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 Impact of Leadership Style on Organizational Productivity: A Cases Study of National Hospital, Abuja (Published)
This research study focused on the impact of leadership style on organizational productivity. This study looks forward to know that reactions of staff toward leadership and also about workers performance in a Hospital firm. The objective of this study includes but not limited to: To identify the various6 types of leadership styles adopted by managers. To ascertain the environment forces influencing the adoption of such styles. To determine the predominant leadership strategic adopted by manager and to determine the efficiency of such styles in achieving organizational objective in these organization. The study was carried out on two perspectives in the historical method involves oral interview and questionnaires to ascertain what motivated leadership style in a firm. To achieve these objectives, primary and secondary data were collected using well constructed questionnaire the analyzed data in tubular from showing response and percentage; the outcome discussed and summarized that research identified as one of its objectives. That auto star gallery has hierarchical leadership structure. It was discovered that leadership of whatever style has a great influence on the general performance of the subordinates. As part recommendations, researcher suggested that competent personnel should be appointed to handle any leadership position. Also appointment into leadership positions should be directly on. It should be on political influence and/ or nepotism. In conclusion since good leadership enhance the achievement of organizational goals and objective and attracts love and respect from the subordinates. Any person in leadership position should imbibed good leadership qualities. It is further recommended that they should avoid insignificant correlation between management practices of leadership planning and organizational effectiveness does not imply dysfunctional effect of these practices but suggests the need for effective planning and effective leadership to achieve the desired level of effectiveness.
Keywords: Laissez-Faire and Social Responsibility, Leadership Style, Transactional, Transformational
Ready to Take Off With 21st Century Leadership Styles to Influence Teacher Commitment in the Central Region of Ghana. (Published)
The study investigated the relationship between head teachers’ leadership styles and their teachers’ commitment. The ‘full-range leadership theory’ by Bass and Avolio (1995) and the ‘organizational commitment model’ guided the study. The study employed a cross-sectional survey design by collecting both quantitative and qualitative data. Data were collected by an adapted version of Bass and Avolio’s (1997) Multifactor Leadership Questionnaire, Meyer and Allen’s (1991) Organizational Commitment Questionnaire to gather quantitative data, and self-constructed semi-structured interview guide was used to gather qualitative data. A multistage sampling technique was used to select 254 head teachers and their teachers from public basic schools in Ekumfi District. The quantitative data were analyzed using descriptive statistics (mean, standard deviation) and inferential statistics like Pearson’s moment correlation and multiple regressions were generated whiles the qualitative data were analyzed through content analysis. The findings revealed a weak but significant positive correlation between leadership styles and commitment (r=.41, p=.00). Further, a weak but significant positive relationship was established between transformational(r= .36,p=.00, transactional(r=.43, p=00) and laissez-faire(r= .13, p= .05) type of leadership and overall teacher commitment. The study disclosed that head teachers’ demographic factors do not significantly impact on their leadership styles. It was recommended that the Ministry of Education and the Ghana Education Service should pay attention to leadership styles of head teachers so as to heighten commitment of teachers in Ekumfi District.
Keywords: Headteachers’ Leadership Styles, Teacher Commitment, Transactional, Transformational Leadership