Leadership An Essential Ingredient in Ef PDF

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL
ADRRI JOURNAL (www.adrri.org)

pISSN: 2343-6662 ISSN-L: 2343-6662
VOL. 2 ,No.2, pp 19-36,November, 2013 1
AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI)

JOURNAL

pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 2 ,No.2, pp 19-36,November, 2013
Leadership an essential ingredient in effective and successful management: the case study
of Carson Products West Africa Limited.
Mohammed Mahamadu Zakaria
Received: 4th October, 2013 Accepted: 25th October, 2013 Published Online: 1st November, 2013
URL: http://www.adrri.org/journal
Abstract
Leadership is a process by which one person tries to influence others in the performance of a
common task. Through leadership subordinates are imaginatively directed, guided and
influenced in choosing and attaining goals. Personal interviews together with supplement
questionnaires were administered on two Managers of Carson Products Ltdwho were randomly
selected to collect data for the purpose. Data collected were manually handled, analyzed and
discussed. Much research has been directed to the leadership phenomenon. Also three broad
categories of leadership style exist: autocratic (theory X) democratic (theory Y), and free-rein
styles. Managers will use these styles in their effort to emerge as a leader. A manager who is
appointed to a position of organizational authority is not generally perceived as a leader at the
out set. It is hoped, however, that this person will emerge as a leader of the subordinates, thus
becoming a much more effective manager as well. The study revealed that leaders need to have
knowledge, capacity, patience and initiative to motivate, communicate, manage conflicts etc,
Every organization should therefore set-up human resource department to recruit, develop,
motivate and advance people for leadership position.
pISSN: 2343-6662 ISSN-L: 2343-6662
Keywords: leadership, essential ingredient, successful management, Carson Products West

Africa Limited
INTRODUCTION
Recent years have demonstrated clearly increasing emphasis on the need to increase industrial
productivity through a better utilization of the human resources of an organization. This has
brought to the forefront different concepts on how this can be effected through instilling in the
employees a willingness to work harder and more efficiently. Some have emphasised the human
relations aspect whilst others have stressed motivation. However the best leadership qualities to
plan, organize, direct, control, motivate and to lead the employees for optimum productivity has
yet remained controversial.
Every manager, irrespective of his management hierarchy level, has to deal with people and
would like them do what he wants them to do. Leadership is an essential ingredient in effective
and successful management. Leaders can have a substantial impact on performance; leadership is
one of the most popular and important topics in the field of management. Leadership is a means
of direction. A leader’s actions are devoted to helping a group to attain its goals with confidence
and keenness. It is a key process in any organization, and an organizations’ success or failure is
largely attributed to leadership. It is an essential component of the organizational climate.
Ultimately management leadership is responsible for establishing the type of climate that
facilitates motivation, communication and the successful performance of the institution.
According to Steers (1988) leadership can be defined as a process by which people are
imaginatively direct, guided and influenced in choosing and attaining goals. It is helpful to look
at leadership in an organizational setting as behaviour, as something one person does to influence
others. Leadership can also mean the influential increment over and above mechanical
compliance with routine directives of the organization (Katz & Kahn, 1978). It also implies that
the leader accepts responsibility for the achievement of the group objectives and it is therefore
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essential for trust and cooperation from both sides to be in evidence all the time. Leadership is
the process by which one person influences others to do something on their own free will rather
than of fear of the consequences if they do not do it or because they are forced to do it. This
voluntary aspect is different from other processes, such as influence by authority or power.
It is a fact that leadership is important to managerial and organizational success. Managers work
with and through other people to accomplish corporate goals. Indeed, managers take on much
wider range of roles to move the organizations towards its stated objectives. Unfortunately,
however, most managers lack the needed leadership qualities, skills and styles to make them
effective and successful.
The specific objectives of the study are delineated as follows: to find out how managers could
develop new employees to quickly contribute to the organization, to reveal how managers could
boost morale of workers, to evaluate how management could achieve effective communication
with workers, to find out how management could encourage cooperation and team spirit among
employees, to examine how organization could attract, maintain and develop future leaders, to
find out how management could resolve conflicts in their organization.
This study employed the qualitative data analysis approach to research to explain the various
styles of leadership and its impact on successful management. Therefore, the use of quantitative
analysis was not employed.
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LITERATURE REVIEW
Early Genetic Theory
For hundreds of years observers recognize leadership as the ability to influence people in such a
manner that they willingly strive towards an objective. It was believed that this ability was
something apart from official position. This view held that certain people were born to be
leaders, having inherited a set of unique traits, characteristics, or attributes that could not be
acquired in any other way. This position, also known as the “great man” theory of leadership,
concluded that leadership qualities were inherited simply because the leadership phenomenon
emerged frequently within the same prominent families. In reality, however, strong class
barriers made it impossible for anyone outside these families to acquire the skills and knowledge
required becoming a leader.
With the beginning of the twentieth century this belief in inherited leadership characteristics lost
ground, although the belief in the significance of leadership attributed remained in the picture.
Trait or Attribute Theory
There are many studies dealing with the trait required for successful leadership. As social and
economic class barriers were broken down and leaders began to emerge from the so-called lower
classes of society, the genetic theory was modified. This modification primarily occurred
because in the first half of this century behavioural scientists began to contribute to the literature
on leadership. The first contribution was made by writers who, rather than considering
leadership only a function of inherited characteristics, held that it could also be acquired through
experience, education, and training. According to R. D. Mann, (1959) traits such as physical and
nervous energy, above-average height, a sense of purpose and direction, willingness to accept the
consequences, enthusiasm, friendliness and affection, integrity, technical mastery, decisiveness,
verbal fluency, assertiveness, initiative, originality, intelligence, teaching skill, faith, ambition,
and persistence are mentioned.

Generally, the traits listed include such attributes as objectivity, judgment, initiative,
dependability, drive, liking for and understanding of people, and decisiveness. Also always
mentioned are emotional stability and maturity, a strong desire to achieve the ability to cooperate
with others, and a high degree of personal integrity. After surveying the literature, Stogdill
(1948), concluded that leadership is associated with the following personal factors; intelligence,
including judgment and verbal facility, a record of past achievement in scholarship and athletics,
emotional maturity and stability, expressed in dependability, persistence and a drive for
continuing achievement, the ability to participate socially and to adopt to various groups and a
desire for status and socio-economic position.
Piotrowski and Rock (1959), also give a summary of the following characteristics: the ability to
meet people from all walks of life and talk with pleasure on a wide range of subjects. The ability
at all times to work at a “mad pace” and sometimes with the reflective and slow tempo of a
Buddhist priest” and an interest in world affairs and events in the personal lives of those around
him. Also pleasure in talking and the confidence require for isolation and pondering as well as
the ability to drive people hard when necessary, be subtle and tactful at other times the ability to
take a witty or serious approach, as circumstances may require. The capacity to deal with both
concrete and abstract problems, the capacity for originality and willingness to follow precedent.
And lastly the willingness to be conservative but at other times to take risks no gambler would
dare to take (that is, the executive must know when to take risks and when to seek security) and
assurance in decision making and humility in advice seeking.
In my view there is considerable overlap between the various traits mentioned. Scarcely are they
mutually exclusive. Also, there are many instances of conflicting or incompatible traits such as
that of Piotriowsk & Rock. Furthermore, the lists are confusing because they used different
terminology and had different numbers of characteristics. Nevertheless, the trait approach was
widely accepted for a long time. It was extremely plausible because studies of various successful
leaders almost always indicated many similar personality and character traits; however, the

intensity and degree of the traits varied. Lastly, the trait method ignores situational factors in the
environment that influence the effectiveness of leadership
Situational Approach
Due to the inadequacies of the traits analysis of leadership, social scientists investigating the
subject in late 1940 came out with important situational factors. Stogdill (1948) studied the
evidence for 29 qualities appearing in 124 studies, and concluded that intelligence; scholarliness,
dependability, social participation and socio-economic status were found to bear some relation to
leadership. The evidence suggests that leadership is a relationship that exists between persons in
a social situation and that persons who are leaders in one situation may not necessarily be leaders
in other situations (Adair, 1984).
Another study by Jenkins (1949) supports this conclusion after reviewing 74 studies on military
leadership. That leadership is specific to the particular situation under investigation. Who
becomes the leader of a particular group engaging in a particular activity and what the leadership
characteristics are in the given case is a function of the specific situation. He was of the view
that there are wide variations in the characteristics of individuals who become leaders in similar
situations and even great divergence in leadership behaviour in different situations. The only
common factor appeared to be that leaders in a particular field need and tend to process superior
general or technical competence or knowledge in that area. General intelligence does not seem
to be the answer.
In a study of employees of 88 companies, professor J. C. Wofford, using multiple factors

analysis technique, established five independent situational factors that influence the
effectiveness of leadership behaviour. The first of these factors, centralization and work
evaluation, refers to the degree of centralization of decision making functions in the
organization, and the extend to which work is closely controlled by supervision.

Second is the factor of organizational complexity and the corresponding degree of technical
knowledge required of organizational members. Usually, a high degree of group cohesiveness
and high levels of technical skills and associated with high organizational complexity. Thirdly,
the size of the total organization, which is associated with highly, structured work tasks.
The fourth situational factors refer to the structure of the work group itself. A high rating in this
respect implies a small work group with the members preferring group meetings and
participation in the decision-making process. The last factor is organizational layering and
communications refers to the number of levels in the organization and communication between
peers in the organization (Sisk, 1977).
The Follower Approach
Rue & Byers (1992) are of the view that better understanding of leadership incorporates the input
contributed by groups and follower. This approach maintains that the followers and the makeup
of the group must also be studied because essentially it is the follower who perceives the leader
and the situation and accepts or rejects leadership. Proponents of this approach further maintain
that, followers’ persistent motives, point of view, and frames of reference will determine what
they perceive and how they react to it. The follower approach emphasizes the importance of the
group at a particular point in time, but it also acknowledges that certain characteristics will help
one person emerge as the leader rather than another person. The satisfaction of the followers’
needs, however, is an important aspect.
More specifically, the group and follower approach stresses the idea that the leadership function
must be analysed and understood in terms of a dynamic relationship, a social exchange process
between the leader and the followers. They bring to the situation their personalities, needs,
motivations, and expectations. The leader appears to the followers as the best means available
for the satisfaction of their needs, whether those needs are emotive or task oriented. The group
members will follow the leader because they see in that person the means for personal
fulfillment. A leader is essential for influencing a group to act as a unit to move toward task

accomplishment. The members look at this individual as their leader not only because he or she
possesses certain characteristics, such as intelligence, skill, drive, and ambition, but also because
of his or her functional relationship to the members of the group.
Contingency Model of Leadership Effectiveness
There are a number of factors that contribute to effective leadership in the contingency model.
First is, the group in which leadership occurs is defined and a classification system is developed.
Then the other factors such as position power, the task structure, and leader-member relationship
(Sisk, 1977).
Fiedler (1965) defines a small group within which most leadership occurs as “a set of individuals
in face-to-face interaction who perceive each other as interrelated, or as reciprocally affecting
each other and who pursue a shared goal”. (Sisk, 1977 & Stoner, 1982). Groups vary
considerably with respect to the degree and nature of the interaction between members, with the
result that three types of groups emerge – interacting, co-acting and counteracting.
The interacting groups are characterized by a high degree of interdependence between members
of the group. In interacting groups each member must complete a task in other that the other
members may successfully perform their assigned task. The degree to which its members share
the goals of the group is high, and the leader must develop within such a group the coordination
necessary to reach group goals.
The members of co-acting groups may perform their respective individual tasks independently
from those of their members of the group. Co-acting groups need coordination only in the
achievement of group goals and in those instances where the goals of individual members may
be in conflict with those of other members (Fiedler, 1967).

Leadership in counteracting groups is very difficult, because in most instances there are two
leaders – one for each side. Such as in labour – management bargaining team. Also leadership
in these groups is primarily one of conflict resolution.
Position power: - the power associated with the position of leadership makes leaders more
effective. The high position power is the right to hire and fire, to reward or withhold promotions
or changes in pay; the appointment to the position and designation of title endorsed by the
organizational hierarchy; and the accompanying external signs that clearly indicate the position
of the office within the organization.
A leader with low position power might be designated as temporary or acting, be elected by and
subject to removal by peers or subordinates have no power to select or retain subordinates and no
designation of rank or authority. Though position power is usually recognized as one of the
factors determining the effectiveness of leadership, its precise effect is not clear since the result
of empirical studies is ambiguous. A leader with high position power has at least an initial
advantage in that this leader has the support of the organization and consequently should feel
freer to interact openly with the members of the subordinate group (Sisk, 1971).
The task structure: - the task is another factor that determines the effectiveness of leadership.
Some tasks by their very nature are relatively easy to define, to accomplish, and to having a high
degree of structure with the result that it is more difficult to define and to measure progress
towards their accomplishment.
According to Sisk (1977) Fiedler uses four criteria in determining the degree of task structure.
First is the extent to which the decision or solution may be verified by comparison with a model
or by subjecting them to an objective evaluation one regarded as structure. The clarity of the
goal and extend to which it can be communicated to and understood by the members of the
group is the second dimension of task structure. Thirdly, multiplicity of available alternate
pathways or solutions is significant. And finally, there is the specificity of the solutions. Most

arithmetic problems have only one solution; others such as a square root have two, a plus and a
minus. At the other extreme, problems dealing with human relation, value judgments, and
matters of opinion may have many solutions, as there are participants in the group.
Consequently the structure of the task itself is a significant factor in determining the
effectiveness of leadership.
There is also evidence that the size of the group and the task interact as determinants of
leadership effectiveness. There is a positive relationship between both productivity and leader-
member relations in those situations consisting of highly structure task. A supervisor of a highly
structure task is likely to have a better performing group and more cooperation when size makes
it unlikely that the supervisor can give close attention to each member of the group. However,
when the task is relatively less structured there is no significant difference in size with respect to
both productivity and leader-member relations, thus suggesting that the contribution of the
supervisor to the members of the group is not particularly significant.
Furthermore, leader-member relationship is another point that shows the effectiveness of

leadership. There is the personal relationship that exists between the leader and the members of
the group that is significant in determining leadership effectiveness. The personality
characteristics of a leader are important, but of equal importance are the composition and history
of the group. In most formal organizations a group exists prior to the advent of the designated
leader. With legitimacy of position and the position power conferred by the organization, most
designated leaders are able to demonstrate some degree of effectiveness. If the leader succeeds
in building a strong interpersonal relationship by demonstrating competence and achieving goals
and at the same time by supporting the needs and desires of the group, the position is further
enhanced, thus making subsequent leadership tasks easier to achieve.

METHODOLOGY
In order to meet the objective of this study and to ascertain the true picture of management
leadership at Carson Products West African Limited, Personal interview was conducted with
supplement questionnaire (see methodology). This chapter handles analyses and discusses the
findings of the fieldwork.
The samples of this study were managers of Carsons Products W/A Ltd who were randomly
selected. The respondents were both females who were managers at the functional level of the
company. Their ages fall between thirty (30) and thirty five (35) they were graduates of the
university (one was a Bsc. (Hons.) Biochemistry and the other one failed to answer when I
wanted to know the field she majored). It revealed to me that all the managers of the company
are likely to be product of the university or Institution of higher learning and fall between the
ages of 29 and 38 looking the ages of the respondents.
RESULTS AND DISCUSSION
The study sought to find out what qualities and characteristics they think make managers
successful. The respondents mentioned that leaders must be reliable, be proactive, respect the
views of others, should bring out the best in people, the ability to communicate, delegate, set
targets and demonstrate job requirements. Also mentioned were fairness, objectivity, firmness,
team player, self-discipline, welcome criticism, should be solution finder and not a problem
identifier and must show kindness. That, leaders are also intelligent, self-confident, with strong
sense of themselves, persistent, controlled, verbal, diplomatic and popular. There are
conscientious and seek responsibility, are venturesome in problem solving, exercise initiative in
social situations, accepts responsibility, pursue goals, persistently, tolerate frustration, honest and
know how to get things done.
They were of the view that leaders are people of action who have constructive impact on
employees that it is not only their abilities and traits that make them a leader but how these are
demonstrated and conveyed to employees. That honesty is a foundation for credibility and
trustworthiness. Leaders talk about what they wand to do and then do it. They express their

ideas, hopes and fears and act consistently with their intentions. Ethical standards are a
fundamental basis of leadership.
They also thought that leaders must be inspiring. More than knowing where they are going,
leaders through their commitment and enthusiasm, convince people that this direction is
valuable, perhaps even noble. Employees are looking for meaning and purpose. If their leader
does not believe, why should they? Leaders should be competent; followers want to believe that
their leaders know what they are doing. People do not want to invest themselves in fruitless
activities and directions. They want a journey that they can move towards the destination and
leaders who can help them get there.
Leaders use their abilities and character to have a constructive impact so that their team and
organization is more effective for the future. Undoubtedly being resourceful, committed and
handy are useful but these abilities have to be put to work for leaders and their followers must act
and achieve. For leadership, like beauty, is in the eye of the beholder.
The study also sought to know how the managers gather information in decision-making and also
meet deadlines. The respondent said by liaising with other departmental heads from which the
decision will affect. From supervisors who are working under them, through the Internet,
research and at times from the parent company in the USA.
These made me understand that there must be cordial relationship and cooperation among all
sections of the organization so that collective decision is met. Leaders must also have
knowledge in conducting research in their area of responsibility in order to get valid results in
decision-making. Their knowledge in information technology is also needed to be desired. We
are in global economy where technology plays a major role. Managers should be conversant with
computer communication. The study revealed to me that all the managers could use the
computer and the Internet in seeking information to plan well towards the achievement of the
organizations goal.

There should be constructive relationships among the various sections in the organization and
between managers and subordinates. Through these relationships, people feel social support and
receive self-confirmation that builds self-esteem. People want to achieve and accomplish
challenging tasks for the internal satisfaction of doing a job well. Relations on the job need to be
structured so that people share information and resources and encourage each other to work
effectively. It is also found out that individuals find it very difficult to be productive without the
advice, knowledge and support of others. People working together satisfy their power needs to
influence and have an impact on each other. Productive teams give each other feedbacks and
support that builds self-esteem. Demands for work and striving to get the job done, in turn,
builds effective, supportive relationships people under pressure to produce recognize clearly that
they need each other to be successful. They use their tasks as common goals that unite them in a
common effort.
The researcher also sought to find out how the management at Carson products communicate
with their subordinates and it revealed to him that they communicate through face-to-face, the
telephone, internet (e-mail) and at monthly general meetings. This revealed that most of the
employees also have knowledge in the Internet since management could communicate to them
through that media. There is also a good communication skill among them. There were of the
view that managers need to use a medium and language that will send the right intention of the
message and also obtain feedback to ensure that there is mutual understanding. To achieve a
common goal at a work place the parties involved should share information in relation to the
work they perform. Though some times management make decisions and policies that affect the
operational environment these should be communicated to the employees performing those
duties in such a way that the message is received and understood and feedback should be
obtained to ensure clarity.
The responses received made the researcher to conclude that communication is really vital for
the survival of every organization and managers and employees should use it to achieve common
goal. The parties involved in the communication should have these four basic skills: effective

listening, speaking, reading and writing. These skills are necessary in every work situation.
Almost all those who rise to the top of any carrier are those who can communicate well. If
managers use a medium that cannot be understood and practiced by the subordinates then the
organization cannot win but will fail. And if information is sent across feedback should be
sought to ensure that the message is understood. Some studies conducted into communication
revealed that a society’s progress could be determined by its ability to communicate within itself
and with other societies. So leaders must have the skills to communicate with followers.
The study also tried to examine how decisions pertaining to group task and setting of work
standards were made. The respondents gave a divergent view to this question. One respondent
said she does not involve the employees doing the work to take part in decisions relating to it.
She does the homework and announces it to the employees; she however, gives guidance as to
how the work should be done. I then notice that this manager is likely to be an autocratic leader.
The other respondent was also of the view that decisions relating to work can be taken alone or
involves the other parties if it involved them. She maintains that their involvement will give
them the fair idea as to what the task entail. At times she only sit down to put the plans on paper
and later announce it to the followers. When this was done she then explained to them why such
a task was necessary and also suggest to them how to go about it. This respondent is also likely
to be a democratic leader (See leadership styles).
The study further examined to know how standards were set and the one described as autocratic
simply refused to reply and the other respondent answered that, standards are set based on the
results required. She further maintained that when standards are set they do not end there.
Measures were taken to maintain such standards. The following were some of the measures she
used: delegation, setting deadlines monitoring targets and evaluating group performance against
standards to ensure responsibility and to develop skills. I deduced from this that most managers
have problem in involving the employees in decisions relating to their work forgotten that they
care most about the company and each other.

The researcher in his observation feels that the core of management is precisely the act of
mobilizing and pulling together the intellectual resources of all its employees. Managers should
have the ability of drawing all the brainpower of its employees in order to compete well. The
traditional view of “getting ideas out of the heads of leaders into the hands of job holders” is no
longer viable. Since employees do the actual work for the company’s success they should be
fully participated in decision affecting them, to deliver value to customers.
The researcher further wanted to know whether the respondents always understand their
follower’s actions and demands and they responded in the affirmative. There were of the view
that they are easily approachable and because of that the employees find it very easy asking them
for any kind of assistance. In an answer to whether they attend to those needs promptly, one said
yes, because the happy staff gives the most output. One respondent gave the assistance she ever
gave by saying that, most of the personal needs as well as financial and family problems and
because of her kind gesture they enjoy working under her since she also create team spirit among
them.
The other respondent also giving examples of the help she ever offered by mentioning good
technical suggestions, sound job rated advice and also make them feel valued and important. It
also revealed that good personal relationship between management and employees is very
important in improving teamwork spirit. Because of this managers normally demonstrate to the
employees how to do the assigned duties. They were also of the view that they expressed
acceptance of persons and their views as far as that contribution is accurate and relevant to the
work at hand. It also revealed that the employees sometimes demand explanation when a task is
given and the managers do explain all the necessary steps involve and set standards, allocate
work based on personal strength, do follow-ups and set deadlines to ensure that right things are
done at the right time.
As stated above, I realized that personal relationships are particularly important when working
within and across organizational, cultural and national boundaries. Managers should invest

much time and energy in developing personal relationships and trust. Personal relationships
make the work rewarding and enhancing. Leaders normally fill their retirement speeches with
gratitude for the opportunity to getting to know diverse people and appreciate what makes them
special and unique. Leaders need not be tribalistic, partial, etc and should use feedback that is
specific and personal increases self-awareness and builds self-esteem. Social support is credible
when given to a person as an individual, not an automatic response to everyone.
Based on the above results, it would be recalled that different theories have been propounded on
how motivation works. Prominent among these theories include that of Abraham Maslow, a
social scientist, who describe human being as a wanting animal having unceasing needs when
one is satisfied another one rises and need to be satisfied. He stated how employees could be
motivated hierarchically. In the first place, he said employees seek security and a predictable
future, protection against unemployment, illness, old age and similar catastrophes. Secondly,
employees seek sufficient income to maintain or slightly improve the standard of living to which
they are accustomed. They seek acceptance by their peers, they conforms to group norms and
values.
Also employees seek personal recognition and status to impress their peers (at times through
promotion), enough personal autonomy to convince themselves and their peers that they are
somebody. Employees seek enough leisure time and income to permit indulgences in whatever
pleasures appeal strongly. Finally employees seek self-actualization, the realization of their
individual potentials, the liberation of their creative talents ad the fullest possible use of their
abilities and aptitudes.
The study also sought to know whether there were disciplinary measures in places to check the
behaviour of employees. One respondent emphatically said that all disciplinary actions are
handled by the human resource department. On the part of the other respondent she said that
though the human resource manager handles all disciplinary action and on her part as a manager
with authority she do give verbal warning, warning letters and sometimes suspensions. This
suggested that the company do not have rigid rules on its members and any one especially

managers can initiate their own rules to punish wrong doing provided that does not go against
company rules and objectives.
In an answer to whether the company have strategies in place to ensure that the discipline is
maintained, one respondent told me it was personal and that every organization have a rule,
policies and procedures it follows. One also maintained that warnings and suspensions are
available for the interim.
In an answer to how they could best use their leadership qualities in handling problematic
employees one respondent was of the view that she talk to them and also explained to them their
purpose of being to work and further advice them to focus on the visions of the company. The
other one said she call them to talk to them face to face, she explained that this face to face
interaction will make them understand the employees actions and to correct them. With above
results one could conclude by saying that leaders must have patience, diplomatic good
interpersonal skills and a little knowledge in psychology in order to understand people and their
behaviour.
CONCLUSION AND RECOMMENDATION

People with high achievement needs are not necessarily effective leaders. Remembers they want
to do things better themselves. In the study at the company individuals highly motivated by the
need for achievement were promoted as long as the basis was for their own individual work and
effort, not for empowering others. The employees been promoted internally does not show much
progress. Working hard and successfully to do thing by oneself and for oneself is insufficient for
promotion into managerial position responsible for motivation and assisting others.
Having strong affiliation needs can also interfere with leading. Affiliated-oriented people are not
so much interested in establishing productive give-and-take relationships as in maintaining
harmony and the relation at any price. They help individuals achieve their personal agendas
even at the expense of the team and make exceptions people see unfair. Rather than use conflicts

to solve problems and urge people to become more effective, they want to get along and not
cause upsetting waves.
High power needs, on the other hand, predict success as a manager, especially when combined
with low affiliation needs and the ability to channel and control power needs. Managers with
high power needs are interested in influencing others. They are able to confront conflict and
make tough decisions and insist the same high standards for everyone. At the same time, they
control how they express their power needs and channel them into mutual goal accomplishment.
Managers find leading personally valuable and help employees become committed. They relish
the give-and-take of managerial life and enjoy the self-control that working in organizations
demands. They also want employees to develop self-discipline and at the same time show real
caring for their employees. Effective leaders are often high on power, but not on achievement
and affiliation. Yet it is not just having these needs that makes one a successful leader. As with
employees, leaders must find constructive ways of meeting their needs.
Similar to what happens in medical practice, once a disease has been diagnosed, advice is given,
various services delivered, medicine prescribed and instructions given, the patients is released
and his recovery monitored. On his own, an adult patient should be able to implement what the
doctor sees as the antidote for the specific medical problem. I see that the treatment of our
organizations (business, social, educational, hospitals) lies in having competent, honest and
transparent leadership that, without any compromise or hesitation instinctively lives it
responsibility of accountability to the organization employing them. This will get rid of
organizations present mismanagement style of the inefficient leadership for promoting effective
and successive management.
Every manager should have the capacity to think conceptually. Managers need the capacity to
detect (awareness or perception) any type of major change being it economics, politics or social
early enough to evaluate its relevance and to fashion a response to forces that are relevant to the

business. It is this responsibility of managers of today and the future top corporate leaders to
detect such change factors and lead the firm in making the correct strategic decision.
A major external force that will place heavy demands on future corporate leaders are the societal
demand for continuous improvement in the quality of life for the entire economy. It is
imperative that the manager understands sociopolitical forces, in terms of their importance such
as consumerism, demands of minorities, demands of women, and the crises of the environment.
The narrow-gauged person will not qualify for future business leadership.
Government regulations on business have so much momentum that the leaders of the years ahead
will need the capacity to cope with and influence it. So it is likely that the leaders of the future
and of the present will need to be business state men, doing what they can to defend their firms
and the market economy in the interest of the nation.
Leaders should have the ability of managing the human resources of the organization. Laws
dealing with discrimination, hours of work health and safety, equality of pay and retirement
should be handle well by leaders. Also at all levels of every organization there is a demand for
participation in decision affecting the individual and for jobs that are more personally fulfilling
and less boring.
Organizations should find a way of training and developing their employees for leadership.
They should either establish a specific programme to recruit, develop and advance qualified
individuals into leadership positions or managing the business now and in the future in a style
that will attract, hold, and motivate leaders development.
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Applications (3rd ed.) The Free Press: New York
Dean T. & Mary M. T. (1995), Psychology for Leaders, Canada, John Willey & Sons, Inc.
Henry L. S. (1977) Management For Organization (3rd), South Western Publishing Co. Cincinati
John A. (1984), The Skills of Leadership, Gower Publishing, Gower
Leslie W. R. & Lloyd L. B. (1992) Management Skills Application (6th ed.), USA, Richard D.
Irwin. Inc.

pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 2 ,No.2, pp 19-36,November, 2013 b
Mann R. D .C. (1959), “A review of the relationship between personality and performance in
small groups”,Psychological Bulletin, 56 (no 4), 241-270.
McClleland D. (1970) Motivation & Personality (2nd ed.), Harper & Rowl, New York
Robert C. A. (1994) Modern Business Administration (4th ed), Pitman Publishing, Melbourne
Rustom S. D. (1996) The Human Side of Management. Taj Press, New Delhi
Stogdill R.M (1974), Handbook of Leadership Free Press, New York
Stogdill R.M. (1948), “Personal Factors Associated with Leadership: A survey of the
Literature”, Journal of Psychology, 25,35-64.
Stoner (1982) Management (2 ed.), USA. (Printed)
Theo H. (PHD) (1991) Supervisory Management for Health Care Organizations, Brown
Publishers, US WM.
Wafford J. C. (1971), “Managerial Behaviour, Situational Factors and Productivity and Morale”,
Administrative Science Quaterly, 16, 10-17
William H. N. (1978) Managers for the year 2000, Mcgraw – Hill
Zygmum A. P. & Milton R.R. (1963), The Perceptaralytic Executive Scale, A tool for the
selection of top Managers, Grune and Stratton, New York.
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AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL

ADRRI JOURNAL (www.adrri.org)

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI)

ADRRI JOURNAL (www.adrri.org)

Mohammed Mahamadu Zakaria

Keywords: leadership, essential ingredient, successful management, Carson Products West

ADRRI JOURNAL (www.adrri.org) 1

Early Genetic Theory

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In a study of employees of 88 companies, professor J. C. Wofford, using multiple factors

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The Follower Approach

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Contingency Model of Leadership Effectiveness

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Furthermore, leader-member relationship is another point that shows the effectiveness of

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RESULTS AND DISCUSSION

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CONCLUSION AND RECOMMENDATION

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