Factors Affecting the Academic Performance of a Working Student in the Local

Government Unit of El Salvador City

An Undergraduate Thesis Presented to the Faculty of

City College of El Salvador

El Salvador City

In partial Fulfillment of the Requirements for the

Degree Bachelor in Office Administration

By:

Ms. Mary Grace Payla

Subject Facilitator

November 2020
 CHAPTER 1

THE PROBLEM

EFFECT OF LEADERSHIP STYLE ON EMPLOYEE PERFORMANCE IN THE

LOCAL GOVERNMENT UNIT OF EL SALVADOR CITY

INTRODUCTION

1.1 Background of the Study

In society today, thousands of individuals are appointed or elected to shoulder the role
and responsibilities of leadership. Leadership is practiced in schools and colleges, factories
and farms, business enterprises, dispensaries and hospitals, in the civil and military
organizations of a country and public life, at all levels, in short in every walk of life. These
leaders should promote unity, harmony, strength, prosperity and happiness in society.
Leaders have significant effects on the behavior attitudes and the performance of the
employees. Leadership is an important aspect of management. The essence of leadership is
followership that is the willingness of people to follow and make a person a leader. An
effective performance of the employee, there must be the act of inspiring employees to
perform their duties willingly competently and enthusiastically. According to Kontz et al
(2002) inflaming people so that they will strive willingly and enthusiastically toward the
achievement of group goals.

Szitagy et al (2000) sees leadership as the relationship between two to more people in

which one attempt to influence the others towards the accomplishment of certain goals. The

key to this definition is that leadership is a function of power based on the leader approach or

behavior of the leader and the correspondence of those factors with the characteristics, needs

and decision roles of the employee.

Gibreath (2004), that almost everyone has the potentials to be a leader. Their

environment will suppress or reward the characteristics that are required with the right
amount of training and inherent skills, people will succeed as a leader only if there to

environment nature when what is required is an atmosphere that reward people for what they

deliver to encourage innovations and calculate risk-taking and that cherishes creativity. One

factor that influence the effect of leadership styles is motivation.

Stomer Style (2002) defines motivation as that which cause channels and sustain

people behavior. The above definition is important to leaders as they work through people

will help leaders understand why employee behave the way they do and can influence the

performance of the employee.

1.2 Theoretical and Conceptual Framework

The importance of leadership in an organization cannot be overemphasized as different

scholars have given various definitions due to its complexity and importance. Leadership has

been viewed as a transaction between a leader and his subordinates. It had also been defined

as a process of influencing people towards a particular objective or goal. Whichever

leadership style that is exhibited by a person is a combination of traits, characteristics, skills

and behaviors. The situation also matters and will call for a totally different style.
 The research sought to identify different types of attributes of transactional leadership
offered by the Local Government Unit of El Salvador City to its employees and how they
affect the employee performance, to assess whether by offering reward employees are
motivated to perform better or the absence of rewards indeed affects the employee
performance. The research also sought seek to understand how the attributes of
transformational leadership affect employee performance at the Local Government Unit of El
Salvador City. The research will also seek to understand the extend of laissez faire leadership
in the said LGU and how it affects the performance of employees, whether it slows
performance or what extend it can improve performance of the employees, and lastly, the
research sought to understand how authoritative leadership affects the employee performance
of the LGU, to know how coerced the employees of LGU feel and how this improves or
slows down their performance.

1.3 Statement of The Problem

The study sought to answer the following questions;

(i) What is the effect of transformational leadership style on employee performance in the

Local Government Office of El Salvador City?

(ii) What is the effect of transactional leadership style on employee performance in the Local

Government Office of El Salvador City ?

(iii) What is the effect of laissez -faire leadership style on employee performance in the Local

Government Office of El Salvador City?

(iv) What is the effect of Autocratic leadership style on employee performance in the Local
Government Office of El Salvador City?
1.4 Research Hypothesis

H0: There is no ramification of initiative style on representative execution.

Hi: There is a ramification of initiative style on representative exhibition.

1.5 Significance of the Study

The result of this study will be useful for the following:

(a) Future researchers, students in understanding the effects and importance of different

leadership styles on employee performance.

(b) The Local Government Unit of El Salvador City for a better position to use the findings of

this research to develop leadership programs that will recognize leaders acquire relevant

leadership skills for effective management and organizational performance.

(c) This study’s findings will assist different leaders in identifying the best and the most

appropriate leadership style to use in relevant situations for team effectiveness and increased

staff productivity.

1.6 Scope and Limitations

The study will be conducted in the offices and departments of the Local Government
Unit of El Salvador City , head offices and rank and file employees. The study population
was 300. From the above population of respondents, the researcher will consult the Human
Resource department to obtain a number of 200 permanent employees.
1.7 Definition of Terms

Leaders – the government elected official in the Local Government Unit of El

Salvador City.

Employees – the people working in the Local Government Unit of El Salvador City

Head of Office – the executives and managers assigned and designated in different
offices.

Office – the different divisions of the Local Government Unit of El Salvador City.

Rank and File – the employees in the Local Government Unit which belongs to non-
executives and non-managerial position.

LGU – Local Government Unit of El Salvador City

Regular Employees – people employed in the Local Government Unit with plantilla
in permanent position.
 CHAPTER II

REVIEW OF RELATED LITERATURE AND STUDIES

The chapter presents a review of the literature related to the study. Past studies are important

as they guide the researcher on other studies done on the same topic.

George J. Gordon, policy implementation in America, on the limitations to successful

authority Gordon focuses the accompanying:

To begin with, the situational potential, for administration may fluctuate as per the

hierarchical degree of specific gathering pioneer. He contends that "the more tight the rein

hangs on subordinate by bosses, the less change subordinate will have practice administration

with their own hierarchical areas of expertise.

Moreover, in the event that an association is exceptionally structure some would state

bureaucratized, at that point, the potential outcomes of authority in the way we have depicted

are more restricted.

Besides, singular objectives may essentially stay past the range of the pioneer's

impact, however participation could all the more effectively be initiated from less secure

individuals than from those with rank, residency and such.

Third, battling store vision (among the two individuals and pioneers) may end up

being a baffling position.

Fourth, advancement in exceptionally organized associations is diverse to oversee.

Fifth, a combatant won't generally prevail in outside condition part of the pioneer's

aptitude. Along these lines, should lie in realizing when to battle and when not to.
 At long last, authority is molded by the specific mix of individuals, assignments and

authoritative elements that chauvinist for each situation.

Although leadership has been well researched over the years, there is still lack of a
definition that is universally accepted. Just like Stogdill (1974) puts it, “There are almost as
many definitions of leadership as there are persons who have attempted to define the
concept”. The following are a few examples of such definitions Talat et al (2015) asserts that
leadership is wide spread process, which calls for authority, responsibility and delegation of
power. Leaders help to direct, guide and persuade their followers (employees) towards
achieving their personal and organizational goals and objectives. Thus, leadership styles
cover all aspects of dealing within and outside of an organization, handling or dealing with
conflicts, helping and guiding the workforce to achieve and accomplish their tasks and
appearing as a role model for all. According to Kumar (2014) “leadership is leadership is
defined as a process by which a person influences others to accomplish an objective and
directs the organization in a way that makes it more cohesive and coherent” ( p. 441). These
are accomplished through the application of leadership attributes, such as beliefs, values,
ethics, character, knowledge, and skills. Leadership is the integrated sharing of vision,
resources, and value to induce positive change. It is the ability to build up confidence and
zeal among people and to create an urge in them to be led.

The function of a leader, therefore is to persuade employee to contribute willingly

to the organizational goal in accordance with their

Leaders are expected to carry out day-to-day activities of an organization,

evaluation of employees to determine how well they are performing their duties assigned to

them.

A leader should also find out if the resource allocated to the employee is enough for

him to perform creditably and the work environment should also be look into.

If an employee is performing below expectation, the leader should check if the

employee is equal to the task in terms of its qualification.

 Leadership is portion of administration but not all of it. Concurring to Baridam (2007)

characterize administration as a prepare of utilizing control to get inter-personal influence.

The representative in a work gather sees control as a differencing implies between the

organization and himself.

The standards of administration as distinguished by Ezocha (2005) incorporate the

following: Leadership must be genuine and definitive this implies that no individual can lead

unless given a order by those being driven. The social order to coordinate and control be

given to him. Leadership must subject itself to the request of the open progression, duty, and

responsibility it is as it were inside the over system that great relations can be kept up

between pioneers and the led. Leadership must work inside restrictions of the order depended

to it by individuals exterior of the people’s orders, the pioneer ceased to lead legitimately. In

terms of enrollment, authority must be by justify and not by legacy or usurpation. The over

administration in western nations, in third world nations like African nations, such rule may

not apply.

Leslie et al (2013) asserts that leadership is the ability to influence people to willingly

follow one’s guidance or adhere to one’s decisions. On the other hand who a leader is; one

who obtains followers and influence them in setting and achieving objectives. In Sundi

(2013), “Leadership is the ability to convince and mobilize others to work together as a team

under his leadership to achieve a certain goal”( p. 50). Leadership is the influencing process

of leaders and followers to achieve organizational objectives through change Lussier and

Achua (2009).

According to Hill (2008). Leadership is the process of motivating, influencing and

directing others in the organization to work productively in the pursuit of organization goals.
Armstrong (2003), leadership is simply the ability to persuade others willingly to behave
differently for achieving the task set for them with the help of the group. Leadership,
according to Levine and Crom (1994), “is about listening to people, supporting and
encouraging them and involving them in the decision-making and problem-solving
processing. It is about building teams and developing their ability to make skillful decisions”.

The main goal of any organization is to enhance the job performance of its employees
so that it could survive in this highly competitive environment. Performance is a
multidimensional construct and an extremely vital criterion that determines organizational
successes or failures. Prasetya and Kato (2011) define performance as the attained outcomes
of actions with skills of employees who perform in some situation. According to Pattanayak
(2005), the performance of an employee is his/her resultant behavior on a task which can be
observed and evaluated. To Pattanayak, employee performance is the contribution made by
an individual in the accomplishment of organizational goals.

Over the past twenty five years, a large body of research has emerged around
transformational – transactional leadership theory. Transactional theories focus on the role of
supervision, organization and group performance and they base leadership on a system of
rewards and punishments for meeting particular objectives. The type of transaction, whether a
reward or discipline, depends on the performance of the employee. Bass (1985) as cited by
Chan (2005) theorized the transactional leaders appeal to the subordinates’ self-interests.
Transactional leaders attempt to meet the current needs of their subordinates through
bargaining and exchanging. Both leaders and followers focus on achieving the negotiated
performance level. Transformational theories focus upon the connections formed between
leaders and followers. Transformational leadership is the leader’s ability to motivate
followers to rise above their own personal goals for the greater good of the organization
(Bass, 1985, 1996 as cited by Murphy & Drodge, 2004). Bass (1985) theorized the
transformational style of leadership comes from deeply held personal values which cannot be
negotiated and appeals to the subordinates’ sense of moral obligation and values.

Transactional leadership: is a leadership style that emphasizes to transactions between

leaders and subordinates. Bass and Avolio (2003) suggest that characteristics of transactional
leadership consist of two aspects, namely contingent reward and exception management.
Contingent reward is where leaders make agreement about what must subordinate do and
promising reward obtained when goal is achieved.
Transactional leadership styles can affect positively or negatively on performance. It depends
on employee assessment. Positive effect can occur when employees assess transactional
leadership positively and a negative effect can occur if employee considers that transactional
leadership styles cannot be trusted because they do not keep their promises, dishonest or not
transparent.

Transformational process can be seen through a number of transformational

leadership behaviors as: attributed charisma, idealized influence, inspirational motivation,
intellectual stimulation, and individualized consideration Bass and Avolio, (2003). Yukl
(2007) states that application of transformational leadership style can improve performance
because transformational leadership style wants to develop knowledge and employees
potential. Leader with transformational leadership provides opportunity and confidence to his
subordinates to carry out duties in accordance with his mindset to achieve organizational
goals. Butler (1999) states that a transformational leader encourages subordinates to have
vision, mission and organization goals, encouraging and motivating to show maximum
performance, stimulates subordinates to act critically and to solve problems in new ways and
treat employees individually. Suharto (2005) suggests that more frequent transformational
leadership behaviors implemented will bring significant positive effect to improve
psychological empowerment quality of subordinates. Transformational leader that gives
attention to individual will be capable to direct vision and mission of organization, providing
motivational support, and creating new ways to work effectively.
The leader's ability to lead is contingent upon various situational factors, including the
leader's preferred style. Contingency theories to leadership support a great deal of empirical
freedom to leadership, (laissez-faire style) North house (2001). Many researchers have tested
it and have found it to be valid and reliable to explaining how effective leadership can be
achieved. It stresses the importance of focusing on inter personal relationships between the
leader's style and the demands of various situations and employees. Under this type of
leadership according to Kumar (2015) maximum freedom is allowed to subordinates. They
are given freehand in deciding their own policies and methods and to make independent
decisions.
Autocratic leaders are classic “do as I say” types. Typically, these leaders are
inexperienced with leadership thrust upon them in the form of a new position or assignment
that involves people management. Autocratic leaders retain for themselves the decision-
making rights. They can damage an organization irreparably as they force their ‘followers’ to
execute strategies and services in a very narrow way, based upon a subjective idea of what
success looks like. There is no shared vision and little motivation beyond coercion.
Commitment, creativity and innovation are typically eliminated by autocratic leadership. In
fact, most followers of autocratic leaders can be described as biding their time, waiting for
the inevitable failure this leadership produces and the removal of the leader that follows
Michael (2010).
 CHAPTER III

RESEARCH METHODOLOGY

This chapter presents the research method, research locale, the respondents, data

gathering procedure, instruments and techniques and the statistical treatment to be used.

3.1 Research design

The study adopted a survey research design. Convenience sampling of respondents

was used to ensure that those employees found at their workplaces were the ones used for the
study. This design was quantitative to allow for descriptive and inferential analysis.

3.2 Research Setting/Locale

The study will be conducted in the Local Government Unit of El Salvador City and to
different offices and departments it is being divided. The researchers will conduct survey to
the regular employees in the offices.

3.3 Data Gathering Procedure

Data for this study will be collected using a structured self-complete research
questionnaire which will be distributed to the target population coming from different offices.

3.4 Respondents and Sampling

The researcher will pick a representative sample of the whole population from
different offices. To achieve a representative sample for a research study, the people to be
studied will be carefully selected using a simple random sampling method.

3.5 Research Instrument

The researcher will formulate questionnaires to obtain data regarding age of

respondents, gender, education levels, and length of service in the organization which helped
in understanding the respondent’s background information. The questionnaire proposed used
in this study will be divided into 2 parts. Part A was a series of statements to capture
perception of employees on the leadership style practiced by the immediate supervisor, Part B
was for capturing employees’ self -rated performance.

3.6 Statistical tool

Descriptive and inferential statistical techniques were used for data analysis.
Descriptive statistics provides us with the techniques of numerically and graphically
presenting information that gives an overall picture of the data collected.
QUESTIONNARE
PART A: LEADERSHIP STYLE

You are requested to rate yourself against each statement to indicate you level of agreement
with what the statement is suggesting, where the following ratings are:

1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree

Please place a tick (√) or a mark (x) in the box (cell) that represents your appropriate level of
agreement.

TRANSFORMATIONAL LEADERSHIP 1 2 3 4 5

1. My supervisor makes others feel good to be around him /

her
2. My supervisor helps me find meaning in my work
3. My supervisor provides others with new ways of looking
at puzzling things.
4. My supervisor lets others know how he /she thinks we
are doing.
1 2 3 4 5
TRANSACTIONAL LEADERSHIP
1. My supervisor tells others what to do if they want
to be rewarded for their work.
2. My supervisor tells us the standards we have to
know to carry out our work

AUTHORITATIVE LEADERSHIP 1 2 3 4 5

1. My supervisor gives orders and clarifies procedures

2. My supervisor believes employees need to be
supervised closely they are not likely to do their work.
1 2 3 4 5
LAISSEZ FAIRE LEADERSHIP
1. My supervisor stays out of the way as I do my work
2. My supervisor gives me complete freedom to solve
problems on my own.
3. In most situations I prefer little input from my
supervisor.
QUESTIONNARE
PART B: EMPLOYEE PERFOMANCE
The sets of statements aimed at helping you assess your performance at your job in the office.

You are requested to rate yourself against each statement to indicate your self-assessment of
your own performance, where the following ratings are:

1 = very low 2 = low 3 = Average 4 = high 5 = very high

Please place a tick (√) or a mark (x) in the box (cell) that represents your appropriate level of
Performance rating.

Quality of your performance and productivity. 1 2 3 4 5

1. How do you rate quality of your performance?

2. How do you rate your productivity on the job

Individual’s quality of performance and

productivity compared with other’s doing similar

jobs.

3. How do you evaluate the performance of your

peers at their jobs compared with yourself

doing the same kind of work?

4. How do you evaluate the performance of

yourself at your job compared with your peers

doing the same kind of work?

I wish to thank you very much for spending your valuable time to respond to this

questionnaire.
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