The Effect of Leadership Styles on Employee’s Productivity in the Nigerian Oil and Gas Industry

Adegboyega Olayisade,Olawumi D Awolusi

doi:10.22610/imbr.v13i1(i).3194

Adegboyega Olayisade, Olawumi D Awolusi

Open Access

https://doi.org/10.22610/imbr.v13i1(i).3194

Copy DOI

Abstract

The purpose of this study is to examine the effect of leadership style on employee productivity in the Nigerian oil and gas industry using Chevron Nigeria Limited as a case study. The study used a five-point Likert scale questionnaire consisting of forty questions covering autocratic, democratic, bureaucratic, laissez-faire, transactional, charismatic leadership styles and employee productivity variables. The questionnaire was deployed to one hundred and twenty-five respondents (125) and received ninety-three (93) valid responses. Statistical Package for the Social Sciences (SPSS) was used to analyze respondent responses. Demographic analysis, normality test, homoscedasticity, multicollinearity, reliability test (Cronbach’s Alpha) were presented; results affirm the validity and reliability of research findings. The results of the descriptive and regression analysis indicate that the autocratic leadership style is the most predominant leadership style in the Nigerian Oil and Gas followed by laissez-faire, bureaucratic, transactional, democratic and charismatic leadership styles. The study concludes that leadership styles significantly influence employee productivity albeit different leadership styles have varying effects on employee productivity and varying leadership styles can co-exist within the same organization. The study highlighted various policy implications and recommendations. This study adds to the existing literature on leadership practice and is intended to be a reference point to scholars and researchers for further studies on leadership practices in the oil and gas industry.

Highlights

Leaders and leadership practice have been in existence since the onset of mankind
Charismatic leadership styles and democratic leadership styles are best suited to improving employee productivity, bureaucratic and laissezfaire leadership styles exert a minimal positive effect on employee productivity while transactional and autocratic leadership styles impede employee productivity
While the choice of leadership style impacts employee productivity, the results of this study indicate that other factors exist that influence employee productivity and these factors should be identified and researched to enable researchers, leaders and academia to have a well-rounded understanding of determinants of employee productivity

Summary

Introduction

Man is a complex social being that can be simplistically categorized into two groups namely leaders and followers. The practice of leadership has evolved considerably over time and the need for leaders and leadership has witnessed a significant upswing over the years. It was believed at that time that such individuals possessed innate talents and attributes that set them apart from others and conferred upon them the right to be leaders. This natural leadership selection process was the premise of the Great man theory (Matira & Awolusi, 2020)

Objectives

Methods

Results

Discussion

Conclusion