IMPACT OF DEMOCRATIC LEADERSHIP STYLE ON JOB PERFORMANCE OF SUBORDINATES IN ACADEMIC LIBRARIES IN PORT HARCOURT, RIVERS STATE, NIGERIA
DOI:
https://doi.org/10.29121/granthaalayah.v6.i10.2018.1190Keywords:
Democratic Leadership Style, Job Performance, Subordinates, Academic Libraries, Rivers State, NigeriaAbstract [English]
The study focused on the influence of democratic leadership style on job performance of subordinates in academic libraries in Port Harcourt, Rivers State, Nigeria. The research design adopted for the study was a survey, while the 74 professional and para-professional staff working in the libraries studied were the respondents. Data collection was through questionnaire instrument titled “Democratic Leadership Style on Job Performance of Subordinates in Academic Libraries (DLSJPSAL)” made up of of five (5) item statements. Research question was answered using frequency counts, total score and means. Findings of the study revealed that democratic leadership style in academic libraries studied has positive influence on subordinates’ job performance because it results in high employees’ productivity. This style of leadership tends to have work groups that were very productive and subordinates showed a high degree of satisfaction on the job. Among others, the researchers recommended that heads of academic libraries should be encouraged to adopt democratic leadership style since it yields higher result in job performance of subordinates and consequently to users’ satisfaction with library services.
Downloads
References
Adeyemi, T.O (2010) Principals’ Leadership Styles and Teachers Job Performance in Senior Secondary Schools in Ondo State, Nigeria. Journal of Education, Administration and Policy Studies, 2(6): 83-91. http://www.academicjournals.org/JEAPS (accessed September 20, 2018)
Ajibade, T.O. (2010) Principals’ Leadership Styles and Teachers’ Job Performance in Senior Secondary Schools in Ondo State, Nigeria. International Journal of Educational Administration and Policy Studies, 2 (6): 83-91. https://doi.org/10.5897/IJAPSIO.019 (accessed September 20, 2018)
Akinyemi A. (1993). Job Satisfaction among Teachers in Ondo State Secondary School”. J. Educ. Leadership, 29: 10-22.
Akinwumiju J.A., Olaniyan DA (1996). Supervision, Leadership and Administration: The Evasive Concepts in School Management.” Ibadan: Education Study and Research Group, pp. 21-45
Ali A. S. A. & Elmi H. O. & Mohammed (2013). The Effect of Leadership Behaviours on Staff Performance in Somalia . Educational Research International, 2 (2): 23-34
Bhatti, N., Maitlo, G.M., Shaikh, N., Hasmi, M.A., &, Shaikh, F.M., (2012). The Impact of Autocratic and Democratic Leadership Style. International Business Research, 5(2): 192-201.
Heenan DA, Bennis W (1999). Co-leaders: The Power of Great Partnership. John Wiley and Sons, New York, pp. 38-54.
Iqbal, N., Anwar, S. & Haider, N., 2015. Effect of Leadership Style on Employee Performance. Arabian Journal of Business and Management Review, 5(5): 1-6.
Ijaiya, N.Y. (2000) Failing schools and national development: time for reappraisal of school Effectiveness in Nigeria. Nigerian journal of Educational Research and Evaluation, 2: 2-42. https://www.scirp.org.referencepapers??
Liberman A, Beverly F, Alexander L (1994). A Culture in the Making: Leadership In Learner-Centred Schools. New York: National Centre for Restructuring Education. pp. 10-18.
Mba J (2004). Strategic Management Centre. Punch Lagos: Punch Newspaper, pp. 11-24.
McLeod, S. (2008). Simply psychology. [Online] Available at:
https://www.simplypsychology.org/likert-scale.html (accessed September 20, 2018).
Mgbodile, T. O. (2004). Fundamentals in Educational Administration and Planning. Magnet Business Enterprises: Enugu.
Mwita, J.I. (2000). Performance Management Model, System- Based Approach to System Quality. The international Journal of Public Sector Management, 13 (1): 19-12.
Northouse, C. (2007) Leadership Theory and Practice. New Delhi: Sage Publication Inc.
Nwachukwu, C. (2010). Effective Leadership and Productivity; Evidence from a National Survey of Industrial Organizations. African Journal for Study of Social Issues, 1: 38-46.
Nwaigwe, U. (2015) The Influence of Head Librarians’ Leadership Styles on Job Satisfaction of Librarians in Tertiary Institution Libraries in Imo State, Nigeria. Open Access Library Journal 2, 1-9. Doi: 10.4236/oalib.1/01572 (accessed September 20, 2018).
Obi, E. (2003). Educational Management: Theory and Practice. Jamoe Enterprises, Enugu.
Ojokuku, R., Odetayo, T. & Sajuyigbe, A., 2012. Impact of Leadership Style on Organizational Performance: A Case Study of Nigerian Banks. American Journal of Business and Management, 1(4): 202-207. DOI: https://doi.org/10.11634/216796061706212
Okeniyi CM (1995). Relationship between Leadership Problems and School Performance in Oyo State Secondary Schools. Unpublished. M.Ed. Thesis University of Ibadan. pp. 57-82.
Okurumeh EA (2001). Principals and Public Relation Community Perspectives. A Paper Presented at Workshop for Secondary School Principals. Oyo 10 – 12th Feb, pp. 9-18.
Olaniyan AO (1999). Principal Preparation, Selection and Leadership Roles” Teachers and Teaching in Nigeria. Festa Press Ltd, Benin. pp. 73-88.
Omeka, F.C and Onah, K.A (2012). The influence of Principals Leadership Styles on Secondary School Teacher’s Job Satisfaction. Journal of Educational and Social Research, 2.
Peretemode VF (1996). Education Administrations: Applied Concepts and Theoretical Perspective for Students and Practitioners. Nigeria Lagos: Joja Educational Research and Publishers, pp. 36-50.
Siskin LS (1994). Realms of Knowledge. Academic Departments in Secondary Schools. Falmer Press, Washington D.C. pp. 17-34.
Downloads
Published
How to Cite
Issue
Section
License
With the licence CC-BY, authors retain the copyright, allowing anyone to download, reuse, re-print, modify, distribute, and/or copy their contribution. The work must be properly attributed to its author.
It is not necessary to ask for further permission from the author or journal board.
This journal provides immediate open access to its content on the principle that making research freely available to the public supports a greater global exchange of knowledge.