The effect of leadership style on employee work behavior in the Buea Council

Project Details

Department
MANAGEMENT
Project ID
MGT06
Price
5000XAF
International: $20
No of pages
60
Instruments/method
Quantitative method
Reference
YES
Analytical tool
Descriptive statistics
Format
 MS Word & PDF
Chapters
1-5

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        Abstract

Organizations are headed by managers who are expected to lead their subordinates towards a greater performance that meets or exceeds organizational goals. Depending on the situation, managers could employ democratic, autocratic or laissez-faire leadership styles to get organizational goal and objectives achieved. Thus the main objective of this study is to investigate the effect of leadership style on employee work behaviour in Buea Council. The specific objectives of the study were to identify the type of leadership practice at Buea Council, to determine the effect of leadership style practice on employees work behaviour at Buea Council and to determine the issues, face by the council with the present form of leadership practice at Buea Council. The study made used of a Descriptive survey design and employed quantitative data analysis to sampled 95 staffs and employees of the Buea Council using a structured-questionnaire. The study employed random sampling techniques, results were analysed in SPSS (21.0) using descriptive statistics and regression test. Findings show that the major form of leadership that managers or leaders employed at the Buea Council were the Autocratic leadership style in which leaders’ express authority to subordinates by making all the rule, not involving employees at decision making, continuous monitoring of employees and use of rewards system to punished and rewards employees job output. Regression analysis shows that a significant positive relationship between leadership style practised at the Buea Council and employees work behaviour. The study also concluded as a result of the type of leadership practised, management is faced with several challenges which included the lacked necessary resources needed by the employees to execute their daily task. Poor communication between employees and their leaders, frequent occurrence of conflicts at the council, employees’ absenteeism and employees’ turnover. It was recommended that the management of the Buea Council should encourage managers and supervisory leaders to adopt a democratic form of leadership styles in the course of discharging their managerial responsibilities.

1.2 Statement of the Problem

The central theme and problem of this study are that we often think of a manager or leader is expected to exhibit the right behaviour towards employees or subordinates. Yet it is realised that in most organisations in Cameroon particularly municipal councils, work schedule are task-focused and routine, with no flexibility, and yet decisions and policies are imposed on subordinates. In such organisations where the leadership perceives employees as mere hands to get the job done, employees would pretend to do well due to the standards and measure being assigned to them.

Nevertheless, employee’s performance includes executing defined duties, meeting deadlines, employee competency, effectiveness and efficiency in doing work to a major extend is all a function of the employee’s behaviour at work. various organizations need strong leadership) a style that stimulates the employee’s performance.

For employees to accomplish their work, managers must encourage individuals who report to them, co-workers, and supervisors or customers. Because of this for effective and efficient organisations leadership, the human factor must be critically looked out from the employee performance.

Importantly, we observed that the employees of Buea Council demonstrate poor attitude to work thereby affecting the quality of services provided by the council at the detriment of the general public. Employees’ poor attitude to work could be attributed to poor leadership style. A good leadership style is expected to direct workers behaviours toward achieving organizational predetermined goals. Therefore, this study investigates how different leadership styles (e.g. autocratic, democratic and liaises faire) affect employees’ work behaviour at Buea Council.

 

1.3 Objective of the Study

1.3.1 Main Objective

The main objective of this study is to investigate the effect of leadership style on employee work behaviour in the Buea Council.

1.3.2 Specific Objective

The study seeks to achieve the following specific objectives:

  1. To identify the type of leadership practice at Buea Council
  2. To determine the effect of leadership style practice on employees work behaviour at Buea Council
  3. To determine the issues, face by the council with the present form of leadership practice at Buea Council

1.4 Research Question

1.4.1 Main Research Question

What is the effect of leadership style on employee work behaviour in Buea Council?

1.4.2 Specific Research Questions

  1. What is the type of leadership practised at Buea Council?
  2. What is the effect of the practised leadership style on employee work behaviour at Buea Council?
  3. What challenges are faced by the Buea council as a result of the type of leadership practised?

1.5 Hypothesis of the Study

H0: There is no significant relationship between leadership style practised and employees work behaviour at Buea Council

HA: There is a significant relationship between leadership style practised and employees work behaviour at Buea Council

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