THE IMPACT OF LEADERSHIP STYLE IN AN ORGANIZATION


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THE IMPACT OF LEADERSHIP STYLE IN AN ORGANIZATION (A CASE STUDY OF KWARA STATE POLYTECHNIC, ILORIN  

ABSTRACT

For better linkage and proper understanding of this research work, it is divided into five chapters.

Chapter one comprises the introduction of project topic, intorduction of the study, importance of the study, definition of key terms and concepts, plans of the study.

Chapter two takes a look at the literature review with emphasis on the concept of leadership, the meaning or organisation, the relationship between leadership style and their applicability.

Chapter three comprises the research methodolgy and various sources of data collection, population group and sampling technique and the historical background of Kwara State Polytechnic Ilorin its organisation structure of Kwara State Polytechnic, Ilorin.

Chapter foure deals with data presentation and analysis, result and findings while the last chapter which is chapter five deals with summary of the findings, conclusions and recommendations for futher research work as well as references.

TABLE OF CONTENTS

Title page i

Certification ii

Dedication iii

Acknowledgement iv

Table of Contents v

Proposal vii

CHAPTER ONE: INTRODUCTION

1.1 Background of the study 1

1.2 Objective of the study 3

1.3 Statement of the research problems 4

1.4 Scope and limitation of the study 4

1.5 Definition of terms 6

1.6 Organisaitonal structure of the case study 7

1.7 Plans of the study 8

CHAPTER TWO: LITERATURE REVIEW

2.1 Leadership Defined 10

2.2 The meaning of organisaiton 10

2.3 The relationship between leadership and organization 13

2.4 Leadership style and their applicability 15

CHPATER THREE: RESEARCH METHODOLOGY

3.1 Process of data collection 21

3.2 Primary sources of data collection 21

3.3 Documentatry 22

3.4 Observation 22

3.5 Population group and sampling technique 22

3.6 History of Kwara State Polytechnic Ilorin 23

3.7 Organisatin structure 28

3.8 Leadership style in Kwara State Polytechnic Ilorin 33

CHAPTER FOUR: PRESENTATION OF DATA AND ANALYSIS

4.1 Presentation and analysis of data 34

4.2 Result 35

4.3 Findings 40

CHAPTER FIVE: SUMMARY, CONCLUSION AND 

RECOMMENDATIONS

5.1 Summary 42

5.2 Conclusion 43

5.3 Recommendations 44

References

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

The word "leadership" in modern organization did not appear until about 1800. Leadership as a concept effect all of us in the sense that it guarantees a great deal of interest due to day activities. We have in situation where we may serve as leaders or be faced with others who are leaders. 

Leaders are usually at the center of activities therefore, the qualities are often the focus of attention. But looking at a leaders as a process means that many questions must be considered about how and why some people become leaders and how well they perform relative to followers expectation. 

There are many traditional ideas about leadership that have proved questionable. Perhaps, the most common one is the notion that leaders are born but not made. It maintains that there are many certain in born qualities such as initiative courage, intelligence and honour which together predestine a man to be a leader, by the exercise of will power it self services on important leadership trait or by the rough tutorship of experience, some of those qualities might be developed, 

In activity, the behaviours as "leadership" must include the reactions of the followers therefore, leadership is not confined to a single person in a group but depend upon there member as well.

Although leadership IS not just one person, it is easier, of course, to see it embodied in an individual. This is because leaders are usually more active and their actions, attention make things happen.

In addition to the leader and the group, the situation began to increased attention in leadership theory, The situation approach to was initially called zeitgeist (a German word meaning "Spirit of the times") the leader is viewed as a product of the time and the situation. The person, with the particular qualities or traits that a situation requires will emerge as the leader such a view has much historical

support as a 'theoretical basis for leadership and serves as basis for today's situational and now contingency theories of leadership in general, the leader is therefore the most influential member or his or her group. 

1.2 OBJECTIVES OF THE STUDY 

* One of the objectives of this study IS to investigate into the problems facing the organization that ignored the fundamental impact of leadership. 

* It is also intended to highlight the impact of leadership on business. 

* This style is equally aimed at examining the tediousness of the task and reduce the high risk accompanying the project which can be suitably applied in today's dynamic business word, especially the technological advancement

* As part of requirement for the award of national diploma in Business studies in the department of Business studies, Kwara state polytechnic, Ilorin.

1.3 STATEMENT OF THE RESEARCH PROBLEMS

There is no society or organization be it private or public that dose not have a leader.

If a leader and indeed, leadership is so important to that extent, then who is a leaders? Is leadership necessary? If necessary then, in what ways? How many style of leadership do we have? what is an organization? Does leadership have anything to do with organization? 

1.4 SCOPE AND UMITATION OF THE STUDY 

The scope of the study shall be based on the impact of leadership styles in an organization a case study of Kwara State Polytechnic, Ilorin. 

The type of leadership style 'under study include among other exploitative autocracy benevolent autocracy, consultative leadership participate group leadership.

There are also limitations to this study that the course of the study

TIME: There is also the problem of time constraint and research to find out the detail from different textbooks. 

ATTITUDE: Another limitation to the research work is the indifferent attitudes of finding information in books and gathering them together.

Leadership, then, is something more than just personality or accident or appointment. It is intimately linked with behaviour. It is essentially a human process at work in organization. As a working definition, leadership can be described as a dynamic process in a group where by one individual influence the others to contribute voluntarily to the achievement of group tasks in a given situation. 

There are several points which can be reformed to. 

Firstly, leadership is a dynamic process, not a static one. This implies that a range of leadership style is preferable to one "best style". 

Secondly, the role of the leader is to direct the group towards group goals. In an formal or unofficial in a formal group, the goals will have been set mainly if not exclusively, by senior managers in the group. 

Thirdly, the style of leadership, and the reaction of the group will be determined considerably by the situation concerned (the tasks, external pressure).

1.6 DEFINITION OF KEY TERMS AND CONCEPT

Leadership is the ability of management to induce subordinate to work towards group goals with confidence and keenness.

According to Webber power is the probability that one actor within a social relationship will be in a position to carryout his own will despite resistance, regardless of the basis on which this probability rests. 

Autocratic-Style: All the policies of the group were determined solely by the leader. All authority was centered in this person. 

The Leader told the children how the task was to be done in a step - step manner so that, at anyone time, there were uncertain as to what the future steps were. The leader dictates what the work task has and with whom each member would work. 

Management is the art of getting things done through others. Efficiently and effectively. It is a process by which cooperatives direct the action of their members toward common objectives

Organization means, suggest that this is not a straight forward task, and offer contrasting perspectives on the issue. Taking this further, four style of leadership can be distinguished. 

* The "Tells' Style: Decision are reached by the manager or supervisor and then announced to subordinates to be carried out without question. 

* '"The "Sale" Style: As the manager recognizes a likelihood of resistance, he will persuade subordinates to accept by giving them some what fuller accounts of how decisions were reached. 

* The 'Consults" Style: managerial decisions are deferred until the' problem has been presented to the group and suggestions have been received. 

* The "Joins" Style the manager delegates to the group the right to take decisions. He define the problem and the limits within which action can take place, but decision will normally reflect the majority opinion of the group. 

1:7 PLAN OFTHE STUDY

The project has been divided into five chapters or easy, understanding. 

Chapter One comprises the introduction of the project topic, introduction of the study, importance of the study, definition of key terms and concepts, plan of the study. 

Chapter Two takes a look at the literature review with emphasis on the, concept of leadership, the meaning of organization, the relationship between leadership style and their applicability. 

Chapter ,Three comprises the research methodology and various sources of data collection population group and sampling technique 'and the historical background of Kwara State Polytechnic, Ilorin and its organization structure of Kwara State Polytechnic, Ilorin also leadership style in Kwara State Polytechnic, Ilorin 

Chapter Four deals with data presentation and analysis result and findings while the last chapter which is Chapter Five deals with Summary of the' Findings, Conclusions and Recommendations for further research work as well as references. 

.

THE IMPACT OF LEADERSHIP STYLE IN AN ORGANIZATION


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