Effect of Leadership Styles on Employees’ Job Performance: Evidence from Federal Medical Centre in Niger State
Mawoli, M.A. , Mohammed, T.H., and Sarkin-Daji, B.D. (2013). Leadership Styles, Job Performance, Public Health Institutions, Federal Medical Centre, Private Health Institutions, Lapai Journal of Management Science, Vol. 4. NO. 1, Pp. 2838
15 Pages Posted: 7 Nov 2017
Date Written: February 1, 2013
Organizations are headed by managers who are expected to lead their subordinates towards greater performance that meets or exceeds organizational goals. Depending on the situation, managers could employ democratic, autocratic or laissez-faire leadership styles to get organizational goal and objectives achieved.
Thus, this study examines the effect of different leadership styles on the job performance of health workers at Federal Medical Centre, Bida. A sample size of 82 was drawn from a total population size of 1400 staff of FMC as at the time of conducting this research. Stratified random sampling method was used. Three different hypotheses were stated and tested with linear regression analytical too. It was found that autocratic, democratic and laissez-faire leadership styles are used by different heads of units, sections and departments to produce different job performance. Specifically, democratic leadership style has significant impact on the job performance of health workers while autocratic and laissez-faire leadership styles have less or no significant impact on the job performance of health workers. Furthermore, it was recommended among other things that the use of laissez-faire and autocratic styles should be discouraged since they are capable of creating a lawless working environment and very low employee’s job performance respectively.
Keywords: Leadership Styles, Job Performance, Public Health Institutions, Federal Medical Centre, Private Health Institutions
JEL Classification: M00
Suggested Citation: Suggested Citation