Effects of Leadership Styles on Employee’s Performance in United Nations Development Office, Abuja, Nigeria

The issue of employees’ engagement has been a serious source of concern in United Nations development programme (UNDP), Abuja, Nigeria. The organization as well as other related institutions is faced with the problems of job engagement, autonomy to work independently, provisions of reward and recognition systems as well as the provision of inclusive work environment opportunities to employees. These conditions gave rise to the emergence of unsuitable employees with lack of the needed requisite skills to pilot the affair of the entity. A condition which has direct bearing in employee performance in the organization. The main objective of the study is to examine the impact of employee engagement on the performance of employees in United Nations Development Programme, Abuja, Nigeria. The survey research design was used in the study and data was collected from primary source with the use of questionnaire. The study population consists of about 251 employees of UNDP, Abuja, which was adopted as the sample size for the study. Both descriptive and inferential statistics was used for data analyses through simple percentage, and mean method. The ordinary Least Square regression method was used to test the formulated hypotheses. The findings show that there is a significance relationship between employees’ engagement and employees’ performance in United Nations Development programme (UNDP), Abuja. The study concluded that autonomy to work independently has a positive significance relationship with employee performance in UNDP, Abuja. It was recommended that the management of United Nations Development Programme (UNDP), Abuja, Nigeria should establish a work inclusive policy which would give guidelines to all stakeholders on how employee engagement will be implemented to foster management commitment toward enhancing employee job satisfaction.

The study sought to investigate the effect of leadership styles practiced in an organization and their effect on employee performance. The purpose of this study is to understand the effect of different leadership stylesautocratic, democratic, and participative style- on employee performance. The objectives that guided the study were; to investigate the effect of autocratic leadership styles affect employee performance, to investigate the effect of democratic leadership styles on performance and to analyze the effect of participative leadership styles on employee performance in an organization. The study followed the qualitative approaches, Secondary research will be integrated. The reason for this is to be able to provide adequate discussion for the readers that will help them understand more about the issue and the different variables that involve with it. On the other hand, sources in secondary research will include previous research reports, newspaper, magazine and journal content. Existing findings on journals and existing knowledge on books will be used as secondary research. The interpretation will be conducted which can account as qualitative in nature. To validate the research objective different scholarly views are presented of each independent variable effect on the dependent variable. At the end it was concluded that the autocratic leadership is useful in the short term and democratic leadership style is useful in all time horizon. And participation leadership style is most useful in long term and effect on employees is positive. At end some recommendations are discussed.

PurposeThe study investigates the effect of autocratic, democratic and transformational leadership styles on employees' organizational citizenship behavior (OCB). The study further examines the moderating role of leaders' emotional intelligence between leadership styles and OCB.Design/methodology/approachQuestionnaires were used to collect data from 618 small and medium-sized enterprises' (SMEs) employees in Ghana. For this study, both simple random and convenient sampling were adopted in selecting respondents. Regression was used to test the hypotheses in the research model using IBM–Statistical Package for the Social Sciences (SPSS).FindingsThe results show that democratic and transformational leadership styles both positively predicted the OCB of SME employees, although transformational leadership has a more significant influence. On the contrary, autocratic leadership style was found to have an insignificant relationship with OCB of SME employees when the interactive effect of the various leadership styles and emotional intelligence were introduced into the model. The results also show that whereas leaders' emotional intelligence positively moderate the relationship between autocratic leadership style and OCB, the relationships between democratic leadership style and OCB and between transformational leadership style and OCB are not significantly moderated by leaders' emotional intelligence.Research limitations/implicationsAn examination of other prominent leadership styles (for example, the transactional leadership style and the laissez faire leadership style) could be key areas for future research as it is a potential limitation of this study. Similarly, the use of a Western leadership instrument could also be a potential limitation in the Ghanaian context, although these instruments and scales may be applicable. Future studies could also consider a longitudinal approach to give a more holistic picture of the effect of the leadership styles on OCB.Practical implicationsIn general, the findings of the study support the idea that the autocratic leadership style affects SME employees' OCB both directly and indirectly through leaders' emotional intelligence. This study recommends that leaders of SMEs should focus on leadership styles that combine both result-oriented and people-centric behaviors to encourage SMEs' employees to engage in OCB.Originality/valueThis study provides firsthand information on the impact of autocratic leadership style, democratic leadership style and transformational leadership style on an employee's OCB from the Ghanaian SME perspective.

UNDP to re-engineer funding strategy

BackgroundLeadership is the basis of professional and organizational commitment, teamwork and success. Midwives leaders’ leadership skills and capabilities have long been recognized as essential contributors to health services and outcomes. However, there are insufficient reports on the effect of leadership styles on midwives’ performance in African countries including Ethiopia. Therefore, this study aimed to determine the effect of leadership style on midwives’ performance in public health Institutions, southwest Ethiopia.ObjectiveThis study aimed to determine the effect of leadership style on midwives’ performance, Southwest Ethiopia/2022.Methods and MaterialsA cross-sectional study was conducted on 121 midwives using a random sampling technique and a pre-tested questionnaire from May 19/2022-June to 6/2022. Data were entered into Epi-data version 4.4.2.1, edited, coded, categorized and cleaned before analysis. Data were analyzed using the SPSS version 24; and the results are presented in tables, and statements. Correlations and linear regressions were conducted to identify the relationship between leadership style and midwives’ performance.ResultsIn this study, the autocratic leadership style was predominantly practiced by midwifery leaders with a mean score of 2.996 followed by democratic (Mean=2.632) and laissez-faire (Mean=2.49) leadership styles. Inferential statistics (Correlation) analysis revealed a positive relationship between democratic and laissez-faire leadership styles and a negative relationship between autocratic styles and midwives’ performance. Multiple linear regressions showed that both democratic (P=0.02) and laissez-faire leadership styles (P=0.00) had a positive effect where as autocratic leadership style (P=0.60) had a negative effect on midwives’ performance.Conclusion and RecommendationAutocratic Leadership is the most practiced leadership style in the study area. An autocratic leadership style was negatively related to midwives’ performance, while democratic and laissez faire styles were positively related. Therefore, health care leaders, administrators, supervisors and department heads should implement democratic and laissez-faire leadership styles to enhance midwives’ performance.

The organization of the leader has to be ready in all aspects of activities to lead effectively. Similarly, department heads are responsible for promoting good teaching and learning practices among teachers and students. This study was aimed to examine which leadership style used by Natural and computational college of Debre Berhan University and the relationship between the leadership style and college effectiveness in students' performance. The sample were 95 females and 125 males; 16 administrators (college head, associate deans, coordinators, department heads, and officers), and 24 student monitors with available sampling, and out of 312 teachers,180 with simple random sampling. The researchers used questionnaires, focused group discussion and observation to collect data. The data was analyzed employed both qualitative and quantitative analysis and a descriptive survey design. The overall result indicated that transformational leadership and autocratic styles were highly applied than the remaining leadership wo leadership styles because its components are (0.895,0.7140 and 0.887,0.674) respectively revealed that these are the main components in leading the college while others are used moderately and rarely. It was also revealed that the selected college students and workers perform reasonably better. Moreover, both teachers and students were satisfied with their college leaders that indicated that the performance of teachers and students is the direct reflection of leadership styles. It was recommended that the college head and his subordinate coordinators should improve their way of transformational and autocratic leadership style since they were found as the best factor of student performance. Keywords : leadership styles, student performance, University education, University context DOI: 10.7176/JEP/11-34-03 Publication date: December 31 st 2020

Abstract: The study seeks to assess the effects of leadership style on Employee performance (EP) of fast moving consumer goods (FMCGs) companies in South Africa. The specific objectives are: to determine the effects of autocratic leadership style on EP; to evaluate the effect of participative/ democratic leadership style on EP; to ascertain the relationship between laissez faire leadership style and EP; to assess the relationship between transactional leadership style and EP in the FMCGs. Quantitative research survey design was adopted for the study; both primary and secondary sources of data were utilized during the investigation. The sample size of 233 was obtained from the estimated population using Rao soft online calculator at 5% error tolerance and 95% level of confidence. Data was collected via questionnaires and analyzed utilizing Simple Linear Regression (SLR) and Pearson product moment correlation (PPMC). It was discovered that there is a significant relationship between the various leadership styles and the performance of organisations. However, transactional leadership style was found to account for more influence on employee performance than other styles of leadership. Therefore, the study recommends the transactional style of leadership for managers of FMCGs in order to increase employee performance, ensure profitability and sustainability of the organisation.

Correlation between manager’s leadership style and the implementation process of “ mother friendly hospital plan ” in selected hospitals in west of country Iran (kordestan, hamedan and Kermanshah provinces) in 1391.

Joan Brown, a college student in Atlanta, Georgia, wakes up in the morning to an electronic alarm clock before she microwaves breakfast, takes a hot shower, grabs a latte at Starbucks, and drives h...

This study explored the effect of school leadership style in students’ learning in community secondary schools. The study had three specific objectives, which were to examine the existing leadership styles practiced in the selected Community secondary schools, the effect of leadership style on students learning in selected community secondary schools and the effect of leadership styles on student’s academic performance in those schools. The research was conducted in Temeke Municipality in the Dar es Salaam region of Tanzania. The study relied on both qualitative (observation, interview, reflection) and quantitative (official statistics, questionnaires) approaches. The data were collected through interviews, questionnaires, document reviews, and observation. A sample of 27 teachers was considered together with 4 school heads and 117 students from four selected secondary schools. Data were collected and analyzed by descriptive statistics and content/thematic analysis. The findings of the study revealed that the leadership style commonly applied in secondary schools in Temeke municipality is the democratic leadership style, which is used by head of schools to avoid being strict and firm in decision making. Unfortunately, this kind of leadership style does not support an effective teaching and learning process. This explained why the performance of students in selected secondary schools was still low and discipline was rather lax, while management of resources was poor. The study recommends that the authorities should make sure that the environment of the school is provided with all necessary materials for effective learning. In addition, teachers who were appointed in the position of head of school should be competent enough to supervise the teaching and learning activities and be given more authority to decide key school issues. For further research, it is recommended that a similar study be conducted in other parts of the country to show the effect of this style and an intervention be introduced to test better leadership styles in those schools.

The Evaluation Office (EO) of the United Nations Development Program (UNDP) regularly conducts a number of country evaluations called Assessments of Development Results (ADRs) in order to capture and demonstrate evaluative evidence of UNDP contributions to development results at the country level. Undertaken in select countries, ADRs focus on outcomes and critically examine achievements and constraints in the UNDP thematic areas of focus, draw lessons learned and provide recommendations for the future. ADRs also provide strategic analysis for enhancing performance and strategically positioning UNDP support within national development priorities and UNDP corporate policy directions. The Evaluation Office (EO) of the United Nations Development Program (UNDP) regularly conducts a number of country evaluations called Assessments of Development Results (ADRs) in order to capture and demonstrate evaluative evidence of UNDP contributions to development results at the country level. Undertaken in select countries, ADRs focus on outcomes and critically examine achievements and constraints in the UNDP thematic areas of focus, draw lessons learned and provide recommendations for the future. ADRs also provide strategic analysis for enhancing performance and strategically positioning UNDP support within national development priorities and UNDP corporate policy directions.

Perishing Heritage:

We analyze four different leadership styles from multiple dimensions to find out the suitability of these styles for the leaders working in Pakistani small and medium enterprises (SMEs). Theoretically, it is an additional perspective in the debate on effectiveness of different leadership styles in different environments for different purposes. It starts with analyzing contemporary theories of leadership and their derivative styles. Next, it discusses the major aspects of organizational environment coming from the broader culture of a country. Subsequently, it tries to provide a more balanced view in the debate on cause and effect of leadership styles and their effectiveness in specific organizational culture. In the empirical analyses the study analyzes the productivity, acceptance and sustainable success of different leadership styles in the organizations working in Pakistan. The data is collected both from business leaders and their relevant followers. The findings of study explains that outputs when measured in terms quantity shows better results for autocratic leadership style while democratic leadership style give better results when measured in terms of quality. Similarly, willingness of followers to continue and their inspirations beyond the formal organizational structure are higher for charismatic and participative leadership styles.

This study aims to examine and analyze the effect of work motivation and leadership style on the performance of teachers at SMA Negeri 2 Pangururan Samosir. To collect the research data, the researcher distributed questionnaires to 25 teachers at SMA Negeri 2 Pangururan Samosir. The data processing results indicate that there is an effect of work motivation on teacher performance at SMA Negeri 2 Pangururan Samosir, as evidenced by the analysis, which yielded a t-value of 4.931 with a significance level of 0.000. Data processing also proves that there is an effect of leadership style on teacher performance, with the analysis showing a t-value of 2.157 and a significance level of 0.042. Simultaneous testing also proves that work motivation and leadership style have a positive and significant effect on teacher performance. This can be seen from the F-test result of 36.238 and a significance level of 0.000, meaning that the independent variables, namely work motivation and leadership style, simultaneously influence the dependent variable, which is teacher performance at SMA Negeri 2 Pangururan.

The Effect Of Transsactional Leadership style, Performance Allowance, Work Discipline on Employees, Performance at the Office of Martyrdom and Port Authority Class 1 Ambon, This study under the title aimed at examining the effect of leadership style, performance Allowance, Work Discipline on Employees, Performance, at the Office of Martyrdom and Port Authority Class I Ambon aimed at examining the effect of leadership style, performance allowances and wok discipline on employees’ performance. The population in this study was the whole employees at the office of Martyrdom and port Authority Class I Ambon, while the samples take as unit analysis of testing were 102 employess. The technique of data collection was by using questionnaire, while the technique of data analysis was multiple regression analysis. Based on data analysis empirically, it was found that transactional leadership style had positive effects on employees’ performance; performance allowances had positive effects on employees’ performance; and work disciplines had positive effects on employees’ performance. Keywords : Transactional Leadership Style Performance Allowances, Work Discipline, Employees’ Performance.