CHAPTER ONE

GENERAL INTRODUCTION

Introduction

A plethora of leadership research studies affirms that leadership occupies a pivotal position in our society today, the rational being that leadership act as a tool through wish the society evaluates different institutions (Rinne, Kivirauma and simda 2002) they acknowledged that in the past decades, numerous changes have occurred in the world which many educational researchers consider profound. A leadership styles refers to a leader’s methods and behaviors when directing, motivating and managing others. A person’s leadership style also determines how they strategize and implement plans while accounting for the expectations of the stakeholders and well-being of their team. This chapter will comprise of Background of the study which is made up of (historical background, contextual background, contextual background, conceptual background, statement of the problem, research objectives made up of general objectives and specific research questions), research hypothesis and specific research, justification of the study, significance of the study, scope or delimitation of the study, operational definition of terms and summary.

Background of the study

The background of this study will comprise of historical, contextual, conceptual background and theoretical background which are going to form the core of our discussion below.

Historically, the way a modern day leader thinks is the by-product of a series of changes that have happened over the years. Many leadership styles came into the picture, and people choose the techniques that derived the expected results for them. The modern approach focuses on making the official environments fruitful for each and every employee. However, this was not the case when people used to lead earlier the workplace leadership styles were heavily influenced by the political structure of the world, and therefore the situation was harmonious. Post introduction of the new economic policy in 1991, the situation in India started to improve, and more and more people began to gain employment. As a result, the organizational culture of companies got more streamlined, and leaders were chosen after consideration

There is a lot more to leadership styles and theories than what meets the eyes. If you want to learn more about the hidden intricacies of this evolution, gas can consider opting for online courses. These courses are gain in a prominence every day and you can even choose some top courses such as leadership courses from.

Conceptually, leadership styles have a direct impact on employee performance, and trust is a vital factor. Managers should understand that: an authoritative approach can be effective in the short term when decisions need to be made quickly. Supportive leaders create conducive working environment to foster respect, trust, cooperation and emotional support (Daft, 2005; Gibson at al. 2000). A workplace enhanced with supportive leaders brings successful results that are beneficial for the well-being of both employees and the organization. Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions. This style of leadership implies that someone in the position of a leader does not fulfil leadership responsibilities and practically does not engage or involve in any meaningful transactions whatsoever (Wirkom, 2016). The autocratic leadership style is characterized by individual control over all decision and little input from group members. “It is characterized by an “I tell” philosophy. Autocratic leaders tell their subordinates what to do. This can give a business a clear direction but it may also lead managers to under value or ignore input from teams. Participative (Democratic) leadership style This style involves the leader including employees in the decision making process (determining) what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness rather it is sign of strength that employees will respect (Edoka, 2016).

Contextually, this study investigates the role of leadership styles on employee performance in Cameroon.it was anchored on the premise that leaders exhibit a series of leadership behaviours with remarkable influences on the output of employees. Specifically, the study identified the leadership behaviours exhibited by mangers in St Veronica Medical center in enhancing employee performance and specific behaviours that affects the performance of these employees. Methodically, the study employed a quantitative approach which benefited from a descriptive survey design. Data were gleaned from the administration of questionnaires to 100 personnel in St Veronica Medical center via simple random sampling. The data were analyzed using SPPSS 26 statistical package. From the regression analysis, this study found the demonstration, transformation, ethical leadership styles had a significant positive effects on performance at 95% confidence. Democratic and transformational leadership styles were the most predominantly used styles and did not differ significantly with respect to sex. Authoritative leadership style had the least impacts on performance proven by its insignificant and negative beta beta coefficient. The conclusions of this study commend the management of St Veronica Medical Center for the use of transformational and ethical leadership styles which help build trust, inspire shared vision and encourage creativity. Hence it was recommended that leaders of this institutions should pay more attention to developing efficient team work and express warm concern and trust to co-workers through transformational leadership behaviour. Nevertheless, other leadership styles could be implemented occasionally for better performance.

Theoretically, the great man theories assume that the capacity for leadership is inherent. That great leaders are born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise leadership was thought of primarily as a male quality especially in terms of military leadership.

Such theories suggest that people cannot really learn how to become strong leaders. It’s either something you are born with or without. It is very much a nature (as opposed to nature) approach to explaining leadership.

Similar in some ways to Great man theories assume that people inherit certain qualities and traits that make them better suited to leadership. Traits theories often identify a particular personality or behavioural characteristics shared by leaders. For example, traits like extroversion, self-confidence, and courage are all traits that could potentially be linked to great leaders.

In particular traits are key features of leadership, then how do we explain people who explain people who passes those qualities but are not leaders? This question is one of the difficulties in using traits theories to explain leadership. There are plenty of people who possess the personality traits associated with leadership, yet many of these people never seek out positions of leadership. They are also people who lack some of the traits often associated with effective leadership yet still excel at leading groups.

Statement of the problem

The centrality of this study is that, we often think a managers or leaders are expected to exhibit or organization, there is inflexibility in leadership. Styles of most leaders and yet decisions and policies are imposed on subordinates. These leaders failed to adjust their leading style to the changing situation of the business environment and this failure is due to lack of understanding that no particular leadership style can fit all situation and must be flexible to give room for change. The increasing student population into the university of Bamenda has called for the need of support staff in the university of Bamenda and these support staff have brought about leadership styles and also the various leadership styles have had effects so far so It is because of this reasons that the researcher went out to investigate the effects of leadership styles on support staff performance in the University of Bamenda.

Research objectives of the study

Main research objective

The main objective of this is to examine the effects of leadership styles on support staff performance in the University of Bamenda.

1. To investigate the effects of the dem

   Specific research objectives

   ocratic leadership style on support staff performance in the University of Bamenda.
2. To evaluate the effects of autocratic leadership style on support staff performance in the University of Bamenda.
3. To determine the effects of laissez faire leadership style on support staff performance in the University of Bamenda.

Research Questions

This study sought to respond to the following research question which are subdivided into two namely:

Main research question

What is the effects of leadership styles on support staff-performance in the University of Bamenda?

Specific research questions

1. What is the effects of democratic leadership style on support staff performance in the University of Bamenda?
2. What is the effect of autocratic leadership style on support staff performance in the University of Bamenda?
3. What is the effect of laissez faire leadership style on support staff performance in the University of Bamenda?

Research hypothesis

The research hypothesis will be written in their null forms as follows

Main research hypothesis

Ho: There is no significant effect of leadership styles on support staff performance in the University of Bamenda

Ha: There is a significant effect of leadership styles on support staff performance of Bamenda.

Specific research hypothesis

Ho1: There are no significant effect of democratic leadership styles on support staff performance in the University of Bamenda.

Ha1: There is a significant effect of democratic leadership styles on support staff performance in the University of Bamenda.

Ho2: There is no significant of laissez faire on support staff performance of Bamenda.

Ha2: There is a significant effect of laissez-faire on support staff performance in the University of Bamenda.

Ho3: There is no significant effect of autocratic style on support staff performance in the University of Bamenda.

Ha3: There is a significant effect of autocratic style on support performance in the University of Bamenda.