throughout various organisations and groups. The trait theories have dominance over the research of leadership study for nearly a century until the position was challenged by some researchers. However, it is to be borne in mind that the features of a successful leader need to be applied to the leadership situation demands. They include the particular challenges encountered and the capabilities, values, hopes and follower concerns. Thus, having few particular traits does not ensure sound leadership. However, few traits are inherent that segregates the leaders from others, influences on the behaviours of the leaders and situational effectiveness. Moreover, the trait has significant effect on leader behaviour at the time situational features allow the expression related to individual disposition.
The theory is dependent on behavioural approach to the leadership study, in which the behaviours of the leaders are researched with the paths related to individual orientation and task. The behavioural leadership theory states that the leaders behave in a variety of ways. The approach is dependent on a belief that if success could be explained in terms of desirable action, it becomes easy for the other individuals to behave in a similar manner (Hallinger and Chen 2015). Kurt Lewis has detected three various styles of leadership, which include democratic, autocratic and Laissez-faire. According to the experiment, democratic leadership is more effective than autocratic leadership, even though a leader could deploy both of them based on the situation. The autocratic style of leadership could result in revolution at the time of additional deployment.
These theories disclose two separate perceptions of a typical staff on the part of the managers, which is often converted to few self-fulfilling prophesises. According to theory X, the staffs are generally lazy having zero ambition and they are to be encouraged through punishment, coercion or threat (Hallinger et al. 2016). At times, the managers dictate to their subordinates in order to manage them effectively. Two approaches are there in deploring theory X, which include soft approach and hard approach. The hard approach signifies negative approach of motivation to manage employees like coercion, strict monitoring and punishment. On the other hand, the soft approach is just the reverse of this approach, since it wants some harmony and tolerance with the intention of having staff’s cooperation to work. The effectiveness of theory X is lower, since it lays emphasis on the primary lower needs, which, if met, would not have the influence of encouraging staffs any longer.
On the contrary, theory Y has a separate view of a typical staff. According to theory Y, the staffs are self-motivated and hence there is no need for threat or coercion in performing tasks and activities in the absence of a direct reward in return. In this approach, democratic style of leadership is followed resulting in a work environment, in which the staffs could invest their work and creativity with negligible supervision. Thus, when the two theories are compared, they are not the two ends of the identical continuum. However, they are a separate continuum in them. Henceforth, to ensure suitable management, there could be deployment of two approaches for accomplishing few organisational objectives.
In this theory, no size could fit all the leadership approaches in business, since the situation could ascertain the styles and approaches of leadership to be deployed (Iqbal, Anwar and Haider 2015). Effective leadership and quality are not the sole function of leaders or followers; however, they are the functions of the activities to be achieved as well. This theory characterises the various styles of leadership in relation to relationship behaviour and task for the followers in four sections, which include the following:
Directing:
The focus of the leaders is more on the tasks at the formative period of majority of the new staffs so that they could be upgraded to their next ability level. In case, new staffs fail to carry out their jobs appropriately due to lack of knowledge, it is necessary for the leader to devote additional time working with the individual. The leader should provide details of the roles and tasks, offering and directing precise instructions along with close monitoring of the task completion (Mittal and Dhar 2015).
Coaching: This indicates that the leader focuses on the task but can start developing relationship with the follower. The workers these days are now getting highly confident with a certain degree of competence in accomplishing the task. In such stage the leader facilitates less directing along with being more suggesting as coach (Renz and Herman 2016).
Supporting: In a situation where the workers are competent at the time of implementing certain task but not consistent in quality delivery, which could be as a result of low commitment level, supporting style can be implemented. In this case, the employee has a clear understanding and the idea regarding proper execution of task. So, the leader focuses greatly on developing relationship with the employee along with the team. Supporting is deemed to be follower based (R?ducan and R?ducan 2014).
Delegating: In this case, that employee is highly effective, consistent, motivated, and can take responsibility in carrying out certain task with less or no supervision. Moreover, the leader has certain extent of confidence regarding the quality of the outcome and for this reason the person is capable to delegate tasks to the workers (Mittal and Dhar 2015).
|
HIGH |
MODERATE |
LOW |
|
|
M4 |
M3 |
M2 |
M1 |
|
Highly able as well as confident |
Able but reluctant |
Not capable and confident |
Not capable as well as unconfident |
Table 1: Maturity Level of Leadership
Pitfalls of Theory Related with Hersey and Blanchard Situational Leadership
This theory is focussed on the followers; it is relied on the behaviour of the followers. Behaviour of the leaders are not deemed through it might be vital need in maintaining efficient leadership. This theory also confirms that every version of situational leadership has issues associated with consistency (Moand Shi2017).
Transformational leadership can be explained as a technique in which the leaders as well as the followers remain coordinated towards increased amounts of ethical quality as well as inspiration. It is also elaborated that transformational leadership comes into existence when the leaders widen and encourage their employees’ interests at the time they generate consciousness along with the acceptance of mission and objectives of any the group. Transformational leaders stir their workers to look beyond their individual interest for the betterment of the group (O’Leary, Robinson and Plimmer 2015). Conversely, it is also observed that the popularity of transformational leadership might be due to its focus on development of employees along with their intense motivation. It is also associated with values, emotions, ethics as well as standards with long term objectives. Transformational leaders also encourage others to do more than originally intend by them (Barling, Weber and Kelloway 1996). This often more than they are thought of. They set highly challenging expectations along with typically attaining increased per increased performances.
Limitations Related Transformational Leadership
It is also supposed that the weaknesses related to transformational leadership have several aspects that intend to be wide, treats leadership more to be a personality trait in comparison to learned behavior and have the tendencies of misuse of power. Transformational leaders also intend to get highly reliant on the passion and emotion such that it can easily be manipulated by any employee with an ulterior motive. Although some meta-analyses indicates an affirmative relation between transformational leadership along with organization performance (DeGroot, Kiker and Cross 2000); (Patterson, Fuller, Hester and Stringer 1995). Yukl (1999) asserts that there is no sufficient reserch analyzing impacts of transformational leadership on work groups, companies and teams. The researchers also indicated that a close association among the concepts of idealized impact along with inspirational motivation that is confirmed in past researches.
Transactional leadership can be considered as useful when the leader becomes more concerned to attain a desired goal. The leader ensures compliance of the employees with procedures and processes either through punishment or through reward. Transactional leaders give importance to structure and order, they likely to command military operations or manage large corporation and usually found leading international projects, which need proper rules and regulation to complete certain objectives on time (Spahr 2016). This form of leadership considers that employees cannot motivate themselves and consequently assume the requirement for punishments and rewards to make them perform efficiently.
In this context, Maslow’s Hierarchy of needs theory can be considered where transactional leadership intends to focus on the employee at the bottom level of this hierarchy pyramid through focusing on their self-interest. Aamodt (2016) has described various components of transactional leadership are contingent reward, management by exception through active and passive methods that are described as follows:
Transactional leadership has some limitations, as it considered to have unbendable policies and somehow rigid while it does not encourage creativity of workers. A transactional leader can be insensitive to fulfil requirements of employees and consequently can lead to the employee insensitivity, based on company’s need (Avolio, Zhu, Koh and Bhatia 2004). To develop potential leadership at its maximum level, this transactional leadership can be insufficient for which leaders are required to be careful.
Through pushing decision making ideas to the followers, the leader sometimes intends to avoid responsibilities. As a result, the concept ‘leadership’ losses its clear direction as the leader resigns from taking any decisions and responsibilities when the organisation requires proper leadership.
McCleskey (2014) has considered that transactional and transformational leadership theories include universal approaches related to leadership, such as, transactional leadership and task-oriented leadership may have some similarities. This is because these two theories focus on work-output associated with leader-follower relationship (Bass 1990); (Bass and Riggio 2006). On the contrary, situational leadership and transactional leadership highlight on the behaviour of leadership related to the elimination of leadership qualities or differences based on individuals (McCleskey 2014).
At present, various studies have combined the concepts of transformational and charismatic leadership as both of these theories have similar point of views. Fiol and others assert that these two theories have comparatively higher number of similarities than their differences (Fiol et al 1999). In addition to this, Anderson and Sun have also pointed out some overlaps related to the pragmatic and ideological leadership along with transactional and transformational leadership. They also have believed that separating those theories based on their different leadership style can be a difficult work (Anderson and Sun 2015). Thus, in general, findings from the studies of transformational, visionary along with charismatic leadership styles converge with each other (Walter and Bruch 2009).
Den Hartog and others have confirmed that some specific aspects associated with transformational leadership can be endorsed strongly and universally when they have analysed the simple and various universal forms of transformational leadership over 62 countries within a GLOBE research program (Den Hartog et al. 1997)
Thus, this cha pter of research paper has provided a brief review on leadership and its associated theories along with the concept of labour motivation and performance that consider various important definitions and descriptions based on the topic for achieving the desired research objective. Moreover, this chapter has analysed various leadership theories to focus on similarities and differences among them. Hence, from the above discussion, it can be said that various researchers have discussed and researched about the role of leadership that can influence employee performance. Thus, from above literature reviews it can be concluded that leadership may influence performance of employees significantly.
However, those limited research works based on empirical researches cannot provide the impact of leadership on performance of employees in Autogig International Resources limited and other automotive companies of Nigeria as a whole. The reason is that most of the research works have provided a theoretical outcome due to lack of analytical work. This can be considered as the literature gap of this paper and consequently the researcher has intended to focus on it. Thus, some more studies and analysis are required to see that whether this relationship is common all over the automobile industry of Nigeria through considering the fact that most of the employees within this sector can move from one organisation to another.
This chapter of the research paper is going to describe and justify various research methods that can be used to collect data for conducting the research further. Thus, the choice of qualitative research will be justified in this chapter while the authenticity and credibility of this research work can be described further. In conclusion, ethical evaluation and consideration related to research method can also be discussed.
Research philosophy describes the way by which data for a particular work can be gathered, used and analysed. The term doxology that is believed as true, opposes the concept epistemology, which is known to be true. Further, this epistemology includes various philosophies related to the research approach. Bajpai has believed that practical implications can influence the choice of a certain philosophy related to a research work (Bajpai 2011). Research philosophies can be divided into four chief parts, which are Pragmatism, Positivism, Realism and Interpretive.
Pragmatism: This philosophical tradition has started in the United States in 1870. This part of the research philosophy considers thought as a tool for solving problem and action along with prediction while it rejects the idea that thought can be represent, describe or reflect actual reality (Morgan 2007). Hence, pragmatism challenges the most philosophical concepts such as language, nature of knowledge, meaning, concept, science and belief, which are viewed through successes and practical uses.
Positivism: This part of philosophy considers that an occurrence can be seen and analysed from a point of view with no obstruction associated with the observable fact that can be considered. Positivists consider that incident can be scheduled while variations can be observed within a single independent variable (Smith, Booth and Zalewski 1996). Thus, the observations can repeat again to recognise the regularities and relationships. It helps to promote testing and experimental approach to validate or invalidate hypothesis. This form of research methodology considers quantitative data.
Realism: This concept intends to represent any subject matter honestly without any artificial concepts (Healy and Perry 2000). This concept can be seen in many arts over the year and that can be a significant part of training and technique.
Interpretivism: In this section, researchers interpret various elements of the study and consequently incorporate human interest into it. Thus, interpretive researchers consider that reality can be accessed only through social constructions like language, shared meanings, instruments and consciousness (Goldkuhl 2012). This approach is based on data collection like observations and interviews. Secondary research data also considered widely within this method.
Though positivism philosophy considers quantitative data, this research paper obtains qualitative data from interviewers to complete the research work. In this context, Bryman and Bellnted have considered that scientific approach and positivism philosophy has some differences between them. They also have emphasised that within a typical positive research, an inductive strategy can be evident under some specific circumstances (Bryman and Bell 2007). On the other side, Wyse (2011) has considered qualitative research as basically an exploratory research that can be used to uncover trends for various opinions and can be reached at the core of the problem.
To conduct this research further, the researcher has used a combination of interview and questionaries to gather information from the employees of selected organisation. The Multifactor leadership Questionnaire (MLQ) 6s have been designed to recognise transactional, transformational and Laissez-faire leadership style and have administered by the managers of this company. Those questionaries have focused on the managers to form a dominant theme related to their leadership style.
On the other side, an interview has been structured to conduct a face-to-face conversation for obtaining a professional and well-organised interview. Sanders and others have suggested three interview strategies, which are, structured, semi structured and unstructured interviews (Qu and Dumay 2011). According to them, structured interview helps researcher to ensure a well-organised interview strategy with rigidity while unstructured interview strategy has opposite features.
Bryman has asserted that those unstructured interviews can be conducted under a relaxed mode where interviewees have the freedom and they can also take time to give their responses. On the other side, semi-structured interview is considered as the combination of both structure and unstructured interviews and the researcher has adopted this strategy for this research paper (Jarratt 1996). The reason is that participants can give their answers with relaxed mode. Thus, according to the concerned person, using semi-structured interview questions can be more justified as with the help of the researcher can obtain all answers of the questionaries in a well-organised way with proper reflection of their understanding.
To collect data, the researcher has conducted both survey method and interview session. The concerned person has made the Multifactor Leadership Questionnaire (MLQ) 6s that have been administered by the managers of 5 head of the departments of this Autogig Company. Those departments are Workshop, Warranty, Service Advisory, Customer Service and Spare Parts. They have been asked to rate their leadership style accordingly with the help of MLQ 6s questionnaire. As all participants have replied, the responded rates have remained 100% with valid responses. The researcher has included 10 interview questions, which are formed and designed to focus on the employee’s knowledge on leadership and its implications on their performances. Moreover, the researcher has also intended to focus on some other factors that can motivate them to perform in a better way. Those interview questions are as follows:
As considering entire population for conducting this research is difficult, the researcher has applied sampling theory. In this context, the paper has adopted a non-probability sampling method (Onwuegbuzie and Collins 2007). This is because selection of the samples in this method depends on the judgement of the researcher while randomly selected sampling cannot consider this judgement and is used under the probability method. For this particular research work, which follows quantitative, qualitative and mixed research strategies, using this non-probability sampling method can be useful.
In the non-probability sampling technique, odds number of any member is chosen for a sample and that cannot be calculated. On the contrary, probability sampling can calculate these odds. Moreover, this probability sampling considers random selection while non-probability sampling does not apply this sampling technique and moreover, it depends on the subjective judgement of the concerned researcher (Yeager et al. 2011).
Under the non-probability sampling method, the researcher has applied a purposive sampling technique that is also known as selective, judgmental or subjective sampling. This type of sampling focuses on a group that depends on the researcher’s judgement for selecting the units like organisations, people and events and so on for leading the study further. Moreover, according to Patton (2002), this purposive sampling is used by large extend for analysing qualitative researches for selecting and identifying information-rich cases associated with the use of limited resources (Etikan, Musa and Alkassim 2016). This process considers identification and selection of individuals or any group consisted with individuals with the knowledge and experience along with interest (Palinkas et al. 2015). Thus, this sampling method has helped the researcher to select employees, who have the primary knowledge on leadership and can relate the influence of leaders on their performance within the Autogig Company. Hence, the researcher has chosen selected employees from five selected departments, which are Workshop, Warranty, Service Advisory, Spare Parts and Customer Service.
Purposive sampling is of various types, for instance, critical case sampling, typical case sampling, expert sampling and so on. However, for this paper, the researcher has considered critical case sampling to collect cases from where the person can receive maximum information related to the study. Hence, the researcher has selected 25 employees, based on their working experience from each of the above-mentioned department, for sample.
To precede the research work, the researcher has selected the Autogig International Resources Limited, which is a Nigeria-based company. Samples are collected for the after sales section of the organisation. This is because the section is responsible for the growth and development of the company and to access the understanding of employees about the phenomenon.
After conducting survey and interviews and completing entire data collection processes, the researcher has analysed those data. For this, the analytical process considers comparison, categorisation and segmentation of entire data to find that whether those have any link with the concept of leadership as discussed in the literature review section or not.
The interview questions have consisted with some open ended questions and the interview has conducted with 25 employees, who are identified as the top performers along with their managers. The researcher has gathered information from the selected 5 departments that are situated in the company’s headquarters in Lagos and its branch office in Abuja. Each interviewee has received an identification code such as P1, P2 up to P25 to maintain secrecy and to differentiate outcomes easily. Those employees are grouped according to their respective departments, which are shown as below:
The interview has been organised to know about the understanding of participants about the leadership style of mangers and their implications on the performance of employees through considering their other characteristics like age, sex, number of experience.
In addition to this, the questionaries related to MLA-6s has been administered by managers of those selected departments that are, Workshop, Spare Parts, Warranty, Customer Service and Service Advisory and they have received identification codes in the form of M1, M2, M3, M4 and M5 respectively. Moreover, the MLQ has used some standard rating system to measure leadership on seven factors based on transactional, transformational and Lassies-faire as mentioned in Appendix 2. Those are:
Here, 9-12 scores is considered as high, 5-8 as moderate and 0-4 as low. These entire data are considered to analyse for answering the research question related to the level of influence and impact of leadership on employees.
The researcher has not experienced any accessibility issue. However, the human resource department has confirmed that none of the selected employees is known about the reason of this research. Thus, the employees of HR department has been organized through interviews and administering questionaries. The organisation has officially approached while recommendation regarding improvement from the specific outcome of this research can be deployed in the company. However, some employees have intended to be careful regarding some information though the indirect probing method has helped the researcher during this interview session.
At first, email are sent to each participants, who have been selected for interviews ( refer Appendix 1), through stating that they can avoid any question to giver answer if they do not feel comfortable and can give interview at any time they want. Moreover, their names are kept hidden by applying codes. Sanders have suggested that to maintain privacy of each participant, coding system is essential (McKenna and Bargh 1998). As the interview has followed semi-structure, interviewees can take time and relax for their interview and they have received assurance that they can leave the interview if they feel uncomfortable to give answers.
In this chapter, the researcher has intended to show required findings with the help of available data that he has obtained from interviews of the participants and surveys collected from the Autogig international Resources limited. This section is going to follow analysis of those available findings to see that whether the above-mentioned objectives have any link with the research or not. Those objectives are:
Furthermore, the researcher also tries to link findings with leadership theories that are discussed in the literature review earlier.
Those answers received from participants represent that maximum employee are motivated inherently and this in turn has helped the transformational leadership styles to influence their individual performance. The information received from interview are discussed further and at the same time, some quotes are referred to verify the outcomes in each section of the interview script.
The MLQ-6S measures leadership on seven factors based on transactional and transformational leadership while manager of each department have filled the questionnaire. To identify each manager, the researcher has used following codes:
Table: 1. MLQ-6s Score obtained by each Manager
|
SCORE |
|||||
|
M1 |
M2 |
M3 |
M4 |
M5 |
|
|
Idealized Influence on employee |
10 |
11 |
8 |
12 |
11 |
|
Inspirational Motivation on employee |
7 |
10 |
10 |
12 |
10 |
|
The Intellectual Stimulation |
8 |
10 |
8 |
11 |
9 |
|
The Individual consideration |
11 |
9 |
8 |
10 |
9 |
|
Contingent reward to employees |
12 |
10 |
4 |
7 |
8 |
|
Management by exception |
9 |
11 |
10 |
11 |
11 |
|
Laissez-faire structured Leadership |
5 |
6 |
4 |
4 |
4 |
Table 2. MLQ-6s Score interpretation applied for the Managers
|
LOW |
MODERATE |
HIGH |
|
|
Idealized Influence on employee |
M3 |
M1,M2,M4,M5 |
|
|
Inspirational Motivation on employee |
M1 |
M2,M3,M4,M5 |
|
|
The Intellectual Stimulation |
M1,M3 |
M2,M4,M5 |
|
|
The Individual consideration |
M3 |
M1,M2,M4,M5 |
|
|
Contingent reward to employee |
M3 |
M4,M5 |
M1,M2 |
|
Management by exception |
M1,M2,M3,M4,M5 |
||
|
Laissez-faire structured Leadership |
M3,M4,M5 |
M1,M2 |
The above outcome represents that most of the managers use both transactional and transformational leadership style while the warranty manager (M3) uses transformational leadership style only to leader their respective departments.
The semi-structured interview has been designed to estimate employee’s level of understanding about leadership in their respective organisation and to understand that whether those employees are aware about impacts of this leadership on their performance. Moreover, interview has been conducted to know about employee’s future expectation related to their performance due to leadership. In Appendix 3 of this research paper, the researcher has provided the finalised version.
Table 3: Distribution of Study Participants based on Gender
|
Gender |
No of employees |
Percentage |
|
MALE |
20 |
80% |
|
FEMALE |
5 |
20% |
Table 4: Distribution of Study Participants based on Age
|
Age range |
No of employees |
Percentage |
Study participants |
|
18-25 |
5 |
20% |
P2,P7,P12,P16,P24 |
|
26-35 |
15 |
60% |
P4,P6,P9,P10,P11,P13,P15,P17, P18,P19,P20,P21,P22,P23,25 |
|
36-45 |
5 |
20% |
P1,P3,P5,P8,P14 |
According to data, each employee has spent almost 2-5 years in the organisation and that reflects that they know about the leadership style and structure along with working culture of this organisation by large extend. Consequently, each participant has possessed good understanding regarding leadership style and leadership. This is identified as the outcome of leadership classes and training that have been organised on a regular basis for entire employees of this selected organisation. They have provided a strong definition related to leadership and have received the opportunity to describe further about the requirement of leadership.
Responses related to interview questions are described below:
How do you observe Leadership and how is it working in your organization?
Overall, around 70% of total participants have explained that they experience leadership as a tool that every organisation uses to determine organisational goals, which can be met without taking disturbing the standard of this company. in the selected Autogig International Resources Limited, each participant identifies managers as a person, who carry the company’s vision. According to P6 “My manager knows where the CEO want us to be in 2 years, 5 years and 10 years, he paints the picture to us and makes it looks so real, but beyond that he knows what each of us has to do to achieve our departmental goal’.
On the other side, 50% participants from each department have confirmed that their department set individual goal on monthly or yearly basis. Moreover, for achieving this goal, manager of each department communicates to their respective employee for giving them responsibility and consequently each employee knows about his or her work responsibility. P17 has stated that, behavioural pattern of each manager in this organisation are similar as see has observed similarities in their vision articulation, commitment and passion. To know about understanding of participant on leadership, the researcher has focused on some key words, which are, vision, delegation, responsibility and communication. those keywords are considered as synonyms that can be found in the definition of leadership and participants have used those words.
What are some of the leadership practices that have a negative impact on your performance?
To answering this question of interview, 60% employees of total participants have said that leadership practices have negatively influenced their working performance, as it has not provided any freedom to them for solving any problems. Moreover, they have stated that in most of the times, problem-solving procedures become too rigid to solve a problem in a better way. However, P2, P3, P4, p13, P15, P17 and P18, who have not remained the part of this 60% respondents, have supported this view though they also have included that the company is concerned about its ethical standards and best practices in international market. In this context, P18 has stated that any solution that can increase ethical burden of this organisation cannot be considered further irrespective of its ability to perform any work in a comparatively faster and cheaper way. One important criterion about this 60% participants are that they are from generation Z and millennial. Berger and Trexler (2010) have provided a quotation stated by Prensky- “They represent the first generation to grow up with the new technology-and have spent their lives around it and using it; they think and process information fundamentally differently from their predecessors”. According to them, this generation Z is the first one that does not require any right to access information. Hence, they feel uncomfortable for doing any task in the same way within a structured environment. This is the chief reason for which most of the managers have followed Laissez-faire leadership style, as most of them cannot afford to monitor on operations each time. However, they ensure that everyone follows the laid down process and rules to confirm no deviation that is a part of Transactional leadership that can be referred as an active form of management by exception.
What are some of the leadership practices that have a positive impact on your performance?
Participants have mentioned various leadership practices in the interview. However, the researcher has decided to focus on these three types of practices that all members have mentioned. Those are discussed below:
Recognition and reward: 70% of total participants have stated that reward or recognition for a good job have motivated them more compare to other factors. They have said that their win is actually win of their respective departments and consequently they have contributed this for the department. P9 has provided a clear picture about his department through stating that his manager does not reward individual for their performance rather he celebrates with every employee of his team every time when the entire team fulfil their target. On the other side, workshop department has followed a performance reward system for its best employee of the month. This best performer is measured by their working speed as how fast they can deliver jobs with higher quality without any return job. P3, who is also responsible for maintaining the record of workshop staff performance, has said that before the end of 3rd week, almost all employees of department start to ask about their performance and this further reflects on their level of performance for the last week of this month. The best performer receives a plaque and 30% extra of his total salary. This further influences entire workers to perform in a better way to win this reward at the end of this month.
Managerial support: 80% of total participants have believed that they have received supports from managers and other team members to carry out a task. Moreover, managers have enabled them to execute a particular project for completing the tasks accurately within a particular time. This further generates a confidence among team members as they have started to think, “My boss and my team have got my back” that also help them to overcome various obstacles to carry out a task.
In addition to this, P24 asserts that her boss intends to know every problem that further helps her to take any responsibility without any fear as the boss is always there to help her. Other participants have supported this view as well. However, 44% participants comes from three departments that are Warranty, Spare parts and Customer service believe that every each deliverable individually is handled and seen as a departmental deliverable in their respective departments. Hence, each person is concerned about his or her quality of outcomes. This is because final products of one department can be the raw material of other department and consequently mistake of one department can be very costly for others or for entire organisation as well. Furthermore, 30% of the total participants confirm that their managers gave them moral support beyond work. Those participants across all departments have also confirmed that they consider their as role models. P11 and P14 have shared this similar phenomenon. During their family issues, managers have supported and counselled them and this further have helped them to solve those problems. Thus, they both have agreed that the support they have experienced during that time have helped them to increase their faith on managers.
Belonging sense: 18 participants have confessed that the first thing that has helped them to work under a home-like atmosphere is the behaviour of manager and team members. P23 has also said, “There is a sense of belonging you feel within a week of working in the department”. She also has added that everyone within the team is like her family member and this further has helped her to settle down in her new job role easily. P6 to P12 have confirmed M2 as very skilful to develop relationship with his entire subordinate. Each of them has also said that their boss is conscious about their personal life, beyond the work relationship. As a result, the manager or boss provides supports and monitor them in personal issues. This feature of managers have also explained the reason that why they have remained high of a transformational leader on the idealised influence quality. In general, it is essential to mention that these managers know about their limits especially when they have attached with passion and emotions that can be manipulated them easily by a staff with a secret motive.
Do you believe that leadership have an impact on your performance?
All participants have replied in a positive way and have agreed that leadership has influenced their performance greatly. For this, the researcher has told them to rate this level of influence in the form of percentage. The researcher has received 70% as maximum rate and 50% as minimum rate. Moreover, above 80% of the entire participants have rated between 50% and 60% with the argument that they also can responsibility perform some tasks. They have considered that this style of leadership of their managers cannot bring the required outcome without deploring their self-leadership skills.
The research paper has designed last interview question to recognise areas, where most of the workers may want to experience improvement on the leadership style of their manger. The outcome is represented in the following table:
Table 5: Employee response to interview question 10
|
1 |
2 |
3 |
4 |
5 |
|
|
Training |
P10,P12,P13,P14,P17,P18,P22,P23,P24,P25 |
P1,P2,P3,P4,P5,P6,P7,P9,P11,P15,P16,P20,P21 |
|||
|
Recognition |
P1,P2,P6,P7,P8,P9,P11,P12,P17,P18, |
P10,P13,P14,P15,P16,P19,P20,P25 |
P3,P4,P5,P21,P22,P23,P24 |
||
|
More considerate |
P6,P7,P8,P9,P10 |
P1,P2,P3,P4,P5,P16,P17,P21,P22,P23,24,P25 |
P11,P12,P13,P14,P15,P18,P19,P20 |
||
|
More Supportive |
P15,P16,P17,P18,P19,P20,P21,P22, |
P1,P2,P7,P8,P11,P12,P13,P14,P23,P24,P25 |
P3,P4,P5,P6,P9,P10 |
||
|
Give more responsibility |
P1,P2,P3,P4,P5 |
P11,P12,P13,P14,P15,P16,P17,P18,P22,23,P24,P25 |
P6,P7,P8,P9,P10,P19,P20,P21 |
||
|
More pay |
P13,P14,P15,P16,P17,P18, |
P6,P7,P8,P9,P10,P11,P12,P19,P20,P21,P22,P23,P24,P25 |
P1,P2,P3,P4,P5 |
Training: All employees of this organisation want training as they strongly believe that it can help them positively to improve their individual performance. According to Bhat (2013), . “Training is seen as a useful means of coping with changes fostered by technological innovation; market competition, organizational structuring and most importantly it plays a key role to enhance employee performance”. Employees cannot perform beyond their knowledge. Thus, various researchers have confirmed that training helps to improve skills and commitment along with sense of belonging that invariably develop competitiveness of the organisation (Acton & Golden, 2002); (Karia, 1999); (Karia & Ahmad, 2000). The company has invested in training though more are required to sustain and to develop team performance. Participants of workshop department have demanded trainings on current automotive technologies like autonomous vehicles and electric vehicles and so on. P1 and P3 in this context have said about importance of global competitiveness.
Recognition and Awards: All participants want recognition individually or for their department. “Having efforts noticed and valued can be a great motivator and encourage employees perform better and to stay with an employer”. However, some participants have stated that they want more awards and recognition for their department as those have several advantages (Sturman and Ford 2011). This can further develop a strong competition within company. “Nurturing a sporting, yet fighting spirit makes employees put in their best every single day on their own and as a team”. Service Advisory department has referred the Workshop department as “staff of the month award”. Though other participants from other departments have stated that these could generate a rivalry between staff. Hence, according to them, award needs to provide department wise and not individually.
More Considerate: From the outcome, researcher can see that participants of the spare parts department, which are from P6 to P10, have considered that their manager M2 is considerate enough. Moreover, the manager is high on individualized and idealized influence that is confirmed from the questionnaire of MLQ 6s. It is essential that manager needs to be more sensitive for avoiding to eliminate weakness of his subordinates. P14 and p18 want that their managers need to be more patience at when they fail to obtain required outcome of their work.
Support: Each participant wants more support from their respective managers as according to them this can bring positive impact on their performance. It is an essential part of effective management behaviour as it is a central part of meeting the psychological requirements of the participants (Jognmarshall 2009). Participants of spare parts and workshop require this support by large extend. According to them, support means becoming more available at the time of problem solving. This research paper has also focused that autonomy support has positive impacts to set an organisation. For instance, management autonomy support helps the this participants to increase their trust on the organisation, engagement, satisfaction, facilitate acceptance and reduced stress related to organisational change (Jungert 2012). This is considered as a part of intrinsic motivation, which can develop passion, creativity and sustained effort.
More Responsibilities: Participants of workshop department have stated that they already have enough to deal compare to adding more responsibilities in their job. This can be understood as their performances are measured with the help for Flat rate Unit (FRU) for every category of technician. FRU is a fixed fee, which is charged for repairing based on the number of hours allocated by the manufacturer for carrying out the certain repairs without considering its time duration. Hence, every technician has an idea related to his daily production. However, 80% of the total employee wants higher responsibilities that they think will also prepare them to become leader and give them an opportunity for practicing that they have been trained. P21 has stated “there is a sense of fulfilment that comes with seeing yourself doing more than you used to do and achieving result for the organization without the fear of any negative consequence”. William Khan has represented three psychological conditions that have been observed in the work role performance and those are meaningfulness, safety and availability (Dajani 2015)
More Pay: Each participant wants more pay. P7 has informed that more salary can encourage a participant to perform in a better way. P7, P8, P12, P15, P20, P23 and P25 have been asked about their justification to pay more money. They have agreed that they require higher salary package and for this, they can take higher responsibilities. According to Sturman and Ford, four factors that can motivate employees either in positive or negative directions are individual need, expectancy to receive reward, power of reinforcement and fairness of the reward ((Sturman and Ford 2011).
This chapter has described the finding that the researcher has obtained from the MLQ questionaries and interview sessions to fulfil require objectives. The outcome reflects that a manger’s understanding about leadership style is almost similar with that of employee. hence, leadership style and performance of employee has close relationship. Moreover, employee thinks their performance level can be increased further.
Conclusions
This research paper intends to establish a relationship between leadership with performance of employee in Autogig International resources Limited of Nigeria. The paper has asserted that leadership can influence performance and commitment of an employee significantly. For this, the paper has focused on the transactional and transformational leadership style through considering their dominance in present leadership researches that have accepted globally (Den Hartog, et al. 1997). According to mahdinezhad and oteher have stated that majority of” preceding empirical research on the leadership’s effects on performance that studied the relation between performance and leadership styles reported a positive relationship” (Mahdinezhad, et al. 2013).
The researcher has suggested to conduct a smilur researh to observe that whether the outcome is valid for all other companies of this industry or only Autogig has the exceptioanl outcome. This is essential becuase employe move from one company to other within this automobile sectorand thsi outcome can help organstions to develop their employee retention strategiess in a simple way. Moreover, with more data, scientific research can be conducted easily.
Moreover, more research can be conducted in Autogig company as most of the employees are millennials. Some leadership skills of 21st century is not a fixed role anymore. At present, leadership opertes in a dynamic environment where leadership and innovation rules can be come from any direection (Greer 2013).
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First, you will need to complete an order form. It's not difficult but, in case there is anything you find not to be clear, you may always call us so that we can guide you through it. On the order form, you will need to include some basic information concerning your order: subject, topic, number of pages, etc. We also encourage our clients to upload any relevant information or sources that will help.
Complete the order form
Once we have all the information and instructions that we need, we select the most suitable writer for your assignment. While everything seems to be clear, the writer, who has complete knowledge of the subject, may need clarification from you. It is at that point that you would receive a call or email from us.
Writer’s assignment
As soon as the writer has finished, it will be delivered both to the website and to your email address so that you will not miss it. If your deadline is close at hand, we will place a call to you to make sure that you receive the paper on time.
Completing the order and download