1.1 Introduction
Leadership covers a very conspicuous position of group or organizational conduct. It is the heart of an organization, which without; organization or group cannot properly function. It is obvious, that leadership ensures orderliness in an organization when an economic venture is undertaken by an organization with a view to maximizing economic opportunities it calls for person to supervise, direct, control, and co-operation to ensure effectives. Leadership cannot be completely delineated from management, though the former can be spoken of in relation to unorganized groups, while the later exist in an organized structure.
As a prelude to other parts of this study, this chapter will discuss the background upon which this study was initiated, the statement of problems that led to this study, the Aim and Objectives of the study. Others are Significance of the study, Scope of work, Research hypothesis and questions, Limitation of the study and Definition of terms.
1.2 Background of Study
Leadership styles are leader's methods of providing direction, implementing plans and motivating people. Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. In other words, leadership is the ability to persuade others to seek defined objectives enthusiascally. Leadership is the art of getting someone else to do something you want done (Dwight &Eisenhower, 2002).
Globally, individuals with requisite educational background have been appointed to carry out roles and responsibilities in different organizations. The need for leadership in all spheres of life dated years to be the time of bible leadership and administration. The first five books of the bible tell us how the Jews as nomadic wonderers in to the civilization of Egypt. Which was old and sophisticated settled in Egypt. They have their own God called Yahweh or Jehovah, and this respect, they differed from the people around them. (Parkes, 2003). The believed that their God had promised them a land of their own and that they must leave Egypt and attain the autonomy and freedom in Palestine. These autonomy and control were provided by the leadership of Moses (Cottrell, 2003). The management style was theocratic which is essentially authoritarian. Management practices were excellent in Egypt before the Jews came as the Egyptians had learnt how to control the flooding of their river to produce an increasing abundance of food for an increasing population. The pyramids of pharaoh's Djoser and Khufu were erected and Khufu's successors built pyramids at Saggara, Abusir and Dahsur all intended to preserve to eternity the bodies of their royal builders.
Modern writers in construction management are perplexed at the planning that went into the construction of pyramids (Goldhabe, 2002). They needed thought out project ideas, procuring of materials like stones and arranging for their movement to the sites, development of workers, scheduling and sequencing are all important aspect of project planning, staffing and controlling in operation (Uriyimadu, 2007; Oguche,2014).
Management principles abound in the first five books of the Bible. Acase in point was when Moses at the advice of his father in-law, Jethro, chose wise men out of all Israel and made some heads of 1000s, some heads of 100s, some heads of 50s and some heads of tens. This shows the principle of span of control and even hierarchy. He judged the persons at hard time and brought hard cases to Moses. This shows the exception principle. Moses had the authority but the overall authority came from God (Fuller, 2009).
Although it had been from the beginning, intellectual capital was not identified as a key company asset until just a few years ago, in 1994, fortune magazine carried out several articles about intellectual capital or brain power based on pioneering efforts operating in the United States and Scandinavia result were phenomenal. In each case study, fortune was able to identify the gap between a company's market value of all its tangible assets has broadened significantly over the past two decades. Fortune reported that market –to book ratios of most U.S companies were 2-10-1, roughly double the average between 1945 through 1990. Price/earnings ratios in the U.S were at 25 as against a historic average of 17. At the same time, corporate investment in tangible capital stock was declining. Fortune concluded that the average value of U.S companies typically ranges from two to nine times the book value. These results were directly related to the intellectual capital the companies had in their employees (Maddocks & Beaney, 2002).
Therefore, in State Cooperation in Kano State where the research was carried out, the activities that was conducted is to know the Impact of Leadership Mentality on Workforce Productivity.
1.3 Statement of the Problem
Investigation revealed that leadership style in some State Cooperation is supposed to motivate the staff into been productive and perform optimally. Also, it is supposed to create a conclusive environment that enhances the productivity of the staff. Personal observation has shown that the staff of the library has not performed effectively and their productivity has not been encouraging.
There is a difficulty in determining the effect of autocratic type of leadership on the occupational health aspect of work climate, the influence of transformational leadership in the work place on the employee perceptions of the attitude aspect of the work climate. These difficulties (challenges) that lead to lack of gateways or barriers that lead to a problem which this study will attempt to solve. Transformational, autocratic (authoritarian), laissei-faire (delegative), democratic etcetera are types of leadership styles that pose challenges on the employee perceptions on the attitude aspect of work climate in some State Cooperations.
If these challenges are not properly handled, they could lead to negative employee perceptions if the appropriate managerial styles are not adopted, the situational management may become inefficient and ineffective. When things are done wrongly and not right, the performance of the staff of the State Cooperation may be hampered. There is need to determine whether these independent variables have positive or no positive effect on the dependent variable of the work climate of some State Cooperation. There is need to determine the extent of the effect if any.
1.4 Aim and Objective of the Study
The aim of the study is to examine the Impact of Leadership Mentality on Workforce Productivity. In achieving this aim, the following specific objectives were laid out as follows:
- To evaluate the effects of transformational leadership on employee performance in State Cooperation in Kano State.
- To evaluate the effect of transactional leadership on employee performance in State Cooperation in Kano State.
- To evaluate the effect of laissez-faire leadership style on employee performance in State Cooperation in Kano State.
- To evaluate the effect of autocratic leadership on employee performance in State Cooperation in Kano State.
- To proffer solutions to the identified problems.
1.5 Research Questions
The study came up with research questions so as to be able to ascertain the above stated objectives. The specific research questions for the study are stated below as follows:
- What is the effect of transformational leadership style on employee performance in State Cooperation in Kano State?
- What is the effect of transactional leadership style on employee performance in State Cooperation in Kano State?
- What is the effect of laissez -faire leadership style on employee performance in State Cooperation in Kano State?
- What is the effect of Autocratic leadership style on employee performance in State Cooperation in Kano State?
- What are the preferable solutions to the identified problems?
