Organization Leadership Style and Conflict Management in Federal Inland Revenue Service (FIRS) In Nigeria (Published)
This study investigated the impact of leadership styles on employee Conflict Management in the Federal Inland Revenue Service (FIRS) in Nigeria. The study examined four primary leadership styles: transformational, transactional, autocratic, and democratic, and their respective influences on Conflict Management. A cross-sectional survey design was employed. The population and sample of this study comprised 425 staff members of the Federal Inland Revenue Service (FIRS) in Abuja. Out of the sample of four hundred and twenty-five (425), four hundred and ten (410) copies of questionnaire were retrieved and used for data analysis. Data were collected using structured questionnaires and analysed through descriptive and inferential statistical techniques such as Pearson’s correlation coefficient and multivariate regression analysis. The findings revealed that transformational [β = 0.183, t = 3.527, p = 0.000], transactional [β = 0.159, t = 3.311, p = 0.001] and democratic [β = 0.316, t = 7.744, p = 0.000] leadership styles have a positive and statistically significant impact on Conflict Management. Conversely, autocratic leadership style [β = -0.068, t = -2.212, p = 0.028] was found to have a negative but significant impact on Conflict Management. The study concludes that leadership styles significantly shape employee emotional wellbeing and highlights the need for FIRS to encourage leadership practices that prioritise employee involvement, empowerment, and emotional support. The study recommends promoting democratic and transformational leadership training, fostering open communication, and implementing Conflict Management initiatives that support employee resilience and satisfaction.
Keywords: Autocratic, Transactional, Transformational, and democratic, conflict management
¬The Influence of Leadership Styles on Organizational Performance in Nigeria (Published)
The leadership style scale developed by Simon Oates (2011) was adopted and 84 usable response obtained. The predictor variable was Leadership Style [Democratic, Autocratic and laissez faire] and the criterion variable was firm’s performance. Crobach alpha > 0.9 using one way Anova etc. It was found that managers with democratic inclinations account for more variance in performance than autocratic and laissez faire. The implication of this and the result obtained are discussed in terms of national and individual interest and possible desirable changes.
Keywords: Autocratic, Laissez Faire and Democratic, Leadership, Performance