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Chapter one


1.1 Background of the Study

An organisation is a social structure with a boundary that separates it from its surroundings, pursues its own collective goals, and manages its own performance (Kick and Gullet, 1995).In a formal organisation, interactions are rationally organised and directed over time using a common framework.

The person in charge is usually the leader.

Kraines (2001) emphasised that the term leadership has been employed in most disciplines, including political science, corporate executives, social workers, and educators. However, there is significant debate on the exact meaning.

This viewpoint was backed by Tafffinder (2006), who provided various definitions of leadership: “a simple meaning leadership is getting people to do things they have never thought of doing, do not believe are possible, or do not want to do.”

In terms of an organisation, he described leadership as “the action of commitment employees to contribute their best to the purpose of the organisation”.

While using a more complicated and accurate approach, he emphasises that you can only recognise leadership by its consequences – the fact that individuals or groups of people begin to behave in specific ways as a result of someone else’s activities.”

Thus, in many contexts, “leadership ability” may only become obvious when a person holds a formal role and thus has power over reward and punishment, or when such power is very weak among other group members. The failure to make this distinction has led to some confusion in the topic of leadership.

Effective management is defined as a method of getting things done by others. It may also be defined as a social process that involves accountability for the effective and economic planning and regulation of an organization’s operators in the fulfilment of a specific objective or job.

Employee performance is defined as the work rate of individuals who work for the department, unit, or ministry to carry out the organization’s aims and objectives, and it is via their performance that each unit defines its position in relation to the unit’s specified goals.

Employees must be rewarded / motivated based on their effective performance, which is accomplished through performance assessment, which is defined as a systematic examination of an employee’s past and present behaviour on the job using a standard format for use by both the employee and the company.

Messick and Kramer (2004) went on to clarify that whereas humans might join an organisation to attain specific personal goals, the amount to which they are active members is determined by how convinced they are that their goals are predetermined.

As a result, an individual will support an organisation if he believes that through it, his personal aspirations and goals can be achieved. If not, the individual’s interest in the organisation will wane.

The amount (degree) to which all members of an organisation use their abilities and influence in the efficient use of resources is determined by how well the organization’s management (leaders) understand and fulfil their roles.

Maddock and Fulton (1998) explained that leadership and other organisational processes must be such that each member, in light of his background, values, and expectations, views the expenses as supportive and one that can build and maintain his sense of personal worth and importance.

1.2 Statement of the Problem

Leadership management in the organisation is shifting towards transformational leadership. The question is whether transformation leaders improve leadership development, subordinate work satisfaction, and individual growth.

Bass, Bennis, and Nanies; Conger and Kanungo; Rouche, Baker, and Rose; and Tichy and Devanna (as quoted in Pawar and Eastman, 1997) investigated transformational leadership’s behavioural characteristics and their implications on subordinate productivity, performance, and organisation.

According to Hater and Bass (1998), much study has been conducted on the exchange connection between leaders and subordinates. However, the concept of effective leadership is founded on strong personal identification and extends beyond a self-interested reward exchange between leader and follower.

The effectiveness and ineffectiveness of the current study can be attributed to its leadership and organisation.

Akpala (1998) identified some typical challenges that hinder organisational effectiveness in Nigerian businesses and organisations. Among the issues confronting Nigerian economic and government institutions include a negative attitude towards work among the Nigerian workforce, poor organisational performance, and widespread inefficiency and ineffectiveness.

The author went on to say that most organisations in Nigeria are run by management techniques that are foreign to the usual Nigerian culture. However, it was indicated that the appropriate leadership and motivation were not used in managing Nigerian personnel.


The primary goal of this study is to investigate the impact of leadership style on subordinate production in Nigeria in relation to the United Bank for Africa. The precise objectives of the study include:

i. Determine the pattern of leadership and the extent to which it has effected organisational performance in the United Bank for Africa (UBA).

ii. Identify the variables contributing to low worker performance at the United Bank for Africa (UBA).

iii. To investigate how leadership style affects labour-management relations and productivity at the United Bank for Africa (UBA).

iii. Investigate the roles a leader plays in an organisation.

1.4 Significance of the Study

Nigeria is currently experiencing a significant growth in the number of entrepreneurs who are starting businesses in common areas such as maintenance, wholesale, and industrial production. The operation of these company units requires frequent interactions and expectations between the entrepreneur and the workforce.

Based on this, this study will be extremely significant in a variety of ways:

i. It will help to highlight the relationship between leadership and organisational performance, as well as how leadership style might be used.

ii. It will be important for business administration students who may one day become managers, leaders, or entrepreneurs.

iii. This study will also assist organisational management and leaders in being aware of the elements that encourage their personnel to perform at low or high productivity levels.

1.5 Research Hypotheses

The following hypotheses were proposed to guide the study in accomplishing its research aims.

Hypothesis one.

HO: The leadership function and pattern at United Bank of Africa (UBA) has no substantial impact on the overall success of the business outfit (organisation).

Hello: The leadership function and pattern at United Bank of Africa (UBA) have a significant impact on the overall performance of the business outfit (organisation).

Hypothesis two

HO: Positive responses by leaders to greater performance indicators do not support maximisation of the organization’s objectives in the United Bank for Africa (UBA).

HI: Positive responses of the leader to higher performance indicators support the maximisation of the organization’s objectives in the United Bank for Africa (UBA).

1.6 Study Methodology

The methods used to collect data for a research project have a direct impact on the quality of the work. The study will draw on both primary and secondary data sources.

Questionnaires are used as the primary source to gather information about the study from respondents. Secondary sources include printed and published information related to the subject.

Descriptive statistics will be used to evaluate the acquired data, with chi-square analysis serving as the primary method for testing the operational hypothesis.

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