TITLE PAGE

THE ROLE OF EFFECTIVE LEADERSHIP IN ACHIEVING

ORGANIZATION OBJECTIVES
(A CASE STUDY OF KADUNA POLYTECHNIC)

BY

YAHAYA MUDASIR
01PAD323

BEING A PROJECT PROPOSAL SUBMITTED TO THE

DEPARTMENT OF PUBLIC ADMINISTRATION,
IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE
AWARD OF BACHELOR DEGREE IN PUBLIC ADMINISTRATION

ECOTES UNIVERSITY

MAY, 2023

DECLARATION

i
I hereby declare that this research has been conducted by me under the guidance

and supervision of Dr. Simon Nwanfor, of the Department of public

administration. I have neither copied someone’s work nor has someone else done it

for me. Writers whose works has been referred to in this project have been duly

acknowledged.

________________________ _______________
Yahaya Mudasir Date
01PAD323
(Student)

ii
 APPROVAL PAGE

This is to certify that this research proposal is undertaken by Yahaya Mudasir

01PAD323 and has been prepared in accordance with the rule and regulation

governing the preparation and presentation of projects in Kaduna Polytechnic.

________________________ _______________
Dr. Dr. Simon Date
(Project Supervisor)

________________________ _______________
Dr. Simon Nwafor Date
(Dean Of Faculty)

_________________________ _______________
Date
(External Supervisor)

iii
 DEDICATION

This project is dedicated to my Father, Alhaji Mudasir and also to my beloved

mother Alhaja Mudasir and to my Brothers and Sisters for their assistance and

support in propelling my academic career.

iv
 ACKNOWLEDGEMENT

My greatest gratitude goes to Almighty Allah for his mercy and for sparing my life
throughout the duration of my studies.

I also wish to acknowledge my sincere thanks to my Supervisor Dr. Simon who in

spite of his personal commitment spared his time to go through the pages of this

project in other to make correction and useful advice given to me throughout the

period of writing the project.

I will also like to thank the following lecturers: Alhaji Yahaya Ahmed, Mr.
Ayokunle, Mallam Haruna Maikujeri of the Department of Management Studies
for their support and encouragemt.

My special thanks also goes to the following people: Alhaja Rihanat Asabi
Zakariyah Mr.& Mrs Samsondeen Onagun, Mr. Munir Balogun, Mr. Ayokunle
Balogun, Sergeant Yekeen Musliu Abiodun, Brother Dauda, LCPL A.J Abah, Joel,
Halifa, Mrs. Amina Abdulyekeen, Mr. & Mrs Sheriff Hassan Babatunde, LCPL
Mutalib and his wife, Mr. Ismaila Lawal. Sikiru Mohammed.

Finally, my due recognition to my friends and course mates: Usman Dahiru, Lasisi
Ismaila, Sikiru Alimi Yusuf, Emmanuel Auta and other people which space would
not allow me to mention their names in this page. May Allah (SWT) bless you all,
Ameen.

ABSTRACT

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This research is directed to examine the Role of Effective leadership style in
achieving organization objectives a case study of Kaduna Polytechnic, Kaduna.
The research work is divided into five chapters with each chapter is structured in
such a manner as to ease understanding of the study, historical background of the
study, statement of problems, objectives of the study, significance, hypothesis and
definition and definition of terms. The chapter two is on review of related
literature, the researcher reviewed text books, journals, seminar paper and all
necessary materials to put a good work. Chapter three of this work describes the
instruments used in collection of necessary data, chapter four of this project is
based on presentation and analysis of data collected. The last chapter contains the
summary, conclusion and recommendation necessary on the role of effective
leadership in achieving Kaduna Polytechnic objectives.

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TABLE OF CONTENTS
Title page - - - - - - - - - - i

Declaration - - - - - - - - - ii

Approval Page - - - - - - - - - iii

Dedication - - - - - - - - - - iv

Acknowledgement - - - - - - - - v

Table of Content - - - - - - - - - vi

CHAPTER ONE

1.0 Introduction - - - - - - - - 1

1.1 Background to the Study - - - - - - 2

1.2 Statement of the General Problem - - - - 4

1.3 Objective of the Study - - - - - - - 5

1.4 Statement of Hypothesis - - - - - - 5

1.5 Significance of the Study - - 6

1.6 Scope of the Study - - - 7

1.7 Limitation of the Study - - - - 7

1.8 Historical Background of the Case Study - - 8

1.9 Definition of Terms - - - - - - - 10

CHAPTER TWO0

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LITERATURE REVIEW
2.0 Introduction - - - - - - - - 13
2.1 Definition of Leadership - - - - - - 13
2.2 Who is a Leader? - - - - - - - 17
2.3 Leader’s Sources of Power - - - - - - 17
2.4 Styles of Leadership - - - - - - - 19
2.5 Function of Leadership in an Organization - - - 22
2.6 Theories of Leadership in an Organization - - - 24
2.7 Qualities of a Good Leader - - - - - - 30
2.8 Leadership and Workers Performance in Organization - 34
2.9 Good Leadership with Human Relation in Organization Management toward
Achieving Organization Objectives 36
2.10 The Roles of Effective Leadership in an Organization - 39
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction - - - - - - - - 42
3.1 Research Design - - - - - - - 42

3.2 Research Population - - - - - - - 43

3.3 Sampling size and Sampling Technique - - - 43
3.4 Methods of Gathering Data - - - - - - 44
3.5 Justification of the Method Used - - - - - 44
3.6 Method of Data Analysis - - - - - - 45
3.7 Justification of Data Analysis - - - - - 46
CHAPTER FOUR

PRESENTATION OF DATA AND ANALYSIS

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4.1 Introduction - - - - - - - - 47

4.2 Data Presentation - - - - - - - 47

4.3 Test of Hypothesis - - - - - - - 58

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary of Findings - - - - - - - 61

5.2 Findings - - - - - - - - - 63

5.3 Conclusion - - - - - - - - - 64

5.4 Recommendations - - - - - - - 65

Bibliography - - - - - - - - - 68

Appendix - - - - - - - - - - 69

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 CHAPTER ONE: INTRODUCTION

1.0 INTRODUCTION

Organization are increasingly challenge with many complex problem. There

is a general outcry that standard of organization are falling and output are

flagging some blame the workers for this apparent decline in organization

output, a thoughtful few think that they are due to the nature of change in all

direction. Majority blame the management for the woes in our organization;

manager are not as devoted and dedicated to the course of good output as

their predecessors.

Management as a group blames the government for unattractive condition of

services, policy implementation and poor physical facilities in the

organization.

Therefore, an effective leadership influences a group of people in a

particular situation towards the achievement of a goal or set of organization

goals. The leader must be courageous in all aspect within the organization.

An organization like Kaduna Polytechnic must have a leader who is focus

and be able to defend his action and the interest of his subordinates. He must

believes in his own potentials.

1
1.1 BACKGROUND OF THE STUDY

Leadership is a social influencing process for the attainment of goals. A

leader is the most influential person in an organization who provides

direction, guides group activities and ensure that group objectives are

attained. The function of leadership persuades all organization; a good leader

therefore is one who is capable of persuading others to move enthusiastically

toward the achievement of group goals.

Alan and Robert defined leadership as a process where one person exert

social influences over the member of a group. A leader then, is a person for

the purpose of influencing their behavior. It is safe to say that:

- All leader have influence

- They provide direction

- They help in the achievement of groups

Leadership characteristically “induce” or “inspire” other to achieve.

Leadership occurs within a specific situation, in the social setting, there is a

person, a position and a situation. Despite all that has been written about

leader, there has no consensus concerning the primary role or function of

leadership.

2
 Indeed, the ability to lead effectively is one of the key to being an effective

manager or leader. However, the essence of leadership is followership. In

other words, it is the willingness of the subordinate to follow that make a

person a leader. Moreso, people intend to follow those who they see as

providing them a means of achieving their own desires, want and needs.

To lead is to guide, conduct, direct and precede. Leader act to help a group

or organization achieved objectives with maximum application of its

capabilities. They do not stand behind or a group to push or shout at them,

they place themselves before the group as they facilitate progress and inspire

the group to accomplish organizational goal. Therefore, leadership is to

induce or persuade all subordinate or follower to contribute willingly to

achieve organizational goal.

1.2 STATEMENT OF PROBLEM

This research work is aimed towards finding solution to the numerous

problem leadership is face with in Kaduna Polytechnic, Kaduna. These

problems include:

- Lack of Focus: Is a broad framework for action by defining major

objective. Inability of a leader to establish what the organization is

trying or aim to achieve.

3
 - Lack of Leadership Skill: This include administrative inability, lack of

interpersonal relationship with subordinate.

- Lack of Confidence and Trust: A Leader that has local degree of

confidence and trust will not have full control over subordinate.

- Corruption: Embezzlement and mis-appropriation of fund by leader.

- Autocratic Leadership instead of democratic.

- It can do it alone syndrome among other things.

1.3 OBJECTIVE OF THE STUDY

The primary aim of this research work is to look into the following issues:

- The role of effective leadership toward achieving organizational

objectives using Kaduna Polytechnic, Kaduna as a case study.

- The study is also set out to find out the factor affecting good

leadership styles in the organization or factor militating against

achieving the organization objectives.

- The study aim at suggesting possible solution to the leadership

problem in Kaduna Polytechnic, Kaduna and the importance of having

good and effective leaders.

4
1.4 STATEMENT OF HYPOTHESIS

This work intends to investigate “the role of effective leadership toward

achieving organization objectives” with reference to Kaduna Polytechnic

Kaduna. Research questions are:

a) What are the roles of effective leadership styles in Kaduna

Polytechnic, Kaduna?

b) Is there any positive impact of effective leadership toward achieving

organization objective?

c) What are the problems confronting effective leadership in Kaduna

Polytechnic Kaduna?

d) Is effective leadership is the best interest of the organization and

employee?

e) Is effective leadership to enhance effective, efficient and dynamic

workers character toward work and performance?

1.5 SIGNIFICANCE OF THE STUDY

This research work is aimed at finding possible solution to leadership in

Kaduna Polytechnic, Kaduna, this research work will also help government

and non-governmental agencies to understand the problem of effective

5
 leadership and to identify way of solving the problem. The study will also

help students or an institution who will also want to make finding on a

similar topic. Also, it will help any individual who happen to lay his hand or

read through the study to understand the role of effective leadership in the

society, organization, home and where human resources are needed.

1.6 SCOPE OF THE STUDY

The scope of this research cover the leadership styles of Kaduna Polytechnic

Kaduna which is the case study of the project.

1.7 LIMITATION OF THE STUDY

Many constraints are encountered in carrying out this research work. The

researcher encountered the following problem in carrying out this study

these are:

i) The research must survey all the five (5) units of Kaduna Polytechnic

Kaduna in concluding this research.

ii) Another constraint is lack of sufficient fund to move from one unit to

another because the institutions have 5 units in different location.

iii) Another prominent problem is time, the time within which the study is

to be carried out is acute.

6
1.8 HISTORICAL BACKGROUND OF THE CASE STUDY

Kaduna Polytechnic has grown from humble beginning in 1956 when it

started as Kaduna Technical Institute to what is today the largest polytechnic

in Africa South of the Sahara in terms of staff, student population and

physical infrastructure. It is the second oldest technological institution in

Nigeria, the oldest being Yaba College of Technology which was established

in 1948. Kaduna Polytechnic is also the second largest tertiary institution in

Nigeria after Ahmadu Bello University, Zaria.

The Northern Nigeria executive council by Conclusion No. 1 at its meeting

of 17th August, 1962 re-designated the Kaduna Technical Institute as the

Polytechnic Kaduna. It became Kaduna Polytechnic in 1968 under the

federal government Decree No. 20 of 1963 which was amended in 1979 by

Decree No. 73 on 27th August, 1991, the federal government look over the

institution under Decree No. 40 of the same year.

The institution was established with the object of providing diverse

instructions, training and research in technology, the sciences, commerce,

the humanities and in-service programmes for member of the Public Service

in Nigeria in 1968, it amalgamated two formerly technology (formerly

Kaduna Technical Institute) and the College of Administrative and Business

7
Studies (formerly Staff Development Centre). The college of environmental

studies (formerly Survey Unit) was integrated in April, 1970 to complete

three collegiate structure of the Polytechnic which operated until 1990.

In 1990 the College of Engineering was created out of the College of

Science and Technology. Also in 2006 the College of Administrative and

Business Studies was splitted into two Colleges – College of Business and

Management Studies and College of Administrative Studies and Social

Science.

The Polytechnic is highly cosmopolitan with student admitted from all over

Nigeria and other countries. It has been in the forefront in the training of

high and middle level manpower for the various sector the nation’s

economy.

The College of Kaduna Polytechnic are located within Kaduna metropolis;

the College of Science and Technology (CST) and the College of

Engineering (COE) are located in the main campus in Tudun Wada, the

College of Business and Management Studies (CBMS) along the Golf

Course Road, Unguwar Rimi with College of Administrative Studies and

Social Science on Kaduna – Kachia Bye Pass while the College of

Environmental Studies is located along Aliyu Makama Road, Barnawa.

8
 Each college is headed by a Director who is responsible to the Rector for its

day to day administration. The colleges are organized into school and

academic departments. There are at present ten schools and thirty six

departments.

1.9 DEFINITION OF TERMS

a) Leadership: It the state or position to lead a group of people in a

country or in an organization.

b) Effective: Producing the result that is wanted or intended.

c) Objective: A set of goals that one is trying to achieve within a given

period.

d) Organization: It is a process of arrange different unit within an

organization with the aim of working together to achieve a specific

goal.

e) Qualities: Thing this is part of a person character especially the good

side.

f) Achieving: To succeed in a particular goal status or standard,

especially making an effort for a long time.

g) Motivation: The process of influencing one behavior with certain

incentives to improve his productivity or output.

9
h) Subordinates: A person with less power and authority in an

organization and he is answerable to a boss.

i) Principal: A person who is incharge of an organization or college.

j) Administrator: A person whose job is to manage and organize the

public or business affair of an organization or institution.

k) Leader: A person who leads a group of people especially the head of

an organization, country etc.

l) Democratic Leader: A leader that carry all member of the

organization alone in decision making and running the business also

known as participating leader.

m) Supervisor: A person who is incharge of a work to ensure that

everything is done correctly.

n) Theory: The principal in which a particular subject is based.

o) Task: A pieces of work that one has to do especially hard or

unpleasant one.

10
 CHAPTER TWO: LITERATURE REVIEW

2.0 INTRODUCTION

There was a tendency in the past to regard leadership as a quality that some

people have and other do not. An effective leader in an organization has a

great impact on the realization of the organizational objectives.

This chapter covers related literature on the subject matter as many authors

view it from different angles. Thus, there are different definitions of the

concept.

Leadership pattern form part of any work group, rather a number of people

who influence the action and behavior of the group, with the aim of

achieving the organizational goals and objective.

2.1 LEADERSHIP DEFINED

A.D Adams (2000) defined leadership as the ability of management to

induce subordinates to work toward group goal with confidence and

keenness. Leadership also implies that the leader accepts responsibility for

the achievement of the group objective and it is therefore essential for trust

and cooperation from both sides, to be evidence all the time.

11
Rensis Likert (1999) define leadership as the relationship which one person

(the Leader) influences others to work together willingly on related task to

attain goals desired by the leader. From the above definition, we see that

leading involves influencing and interacting with people to attain goals. A

leader influences subordinates based on the following sources of power:

- Coercive factor

- Reward factor

- Legitimate factor

- Expert factor

- Referent factor

Cole (2000) defines leadership as a dynamic process in a group whereby one

individual influences others to contribute voluntarily to achieve group task

in a given situation.

According to Gomez – Mejia et al (2005), leadership is the process of

energizing people to contribute their best individually and in cooperation

with other people.

Daries (2006) sees leadership in an organization as the process of

influencing the activities of an organization group in its effort toward target

12
achievement. It involves influencing people to exert more effort in some task

or change group member behavior.

The above views presuppose leadership as a dynamic way of inducing

compliance, the exercise of influence; a kind of persuasion or a tool for goal

attainment. It involves the assigning of responsibilities as well as the

effective application of management principle in organizational productivity.

However, the leadership of an organization should not only be able to

influence the member to act willingly toward achieving organization goals,

but should also structure the activities of the organization in such a way that

member, in the process of achieving overall organizational goals will equally

achieve their personal goals. The leadership should ensure the job

satisfaction of the member of the organization their job security, their

acquaintance with organizational policy and their direct or indirect

participation in policy decisions.

Leadership with good human relation has to this end become so pivotal that

both success and failure of any organization are attributed to the leadership

style of the person or body of person that pilot the activities of that system. It

is in realization of this fact, that one can claim that where leadership is

incompetent, there will be a bankrupt of ideas, goals setting will become a

13
 luxury or a worst, the articulation of the epdeptic fits of the leader. Under

such a situation, goal achievement will become elusive and performance

evaluation will become an exercise in futility.

Leadership is the ability of management to induce subordinates to work

towards group goals with confidence and keenness, leadership also implies

that the leader accepts responsibilities for the achievement of the group

objectives and it is therefore essential for trust and cooperation from both

sides, to be in evidence all the time.

2.2 WHO IS A LEADER

Gibb defines a leader as the person considered the most influential by the

member of the group.

Another definition says a leader is a person with power over others who

exercises the power for the purpose of influencing their behavior.

Lord Montgomery in his book “Path of Leadership” describes a leader “as

one who can be looked up to, whose personal judgment is trusted who can

inspire and warn the heart of those he leads, gaining their trust and

confidence and explaining what is needed in the language which can be

understood.

14
 Based on the above definition, it can be summarized by saying that

leadership is the ability to persuade others to seek defined objective

enthusiastically. It is human factor which binds a group together and

motivates it toward goals.

2.3 LEADERS’ SOURCES OF POWER

French and Bertrain (2005) proposed five different bases of leader power as

follows:

a) Coercive Power: This is the power based upon fear. A subordinates

perceives (thinks) that failure to comply with the order or wishes of a

superior would lead to punishment.

Coercive power is based upon the expectations of individual that

punishment is the consequence for not agreeing with the actions,

attitudes or directives of a superior.

b) Reward Power: This is a situation where a subordinate perceives that

compliance with the wishes of a superior will lead to positive reward.

These reward could be monetary (increase in pay) or non monetary (a

compliment for job well done).

15
c) Legitimacy Power: This types of power comes from the position of a

superior in the organizational hierarchy. For example, the president of

a corporation posses more legitimacy power than the Vice President

and the Departmental manager has more legitimate power than the

first line supervisor.

d) Expert Power: An individual with this types of power is one with an

expertise, special skill, or knowledge. The possession of one or more

of these attributes gains the respect and compliance and peers of

subordinates.

e) Referent Power: This power is based on a followers’ identification

with a leader. The leader is admired because of one or more personal

traits, and the follower can be influenced because of this admiration.

Conclusively, it should be noted that coercive, reward and legitimate

power specified primarily by the individual’s position in the

organization e.g. the first line supervisors in an organization is at the

lower managerial level than the departmental manager which result

into his having significantly less coercive reward, and legitimate

power than does the department management on the other hand,

referent and expert are directed essentially by individual

characteristics.

16
2.4 STYLES OF LEADERSHIP

It is administratively difficult to isolate theories of leadership from the styles

of leadership or behavior of leaders. Basically leadership styles refers to

different philosophies adopted by leader in the piloting of the affairs or

activities of an organization.

There could be numerous styles of leadership but, for academic

convenience, most scholars in the study of corporate management have

compressed them, and categorized them into:

a) Autocratic or Despotic Styles of Leadership: This does not derive its

legitimacy from those who are governed but is a leadership imposed

upon the organization. Those who are lead have very little or nothing

to say at all about the way things ought to be done. This style of

leadership assumes that the consummation of intelligence needed for

the formation of corporate policies lies in the leader. Consequently,

the leader does the thinking and takes all decisions while the

subordinates are duty bound to concede and implement his policies

without any objection. This styles of leadership relies on intimidation

and coercion to win compliance in all he is very conscious of his

position, having little or no confidence in his subordinates.

17
 Productivity is good when the leader is present but drops in his

absence.

The major demerit of this leadership behavior according to Wilkinson

is that “it may waste worker’s creativity and expertise, and it will fail

to motivate and make workers feel committed to their tasks”.

b) Check the Spelling Styles of Leadership: This is laissez – faire

French phrase which means” let people do what they want”.

The assumption here is that there is no need to keep people under

control, dictate to them or direct them towards a given action. Here,

the leader has no confidence in his leadership ability. He does not set

goals for the group; productivity is generally low. Without any sort of

control, as this styles of leadership presupposes there will be no

discipline and where there is lack of caution, people will not know

their limit and anarchy may soon sets in.

c) Democratic Styles of Leadership: This styles of leadership implies

the participation of both the leader and his formulation of intelligent

corporate policies. Instead of assuming that the leader know all, it

rather accepts that two heads are better than one. Here, there is a

feeling of responsibility which is developed within the group criticism

18
 and praise are objectively given. New ideas and changes are welcome

and quality and productivity are generally high.

2.5 FUNCTION OF LEADERSHIP IN AN ORGANIZATION

Below are some of the functions of leadership in any formal organization:

i) Motivating: The leadership of any organization should be

motivational to be able to influence the workforce to contribute

maximally toward the accomplishment of the organization objectives.

ii) Coordinating/Integrating: Coordinating and integrating of the efforts

and activities of all the members of the organization toward the

realization of the organizational objectives us a major function of a

leader. It is expected of a leader to make the member of his or her

team or department that they identify with the goal and want to

achieve those goals themselves. They can be fully integrated into the

organization.

iii) Organization: It is expected that a leader of any organization to fore –

thoughts plans before other take action. The leadership of any

organization should plan ahead what strategies the organization

should apply in realizing its goals. Structuring which is a key issue in

organizing, forms the framework through the activities of an

19
 organization are carried out. If the leadership of an organization fails

to initiate adequate structure, there will by faulty allocation of roles

and this will impede organizational performance.

iv) Representing: The leadership of any organization should represent

effectively the organization within as well as to the outside world.

This is very important since the degree of effectiveness with which

the leader discharges this role will determine the respect and

recognition accorded to the organization and it member. To perform

this role effectively, the leader should posses the necessary

communication skill.

v) Controlling and Directing: It is the duty of the leadership of an

organization to control and direct the activities and work behavior of

the member of the organization. This is to ensure that roles are

discharged in accordance with the laid down plan. The leader will

correct any deviation from the agreed procedures.

2.6 THEORIES OF LEADERSHIP IN AN ORGANIZATION

There are considerable volumes of theories and research that have been

carried out on Leadership because of their relevance to group action. In spite

of this, we are going to discuss briefly those considered popular.

20
a) TRAIT THEORIES OF LEADERSHIP

The trait theory of leadership argues that there are certain traits which

effective leader should possess. It maintains that leaders are born or

that certain leadership traits are innate in leaders which differentiate

them from non leaders.

Characteristics like Charisma, intelligence, enthusiasm, strength,

bravery, integrity, self-confidence, open-mindedness, socio-economic

background etc, have been suggested as relevant traits which leader

should posses. For example, Mahatma Ghandi, Martin Luther King

(Jr), Adolf Hitler, Idie Amin etc were all leaders but for sure, they

were individual with utterly different characteristics. Herein lies the

futility of the traits theory; if this theory were to be valid, then all

leaders should posses specific characteristic that could be identified in

each.

Thus, right from the 1940s, emphasis on the trait theory began to

wane after a review of all the traits by scholars. Their findings shows

that there is no evidence that universal leadership traits exist (Jeffrey

C. Barrow, 1977); and so by 1970s, the behavioural theory because

the preference of scholars of management studies.

21
b) BEHAVIOURAL THEORY

The behavioural theory argues that effective leaders have distinct

ways of behaving. It emphasizes the training of the leader. This

implies the leadership could be taught and learned. Experiences have,

however, shows that the behavior of each leader is determined by

prevailing situational variables. This implies that a leader can act in

divergent ways at different situations. The demise of the behavioural

theories is its inability to clarify such situational factors.

c) THE SITUATIONAL APPROACH TO LEADERSHIP THEORY

The theory is, in some academic quarters called the “zeitgeist” theory;

zeitgeitst” is a German word meaning spirit of the times. This theory

of leadership maintains that a leader is a product of time or situation.

This implies that one will be called a leader is he is able to meet up

with the demand of a situation or time.

d) THE PATH GOAL THEORY

The path-goal theory was developed by Robert House of the

University of Toronto. According to this theory, the subordinates

accept a leader’s behavior once they view it as a sources of their

satisfaction, either immediately or in the future. It could also be stated

22
 that a leader becomes acceptable to his subordinates once his behavior

appear motivational to them.

This theory thus identifies two basic dimension of leadership.

Initiating structure and consideration. The term initiating structure

refers to the leader activity of structuring the work of group members

and guiding therein through the path of goal attainment. The term

consideration refer to the leader’s activity to showing concern for the

individual group members and the satisfaction of their needs. In other

words, the leadership should be motivational when the task structure

correlates effective performance with the satisfaction of subordinates

needs, as well as provide the requisite training, guidance support and

reward that would enhance the effective performance.

Even though this theory has received warm attention of researchers,

there are however, some attendant problems. For examples, the

prediction of workers’ performance and inconsistent and systematic

and rational prediction is necessary for effective planning in an

organization.

e) THE CONTINGENCY MODEL

23
 The model was first developed by Fielder (1976) according to this

model, effective group performance is dependent upon the

compatibility between the styles of the leader in interacting with his

subordinate and the degree to which the leader is controlled and

influence by the work situation. Fielder contents that the effectiveness

of a group is a function of the leader’s motivational orientation, the

nature of the situation, the structuredriess of the task, the position of

the power of the leader, and the quality of leader – member

relationship.

f) THE MANAGERIAL GRID

The theory was developed by Blake and Mouton (1984) depicting two

– dimensional framework of the leadership styles. One dimension

depicts the concern of the leader for production. Blake and Mouton

identified five basic management styles on the grid as follows:

i) Impoverished Management: The leader exerts a minimum

effort to accomplish the work. In other words, his department

turn out very little.

ii) Task Management: The leader concentrates on task efficiency

but shows little concern for the development and morale of

24
 subordinates. In other words, the leader believes that a minor

thing like disgruntled employees should not get in the way of

production.

iii) Country – Club Management: The Leader focuses on being

supportive and considerate of subordinate to the exclusion of

concern for task efficiency.

iv) Middle of the Road Management: Adequate task efficiency

and satisfactory morale are the goals of this style. In other

words, the leader looks after the workers, keep an eye on

output.

v) Team Management: The leader facilitates task efficiency and

high morale by coordinating and integrating work related

activities.

The significance of the managerial grid is that it enables the leader to

express his styles of leadership with the aims of attaining the greatest

team management styles of leadership.

2.7 QUALITIES OF A GOOD LEADER

25
A Leader is the most influential person in an organization who provides

direction, guides group activities and ensures that group objectives are

attained.

A good leader therefore is one who is capable of persuading others to move

enthusiastically toward the achievement of group goals. A leader when is a

person with power over others who exercises the power for the purpose of

influencing their behavior.

Thus discussing requisite feature which a leader should posses is not only

hard, but is equally problematic this is because many individual occupying

executive or leadership position have been found to exhibit different traits

that are sometimes contradictory.

It is in realization of this fact that Goulder Alvin (1977) stipulates ten

various perception of leadership as thus:

- A focus of group process

- A set of personality characteristics

- The act of inducing compliance

- The exercise of influence

- An act of behavior

- A form of persuasion

26
- An instrument of goal achievement

- An effect of interaction

- A differential role and

- The initiation of structure

It therefore follow that what constitutes effective leadership under a

particular circumstance may possibly not be adequate in another situation. If

this view is accepted, then taking of universal characteristics of a leader

become out of order.

It is also in this sense that McGregor (1976) opines that it is more fruitful to

consider leadership as a relationship between the leader and the situation

than as a universal pattern of characteristic possessed by certain people.

It is also in line with these situational variables that reading (1970) maintain

that “no single style is naturally more effective than others. Effectiveness

depend on a style appropriateness to the situation in which it is used”.

However, what this means is that different situations require different styles

of leadership. The relation that exist between the leadership and the

situational variables make the qualities effective leaders should possess

difficult yet, there are still some characteristics that appear common to

majority of the leaders.

27
These include:

a) A Leader should Abhor Pessimism. He should always appear

optimistic which he greatly needs to be able to move his men into

action. One thing is certain for a leader to excel in his position, he

should believe in himself. He should believe that he has what it takes

to achieve the target objectives.

b) A Leader, Irrespective of the situation, should be intelligent and

tactful. It is near impossibility to see a leader who is foolish and dully

and yet successful.

c) Another leadership quality which cuts across all situation is the verbal

activity which is an important intellectual skill. The power of the

tongue is very crucial to a leader, and doom awaits any leader who

lacks his essential quality. This is because his ability to influence and

stir his subordinate into action does not lie only on his leadership

behavior, but equally, on effective use of his tongue.

d) A leader should have his reasoned judgment. This will enable him to

analyze the work of his subordinates with the aim to spur them into

greater efforts.

e) Equally important is that a good leader should emotionally stable.

This will enable him to check the expression of both his happiness and

28
 sorrow. However, this does not mean that a leader should be clammy,

devoid of all apathy and warmth.

f) A good leader is should be quick in decision making. Nonetheless,

experience have shown that hasty decision does not always lead to a

good decision as it may discourage broad participation of

organizational member.

g) Another vital quality of a leader is a good leader should be call

technical know-how. This refers to the authority of knowledge, that is,

technical and professional, one needs an extensive by his subordinate

to be able to direct them. Technical competence is vital to a leader so

that he can win the respect of his subordinates.

It is congruent with his contention that Johnson (1990) asserts that “a

good and competent leader must possess” the ability to manage people

who have professional skills, an appreciation of their professional skill

and contributions they make. A Leader can only achieve this is he is

technically proficient.”

2.8 LEADERSHIP AND WORKERS PERFORMANCE IN AN

ORGANIZATION

29
The leadership of any organization should, therefore, ensure a conducive

organizational climate that will facilitate optimum organizational

performance. The climate should be one that will ensure motivation is the

worker to willingly contribute the best of his quota in accomplishing the

goals of the organization. The need of an individual worker influences his

motivation which in turn affects his performance. Thus, it is leadership task

for the leader to motivate the worker and thereby obtain effective behavior

that provides positive outcomes for both the individual and the organization.

A grudging employee would usually have his mood at the workplace reflect

on his job output. It is near impossibility for a demotivated employee to

perform as good as a motivated subordinate, both facing the same

intervening variable. It is, therefore, beneficial to any organization if its

employees work with enthusiasm and optimism. It is only then can the

morale be said to be high: only then will they achieve greater efficiency.

There is no doubt that good leadership positively influence workers

motivation which hopefully, would affect positively his performance. It exist

between leadership and performance that Wilkinson et al was of the view

that if leadership standard are high, the motivation and performance of

member of the organization will also be high.

30
 It is therefore, imperative on the leadership of any organization to stir the

work force action towards the realization of its corporate objectives. Thus, it

becomes expedient that management has to be constantly conscious of the

fact that it cannot succeed in getting much to be done by the people if it does

not succeed in motivating and inspiring them into positive and constructive

actions.

2.9 GOOD LEADERSHIP WITH HUMAN RELATION IN

ORGANIZATIONAL MANAGEMENT TOWARDS ACHIEVING
ORGANIZATIONAL OBJECTIVES

The good human relation of a leader always makes communication flow

freely well in an organization which is a good step toward making the

organization to achieve its clearly defined objectives.

The effective control and the good attitude of the leader toward the workers

are as well important in good organizational management. What this mean is

that as leadership becomes more advanced, an emphasis on people now is

crucial. Instruction is also a vital part as is communication. But the highest

form of leadership is one, which inspires personal commitment and

involvement on the part of followers. When people are approached in such a

31
way that they provide momentum form within themselves, leader are able to

do more leading and less pushing.

Every member of the group is socially motivated. Each want to produce at

his best because that is what the team is doing. Well-lead workers or groups

will see failure as betraying well placed confidence.

Against this background therefore, the following strategies of relating with

people need to be applied.

a) A Leader must be friendly with the Subordinate as well as his

Superiors: A leader must handle people with tact/wisdom, have self

control, understanding issues from other peoples point of view,

avoiding what will make you to apologize, never criticizing publicly,

and never forgetting to give compliments for any job well done, by

sympathetic with the other people’s ideas and desires and be what

people called “a good man skilled in speaking”.

b) Lead and Work Better: To work better require that you have to do

one thing at a time, know or identify the problem, learn to listen and

ask questions, distinguish sense from nonsense accept change as

inevitable, any thing you are to say, say it in a simple manner, always

32
 abide by the rules and regulations of the organization, always be

cheerful and always respect constituted authority.

c) Be a good Leader and not a bad Boss: This is because the boss drives

his men while the leader inspired them. The boss depends on authority

while leader depend on good will, the boss evokes fear while the

leader radiates love, the boss says I while the leader says we, the boss

says that is wrong while the leader know how it is done while the

leader shows how to do it; and the boss demand respect while leader

command/earns respect.

2.10 THE ROLES OF EFFECTIVE LEADERSHIP IN AN

ORGANIZATION
The need for every organization to have an effective leadership cannot be

overemphasized. Below are some of the roles of an effective leadership in an

organization.

a) Good Achiever: An effective leader in an organization ensures that

the organization achieves it main aims and objectives within a specific

period of time.

33
b) People Leadership: In other to achieve the above objectives, an

affective leader carry the people along, because he knows he cannot

achieve the aims and objectives of the organization alone.

c) Motivational Leader: He motivates his workers or subordinates to put

in their best toward achieving the organizational objectives, through

good communication, bonus, training and re-training of staff, giving

responsibility i.e. delegation of authority.

d) Human Relation: Another importance of effective leadership in an

organization is, creating good organizational climate between his staff

and the environment the work, staff and staff and between and staff

and himself. This brings about total trust, respect and confidences in

the organization.

In conclusion, leadership with good human relation is to pivotal in any

organization, especially as it is often said that good leadership is the bedrock

and sine-qua-non for all organization growth and development.

Bad leadership breads poor organization performance, if the leadership of an

organization is incompetent the activities of its component individual

member will be paralyzed. All hands might be on the wheel but none will be

steering it.

34
The structure will be weak, and role allocation faulty: coordination and

control of activities of individual members of the organization will become

problematic. Where there is absence of team work, organizational

performance would be a continuous retrogression. We should be inspiring

leader rather than coercing bosses.

Against this background, we need to strongly emphasize that leader of

organizations should develop effective leadership qualities that would make

their administration purposeful, positive and achievement – oriented. This is

the best way to move our organization forward and ensure high goal

achievements.

35
 CHAPTER THREE

3.0 RESEARCH METHODOLOGY

This chapter deals primarily with the method of gathering and the source of

data to be used in this project.

3.1 RESEARCH DESIGN

Research design is a blueprint for the collection, measurement and analysis

of data (Cooper and Schindler, 2001). In other words, research design is

used to describe a number of decisions which need to be taken regarding the

collection of data before all the data are collected.

The research design adopted for this research work is survey method. The

survey research design is a systematic study of a population by collection

and analysis of a sample from population as a typical representative, the

result of the sample analyzed provides a basis or generalization and

conclusion on the population studied. The research made use of this method

and using Kaduna Polytechnic, Kaduna as the population of the study. for

this study, questionnaires are used to acquire first hand information or

primary data and secondary sources of data is official document or record of

the institution.

36
3.2 RESEARCH POPULATION

A population is defined as a collection of individual items, either of things or

people with common characteristics (Banda, 1997). In other , a population is

the aggregate of all cases that conform with some designated set of

specification.

In this research the population under consideration is the total workforce

Kaduna Polytechnic, estimated of 3000. Which made up of 1000 academic

staff and 2000 non academic staff.

3.3 SAMPLE SIZE AND SAMPLE TECHNIQUES

A total number of 341 employee were selected as the sample size out of the

3000 total population of the study for the purpose of efficiency,

effectiveness and convenience.

Here the research sample out a population to be used studied which

comprise ninety-one (91), top management staff, one hundred and fifty

(150), middle management staff and one hundred (100) lower management

staff.

The researcher employed Krejcis and Morgan (1975) sampling technique in

selecting the sample size.

37
3.4 INSTRUMENTS OF GATHERING DATA

The instruments of gathering data for this research is structured

questionnaire.

Structured Questionnaire: This a formalized approval for asking question to

be answered by a group of people or individual centered on the hypothesis to

be proved questionnaire will be personally administered to selected sample

and responded by dully collected.

3.5 JUSTIFICATION OF THE METHOD USED

The use of Questionnaire in the study is very significant because it is free

from personal bias, since the researcher is not there with respondent while

filling the questionnaires, therefore, the tendency of the researcher

influencing the respondents’ opinion is highly minimized.

Another important aspect of using questionnaire method than other method

is that, the questionnaire guide both the researcher and the respondent not to

go outside the area of the research topic/work.

3.6 METHOD OF DATA ANALYSIS

The method of data analysis adopted in the research work or study is the

simple percentage tabulated form. The simple percentage tabulation was

used in analyzing the data of response from the respondents of the

38
 questionnaire that were distributed or administered also the chi-square

method was used by the research to test the earlier stated hypothesis. Chi-

square formula is represented as follows:

2
χ2 = ∑
( O−E )
❑
E

Where O – Observed frequency

E – Expected frequency

∑ - Summation

χ2 – Chi-square

3.7 JUSTIFICATION OF DATA ANALYSIS

The researcher used the simple percentage tabulation form, because it is the

easier technique or instrument that make it possible to the researcher to

choose among the alternative responses from the cumulative answers from

the questionnaire. The purpose of testing the hypothesis by the research in

using the chi-square method as one of the statistical instrument because it

provide the researcher with accurate and absolute measure of data collected

from respondent of the questionnaire distributed. Also this instrument is

very simple to justify data since it does not involve any critical and complex

calculation. Chi-square is very simple and easy to use. It shows the level of

39
relationship between the null hypothesis and the alternative hypothesis and

the alternative hypothesis.

40
 CHAPTER FOUR

PRESENTATION AND ANALYSIS OF DATA

4.1 Introduction

This chapter is concerned with the information from the questionnaire that

were administered to the management staff of Kaduna Polytechnic.

4.2 Data Presentation

The researcher distributed 241 but only 80 out of the number were duly

completed and returned. The table below further summarized the result of

data obtained from the respondents.

Respondent on Personal Data

Table 1: Response on gender

Gender No of Respondent Percentage (%)

Male 64 20

Female 16 20

Total 80 100

Source: Field Survey, 2012.

Table (1) above shows 64 of the respondents representing 80% of the total

population are males, while 16 of the respondent representing 20% of the

41
population are female. This shows there are more males than female in the

organization, it is so because of the nature of the job.

Table 2: Responses on Ages

Age No of Respondent Percentage (%)

18 – 30 4 5

31 – 45 36 45

46 – above 40 50

Total 80 100

Source: Field Survey, 2012.

A look at the above show 4 of the respondents representing 5% of the total

population are between 18-30 years, 36 respondent representing 45% of the

total population are between 31-45 years, 40 respondent representing 50% of

the total population are between 46-above years. This shows that the

institution need mature adult to lecture and also lead the institution

effectively to achieve it objectives.

SECTION B

Table 3: Response on good and effective leadership

Option Frequency Percentage (%)

Yes 80 100

No - 50%

42
 Total 80 100

Source: Field Survey, 2012.

From the above table of the respondents presenting 100% responded yes to

the question good and effective leadership bring about achieving

organizational objectives. There was no any contrary view.

Table 4: Responses Kadpoly management effectiveness and leadership

qualifies

Option Frequency Percentage (%)

Yes 36 45%

No 44 55%

Total 80 100

Source: Field Survey, 2012.

A look at the above table show 36 of the respondents representing 45%

agree that the management of Kaduna Polytechnic have effective leadership

qualities. 44 of the respondent representing 55% disagree with the above

respondents. They added that the management of Kaduna Polytechnic does

not posses effect we leadership qualities. There is need for the leader to

43
improve as this will gear it toward achieving the organizational goals within

a specific time.

Table 5: Responses on Kaduna Polytechnic effective Leadership role among

its staff
Option Frequency Percentage (%)

Yes 36 45%

No 44 55%

Total 80 100

Source: Field Survey, 2012.

Judging from the above table 36 of the respondents representing 45% agree

that the management of Kaduna Polytechnic have effective leadership role

among its staff, while 44 of the respondents representing 55% had contrary

view. It is idea for all management to be staff carrying its staff alone.

Table 6: Responses on using effective technique in leadership

Option Frequency Percentage (%)

Yes 38 47.5

No 42 2.5

Total 80 100

Source: Field Survey, 2012.

44
A look at the above table show that 38 of the respondents representing

47.5% agree that the leadership toward achieving organizational objective.

While 42 of the respondents representing 52.5% have a contrary view about

the leadership of Kaduna Polytechnic.

Table 7: Response on leadership style in Kadpoly

Option Frequency Percentage (%)
Democratic 40 50
Autocratic 10 12.5
Laissez-faire 30 37.5
Total 80 100
Source: Field Survey, 2012.

A glance at the above table show 40 of the respondents representing 50%

agree that Kadpoly management adopts democratic style 10 of the

respondents representing 12% admitted that the Kadpoly leadership styles is

autocratic in nature, and while 30 of the respondents representing 37.5% say

the management of Kadpoly adopted Laisseza-fair leadership styles. It for

any organization to achieve it set goals and objectives the management

should be a democratic leadership styles.

Table 8: Responses of good relationship between the leader, staff and

student of Kadpoly
Option Frequency Percentage (%)

45
 Yes 48 60

No 32 40

Total 80 100

Source: Field Survey, 2012.

48 of the respondents representing 60% agree that there is good relationship

between the leaders, staff and student of Kadpoly. While 32 of the

respondents representing 40% have a contrary view. To them the

relationship between the leaders staff and student is not effective, so there is

need to improve it. It is good therefore, for the leadership of any

organization to establish good working relationship with its staff, as this will

lead to serve as yardstick toward achieving the organizational goals and

objectives.

Table 9: Response on effective leadership as a cornerstone toward

achieving organizational objectives

Option Frequency Percentage (%)

Yes 80 100

No - -

Total 80 100

Source: Field Survey, 2012.

46
From the above table 80 of the respondents representing 100% agree that

effective leadership is a cornerstone toward achieving organizational

objectives of Kadpoly. There was no contrary view. Therefore for any

organization to achieve its organizational objectives the leadership of the

organization must be effective.

Table 10: Responses effect of poor leadership toward achieving

organizational objectives in Kadpoly

Option Frequency Percentage (%)

Yes 80 45%

No - -

Total 80 100

Source: Field Survey, 2012.

The above table shows that 80 of the respondents representing 100% agree

that lack of proper use of leadership skill bring about poor leadership affect

many organization to achieve its objectives. There was no any contrary

view.

Table 11: Responses on lack of using proper leadership skill

47
 Option Frequency Percentage (%)

Yes 80 100

No - -

Total 80 100

Source: Field Survey, 2012.

A look at the above table show that 80 of the respondents representing 100%

agree that lack of proper use of leadership skills bring about poor leadership

in Kadpoly. There was no contrary view.

This shows that leadership in any organization must adopt or uses good

leadership skills, as this will help an organization to achieve its objectives.

Table 12: Responses on lack of effective leadership and workers

relationships

Option Frequency Percentage (%)

Yes 80 100

No - -

Total 80 100

Source: Field Survey, 2012.

Judging from the above table 80 of the respondent representing 100% agree

that lack of effective leadership and workers relationship affect the

organization to achieve its objectives. There was non any contrary view all

48
organizations are expected to have effective leadership/workers relation as

this help the organization to achieve its objectives.

Table 13: Responses on trust and confidence

Option Frequency Percentage (%)

Yes 50 62.5
No 30 37.5
Total 80 100
Source: Field Survey, 2012.

From the above table shows 50 of the respondents representing 62.5% agree

that lack of trust and confidence on the management toward the workers

affect the leadership of Kadpoly while 30 of the respondents representing

37.5% share a contrary view. However, management of any organization

should have trust and confidence on their workers, as this will foster good

working relationship between the two group and in turn led toward effective

means of achieving the organizational goals and objectives.

Table 14: Responses delegation of responsibilities

Option Frequency Percentage (%)
Yes 80 100
No - -
Total 80 100
Source: Field Survey, 2012.

49
Judging from the above table 80 of the respondents representing 100%

admitted that the leadership in Kadpoly should delegate responsibilities to its

workers as a way of achieving organizational objectives. No contrary view

on delegation of responsibilities is a good weapon toward achieving

organizational objectives, therefore leadership of any organization should

always adopt it.

Table 15: Responses on the best leadership style in Kadpoly

Option Frequency Percentage (%)

Yes 60 75

No 20 25

Total 80 100

Source: Field Survey, 2012.

From the above table 60 of the respondents representing 75% agreed that

democratic leadership styles is the best for Kadpoly toward achieving its

organizational objectives. While 20 of the respondents representing 25%

have a contrary view, they added autocratic is the best for Kadpoly based on

theory x and y by management experts. However, carry every body along in

leadership democratic leadership style is the best for all organization.

Table 16: Responses on leadership refresher course

Option Frequency Percentage (%)

50
 Yes 80 100

No - -

Total 80 100

Source: Field Survey, 2012.

A look on the above table show 80 of the respondents representing 100%

agree that the leadership of Kadpoly should under regular leadership

refresher course that will help them to acquire recent leadership skills or

technique that will help them to achieve organizational objectives. There

was no any contrary view.

4.3 Test of Hypothesis

The researcher in order to test the hypothesis at hand decided to source for

data information using Yes or No questionnaire, personal interview.

Response gathered from the use of chi-square method has enable the

researcher to test the hypothesis.

The chi-square X2 test is use to test the hypothesis to confirm the

significance of variable that is the dependent and independent variable.

The level of significance to be used in this case is % that is a = 0. The

decision will be based on the chi-square X2 known as the obtained value is

51
greater than the table value known as the critical value will reject the null

hypothesis and accept H1 if otherwise.

Question Responses
Yes No Total
6 56 24 80
47 33
16 56 24 80
65 15
Total 112 48 160
Source: Field Survey, 2012.

H0: Leadership has no effective in achieving the organization objective.

H1: Effective leadership has impact on achieving the organization objective.

H = (r-1) (c-1) = (2-1) (2-1) = 1 x 2 = 2

X = 0.05

X2 = E(O-E)2
E

Decision Rule: Accept H0 if X2 < 3.84.

O E O–E (O-E)2 (O-E)2

E
47 56 -9 81 1.45
33 24 9 81 3.38
65 56 9 81 1.45
15 24 -9 81 3.38

52
 X = 9.66

Decision Rule: Accept H1 an effective leadership has impact in achieving

Kaduna Polytechnic objectives.

53
 CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION

5.1 SUMMARY OF FINDINGS

The study on the role of effective leadership toward achieving organizational

objectives in Kadpoly and almost every organization is very vital toward the

achievement of organizational objectives. Because good, proper and

effective leadership brings about qualitative, high productivity and effective

performance of duty in the organization. As a result of effective leadership

Kadpoly has a standard workforce that has dedicated and committee itself to

the efficiency and effective achievement of its objectives.

The purpose of effective leadership in an organization especially Kadpoly is

to attain its objectives. The study geared toward ascertained the following:

 To determine why leadership is not very effective in an organization

 To determine how leaders could be made more effective in public and

private organization

 To determine the impact of effective leadership on the achievement of

organizational goals.

In the literature review, the reason for having effective leadership in

organization, the problem and solutions were enumerated. Similarly, the

54
 performance of the leader in the organization through effective leadership

was highlighted. It was the conception of scholars that effective leadership

was initiated to achieve the following objectives in an organization:

 The improvement of the workers performance at work in the leadership

of the organization

 The reduction of ill-characters among the worker and the leadership of

the organization

 The achievement of organization objectives. In chapter three, the sources

of data were highlighted and also the validity of the data

 In the empirical aspect, questionnaire were prepared and administered (

) to both staff and student as the respondents. The essence was to test the

hypothesis formulated for the study.

Chapter five highlighted the summary, conclusion and recommendation of

the study.

5.2 FINDINGS

From the researchers finding, one can see the effective leadership as a basic

tool that leads toward achievement of organizational objectives. For

example, the leadership of Kadpoly help in coordinating, controlling

motivating and directing the workforce of the organization toward achieving

55
 the organization objectives. The contribution of effective leadership patterns

between the management of the organization staff and student has an

important role in achieving the Kadpoly and other organization in general.

Also in our observation through effective leadership various organizations

creates a good working relationship between management and the staff and

student inclusive, also staff are willing to work with or without closed

supervision.

Lastly, on our finding the role of effective leadership in organization is a

bedrock for any organization to achieve its objectives.

5.3 CONCLUSION

The role of effective leadership toward achieving organizational objective is

of great importance in any organization with effective leadership Kadpoly

has dedicated and committed itself toward achieving its objectives as

institution.

For an organization to achieve its objectives, the leadership must be

performing up to it required task as they are the life wire toward the success

of the organization. The management of an organization should co-ordinate,

direct, plan, motivate and establish good working relationship with its

56
 workers and also with the public, this will help the organization to achieve

its objectives.

Oyekan (2000) observed that leadership is the great democratic engine that

could identify endowed talents and match them relevant opportunities

irrespective of the worker gender, social class, tribe and ideology, with the

aim of achieving the organizational objectives. Although, there are some

problems of effective leadership in Kadpoly Kaduna like poor

communication skill between the management, staff and student, lack of

trust and confidence on staff and students, lack of good delegation of

responsibility, ethnicity and essinalism etc with all these problem if effective

and efficient method of leadership will be adopted this will be a forgone

issue.

We can conclude by saying effective leadership is a great weapon for any

organization either public or private can use it to achieve its objectives.

Every organization should work toward getting good and reliable leadership

that will be goal and people oriented leadership both in practices and in

theory.

5.4 RECOMMENDATIONS

57
In order to ensure steady and predictable leadership in organization, the

following recommendations are hereby advanced.

a. Democratic leadership style – The researches recommended that all

organization should adopt democratic leadership styles, as it is the best

and will carry everybody in the organization, furthermore, this style of

leadership enhance quick achievement of organizational objectives.

b. Cordial Relationship among management, staff, and student the

researcher are calling on both the management staff and student to have

sound relationship that will help to move the organization forward.

c. The researcher also recommend for effective leadership both in public

and private sector as it is the only yardstick for the achievement at

organizational objectives.

d. Training and re-training – the researcher recommend that the leadership

of organization should go for training and retraining where they will

acquire basic leadership skill or knowledge that will help to achieve the

objective of the organization.

e. The management of Kadpoly should always delegate responsibilities to

its staff based on merit and not on the bases of tribalism ethnicity or

sectionalisms. This will help the organization to achieve its objectives

with the shortest possible ways.

58
f. The researcher recommend that the leadership should have trust and

confidence on the workers rather than working along also the syndrome I

know it all or if not me as a leader will not help an organization to

achieve its objectives, since no man is an island.

g. A team of researchers should be sponsored to further explore this topic as

the result of this research are to come and help in achieving

organizational goals through effective leadership

59
 REFERENCES

Administration in Nigeria Current Problems and Future Challenges, Lagos

Mangrove Publications.

Davar R.S (1988). Management, Bombay Publishers, India.

Makin Peter, et al (1956). Managing People at Work, London: The British

Psychological Society and Rutledge Limited.

McGregor, D. (1976). Leadership and Motivation, Cambridge: M.T Press.

Nwachukwu, C.C. (1988). Management Theory and Practice, Africana.

Reddin, W.J (1970). Management Effectiveness, New York: McGraw Hill.

Uju, A.A. (2001). Understanding Administration, Anyaotu Enterprises and

Publishers (Nigeria) Ltd.

White, R & Lippitt, R. (1973). Leader Behaviour and Member Reactions in Social

Climents in Grop Dynamics, Illinois: Row, Peterson.

www.google.com & internet

APPENDIX IX

60
 Department of Management Studies
Kaduna Polytechnic, Kaduna

Sir,

RESEARCH QUESTIONNAIRES

I am a student of the above mentioned Institution conducting a research work titled

“The role of Effective Leadership Towards Achieving Organizational

Objectives” a case study of the same Institution (Kadpoly). I have some questions

attached to his letter and will please appreciate if you could answer them as they

will assist greatly in the conduct of this research work.

All information given will strictly be kept secret and will be only for academic

purpose.

Thank you.

Yahaya Abolore Saka

QUESTIONNAIRE

Instruction: Please tick only one answer in the bracket

RESPONDENTS PERSONAL DATA

1. Sex

a) Male ( )
61
 b) Female ( )

2. Age

a) 18 – 30 years ( )

b) 31 – 45 years ( )

c) 46 years and above( )

3. Marital status

a) Married ( )

b) Single ( )

c) Divorced ( )

d) Widow ( )

4. Department
…………………………………………………………………………
5. Rank

a) Lecturer ( )

b) Senior staff ( )

c) Junior staff ( )

d) Student ( )

6. Qualification

a) Ph.D ( )

b) MSc ( )

c) Degree/HND ( )
62
 d) Diploma ( )

e) Others (Specify) …………………………………………………………

7. Year of service

a) 0 – 10 years ( )

b) 11 – 25 years ( )

c) 26 years and above( )

63
 SECTION B

LEADERSHIP IN KADPOLY

8. Does good and effective leadership bring about achievement of the Institution’s

objectives?

a) Yes ( )

b) No ( )

9. Do you consider the management of Kadpoly as effective?

a) Yes ( )

b) No ( )

10.Does the management of Kapoly have effective leadership role among its staff?

a) Yes ( )

b) No ( )

11.Does the leadership of Kadpoly use effective technique in leadership toward

achieving organization objective?

a) Yes ( )

b) No ( )

12.Which leadership style did the management at Kadpoly adopt?

a) Democratic leadership styles ( )

b) Autocratic leadership styles ( )

c) Laissez-fair style leadership ( )

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13.Is there any good leadership between the leader, staff and student of Kadpoly?

a) Yes ( )

b) No ( )

14.Does effective leadership lead to the achievement of organizational objectives?

a) Yes ( )

b) No ( )

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 SECTION C

PROBLEMS OF LEADERSHIP IN KADPOLY

15.Does poor leadership affect the achievement of objectives in Kadpoly?

a) Yes ( )

b) No ( )

16.Does lack of proper use of leadership skill bring about poor leadership in

Kadpoly?

a) Yes ( )

b) No ( )

17.Does lack of effective leadership / workers relation affect the organization to

achieve its objective?

a) Yes ( )

b) No ( )

18.Does lack of trust and confidence on the management towards the workers

affect the leadership of Kapoly?

a) Yes ( )

b) No ( )

SECTION D

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19.Do you suggest that leadership in Kadpoly should delegate responsibilities to its

workers?

a) Yes ( )

b) No ( )

20.Do you agree that democratic leadership style is the best for Kadpoly towards

achieving its objective?

a) Yes ( )

b) No ( )

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