Professional Documents
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PG/MSc/07/43627
JANUARY, 2012
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JOHN EDOKA
PG/MSc/07/43627
JANUARY, 2012
APPROVAL PAGE
The dissertation has been approved for the sub-department of
……………………... …………………………….
Prof. C.Ofuebe. Prof. Fab Onah
Supervisor Head of Department
………………………… …………………………….
Prof. E. Ezeani External Examiner
Dean of Faculty
CERTIFICATION
I John Edoka, a postgraduate student in the department of Public
been submitted in part or in full for any other Diploma or Degree of this
…………………………….
John Edoka.
PG/MSc/ 07/43627
DEDICATION
This dissertation is dedicated to my wife Mrs. Helen Edoka and my
ACKNOWLEDGMENT
My ability to pursue a higher degree to completion inspite of the
considered me good enough to be trained. May God bless you all. I also
thank my colleagues and all those who showed concern concerning the
completion of this programme. I say God bless you all. I must not fail to
Abstract
The study aimed at evaluating the impact of effective leadership on
organizational performance in Nigeria using National Youth Service
Corps Kogi State office. The evaluation was done through the use of
questionnaire and structured interview question, tailored towards:
determining the impact of effective leadership on the performance of the
organization; assessing the effect of the relationship between effective
leadership and organizational performance in promoting maximization
of the objectives of the organization examining whether three are
leadership obstacles that hamper organizational performance in the Kogi
Sate NYSC; finding out if there are possible way of enhancing
organisational performance in the Kogi State NYSC. The study
employed survey research design in the work. The questionnaire was
structured in five point scale in line with the objectives set out to be
achieved in the study. The instrument was checked for reliability using
test-re-test method. A sample size of 82 was selected from a total
population of 103 and stratified random sampling was used to select the
respondents. The data generated from the field survey were presented
and analysed using quantitative method like frequency distribution
tables and simple percentage (%). The test of hypothesis was performed
using chi-square statistical test. The result arising from the primary data
tested at 0.05 co-efficient interval and degree of freedom revealed that
there is positive and significant relationship between effective
leadership and organizational performance in NYSC Kogi State. The
study also revealed that there are no leadership obstacles that hamper
organisational performance in the Kogi State NYSC resulting from the
structure of the organisation management. However, the study revealed
that in-spite of the above, there are other factors that affect
organizational performance. These factors are lack of good office,
equipments, insufficient funds and poor work environment. Again, the
work also revealed that in the Kogi State NYSC there are possible ways
of enhancing organisational leadership for effective performance. Above
all, the study revealed that there are no empirical evidence to show the
relationship between effective leadership and organisational
performance. In view of the above, since it is people that make up
organisation therefore, it has been recommended among others that all
those things the people need to enable them perform at high level
should be put in place for them.
TABLE OF CONTENTS
Title page i
Approval page ii
Dedication iv
Acknowledgement v
Abstract vi
Chapter One
Introduction 1
Chapter Two
2.1 Introduction 11
organizational performance 12
2.3 Conceptual clarification 14
2.15 Hypotheses 45
Chapter Three
Introduction
Chapter Four
4.0 Introduction 61
Chapter five
5.1 Introduction 93
Bibliography 100
LIST OF TABLES
Table 2:1 List of units, in NYSC Kogi State 44
an indigene or not 66
organisation operations 67
Table 4:8 Whether or not all sectional heads report to the director
Table 4:10 To find out how the sectional heads run their sections 69
Table 4:12 To find out if the staff receive on the job training or not 71
contributions 79-80
in their organisation 82
organisational performance 85
CHAPTER ONE
INTRODUCTION
typical Nigerian are managed through leadership styles that are strange
scenario, this study will be important in that it tries to fill this gap.
upon how well the leaders of the organisation understand and perform
their jobs. Maddock and fullton 1998 in Iyang (2006) explain that
relationships with the Organisations, each member will in the light of his
and one which can build and maintains his sense of personal worth and
importance.
Despite the above, we should note that individuals have their needs to
from the individuals will be based on the realization that by doing that,
his personal objectives and goals will be met, otherwise his interest in
the organisation will wane. Based on that, leadership effectiveness
the subordinates, the customers and agencies within and outside the
Process. Therefore, managers should realize, that people are the critical
synonymous with the organisation. But the problem is, to what extent do
managers recognize this fact that employees are synonymous with
can give their best to ensure high performance? Again the leadership
which makes job switch difficult has resulted in the hardship workers
this situation, how effective can a leader be to elicit the best response
from subordinates and make for the highest or best performance (Usoro,
2000). Furthermore, some researchers are of the opinion that the most
businesses and other institutions are poor attitude to work among the
culture.
performance.
State.
follows:
State.
that this work through its findings will change the perception of the
seek efficient ways to enable them to out perform others, a long standing
approach is to focus on the effects of leadership. This is because team
leadership, organizations move too slowly, stagnate and lose their way.
are really issues about how leaders influence behaviour, change the
The result of this study will also help officers in managerial positions to
Federal, State and Local government Areas especially Kogi State and
the Local Governments in the state on the ways to adopt the right
leadership styles that can support them so that the state secretariat will
achieve its goals and objectives like any other state secretariat will
achieve its goals and objective like any other state secretariat in the
country.
It is also believed that the work will stimulate further interests in future
The scope of the study covers only National Youth Services Corps Kogi
thought framework of the objectives of the study, the scope of the study
and motivation.
organizations.
In conducting this research project, the work would have been more
thorough if the thirty six States National Youth Service Corps offices in
it was difficult to study all the thirty six States National Youth Service
have made the work richer were not obtained due to the unwillingness of
getting the little to give out rich information so the researcher resorted to
getting the little he could from the staff of the secretariat. Also, due to
lack of culture of proper record keeping, only very limited data were
However, inspite of all these limitations and other constraints which may
not be mentioned here, it does not in any way affect the reliability of the
research work for the purpose of reference and its usage by all the
Secretariat.
CHAPTER TWO
2.1 Introduction
The extent to which the researcher builds his or her study on what has
state of the field, and an indication of the extent to which the proposed
work moves the field ahead in some significant manner. This study is not
performance.
- Conceptual Clarification
- Leadership Styles
- Organisational Performance
organisational performance.
Avery considering the views to several scholars states that during the
due largely to the widespread belied that leadership can affect the
and practitioners in his view are of the opinion that effective leadership
Avery (2008) presents the views of (Avolio 1999 Lado et al 1992, Rowe
needed to get the job done. Visionary leaders Avery states creates a
and use of metaphor, model the vision by acting consistently, and build
commitment towards the vision. (Zhu et al, 2005 in Avery 2008) suggest
organisational environments.
attitudes and behaviours of others. Leaders set a direction for the rest of
us; they help us see what lies ahead; they help us visualize what we
www.mindedgepress.com/pdfs.
groups of people define their goals and find ways to achieve them.
In his view they use power and persuasion to ensure that followers have
2003).
“influence, the art or process of influencing people so that they will strive
part of followers but also willingness to work with zeal and confidence
(Ezeani 2006).
clarify, vision and improve shared mental models- that is, they are
Kellor 2006 in Olusey and Ayo 2009, when you expect the best from
your employees they will give you their best. On the other hand, when
you expect little from employees they will give you low performance in
return, which in their view was named by Manzoni and Barsoux (2004)
and Ayo (2009) states that motivation is the process that arouses,
committed to their jobs. Money is not the only motivator but that there
motivation may not be only key factor but that leadership effectiveness is
people and directing their efforts towards the goals and objectives of
one may want to state that the behaviour and role of the leaders of
National Youth service Corps in Kogi State does not encourage workers
towards work performance and this is the major issue discussed in the
statement of problem.
Leadership is the moral and intellectual ability to utilize and work for
what is best for the company and is employees. Good management and
sustaining current performance and growing for the future with the
maintained and morale rebuilt. The vital role of the leader in shaping
organisation.
In view of the above, and from the statement of problems as they exist in
National Youth Service Corps Kogi State, one can state clearly that
encourage high performance and because they lack proper planning and
organisation of work it certainly will affect the performance of workers in
the office.
Oluseyi and Ayo presenting the views of (Burney et al 2007) are of the
view that the level of performance of employees relies not only on their
actual skills but also on the level of motivation each person exhibits.
behave in some particular way, typically a way that will lead to rewards.
employees. Harrington, 2003, in Oluseyi and Ayo state that for any
Corps and in recognition of this Oluseyin and Ayo are of the view that
three ways. The first they say looks at arousal that deals with the drive or
work and being successful in what they do. The second part referring to
the choice people make and the direction their behaviour takes. That is
why the behaviour of the leader is very important when it comes to how
employees especially the work environment. The last part they said
deals with maintaining behaviour clearly defining how long people have
out researches and have discovered that there exist positive relationship
leadership, is every bit as crucial (if not more so) in African organisations
leadership theories have been proposed in the last fifty years which are
Behling and Mitilem (1996) who confirmed the link between high
commitment and willingness to take risks. That is why it has been widely
2. 7 Leadership Styles
- Authoritarian or autocratic
- Participative or democratic
Authoritarian (autocratic)
This style is used when leaders tell their employees what they want done
and how they want it accomplished, without getting the advice of their
followers. Some of the appropriate conditions to use are when you have
all the information to solve the problem, you are shorts of time, and your
Some people tend to think of this style as vehicle for yelling, using
occasions.
Participative (Democratic):
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.
This is normally used when the leader has part of the information and
the employees on the other side have the other parts. We should note
benefit, it allows them to become part of the team and allows you to
make better decision. Based on the above the National Youth Service
In this style, the leader allows the employees to make the decisions.
However, the leader is still responsible for the decisions that are made.
This is used when employees are able to analyse the situation and
determine what needs to be done and how to do it. This is not a style to
use so that you can blame others when things go wrong, rather it is a
style to be used when one fully trust and confide in the people below
achievement after having exerted effort. They also present the views of
the staff of National Youth Service Corps, Lokoja office. This is because
will equally lead to high performance and the lack of it will have an
opposite effect.
In view of the above, Oluseyi and Ayo again state the view of Behling
and Mcfillen (1996) who confirmed the link between high performance
this (Oluseyi and Ayo 2009). This is very much related to the National
critique. They said that previous researches have been heavily criticized
net profit margin, business unit sales and percentage of goals met
applied to organizations that are profit oriented and that non profit
net financial and cost controllable are combined with the environmental
198; George, 1990; Johnson, 1996; Reynierse and Harncer, 1992; and a
Corps Kogi State are not satisfied by the quality of leadership behaviour
other hand, the customers both the organizations where corps members
are posted to and the corps members are not too satisfied as a result of
2009).
desired action.
that is words (spoken) non- verbal and written. This may be a problem
organization.
The sender must determine the purposes of the communication and use
symbols having the same meaning for the sender and receiver.
Anything which prevents the sender and the receiver from having the
include
Higher productivity
Higher profit
Labor stability
he/she will perform most effectively given the necessary resources and
supported with good policies. The qualities found in the person are
expected to help carry out some defined functions and goals every
administrator wants peace to reign in the work milieu but the only way to
able to grasp all the facts in a complicated situation, to sort them out and
to set them out in their proper relationship and to summarize them in the
however complicated.
The capacity to think less in terms of things as they are today but
The capacity not only to understand people but also to lead them
to be conductors of orchestra.
Sense of Humor
make the interaction interesting and sustainable without losing the focus
of the issues being discussed with the staff colleague. He must in all
dignified and calculated way of speech and always conduct him/her self
Organisation and then direct the activities of his men to the attainment of
administrator as follows:
good integrity.
Assertiveness.
person can acquire these without having made himself the master of at
least one branch of work, leader must manifest some characteristics that
will make them unique in the organisation so that they can successfully
lead while others will follow in order to achieve the purpose of the
teaching by example.
popular.
Confidence: A belief in your ability to meet most challenges that
Innovation: The ability to “think outside the box;” take risks and
individual responsibilities.
others.
contribution of others.
Insight: the ability to see the big picture, a strong sense the stage
responsibility.
activities of the group must bear in mind that the individual making up
the group have different goals which the leader must know and that of
peace and unity rather than hindering the group’s progress and
goals rather than being sentimental. Groups are dynamic and so group
hostile group will require a different style of leadership from the one that
work with a well intended and friendly group. He emphasized further that
This chapter has been able to review studies related to the topic
of the objectives of the study and the hypotheses, the scope of the
From the review, it was gathered that the concept of effective leadership
set organisational goals. It is the leadership that creates a vision for the
However, the level of productivity of the Nigerian workers has for long
culture.
Research Design
very vital. This section handles how data is collected for this study to
buttress the initial statement, this section deals with the description of
of data analysis.
The research design embodies the blue print for the collection,
Thus, the methodology used for the collection of data is mainly survey
The target population for the study consists of eighty two staff of the
National Service Corps (NYSC), Kogi State. The total population of the
Area of Study
The study covers the National Youth Service Corps (NYSC), Kogi
item questionnaire.
Also the researcher made use of interview to elicit for more information
Sources of Data
The data used for this study was obtained from different sources. This
checking obtained data for this report. The data generated for the study
survey).
Primary data are those obtained directly from the originators or main
about the organisation being studied and their activities. The bulk of the
survey) after taking due cognizance of the purpose and objectives of the
study.
used in the study. The data collected from this source was obtained
through use of questionnaires constructed by the researcher and as
The data required for this study were collected through actual visits to
questionnaires to the eighty two (28) respondents from the Kogi State
study.
Location of Data
method.
Sample formula
N
N=
1 N 0.05
2
Where
confidence limit.
N = 103
e = 0.05 or 5%
103
n= 81.9085
1 1030.05
2
n = 82
n = 82
The raw data was classified and tabulated after ensuring that they were
findings.
Research/Statistics
Welfare
No Issued 41 41 82 100
No returned 41 41 82 100
2.10 Hypotheses
1. Ho There is no relationship between leadership and organizational
Evens and Robert House, who at about the same time wrote separate
papers on the subject. In essence, the path-goal theory attempts to
important part of the leader’s job is to clarify for subordinates the kind of
2008).
Relating this to the leader behaviour which was stated in the statement
State and will also lower his level of commitment to their work. Under
Mcshane and Glinow say that path-goal theory states that effective
that effective leaders create conditions that enable others to realize their
effective leader should posses are not present in the leadership of NYSC
secretariat in Kogi state which many have attributed the many problems
INTRODUCTION
water and sewage facilities, road, health care services and effective
civil war, the government and the people of Nigeria set for the country,
in the kind of leadership that emerge to govern the affairs of the country
was non the less ill-prepared and generally not properly motivated to
the future of any country depends on the youths. The youth of Nigeria
leadership.
It was the need to look beyond the immediate and think of the future
Scheme. This was done with a view to giving them the proper guidance
and orientation relevant to the needs of the country. The National Youth
Service Corps Decree No. 24 which has now been repealed and
promulgated.
with the spirit of selfless service to the community, and to emphasis the
since independence has clearly indicated the need for unity amongst all
National Youth Service Corps Scheme in Kogi State was created in 1991
following the creation of Kogi State by the then Head of State Ibrahim
the scheme at the grass- root and state level in other to carry out her
objectives.
The NYSC Decree 24 of 22nd May, 1973 which established the scheme
country as possible;
iii. the youth are exposed to the modes of living of the people in
The tasks of the scheme have been broken into specific work
i. Personnel management
v. Corps Mobilisation
state NYSC since that is the scope of the research. However, the
functions of the National Directorate and those of the states are basically
the same.
i. Arranging and providing other facilities which are essential for the
welfare of members of the service corps and for the success of the
exercises;
State capital of the Federation and the Federal Capital Territory (Abuja).
responsibility for the deployment of corps members within the state and
a. Education
b. Health
ii. Arranging for the collection of corps members at the end of orientation
government area;
v. Guiding and ensuring the effective cultural integration of corps
Zonal Offices
zonal inspector;
iii. Coordinate the activities of the members of the service corps in the
between corps members at the grass-roots level and the zonal offices.
The National Youth Service Corps secretariats are located in each of the
36 states of the federation and the Federal Capital Territory, Abuja. The
1993 approved structured changed the nomenclature of the head of the
STATE COORDINATOR
Assist Director
Assist Director Operations
Community services
Corps Inspectorate
Accounts Admin Mobilization
Department
Community
Stores Developemnt Corps
Procurement Public Welfare
Relation
Planning
Research/Statistics
The people of Kogi State are predominantly peasant farmers, with about
population lives along the Niger and Benue Rivers Banks who derive
The working group that is those that are in the regular employment both
in the public and private sectors constitute about 15% of the total
population, while the remaining 3% are into trading. Kogi State is made
groups which are the lgalas who are in the majority, the Ebira and the
Okun people. Other ethnic groups are the Kakanda, the Bassa, the
Oworo and the Nupes. Other tribes include the Ogori, the Magongo, the
Hausas and the Ibaji. These people are scattered all over the state with
the land mass of about 30,354. 74km.sq. The population of Kogi State
according to the last census figure is 2,516,414. The state was created
The purpose of this x- ray is to show the enormous challenges, the Kogii
NYSC has to face and on the need for the leadership to brace up and
address some of the problems raised in this study if the objectives of the
It was made up of lgala, Ebira, Kogi and Kabba Divisions with its
state creation exercise of 1967 and the abolition of the province and
regions led to the merging of the llorin and Kabba provinces to form
until 1976 when in another state creation exercise, the former lgala
Division was excised and merged with Benue province to form Benue
state with the headquarters in Makurdi. Kogi State came into being on
27th Auguss, 1991, during the state creation exercise that gave birth to
new sates under the Babangida administration. In effect, the part of the
old Kabba province that remained in Kwara and the one that was made
part of Benue State were excised and brought back together to form
Kogi State with the headquarters in Lokoja. The State is structured into
twenty one (21) local government areas namely: Adavi, Ajaokuta, Ankpa,
Omala, Yagba East and Yagba West. Kogi State is located between
latitude 6 o30’N, and 8o 50’N and longitude 5o 51 E and 30o E. The state
Nasarawa (North East), Niger (North), FCT (North), Kwara (North) Ondo
(South West), Edo (East), Anambra (South), and Ekiti (West). With a
15th largest state in the country in terems of landmass. The three major
ethnic groups in the state are lgala, Ebira and Okun. Together, they
constitute about 95% of the total population of Kogi State. The minor
and Islam are widely practiced in the State, although some people are
Presentation of Data
The methodology described the design used in this study. Also in that
Question 1: Sex
No respondents
Options A B Total %
Male 19 16 35 43
Female 20 27 47 57
Total 39 43 82 100
3. There were more females than males in all the units sampled.
No of respondents
Options A B Total %
18-29 6 4 10 12
30-40 18 14 32 39
41-50 12 16 28 34
51-60 5 7 12 15
61-70 0 0 0 0
Total 41 41 82 100
With 82 of the respondents within the age range of 18-50 years, it shows
that the bulk of the work force is till young and energetic. Therefore most
Option A B Total %
Primary 19 16 35 43
Secondary 20 27 47 57
Diploma/NCE 39 43 82 100
Bachelors degree
Others
Total
Table 6:
No of respondents
Options A B Total %
Under 1 year 0 0 0 0
1-3 13 13 25 30
3-5 13 17 30 37
Over 5 years 15 12 27 33
Total 14 41 82 100
This deals with the longevity of staff in the organization. The table above
shows that 25 respondents representing 30% fall within 1-3 years and
respondents representing 33% fall within 5 years and above. This shows
that most of the staff have been with the organization consistently and
No respondents
Options A B Total %
Director
Assistant Directors 1 1 2 2
Zonal inspectors 10 11 21 26
Senior Staff 17 13 30 37
Junior staff 13 16 29 35
Total 41 41 82 100
The table above shows the staff positions in the organisation. Of the
Note also that the post of Director has been converted to a State
population holds junior staff positions. The table shows that 65% of the
population under study holds the posts of senior staff and above. It
Table 8:
No respondents
Options A B Total %
YES 0 0 0 0
NO 41 41 82 100
Total 41 41 82 100
that the State coordinator is not an indigene of the state this indicates
No of respondents
Options A B Total %
5 24 25 49 60
4 11 9 20 24
3 6 7 13 16
3 0 0 0 F
2 0 0 0 0
1 0 0 0 0
0 0 0 0 0
Total 41 41 82 100
that their directors are strongly involved in the daily operations of the
The above table indicates that the State coordinator (Director) as well as
the organisation shows that 82% of the workers are of the opinion that
While 13% chooses the scale of 3, which represents 16%, none of the
No of respondent
Options A B Total %
YES 41 41 82 100
NO 0 0 0 0
Total 41 41 82 100
No of respondents
Scale A B Total %
5 23 25 48 59
4 12 11 23 28
3 6 5 11 13
3 0 0 0 0
2 0 0 0 0
1 0 0 0 0
Total 41 41 82 100
subordinates agree that they have very good relationships with their
superiors which represent 59%. Also 23 out of the total population also
No respondents
Options A B Total %
Freely 7 10 17 21
With director’s 34 31 65 79
intervention
Total 41 41 82 100
that sectional heads have free hand in running their sections while 65
running of sections.
Question 10: Is the work environment conducive for the
organization operations?
No of respondents
Scale A B Total %
5 4 6 IP 12
4 13 17 30 2837
3 5 6 11 1313
2 14 9 23 028
1 3 2 5. 06
0 2 1 3 4
Total 41 41 82 100
The table above shows that 12 of the workers are of the opinion that
and 28% are of the opinion that the work environment is average and
No respondents
Options A B Total %
YES 30 25 55 67
NO 11 16 27 33
Total 41 41 82 100
the job training while 33% do not receive training, their lack of training
performance?
No of respondents
Options A B Total %
a 14 15 29 35
b 11 12 23 28
c 14 13 27 33
d 2 1 3 4
e 0 1 0 0
Total 41 0 100
that lack of good office equipment and other vital infrastructure are a
choose insufficient staff and fund as the factors responsible for low
Question 13: Are you satisfied with your present salary level?
Options A B Total %
YES 0 0 0 0
NO 41 41 82 100
Total 41 41 82 100
None of the respondents is satisfied with his or her present salary. This
means that 0% of the 82 respondents are satisfied with his or her salary.
Based on non satisfaction, the unsatisfied workers may not have
performed their work creditably well and these no doubt would affect the
No of respondents
Options A B Total %
YES 23 27 50 61
NO 18 14 32 39
Total 41 41 82 100
recently. The implication is that majority of the staff especially the senior
staff were promoted. Of the 39% that was not promoted mainly due to
their qualifications, this can lead to complacency in the workers and can
No of respondents
Options A B Total %
Year of Service 16 18 34 41
Favouritism 12 11 23 28
Director’s Discretion 8 5 13 16
Others 0 0 0 0
Total 41 41 82 100
No of respondents
Options A B Total %
YES 31 28 59 72
NO 10 13 23 28
Total 41 41 82 100
subordinates?
No of respondents
Options A B Total %
YES 15 13 28 34
NO 26 28 54 66
Total 41 41 82 100
The table above shows that 28 respondents which account for 34%
adequate authority? For those who agree that there is delegation of duty
adequate authority, so that in carrying out the delegated duty, the person
performing it will have the authority to make certain decisions that will
belonging because of the trust placed on them. This makes for better
outsiders.
organisation so far?
No of respondents
Options A B Total %
Outstanding 5 7 12 15
Average 12 9 21 26
Poor 24 25 49 59
Total 41 41 82 100
Question 19: What do you think may be responsible for this level of
performance in 18 above?
The question was asked to find out the reasons for the level of
For those who agree that their organization is outstanding, their reasons
being;
to follow.
to change.
7. She sees herself as the overall boss and does not take other
peoples contributions.
No of respondents
Options A B Total %
Autocratic 11 9 20 25
Participative 15 18 33 40
Democratic 15 14 29 35
Total 41 41 82 100
contributions No of respondents
Options A B Total %
YES 11 14 25 30
NO 30 27 57 70
Total 41 41 82 100
30% agree that workers are motivated in responses to their efforts and
staff based on their effort and contribution. This can lead to low morale
level of motivation was good and satisfactory. 16% agreed that they are
there is no motivation.
No of respondents
Options A B Total %
YES 11 14 25 30
NO 30 27 57 70
Total 41 41 82 100
intuition.
Organisation
No of respondents
Options A B Total %
a 11 9 20 24
b 9 8 17 21
c 21 24 45 55
d 0 0 0 0
E 0 0 0 0
f 0 0 0 0
Total 41 41 82 100
Data Analysis
presentation. They were then used in testing the entire hypotheses. Chi-
square (x2) was used to test the hypotheses listed in chapter 1..
From the table, the Chi-square method is applied with the formula:
X2 = Oij eij
Eij
Hypothesis One
Options A B Total %
Autocratic 11 9 20 25
Participative 15 18 33 40
Democratic 15 14 29 35
Total 41 41 82 100
From the table, the Chi-square method is applied with the formula:
X2 = Oij eij
Eij
(DF) = (R – I)(C – I)
Where R = row
C = column
= (3 – 1) (2 – 1) = (2) (1) = 2
tabulated, we accept.
Ho: Otherwise, we reject.
Hypothesis Two
performance
Options A B Total %
a 14 15 29 35
b 11 12 23 28
c 14 13 27 33
d 2 1 3 4
e 0 0 0 0
Total 41 41 82 100
X2 =
Oji eij 2
Eij
14 17 2
15 18.29 11 13.41 12 14.63 14 17 13 15.85 2 2.43 1 1.21
2 2 2 2 2 2 2
tabulated, we accept.
(DF) = (R – I)(C – I)
= (5 – 1) (2 – 1) = 4
Hypothesis Three
Ho: there are no possible ways of enhancing organizational leadership
for effective performance in the Kogi State NYSC Hi: there are possible
the organisation
Options A B Total %
a 11 9 20 24
b 9 8 17 21
c 21 24 45 55
d 0 0 0 0
E 0 0 0 0
f 0 0 0 0
Total 41 41 82 100
From the table, the Chi-square method is applied with the formula:
2
X = X = 2 Oji eij 2
Eij
21 25.60 2 24 29.26 2 9.34115516
13.14 10.97 10.97 9.75 25.60 29.29
tabulated, we accept
Ho: Otherwise, we reject.
= (5 – 1 ) (2 -1) = 4
Decision rule: since our calculated Chi- square (9. 34115516.) is greater
than the tabulated Chi-Square under 4 degree of freedom (X2 (4), 0.05)
Hypothesis one
line with the objectives of the study based on the data analysed and
result arising from the primary data revealed that there is a positive and
performance. This finding conforms with what Etuk (1955) says that the
the customers and other agencies within and outside the organization.
the country’s culture. It shows that poor leadership in all its ramifications
Hypothesis Two
hypotheses one. The result obtained showed that the calculated chi-
square is 3.18153 while that of the tabulated is 7.7944. This shows that
performance in the Kogi State NYSC resulting from the structure of the
there could be other factors which can affect the performance of the
insufficient funds and poor work environment are some of the factors
In view of the above, the null hypothesis has been accepted while we
Hypothesis Three
performance in the Kogi Sate NYSC, was accepted while the null was
rejected. Considering this, Adebayo (2004) has stated that those who
hold leadership positions in organizations are usually those that have
qualities are that a leader must be tactful in dealing with his or her
issues being discussed with the staff and colleague. Others include
vision and enthusiasm that through these ways and others organisations
RECOMMENDATIONS
5.1 Introduction
from the study. The result were obtained in view of the objectives and
the hypotheses put forward in chapter one of the study, Based on the out
for the study. These hypotheses consisted of null hypotheses and the
generated and at the end the null hypothesis of the first hypothesis was
rejected while the alternative was accepted. In the same way the second
hypothesis was tested and at the end the null hypothesis was accepted
and the alternative rejected. For hypothesis three the null was rejected
follows
organizational performance.
this variable was held constant other factors such as good office
some of the variables that hamper the performance of the NYSC in Kogi
State .
needs and value preferences. Others are to ensure that for a leader to
needs for him to lead well as we have stated in the literature review.
Also, he needs the support of the head office and that of his
5.3 Conclusion
people also join organisations to satisfy their needs, and in so doing they
Hence, arising from the findings of the hypotheses which were tested
performance in the Kogi State NYSC. But that factors such as good
some of the factors which hamper the performance of the staff of the
organization which many of the staff said is beyond the control of the
Furthermore, that there are possible ways of enhancing the NYSC Kogi
State. This can be made possible through the provision of the necessary
5.4 Recommendations
commitment to their work if they discover that in doing that their needs
Therefore, that NYSC leadership in Kogi State should ensure that those
Also we found out that there are no leadership obstacles that hamper
beyond their control. Suh factors are non provision of adequate funds to
run the office, poor work environment and lack of office equipment to
enhance the workers performance if these facilities are put in place and
the office enjoys adequate funding from the National Head-quarters then
factors will not promote the success of the organization. So the people’s
considered if the leadership intends to realize the set objectives for the
was lacking. Also no real imperial studies was carried out on how most
people’s cultural background. This study filled this gap, by showing what
in Nigeria, the study can not be too sure that what makes a leader
effective in some parts of the country can also make him effective in
other parts. This is because members of each cultural group have their
performance.
as well.
background, education and exposure often affect the way and manner
Books
Publication
Internet materials
November 2011
Dear Respondents
subject.
Yours faithfully,
John EDOKA
Researcher
QUESTIONNAIRE
10. What is the relationship between the state coordinator and the
subordinate staff?
operations?
20. How can you describe the performance of the organization so far?
21. What do you think may be responsible for this level of performance
in 18 above?
standard to follow
stubborn to change
(7) She sees herself as the overall boss and does not take other
peoples contributions
22. From your experience with the organization, how do you describe
23. Do you think that workers are motivated according to their efforts
and contributions?