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CHAPTER ONE 1.0

From time

INTRODUCTION
immemorial, the role of leaders in ensuring excellent

1.1 Background information of the study

organizational performance cannot be over emphasized. The need for adequate motivation, suitable working environment, compensation and efficient communication between employers and employees are important to promoting excellent organization performance. Therefore, it was important to evaluate leadership Style and its effects on employee at Etisalat, Nigeria. Emerging Markets Telecommunication Services (EMTS), trading as Etisalat, is a Nigerian company duly incorporated under the laws of Nigeria in partnership with Mubadala Development Company and Etisalat of the United Arab Emirates. Incorporated in Nigeria as a private company, it acquired the Unified Access License from the Federal Government in January 2007. The license includes a mobile license and spectrum in the GSM 1800 and 900 MHz bands at a price of $400million (Four Hundred Million U.S. Dollars). Etisalat acquired a 40% stake in EMTS and is now the operator of the Unified Access License. The evaluation was done through use of online survey questionnaires with questions tailored towards determining: the relationship between leadership and organizational performance, pattern of leadership and the extent it has affected organizational performance, the factors responsible for workers low performance and how leadership style has affected labor management study area. After analyzing the result, it was concluded that to attain the objectives of the company, it was necessary that leadership recognizes the needs of the workers, employ appropriate motivational tool such as promotion of staff based on merit and skills, provide suitable working environment and provide an appropriate leadership style that will encourage free flow of information among employer, superior officers and other employees.
Leadership is a hot topic and of critical importance in todays economy. Bennis (1988) suggests that leaders learn best from leading in through adversity. They are
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create the climate of the organization and are responsible for bringing about change within the organization. Leaders should challenge the process in order to achieve extra ordinary results (Kouzes and Posner, 2002) and improve employees perceived organizational support. Leaders should not confirm to the status quo in our current environment but most be innovative, willing to take risks, and challenge assumptions about the way things have always been done which involves challenging the process. Leadership is not just about the individual leader but it also involves others. It is a relationship between the leader and follower (Kouzes & Posner, 2002) and is based on the followers perceptions. Leaders must encourage initiative in employees (Kouzes & Posner, 2002). Followers attribute the behaviors of leaders to the organization and perceive whether or not the organization supports or cares about them known as perceived organizational support. This paper will discuss whether or not the leadership practice of challenging the process will influence an employees perceived organizational support starting with the literature review.. However, this idea has also enabled that personalities

come more and more to the foreground, acknowledging each others as complex beings incorporating numerous roles in life and displace the modern image of the individual who is at best alike (Maffesoli, 1996). They also seek this notion of meaningfulness in their working places, laying much emphasis on feelings, intuition, fun, personal growth and a sense in life. Since people are not sustainably motivated by money (Pink, 2009), nor strongly bound to companies by contracts anymore, a special kind of organizational culture has to be created in order to attract, hold and drive them, I suppose. In order to enable such an atmosphere of excellence where the employee's potential can flourish, another approach of leadership is needed, I argue. Researchers have been explaining over the years how hard the environment was playing on companies worldwide, and I arrived to the same statement through my observation of the world economic crisis, the analysis of this phenomenon by media and business researchers but also, through my personal professional experiences. As environment, I mean everything external to organizations which affect them in some ways, including customers, suppliers and community (Lawimore, 2004). Since the world economic crisis, leaders are captives of the demand and in order to survive they try to adjust the companys strategy according to the
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market. Through my studies, I came to understand that an organisation success in the current competitive environment depends on its ability to undertake transformational change, whilst at the same time ensuring continuity in core organizational processes (Applebaum, St-Pierre and Glavas, 1998). Nevertheless, having a good transformational leader in an organization is not enough for the success of change implement, since it should be combined with processes models which will ensure real guidance for future transformation rather than being temporary solutions In summary, looking back at my experiences and in the light of the of Carter, Ulrich and Goldsmiths book (2005), I have realized the ways in which transformational leaders behave towards the need of employing the required competencies within this fast changing environment. Organizational change requires competent transformational leaders and change processes business model to be successful and sustained over time. These ideas were the basis of my research question formulation and they will be more elaborated further on.

1.2 Statement of Problems

After acquiring the Unified Access License from the Federal Government in January 2007 and commenced Business in Nigeria in October 2008,Etisalat Nigeria becomes a legal entity, in this vein needs to harmonize human capital properly to be able to get return on investment (ROI) on its investment. The rate of business failure had been on the increase worldwide with Nigeria not left behind in this regard, Lack of effective leadership style has been a major cause of business failure. The need to effectively coordinate and motivate workers towards the actualization of the Business goal is a critical part for the achievement of the set goals. Some organizations concentrate more on factors like money, incentive or physiological factors without giving attention to or totally neglect the leadership management adopted by managers. Absolute leadership management, leads to productivity and encourages employee. Thus the
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project will analyze the impact of leadership on the productivity of Etisalat Nigeria This study will investigate the effects of Leadership Style on Etisalat Nigeria Employee when information is presented with either text or graphics as the primary presentation format. The investigation will be conducted in a "real work" setting and will use a computer-based task. The present study, within the context of a work environment, will be concerned with the next topic:

1.3 Research questions

The research questions are formulated as follows: 1. Which kind of leadership style exist in Etisalat Nigeria ? 2. Does this leadership style affect the employees attitude to work in Etisalat Nigeria? 3. What is the importance of innovative Leadership approach in Etisalat? 4. Why is change needed for organizations like Etisalat?

1.4 Specific objective of the study

The focus of this study is to examine the leadership styles of Managers and their subordinates. This study aims to comparatively analyze the leadership styles of the two groups i) To identify the leadership management style in existence and its effects on employees productivity and job performance towards achieving the goals of the organization. ii) To investigate whether differences of leadership styles exist between Managers of two different Departments. iii) To recommend useful qualities that will assist the leader in achieving the organization goals.

1.5 hypothesis of the study

The following hypotheses were posited to guide me in reaching the research objectives.

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1. Ho: leadership function and pattern in Etisalat Nigeria does not significantly affect the overall performance of the business outfit (organization) H1: leadership function and pattern in Etisalat, Nigeria significantly affect the overall performance of the business outfit 2. Ho: Existence of a favorable working environment does not enhance employees high input to their organization in Etisalat, Nigeria. H2: Existence of a conducive working environment enhances employees high input to their organization in Etisalat, Nigeria 3. Ho: Positive response of the leaders to high performance variables does not promote maximization of the objectives of the organization in the selected area of study Etisalat, Nigeria. H3: Positive responses of the leaders to high performance variable promote maximization of the objectives of the organization in the selected area of study in Etisalat, Nigeria. 4. Ho: staff promotion based on merit and skill will not motivate staff to higher organizational performance in this area of study. H4: staff promotion based on merit and skill will motivate staff to higher organizational performance in this area of study. Based on the above hypothesis, the following objectives will be reached: 1. To analyze the relationship between leadership and organizational performance in Etisalat Nigeria. 2. To determine the pattern of leadership and the extent it has affected organizational performance in the Etisalat Nigeria. 3. To identify the factors that is responsible for workers low performance in the selected area of study 4. To find out how leadership style has affected labor management relations and productivity in the selected area of study

1.6 scope and limitation of the study

The scope of the study will be within organizational leadership approach and its implication/effect on the work force of the organization and the supportive variables that give better meaning to the impact of leadership methods (styles) on organization performances. Also the study will consider
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leadership style based on the efficiencies and effectiveness of the companys operations. The study will be Limited geographically to Etisalat Nigeria LTD

1.7 justification of the study

I consider this thesis as a good way of enhancing my own learning about this specific area of Strategic leadership. Moreover, it is a first step in the specialization process in preparation for my future career. Leadership style and complexity are current issues in todays business research area so I found it interesting to put those two concepts in relation and confront it to a real business example. The MBA thesis seems an excellent opportunity to assess in depth of this issue on leadership in complexity. With my thesis work I aimed at deepening my understanding of the phenomenon of leadership. As I have contemplated leadership thoroughly two years at university now and moreover having concerned myself with Business Administration and management already a number of years before, this gave me a huge variety of insights of theories and different concepts about leadership and management. I consider this academic background as highly valuable, however, this project was the possibility for me to enrich as well as challenge my mainly theoretically shaped understanding through practical insights. In this sense, the thesis was a great opportunity to gain deeper understanding of leadership, from a different perspective. I suppose that this has contributed to a more holistic view on leadership and thus might be helpful for my aspirations of becoming a leader. Anyway, I am sure that conceptualizing, researching, interpreting and writing this thesis has already been beneficial for my personal developments, as student and as human. However, besides from the influences the thesis project had on me, it has a purpose for people outside my sphere as well, I assume. Although I am aware that I create subjective knowledge here, I think that it is also of value for others, as I want to share my understanding with the reader. With this work I want to contribute to the existing perception of leadership by adding a different notion to prevailing literature and discourse in this field. My aim in this regard was to contemplate leadership from an alternative angle, since I suppose that the understanding of leadership has to be reinterpreted in
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order to fit to the contemporary Western context. In this sense, I see my thesis all and foremost as an awareness medium, meant to increase consciousness about the importance of certain complex and difficult to grasp concepts, in connection with leadership and people in general. In brief, I aim at enhancing awareness about aspects of leadership that have not been addressed a lot so far. Therefore, I chose a title for my thesis which is rather unconventional in business discourse, as I see it. Thus I want to challenge the readers view and inspire her or him to think right from the first contact with my paper

1.8 definitions of terms

Leadership: The word leadership does not have a single definition because the meaning could often be affected by what it intends to cover. Taffinder (2006) gave the following as definitions of leadership:a simple meaning: a simple meaning: leadership is getting people to do things they have never thought of doing, do not believe are possible or that they do not want to do. With reference to an organization, he defined leadership as the action of committing employees to contribute their best to the purpose of the organization. While on a complex and more accurate view, he explains that you only know leadership by its consequences from the fact that individuals or a group of people start to behave in a particular way as a result of the actions of someone else Affirmative action A hiring policy that requires employers to analyze the work force for underrepresentation of protected classes. It involves recruiting minorities and members of protected classes, changing management attitudes or prejudices towards them, removing discriminatory employment practices, and giving preferred treatment to protected classes. See Diversity. After Action Reviews An assessment conducted after a project or major activity that allows employees and leaders to discover (learn) what happened and why. It may be thought of as a professional discussion of an event that enable employees to understand why things happened during the progression of the process and to learn from that experience. Assessing the process of conducting In Process Reviews (IPRs) and After Action Reviews (AARs). IPRs help to determine initial expectations, ascertain
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strengths and weakness of both employees and the organization, and identify key issues and organizations whose willing support is needed to Authoritarian leadership A style of leadership in which the leader tells the employees what needs to be done and how to perform it without getting their advice or ideas. Brainstorming A technique for teams that is used to generate ideas on a subject. Each person on the team is asked to think creatively and write down as many ideas as possible. After the writing session, the ideas are discussed by the team. Capacity The capability of a worker, system, or organization to produce output per time period. It can be classified as budgeted, dedicated, demonstrated, productive, protective, rated, safety, or theoretical. Communicating Comprises the ability to express oneself effectively in individual and group situations, either orally or in writing. It involves a sender transmitting an idea to a receiver. command & control command is the forming and imparting of visions; while control is ensuring that resources go where they are supposed to go. Conflict of interest Any business activity, personal or company related, that interferes with the company's goals or that entails unethical or illegal actions. Corporate culture The set of important assumptions that members of the company share. It is a system of shared values about what is important and beliefs about how the company works. These common assumptions influence the ways the company operates. Corrective action The implementation of solutions, such as confrontation counseling, resulting in the reduction or elimination of an identified problem.

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Counseling Talking with a person in a way that helps that person solve a problem or helps to create conditions that will cause the person to improve his behavior, character, or values. Providing basic, technical, and sometimes professional assistance to employees in order to help them with personal and work related problems. Decision matrix A matrix used by teams to evaluate possible solutions to problems. Each solution is listed. Criteria are selected and listed on the top row to rate the possible solutions. Each possible solution is rated on a scale from 1 to 5 for each criterion and the rating recorded in the corresponding grid. The ratings of all the criteria for each possible solution are added to determine each solution's score. The scores are then used to help decide which solution deserves the most attention. Deficiency Failure to meet a set performance standard. Delegative leadership A style of leadership in which the leader entrusts decision making to an employee of a group of employees. The leader is still responsible for their decisions. Efficiency A measure (as a percentage) of the actual output to the standard output expected. Efficiency measures how well someone is performing relative to expectations. Empowerment A condition whereby employees have the authority to make decisions and take action in their work areas, jobs, or tasks without prior approval. It allows the employees the responsibility normally associated with staffs. Examples are scheduling, quality, or purchasing decisions. Ethical climate The "feel of the organization" about the activities that have ethical content or those aspects of the work environment that constitute ethical behavior.

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The ethical climate is the feel about whether we do things right; or the feel of whether we behave the way we ought to behave. Evaluation Judging the worth, quality, or significance of people, ideas, or things. Horizontal leadership Viewing leadership as a system so that information becomes networked. Information now flows horizontally. Differs from tradition leadership in which we view information running vertically or in a hierarchical manner. Influencing The key feature of leadership, performed through communicating, decision making, and motivating. Integrity A moral virtue that encompasses the sum total of a person's set of values and moral code. A breach of any of these values will damage the integrity of the individual. Integrity, comes from the same Latin root (integritas) as the word "integer," refers to a notion of completeness, wholeness, and uniqueness. Integrity also entails the consistent adherence of action to one's personal moral beliefs. Job enlargement An increase in the number of tasks that an employee performs. It is associated with the design of jobs to reduce employee dissatisfaction. Job enrichment An increase in the number of tasks that an employee performs and an increase in the control over those tasks. It is associated with the design of jobs and is an extension of job enlargement. Management by objectives (MBO) A participative goal-setting process that enables the manager or supervisor to construct and communicate the goals of the department to each subordinate. At the same time, the subordinate Model (1) A person that serves as a target subject for a learner to emulate. (2) A representation of a process or system that show the most important is able to formulate personal goals and influence the department's goals.

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variables in the system in such a way that analysis of the model leads to insights into the system. Motivating Using an individuals wants and needs to influence how the person thinks and what does. Motivating embodies using appropriate incentives and methods in reinforcing individuals or groups as they effectively work toward task accomplishment and resolution of conflicts / disagreements. Coupled with influence, motivating actively involves empowering junior leaders and workers to achieve organizational goals and properly rewarding their efforts as they achieve the goals. Participative leadership A style of leadership in which the leader involves one or more employees in determining what to do and how to do it. The leader maintains final decision making authority. Performance standard A criterion or benchmark against which actual performance is measured. Planning A course of action for oneself and others to accomplish goals; establishing priorities and planning appropriate allocation of time and resources and proper assignment of people to achieve feasible, acceptable, and suitable goals. Productivity An overall measure of the ability to produce a product or service. It is the actual output of production compared to the actual input of resources. Selfless service the proper ordering of priorities. Think of it as service before self. The welfare of the organization come before the individual. This does not mean that the individual neglects to take care of family or self. Also, it does not preclude the leader from having a healthy ego or self esteem, nor does it preclude the leader from having a healthy sense of ambition. It does, however, preclude selfish careerism. Flowchart - A type of planning and control chart designed to show graphically the relationship between planned performance and actual
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performance over time. It was named after its originator, Henry L. Gantt. It follows job progress, where one horizontal line represents the time schedule and another adjacent line represents the actual performance of the project. Strategy The creation of a unique and valuable market position supported by a system of activities that fit together in a complementary way. It is about making choices, trade-offs, and deliberately choosing to be different. Supervising The ability to establish procedures for monitoring and regulating processes, tasks, or activities of employees and one's own job, taking actions to monitor the results of delegated tasks or projects. Total employee involvement An empowerment technique where employees participate in actions and decision making that were traditionally reserved for management. Total quality management (TQM) Describes Japanese style management approaches to quality improvement. It includes the long term success of the organization through customer satisfaction and is based on participation of all members of the organization in improving process, products, service, culture, etc. Values Ideas about the worth or importance of things, concepts, and people.

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CHAPTER TWO 2.0 REVIEW OF LEADERSHIP THEORY

literature reveals an evolving series of Great Man and Trait theories to (see table). Whilst early theories tend to and behaviours of successful leaders, later role of followers and the contextual nature

A review of the leadership 'schools of thought' from Transformational leadership focus upon the characteristics theories begin to consider the of leadership.
Great Man Theories

Trait Theories

Behaviourist Theories

Situational Leadership Contingency Theory Transactional Theory Transformation al Theory

Based on the belief that leaders are exceptional people, born with innate qualities, destined to lead. The use of the term 'man' was intentional since until the latter part of the twentieth century leadership was thought of as a concept which is primarily male, military and Western. The lists the next or qualities associated This led toof traits school of Trait Theories with leadership exist in abundance and continue to be produced. They draw on virtually all the adjectives in the dictionary which describe some positive or virtuous human These concentrate on what leaders actually do rather than on their attribute, from ambition to zest for life qualities. Different patterns of behaviour are observed and categorised as 'styles of leadership'. This area has probably attracted most attention This practising managers from approach sees leadership as specific to the situation in which it is being exercised. For example, whilst some situations may require an autocratic style, others may need a more participative approach. It also proposes that there may be differences in required leadership This at different levels in the situational viewpoint and focuses on stylesis a refinement of the same organisation identifying the situational variables which best predict the most appropriate or effective leadership style tothe the particular circumstances This approach emphasises fit importance of the relationship between leader and followers, focusing on the mutual benefits derived from a form of 'contract' through which the leader delivers such things as The central concept here return for and the role of leadership in rewards or recognition in is change the commitment or loyalty of envisioning the followers From Great Man to transformation Leadership and implementing theTransformational of organisational performance

Each of these theories takes a rather individualistic perspective of the leader, although a school of thought gaining increasing recognition is that of dispersed leadership.This approach, with its foundations in sociology, psychology and politics rather than management science, views leadership as a process that is diffuse throughout an organisation rather than lying solely with the formally designated leader. The emphasis thus shifts from developing leaders to developing leaderful organisations with a collective responsibility for leadership. In the current section we will focus primarily on the more traditional, individualistic views of the leader as we feel these have greatest
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relevance to the development of management and leadership standards. We will finish, however, with an introduction to dispersed leadership 2.1 The Trait Approach to Leadership

The Trait Approach arose from the Great Man theory as a way of identifying the key characteristics of successful leaders. It was believed that through this approach critical leadership traits could be isolated and that people with such traits could then be recruited, selected, and installed into leadership positions. This approach was common in the military and is still used as a set of criteria to select candidates for commissions. The problem with the trait approach lies in the fact that almost as many traits as studies undertaken were identified. After several years of such research, it became apparent that no consistent traits could be identified. Although some traits were found in a considerable number of studies, the results were generally inconclusive. Some leaders might have possessed certain traits but the absence of them did not necessarily mean that the person was not a leader. Although there was little consistency in the results of the various trait studies, however, some traits did appear more frequently than others, including: technical skill, friendliness, task motivation, application to task, group task supportiveness, social skill, emotional control, administrative skill, general charisma, and intelligence. Of these, the most widely explored has tended to be charisma. The table below lists the main leadership traits and skills identified by Stogdill in 1974. Traits - Adaptable to situations - Alert to social environment - Ambitious and achievementorientated - Assertive - Cooperative - Decisive - Dependable - Dominant (desire to influence others) - Energetic (high activity level) - Persistent - Self-confident - Tolerant of stress - Willing to assume responsibility Skills Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organised (administrative ability) Persuasive Socially skilled

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2.2 The Behavioural School The results of the trait studies were inconclusive. Traits, amongst other things, were hard to measure. How, for example, do we measure traits such as honesty, integrity, loyalty, or diligence? Another approach in the study of leadership had to be found. After the publication of the late Douglas McGregor's classic book The Human Side of Enterprise in 1960, attention shifted to behavioural theories. McGregor was a teacher, researcher, and consultant whose work was considered to be "on the cutting edge" of managing people. He influenced all the behavioural theories, which emphasize focusing on human relationships, along with output and performance. 2.2.1 McGregors Theory X & Theory Y Managers Although not strictly speaking a theory of leadership, the leadership strategy of effectively-used participative management proposed in Douglas McGregor's book has had a tremendous impact on managers. The most publicized concept is McGregor's thesis that leadership strategies are influenced by a leaders assumptions about human nature. As a result of his experience as a consultant, McGregor summarised two contrasting sets of assumptions made by managers in industry. Theory X managers believe that: The average human being has an inherent dislike of work and will avoid it if possible. Because of this human characteristic, most people must be coerced, controlled, directed, or threatened with punishment to get them to put forth adequate effort to achieve organizational objectives. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all else. Theory Y managers believe that: The expenditure of physical and mental effort in work is as natural as play or rest, and the average human being, under proper conditions, learns not only to accept but to seek responsibility. People will exercise self-direction and self-control to achieve objectives to which they are committed. The capacity to exercise a relatively high level of imagination,ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population, and the intellectual potentialities of the average human being are only partially utilized under the conditions of modern industrial life.
Theory X and Y Managers (McGregor, 1960)

It can therefore be seen that a leader holding Theory X assumptions would prefer an autocratic style, whereas one holding Theory Y assumptions would prefer a more participative style. 2.2.2 Blake and Mouton's Managerial Grid The Managerial Grid developed by Robert Blake and Jane Mouton focuses on task (production) and employee (people) orientations of managers, as well as combinations of concerns between the two extremes. A grid with concern for production on the horizontal axis and concern for people on the vertical axis and plots five basic leadership styles. The first number refers to a leader's production or task orientation; the second, to people or
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employee orientation.

Blake and Mouton propose that Team Management - a high concern for both employees and production - is the most effective type of leadership behavior 2.3 The Contingency or Situational School Whilst behavioural theories may help managers develop particular leadership behaviours they give little guidance as to what constitutes effective leadership in different situations. Indeed, most researchers today conclude that no one leadership style is right for every manager under all circumstances. Instead, contingency-situational theories were developed to indicate that the style to be used is contingent upon such factors as the situation, the people, the task, the organisation, and other environmental variables. The major theories contributing towards this school of thought are described below. 2.3.1 Fiedler's Contingency Model Fiedler's contingency theory postulates that there is no single best way for managers to lead. Situations will create different leadership style requirements for a manager. The solution to a managerial situation is contingent on the factors that impinge on the situation. For example, in a highly routine (mechanistic) environment where repetitive tasks are the norm, a relatively directive leadership style may result in the best performance, however, in a dynamic environment a more flexible, participative style may be required. Fiedler looked at three situations that could define the condition of a managerial task: 1. Leader member relations: How well do the manager and the employees get along? 2. Task structure: Is the job highly structured, fairly unstructured, or somewhere in between? 3. Position power: How much authority does the manager possess? Managers were rated as to whether they were relationship oriented or task oriented. Task oriented managers tend to do better in situations that have good leader-member relationships, structured tasks, and either weak or strong position power. They do well when the task is unstructured but position power is strong. Also, they did well at the other end of the spectrum when the leader member relations were moderate to poor and the task was unstructured. Relationship oriented managers do better in all other
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situations. Thus, a given situation might call for a manager with a different style or a manager who could take on a different style for a different situation. These environmental variables are combined in a weighted sum that is termed "favourable" at one end and "unfavourable" at the other. Task oriented style is preferable at the clearly defined extremes of "favourable" and "unfavourable" environments, but relationship orientation excels in the middle ground. Managers could attempt to reshape the environment variables to match their style. Another aspect of the contingency model theory is that the leadermember relations, task structure, and position power dictate a leader's situational control. Leader-member relations are the amount of loyalty, dependability, and support that the leader receives from employees. It is a measure of how the manager perceives he or she and the group of employees is getting along together. In a favourable relationship the manager has a high task structure and is able to reward and or punish employees without any problems. In an unfavourable relationship the task is usually unstructured and the leader possesses limited authority. The spelling out in detail (favourable) of what is required of subordinates affects task structure. Positioning power measures the amount of power or authority the manager perceives the organization has given him or her for the purpose of directing, rewarding, and punishing subordinates. Positioning power of managers depends on the taking away (favourable) or increasing (unfavourable) the decision-making power of employees. The task-motivated style leader experiences pride and satisfaction in the task accomplishment for the organization, while the relationshipmotivated style seeks to build interpersonal relations and extend extra help for the team development in the organization. There is no good or bad leadership style. Each person has his or her own preferences for leadership. Task-motivated leaders are at their best when the group performs successfully such as achieving a new sales record or outperforming the major competitor. Relationship-oriented leaders are at their best when greater customer satisfaction is gained and a positive company image is established. 2.3.2 The Hersey-Blanchard Model of Leadership The Hersey-Blanchard Leadership Model also takes a situational perspective of leadership. This model posits that the developmental levels of a leader's subordinates play the greatest role in determining which leadership styles (leader behaviours) are most appropriate. Their theory is based on the amount of direction (task behaviour) and socioemotional support (relationship behaviour) a leader must provide given the situation and the "level of maturity" of the followers. Task behaviour is the extent to which the leader engages in spelling out the duties and responsibilities to an individual or group. This behaviour includes telling people what to do, how to do it, when to do it, where to do it, and who's to do it. In task behaviour the leader engages in one- way communication. Relationship behaviour is the extent to which the leader engages in two-way or multi-way communications. This includes listening,
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facilitating, and supportive behaviours. In relationship behaviour the leader engages in two-way communication by providing socioemotional support. Maturity is the willingness and ability of a person to take responsibility for directing his or her own behaviour. People tend to have varying degrees of maturity, depending on the specific task, function, or objective that a leader is attempting to accomplish through their efforts.
Directive Behaviour One-Way Communication Followers' Roles Clearly Communicated Close Supervision of Performance Supportive Behaviour Two-Way Communication Listening, providing support and encouragement Facilitate interaction Involve follower in decision-making

For Blanchard the key situational variable, when determining the appropriate leadership style, is the readiness or developmental level of the subordinate(s). As a result, four leadership styles result: Directing: The leader provides clear instructions and specific direction. This style is best matched with a low follower readiness level. Coaching: The leader encourages two-way communication and helps build confidence and motivation on the part of the employee, although the leader still has responsibility and controls decision making. Selling style is best matched with a moderate follower readiness level. Supporting: With this style, the leader and followers share decision making and no longer need or expect the relationship to be directive. Participating style is best matched with a moderate follower readiness level. Delegating: This style is appropriate for leaders whose followers are ready to accomplish a particular task and are both competent and motivated to take full responsibility. Delegating style is best matched with a high follower readiness level. To determine the appropriate leadership style to use in a given situation, the leader must first determine the maturity level of the followers in relation to the specific task that the leader is attempting to accomplish through the effort of the followers. As the level of followers' maturity increases, the leader should begin to reduce his or her task behaviour and increase relationship behaviour until the followers reach a moderate level of maturity. As the followers begin to move into an above average level of maturity, the leader should decrease not only task behaviour but also relationship behaviour. Once the maturity level is identified, the appropriate leadership style can be determined. 2.3.3 Tannenbaum & Schmidts Leadership Continuum One criticism of early work on leadership styles is that they looked at styles too much in black and white terms. The autocratic and democratic styles or task-oriented and relationship-oriented styles which they described are extremes, whereas in practice the behaviour of many, perhaps most, leaders in business will be somewhere between the two. Contingency theorists Tannenbaum and Schmidt suggested the idea that leadership behaviour varies along a continuum and that as one moves away
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from the autocratic extreme the amount of subordinate participation and involvement in decision taking increases. They also suggested that the kind of leadership represented by the democratic extreme of the continuum will be rarely encountered in formal organisations. Four main leadership styles can be located at points along such a continuum: Autocratic: The leader takes the decisions and announces them, expecting subordinates to carry them out without question (the Telling style). Persuasive: At this point on the scale the leader also takes all the decisions for the group without discussion or consultation but believes that people will be better motivated if they are persuaded that the decisions are good ones. He or she does a lot of explaining and 'selling' in order to overcome any possible resistance to what he or she wants to do. The leader also puts a lot of energy into creating enthusiasm for the goals he or she has set for the group (the Selling style). Consultative: In this style the leader confers with the group members before taking decisions and, in fact, considers their advice and their feelings when framing decisions. He or she may, of course, not always accept the subordinates' advice but they are likely to feel that they can have some influence. Under this leadership style the decision and the full responsibility for it remain with the leader but the degree of involvement by subordinates in decision taking is very much greater than telling or selling styles (the Consulting style). Democratic: Using this style the leader would characteristically lay the problem before his or her subordinates and invite discussion. The leader's role is that of conference leader, or chair, rather than that of decision taker. He or she will allow the decision to emerge out of the process of group discussion, instead of imposing it on the group as its boss (the Joining style). What distinguishes this approach from previous discussions of leadership style is that there will be some situations in which each of the above styles is likely to be more appropriate than the others. Telling: In an emergency, a telling style may be most appropriate and would normally be considered justified by the group (as long as the general climate of that group is supportive and mature). Selling: The selling style would tend to fit situations in which the group leader, and he or she alone, possesses all the information on which the decision must be based and which at the same time calls for a very high level of commitment and enthusiasm on the part of group members if the task is to be carried through successfully. Consulting: The consulting style is likely to be most appropriate when there is time in which to reach a considered decision and when the information on which the decision needs to be based lies among the members of the group. Joining: The joining style is appropriate under similar conditions, with the important exception that this is likely to be appropriate only in those instances where the nature of the responsibility associated with the decision is such that group members are willing to share it with their leader, or alternatively the leader is willing to accept
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responsibility for decisions which he or she has not made personally. 2.3.4 Adairs Action-Centred Leadership Model John Adair has a long pedigree in the world of leadership. The Adair model is that the action-centred leader gets the job done through the work team and relationships with fellow managers and staff. According to Adair's explanation an action-centred leader must: direct the job to be done (task structuring) support and review the individual people doing it co-ordinate and foster the work team as a whole

His famous three circle diagram is a simplification of the variability of human interaction, but is a useful tool for thinking about what constitutes an effective leader/manager in relation to the job he/she has to do. The effective leader/manager carries out the functions and exhibits the behaviours depicted by the three circles. Situational and contingent elements call for different responses by the leader. Hence imagine that the various circles may be bigger or smaller as the situation varies i.e. the leader will give more or less emphasis to the functionally-oriented behaviours according to what the actual situation involves. The challenge for the leader is to manage all sectors of the diagram:
Task Team Individua l define the task make the plan allocate work and resources control quality and rate of work check performance against plan adjust the plan maintain discipline build team spirit encourage, motivate, give a sense of purpose appoint sub-leaders ensure communication within group develop the group attend to personal problems praise individuals give status recognise and use individual abilities develop the individual

Action-Centred Leadership Model (Adair, 1973)

2.4 Leaders and Followers The models discussed so far have dwelt on the leader as some frontal figure who stands out from the rest as being somehow different and leading the rest of the people. The discussion now moves to recognition of the importance of the leaders relationship with his/her followers and an interdependency of roles. No longer the hero or solo leader but the team leader. Not the leader always out in front but the leader who has the capacity to follow. Not the master, but the
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servant. 2.4.1 Servant Leadership The notion of Servant Leadership emphasises the leaders duty to serve his/her followers - leadership thus arises out of a desire to serve rather than a desire to lead Robert Greenleaf, founder of the Leadership describes it as follows: Center for Servant

The servant-leader is servant first It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. He or she is sharply different from the person who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions. For such it will be a later choice to serve after leadership is established. The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature. The difference manifest itself in the care taken by the servant-first to make sure that other peoples highest priority needs are being served. The best test, and difficult to administer , is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society; will they benefit, or, at least, will they not be further deprived? Taken from the Servant as Leader published by Robert Greenleaf in 1970. Characteristics of Servant Leaders Servant-Leadership is a practical philosophy which supports people who choose to serve first, and then lead as a way of expanding service to individuals and institutions. Servant- leaders may or may not hold formal leadership positions. Servantleadership encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment. The emphasis on serving a higher purpose has made this model popular within the Church and other religious institutions. 2.4.2 The Following Part of Leading Katzenbach and Smith, authors of 'The Wisdom of Teams' talk of the "following part of leading", say that the critical behaviours of leaders are:
Asking questions instead of giving answers By asking such questions such as "What do you think we should do?" or "How do you suggest we proceed?" you take a step behind another person. Whether you stay behind, of course, depends on your intention to actually follow the suggestion or answer of that other person.

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Providing opportunities for others to lead you Doing real work in support of others instead of only the Becoming a reverse matchmaker instead of a "central switch"

They go on to say that the indicators of when a leader must follow are:
Individual performan ce

help them follow each other. This requires you to get beyond considering yourself the "central switch" through which all decisions flow. Instead, you need to look for every possible chance to help people find their best collaborators. "Have you asked Sally or Rasheed what they think?" is often the only pejorative meaning associated with consensus management The input Seeking common has nothing to do with either effective leading or effective required to facilitate the effort at hand, although you then must understanding following. Leaders submit your effort and support to whatever the people in question instead who know when and how to follow build deep common suggest. understanding, not superficial consensus, around the purpose, of goals, and approach at hand. consensu They submit themselves and others to the discipline of s ensuring that all sides to any disagreement are fully understood by everyone, recognizing that mutual understanding is far more powerful than Key Behaviours of Leaders (Katzenbach pathSmith, 1994) B. All people any particular decision to choose and A over path will follow strong, commonly understood purposes and goals more easily than the "put-up jobs" associated with consensus. As a leader, you must follow another individual, regardless of hierarchy, if: That individual, through experience, skill, and judgement, knows best. That individual's growth demands that you invest more in his or her skill and self-confidence than in your own. As a leader, you must follow the team if: Team Only that individual, not you, has the capacity (the time and performan The team's opportunity) topurpose and performance goals demand it ce "get it done" The team, not you, must develop skills and self-confidence The team's agreed-upon working approach requires you, like all the others, to do real work As a leader, you must follow others, regardless of Organizatio hierarchy, if: nal performanc The organization's purpose and performance goals demand it e The need for expanding the leadership capacity of others in the organization requires it When leader mustvision and values enjoins you toand so a "Living" the follow Leaders (Katzenbach do Smith, 1994)

This goes beyond the traditional notion of looking for growth opportunities for other people. Unless the opportunity in question bears a real risk for your personal performance outcome, you are not Rolling up your sleeves and contributing "sweat equity" to the actually positioning yourself as a follower. efforts and outcomes of other people earns you their appreciation as someone upon whom they can depend, regardless of the relative hierarchical to functional other people yourself, you must learn to In addition or following position each of you holds.

2.4.3 Team Leadership In the late 1970s Meredith Belbin conducted a study of teams focusing on the factors separating successful and unsuccessful teams via a college business game at Henley a feature of which was shared leadership. Through the game Belbin found that the composition of the team was important and that individual differences in style, role and contribution
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far from underlining personal weaknesses, were a source of potential team strength. Balanced teams comprised of such individuals who engaged in complementary role behaviour performed better than unbalanced teams. Nine distinctive roles were identified in the study, with most people being found to embrace a mix of two or three roles whilst also avoiding others with which they were uncomfortable. Where there was an individual with clear, useful and appreciated attributes they would fit into a team on the basis of the strengths they brought. These people would also have weaknesses that belonged to the same cluster of characteristics as the strength itself. These potential deficiencies were considered the price that has to be paid for a particular strength, a price that is worth paying, and were referred to as allowable weaknesses. Belbin found no ideal team member, individual who could perform all of the roles. From this work, Belbin drew the distinction between the Solo and the Team leader. He suggests that leaders are not notable for admitting their weaknesses, whether allowable or not. They act as though they have no weaknesses. To many people the image of the leader - a person heading up a team of followers, ever ready to take on any role and assuming any responsibility - is very familiar to us for it is the one based upon our past experiences and beliefs. Belbin classified such leaders as Solo leaders and in the workplace this type of behaviour may have great advantages, for internal barriers can be overcome and decisions, especially those of an urgent nature, can be made and put into effect with little or no delay. The increasing complexity and the discontinuous nature of modern work however, poses greater problems where Solo leadership is less appropriate and Team leadership more suited. The key difference between the Solo leader and Team leadership revolves around the behaviour and participation of the two as illustrated below:
SOLO TEAM LEADER LEADER Plays unlimited role the Solo Leader Chooses to limit role to preferred team interferes roles in everything Strives for conformity the Solo Leader delegates roles to others the Team Leader Builds on diversity tries to values mould people to particular standards Leader differences betweenThe Team Leader is people Collects acolytes The Solo Seeks talent collects not admirers and sycophants subordinates take threatened by people with special abilities Directs Subordinates Develops colleagues the Team their Leader leads and objectives the Solo LeaderLeader encourages the growth of personal Projects cues from the Solo makes it plain what everyone is Creates mission the Team Leader strengths expected to do 1. projects the vision which others can act on Chooses to limit role to preferred team as they see fit roles Solo and Team Leader (Belbin, delegates roles to others 1993)

Belbin uses a definition from Charles Handy to illustrate his hypothesis of Solo leadership:
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A leader shapes and shares a vision which gives point to the work of others (Handy, 1992). Using Team Role theory the word shape indicates to us shaper, whilst the word vision implies plant. Looking at leadership using Handys definition is interesting for vision is certainly important to leadership, but does it have to be unique to an individual? Where it is unique to an individual with a drive to enact it such as a Shaper, strong Solo leadership is likely to prevail. Vision alternatively may be borrowed by a Shaper who treats it as a product of the self and similarly will adopt a Solo leadership style. Many organisations have rewarded Solo leadership behaviour by promoting individuals to management and leadership positions, for such individuals have met past organisational needs In todays organisation the alternative approach, the Team Leader, is more appropriate. Whilst Team leadership may not be as natural as Solo leadership, Belbin suggests it can be learned through understanding the nature of leadership and the qualities required. In the rapidly changing and uncertain work environment of today no one person has all the answers to leadership. A Team leadership style based upon the development of the strengths and the allowable weaknesses of all of the roles will permit a more holistic, or participative, style of leadership where teamwork, problem solving, decision making and innovation can flourish with heightened teamwork and work performance. 2.4.4 Transactional and Transformational Leadership James MacGregor Burns writing in his book Leadership was the first to put forward the concept of transforming leadership. To Burns transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents. Burns went on to also further define it by suggesting that: [Transforming leadership] occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality

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Burns draws upon the humanistic psychology movement in his writing upon transforming leadership by proposing that the transforming leader shapes, alters, and elevates the motives, values and goals of followers achieving significant change in the process. He proposed that there is a special power entailed in transforming leadership with leaders armed with principles [that] may ultimately transform both leaders and followers into persons who jointly adhere to modal values and endvalues . Burns sees the power of transforming leadership as more noble and different from charismatic leadership, which he terms heroic leadership, and executive or business leadership. Despite this it is surprising that most of the application of Burns work has been in these two types of leadership. Bernard Bass developed Burns concept of transforming leadership in Leadership and Performance Beyond Expectations into transformational leadership where the leader transforms followers the direction of influence to Bass is thus one-way, unlike Burns who sees it as potentially a two-way process. Bass, however, deals with the transformational style of executive leadership that incorporates social change, a facet missing from Burns work. For Bass transformational leaders may: expand a followers portfolio of needs transform a followers self-interest increase the confidence of followers elevate followers expectations heighten the value of the leaders intended outcomes for the follower encourage behavioural change motivate others to higher levels of personal achievement (Maslows self-actualisation). Tichy and Devanna in their book Transformational Leadership built further on the work of Burns and Bass in organisational and work contexts. They described the hybrid nature of transformational as not due to charisma. It is a behavioural process capable of being learned. Bass writing with a research colleague Avolio suggested that Transformational leadership is closer to the prototype of leadership that people have in mind when they describe their ideal leader, and it is more likely to provide a role model with which subordinates want to identify. Transactional leadership has been the traditional model of leadership with its roots from an organisational or business perspective in the bottom line. Stephen Covey writing in Principle-Centred Leadership suggests that transformational leadership focuses on the top line and offers
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contrast between the two (a selection being):

Transactional Leadership Transformational Leadership Builds on mans need to get a job Builds on a mans need for meaning done and make a living Is preoccupied with purposes and Is preoccupied with power and values, morals, and ethics position, politics and perks Transcends daily affairs Is mired in daily affairs Is orientated toward long-term goals without compromising human values Is short-term and hard data orientated and principles Focuses on tactical issues Relies on human relations to lubricate Focuses more on missions and strategies human interactions Releases human potential identifying and developing new talent Follows and fulfils role expectations by striving to work Designs and redesigns jobs to make them meaningful and challenging effectively within current systems Aligns internal structures and Supports structures and systems systems to reinforce overarching that reinforce the bottom line, values and goals maximise efficiency, and guarantee Comparison of Transactional and Transformational Leadership (Covey, 1992) short-term profits

Both kinds of leadership are necessary. Transactional leadership has remained the organisational model for many people and organisations who have not moved into or encouraged the transformational role needed to meet the challenges of our changing times. The goal of transformational leadership is to transform people and organisations in a literal sense to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes; make behaviour congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating, and momentum building According to Bass and Avolio, transformational leaders behaviours associated with five transformational styles:
Transformational Style 1) Idealized Behaviors: living one's ideals

display

2) Inspirational Motivation: inspiring others

Leader Behaviour Talk about their most important values and beliefs Specify the importance of having a strong sense of purpose Consider the moral and ethical consequences of decisions Champion exciting new possibilities Talk about the importance of trusting each other Talk optimistically about the future Talk enthusiastically about what needs to be accomplished Articulate a compelling vision of the future Express confidence that goals will be achieved Provide an exciting image of what is essential to consider Take a stand on controversial issues

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3) Intellectual Stimulation: stimulating others

Re-examine critical assumptions to question whether they are appropriate Seek differing perspectives when solving problems Get others to look at problems from many different angles Suggest new ways of looking at how to complete assignments Encourage non-traditional thinking to deal with traditional problems Encourage rethinking those ideas which have never been 4) Individualized Spend time before questioned teaching and coaching Consideratio Treat others as individuals rather than just as members of the n: coaching group and Consider individuals as having different needs, development abilities, and aspirations from others Help others to develop their strengths Listen attentively to others' concerns 5) Idealized Promote self development Instill pride in others for being associated with them Attributes: Go beyond their self-interests for the good of the group Respect, trust, and Act in ways that build others' respect faith Display a sense of power and competence Make personal sacrifices for others' benefit Reassure others that obstacles will be overcome Transformational Leadership Styles and Behaviours (Bass and Avolio, 1994)

Transformational leadership is a process in which the leaders take actions to try to increase their associates' awareness of what is right and important, to raise their associates' motivational maturity and to move their associates to go beyond the associates' own self-interests for the good of the group, the organization, or society. Such leaders provide their associates with a sense of purpose that goes beyond a simple exchange of rewards for effort provided. The transformational leaders are proactive in many different and unique ways. These leaders attempt to optimize development, not just performance. Development encompasses the maturation of ability, motivation, attitudes, and values. Such leaders want to elevate the maturity level of the needs of their associates (from security needs to needs for achievement and self-development). They convince their associates to strive for a higher level of achievement as well as higher levels of moral and ethical standards. Through the development of their associates, they optimize the development of their organization as well. High performing associates build high performing organizations. Hooper and Potter (1997) extend the notion of transformational leadership to identify seven key competences of transcendent leaders: those able to engage the emotional support of their followers and thus effectively transcend change. 1) Setting direction

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2) 3) 4) 5) 6) 7)

Setting an example Communication Alignment Bringing out the best in people The leader as a change agent Providing decision in a crisis and on the ambiguous

2.5 Dispersed Leadership The importance of social relations in the leadership contract, the need for a leader to be accepted by their followers and a realisation that no one individual is the ideal leader in all circumstances have given rise to a new school of leadership thought. Referred to as informal, emergent or dispersed leadership, this approach argues a less formalised model of leadership where the leaders role is dissociated from the organisational hierarchy. It is proposed that individuals at all levels in the organisation and in all roles (not simply those with an overt management dimension) can exert leadership influence over their colleagues and thus influence the overall leadership of the organisation. Heifetz (1994) distinguishes between the exercise of leadership and the exercise of authority thus dissociating leadership from formal organisational power roles whilst Raelin (2003) talks of developing leaderful organisations through concurrent, collective and compassionate leadership. The key to this is a distinction between the notions of leader and leadership. Leadership is regarded as a process of sense-making and direction-giving within a group and the leader can only be identified on the basis of his/her relationship with others in the social group who are behaving as followers. In this manner, it is quite possible to conceive of the leader as emergent rather than predefined and that their role can only be understood through examining the relationships within the group (rather than by focussing on his/her personal characteristics or traits). The origins of such an approach have their foundations more in the fields of sociology and politics than the more traditional management literature and draw on concepts such as organisational culture and climate to highlight the contextual nature of leadership. It is a more collective concept, and would argue for a move from an analysis and development of individual leader qualities to an identification of what constitutes an effective (or more appropriate) leadership process within an organisation. A move in focus from the individuals to the relationships themselves.

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2.6 LEADERSHIP IN NIGERIA The common problem pronounced against organizational performance in Nigerian business and institutions, social, economic and particularly governmental establishments ar e poor organizational performance, bad attitude to work among Nigeria workers, inefficiency in most circles. Som e writers critically examine this and pointed out that orga nizations in Nigerian are managed through a management s ys t e m t h a t i s s t r a n g e t o t h e c o u n t r y s c u l t u r e ( A k p a l a , 1 998 P.26). Akpala stressed his point by focusing his study on lgbo or ganizational performance with focus on traditional social an d political organizations. He sought to find out weather t here are any factors in the traditional Igbo democracy th at have not been brought into play in modern organization al performance and the individuals attitude to work product i v e l y. H e s a i d t h a t t h e p a t e r n a l i s t i c m a n a g e m e n t s y s t e m o f f a m i l y s h o w s u p i n e c o n o m i c s ys t e m i n a g r i c u l t u r e i n Igbo land. According to Ewurum (1991) family work force comprise s mainly of the family members. But with increasing work operations, there is need to tackle the job by temporary an d flexible arrangement: supplementing the work force with c o-operative work arrangement, age mates, reciprocal and s l a v e l a b o u r . I n t h i s t yp e o f a r r a n g e m e n t , t h e r e i s n o c l e ar distinction between owners who control work and wor k e r s w h o r e n d e r s e r v i c e f o r p a y. T h e p a r t i c i p a n t s m a y c ast in ideas on how actions for b ett e r p erfo rm an ce of operatio ns; therefore they do not
work by common actions. T h e m o n e t i z i n g e c o n o m y i n N i g e r ia i s e v i d e n t b y t h e t r a d i t i o n a l w o r k s ys t e m , w h e r e t h e I b o s h a v e been establishing indigenous small business enterprise. Twice of t hose who work in these enterprises are more of family members t h a n e x t e r n a l b o d i e s . T h o s e i n e m p l o ym e n t a r e e i t h e r t h e f a m i l y members or outsiders that help to build up the enterprise t o better stability and growth and in return, the enterprise in whi ch they had worked would provide them with capital and equipme nt to start on their own (Ewurum, 1991)

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This established work relations expectations of benevolent pater nalism devoid of autocracy are taken to be monetized indigenou s e c o n o m i c systems a n d t h i s f o r m s t h e e x p e c t a t i o n s t h a t I g b o w orkers have when working at the modern and large economic o r g a n i z a t i o n s . T h i s f o r m s t h e f o u n d a t i o n o f th e i r a t t i t u d e t o w o r k ( Ewurum, 1991)

2.6 Etisalat Nigeria Overview

Emerging Markets Telecommunication Services (EMTS), trading as Etisalat Nigeria, is a Nigerian company duly incorporated under the laws of Nigeria in partnership with Mubadala Development Company and Etisalat of the United Arab Emirates. Incorporated in Nigeria as a private company, it acquired the Unified Access License from the Federal Government in January 2007. The License includes a mobile license and spectrum in the GSM 1800 and 900 MHz bands at a price of $400million (Four Hundred Million U.S. Dollars). Etisalat acquired a 40% stake in EMTS and is now the operator of the Unified Access License. In March 2008, Etisalat demonstrated its technical readiness when the Nigeria Communications Commission (NCC) paid a visit to its state of the art ultramodern Data Centre and symbolically assisted in the switching-on of its network. It made the first call on its network in the presence of officials of the NCC, the media, the companys board of directors and other VIPs. Full commercial operations began in 7 Nigerian cities on 23 October 2008. From the initial 7 cities where it began its operations in October 2008, Etisalat now has presence in 30 states across the federation. The company is on target to cover 50% of Nigerias population by December 2009 and also 80% of the population by December 2010. In March 2009, in recognition of the superb quality of its growing network, the NCC adjudged Etisalat as Nigerias best network based on quality of service indices measured by the regulatory body. In its less than one year of operations, Etisalat Nigeria has won several industry awards in recognition of its innovative approach to providing qualitative services to its growing customers. Etisalat is also committed to taking its place amongst leading corporate citizens in Nigeria by making wide-impact and sustainable social investments. To this end, Etisalat has partnered with the Lagos State Government on its Adopt-a-School initiative. Etisalat has also awarded 300 scholarships to undergraduates in universities across Nigeria in our Etisalat Merit Award Scheme. Our Corporate Social Responsibility agenda also includes several other interventions in areas such as health and the environment.

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Etisalats vision is a world where peoples reach is not limited by matter or distance; a world where people will effortlessly stay in touch with family and friends; a world where businesses of all sizes can reach new markets without the limitations of distance and travel.

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3.0

CHAPTER THREE Research Methodology

In studies of this nature, coherent and logical arrangement of materials is very vital. This chapter handles how data is collected for this study. To buttress the initial statement, this chapter deals with the description of procedure adopted in carrying out the study. It describes the research design, source of data, instruments for data collection, establishment of research questions, population for the study, sampling and sampling technique, sample size and technique of data analysis. The research design embodies the blue print for the collection, measurement and analysis of data related to the research questions. Thus, the methodology used for the collection of data is mainly survey method based on secondary and primary sources of data collection

Source of Data
The data used for this study was obtained from different sources. This ranged from questionnaires, personal interviews, observations and library search. However, field study involves use of questionnaires and schedules of interviews were applied in obtaining, reinforcing and cross checking obtained data this report. The data generated for the study comprise of secondary (desk survey) and primary sources (field survey).

Primary data are those obtained directly from the originators or main
source. The aim of collecting them is to obtain first hand information about the industries being studied and their business. The bulk of the primary data were obtained through interviews and questionnaires designed via use of information generated from secondary survey (desk survey) after taking due cognizance of the purpose and objectives of the study.

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I. Questionnaires: This formed the major source of primary data used

in the study. The date collected from this source was obtained through use of questionnaires constructed by the researchers and the approved by the supervisor. The data required for this study were collected through actual visits to the selected industries and face-to-face distribution and administration of questionnaires to the sixty-nine (100) respondents from the three selected offices and friendship centres. A copy of the questionnaire is attached as appendix one.

II. Face-to-face Interview: Apart from use of questionnaires, a

structured interview was conducted for Manager or Dept Head directly in charge of IT, marketing and administrative departments of Etisalat Nigeria. For instance in a situation where the question administered through the questionnaire requires to be clarified or elaborated upon, oral interviews were conducted. Face-to-face interview was also conducted to solicit issues not in the questionnaire but could be of immense assistance in this study. For example, rate at which employees resign from work due to lack of job satisfaction

Secondary data is based on past research work on this area of study.

They are data collected from Internet, textbooks, government publications, unpublished research work and journals. Also, acknowledge authorities within the area of studies provided valuable materials for this study.

Location of data
The following locations were made use of in this study: libraries, archives, Head office of Etisalat and Regional office

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3.1 area of study This Theisis focused mainly on Leadership styles practiced in Etisalat Nigeria and its implication to the growth and development of the overall goal of the selected telecommunication outfit which is the newest as at the time of this project write up. 3.2 population of the study The research population for this study is made up of 23 employees of Etisalat, Nigeria. Emerging Markets Telecommunication Services (EMTS), trading as Etisalat, is a Nigerian company duly incorporated under the laws of Nigeria in partnership with Mubadala Development Company and Etisalat of the United Arab Emirates. Incorporated in Nigeria as a private company, it acquired the Unified Access License from the Federal Government in January 2007. The license includes a mobile license and spectrum in the GSM 1800 and 900 MHz bands at a price of $400million (Four Hundred Million U.S. Dollars). Etisalat acquired a 40% stake in EMTS and is now the operator of the Unified Access License). 3.3 sample technique and sample size The sampling criteria included the following: I. The company is a Telecommunication organization II. The operations involved the employment of a minimum of 500 Workers. III. The operations must be using power and equipment in its operation IV. The company must be Etisalat Nigeria V. The company must be using locally sourced raw materials as its major input. The sampling technique involved the stratified random sampling method employed to select respondents: 23 each from the selected population stratification for the study. This is done to ensure adequate and equal chances of respondents.

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Determination of Sample size

Simple random sampling method was used in this study, because it is considered the simplest, most convenient and bias free selection method. Sample formula = Where n = desired sample size N= size of the population e= Limit of error tolerance which was assured to be 5% (0.05); confidence limit Computing with the above formula, the number of questionnaires to be administered was obtained Therefore in order to arrive at a statistically valid conclusion, we administered at least 69 questionnaires The questionnaires were administered via online questionnaire software known as questionpro, where by these questions were sent to email address of virtually all Etisalat staff 3.4 data collection instrument

Instruments for Data Collection

The main data collection instrument employed in this study was a 25item questionnaire. The design included multiple-choice questions; fill in questions and questions that require ranking of answers. The questions were clearly simplified and structured in a manner void of any ambiguity and technical details. Thus, most of the questions simply required respondents to tick (x) against the appropriate response, answer yes or no and rank on a scale of 20-100%. The

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questionnaire

was

drawn

to

elicit

information/data

on

general

management, production, research and development and general information on the industries under study.

3.5 validity and reliability of my data

When establishing the quality standards of a case study research four commonly used tests are suggested. These tests are construct validity, internal validity, external validity, and reliability (Yin, 1994).

Construct validity
Construct validity is when establishing correct operational measures for the concepts being studied. There are three ways to increase construct validity; to use multiple sources of evidence, establish a chain of evidence, and to have key informants review the draft case study report (Yin, 1994). In the research, the authors have used documents and interviews as sources of evidence. A total of 23 interviews were conducted within the case study for data collection which has increased the construct validity. Efforts were made to find the most suitable and knowledgeable respondents for the interviews and the persons chosen had relevant knowledge and experience in Leadership styles in Telecommunication Environment. The interviewees were contacted in advance about the matters that were going to be discussed to assure that they qualified for the interviews. The interviews were conducted in English, which includes the risk of Zero translating errors. In an attempt to correct possible misunderstandings the data presentation was sent to the respondents at each location for approval before analyzing it. After receiving the respondents comments some minor corrections were made. To establish a chain of evidence the authors have throughout the study made references to all the sources from which evidence was collected. The draft report has also been draft reviewed by the supervisor as well as by the respondents from the companies.
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3.51 Internal validity

Internal validity is when establishing causal relationships between two variables (Yin, 1994). Internal validity is used for explanatory studies only and not for descriptive or explorative studies. Hence, this is not relevant for the report since it is a descriptive single case study in which the authors will not do pattern matching or explanation building between two subjects.

3.52 External validity

External validity is when establishing the domain to which a studys findings can be generalized. Theories must then be tested through replication of the findings in similar surroundings and come up with the same result (Yin, 1994). In view of the fact that I gathered my empirical data from five locations with different background operating in different area (Call Cenre, Engineering, Marketting, Role Out and Provisioning) with same business procedures, it is most unlikely that the authors would have got the exact same information if five other department would have been asked the same questions. Therefore, replication testing is not an appropriate tool in this research and has not been used.

3.53 Reliability
Reliability refers to stability and consistency of the results derived from the research. That is when the following researcher can repeat the exact same procedure and research and arrive at the same findings and conclusions over again. Hence, reliability is concerned with consistency, accuracy, and predictability of specific research findings (Yin, 1994).

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Throughout the report I have tried to explain the procedures of the research in a consistent and unbiased way. I have further organized the report in a way so that any reader can retrieve any desired material or sources of information. Moreover, there is a risk that personal biases might have been present in the interview. Therefore the results can to some extent be questioned due to the influence from the respondents as well as my own attitudes and experiences. There is also a possibility that over the years the objectives and business procedures might be changed or improved which means that the results of future studies with the same nature as this research might take another turn. The information thus far regarding the methods illustrates that a qualitative approach using grounded theory was selected. Due to this study touching on multi-disciplinary themes, this study has an intricate nature that creates a slight difficultly when selecting the appropriate methodology. Mikkelsen (2005) writes, The complexity and the purpose of specific development studies generally warrant tailor-made research designs that cannot be defined a priori even for studies on similar themes (p. 141). The following section will assess the validity of this study based on the methods described above. There are several areas in which the validity of this study is questioned. The validity of any qualitative study is often debated due to the inability for it to be replicated, as well as the lack of experimental nature. A discussion of some of the potential problem areas with this study seems important so that the reader is aware of specific problems with the methods. The Research Methods Knowledge Base (2006) presents a structured way to evaluate validity in a qualitative study by looking at the four categories of credibility, transferability, dependability, and confirmability. The validity of this study will be evaluated below by using these suggestions as a guiding framework.

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Credibility entails whether or not the participants confirm the results of the thesis. Although none of the participants have evaluated the final work of this thesis, grounded theory calls for a rigorous approach in which the results may not stray far from the data, thus assisting in maintaining the credibility of the study. In addition to this though, it is relevant to state that there are always issues regarding data analysis and translation that may lead to the participants not agreeing with the results. Transferability refers to whether the results found can be transferred to other settings and situations. This concretely refers to whether the results can be transferred to other places in Telecommunication company in Nigeria, as well as to other countries overall. First, looking at the transferability within Nigeria, it is seen that due to the somewhat specific background of the participants interviewed, the transferability is questioned. All the leaders interviewed were leaders in the headquarters of Etisalat Nigeria, meaning that there is a potential characteristic that binds them together causing their responses to be similar. In addition to this, all of the participants classified themselves as Christians with the exception of two. As stated before, the Nigerian population is 50% Muslim and 40% Christian (Uwazie, 1999), and the bias in the participants religion may mean that the findings, especially those dealing with religion, may not be transferred to other non-Christian Nigerians. Lastly, the participants are mostly from the Yoruba tribe, making it difficult to say whether the results can be transferred to populations outside of this ethnic makeup. Overall, the lack of a more diverse population is an issue, and future studies could benefit from interviewing a more varied group of leaders. On the other hand, it will be shown later that some of the results coincided with other studies findings, which may mean some results are transferable.

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It is also relevant to address the transferability of the findings to other Telecommunication firm outside of Nigeria. Hofstedes (2001) study reviewed earlier places Nigeria in a region with Ghana and Sierra Leone, arguing that they have enough similarities to refer to them as a region instead of as individual countries. It can be argued that the results of this study might partly be transferred to these African countries, keeping in mind the makeup of the participants and its impact on transferability. Although it is never possible to say that the results are 100% transferable, it still could be beneficial to take this study as a case of reference to apply to other developing countries to perhaps formulate their own study, as it is not the objective of the study to say that all members of developing countries think this way about their leaders. The third category of dependability considers the potentially changing context occurring during the time of the study. According to this section, it is relevant to note that the dynamic nature of developing countries means they are unstable, and the possibility of something impacting the participants feelings does exist. There were no major events found by the researcher linked to political leaders six months prior to this study nor during this study that may have impacted the participants responses to the questions asked though. Lastly, confirmability deals with how the researchers background and perspectives influence the study. The assistance of the thesis academic advisor improves confirmability, as using her guidance and editing throughout the study helps to eliminate opinion or unfounded conclusions. In addition to this, Charmaz (2006) argues, The subjectivity of the observer provides a way of viewing. Instead of arresting analysis at the coding stage, researchers can raise their main categories to concepts We (researchers) choose to raise certain categories to concepts because of their theoretical reach (p. 139). It is obvious that subjectivity is involved, but with grounded

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theory, it is limited through the continual cross comparisons and way in which the analysis is performed. These four categories provide an organized manner to look at the validity of this study. It is relevant to note that although the analysis method followed through grounded theory is supposed to reduce subjectivity, this being the researchers first study with grounded theory, this was a challenging task to accomplish. It seems that despite using only data provided by the participants, it was hard to avoid coding or organization bias due the researchers frame of reference. Although often the situation in research, it must be stated that the results and discussion presented may not be the only ways to interpret the data.

Presentation of Data The previous chapter described the design used in this study. Chapter three presented the procedure, population size and sample, source of data and rate at which questionnaires were returned. This chapter will focus on collected data, analyses of the data, presentation and validation of hypothesis stated in chapter one. For the purpose of this study, A represents Engineering Dept, B IT Dept, C represents Marketing Dept, while M.D represents Managing Director.

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4.0 4.1 Question 1: Sex

CHAPTER FOUR DATA ANALYSIS AND PRESENTATION OF RESULT

46 respondents representing 66.27% of the total respondents are male, while 23 of the respondents are female. There were more males than females in the sampled. Table 4.1: distribution of respondent according to Sex n=69 No of Respondents Options Male Female Total A 15 8 23 B 17 6 23 C 14 9 23 Total 46 23 % 66.67 23.23 100

Question 2: Age of the Workers 20 respondents, representing 29% of the population were between the ages of 18-19. 44%, which represent 30 respondents were within the ages of 30-40, 10 respondents were within the ages of 41-50, while 13% of the population were within the ages of 51-60. None of the respondents were within the ages of 61-70: Age of workers in the company. With about 73% of the respondents within the age range of 18 40 years, it shows that the bulk of the work force is still young and energetic. Therefore the most members of the work force are within the productive age. This encourages effective performance. Table 4.2: Age Distribution of the Workers No of Respondents Options 18 -29 30 40 41 50 A 4 10 0 B 3 10 10 C 13 10 0 Total 20 30 10 % 29 44 14

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51 60 61 70 Total

9 0 23

0 0 23

0 0 23

9 0 69

13 0 100

Question 3: Level of Education 0% of the sampled population has primary education, while 0 out of the total 69 people sampled have secondary or high school education. People with Bachelors Degree account for 86% of the sampled population: 14% have other types of education. Table 4.3: Age Distribution of the Workers No of Respondents Options Primary Secondary Bachelors Others Total A 0 0 20 3 23 B 0 0 17 6 23 C 0 0 22 1 23 Total 0 0 59 10 69 % 0 0 86 14 100

Question 3: How long have you been with the organization? This deals with the longetivity of staff in the organizations. The table above shows that 17 respondents representing 25% fall within 1 3 years and 20 respondents representing 28% fall within 3 5 years. This shows that most of the staff have been with the companies consistently and are more likely to know about the company(s) performance. Table 4.4: Longetivity of Staff No of Respondents Options Under 1 Yrs. 13 4-5 A 6 17 0 B 4 19 0 C 5 18 0 Total 15 54 0 % 22 78 0

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Over 5 Yrs. Total

0 23

0 23

0 23

0 69

0 100

Question 3: Is the Managing Director the owner of the company? 69 respondents representing 100% affirm that the managing director owns the companies. See Table 7. This indicates that companies studied are managed by the owners. There the owner is expected to do his best to ensure high organizational performance. Table 4.5: Nature of Business Ownership No of Respondents Options Yes No Total A 23 23 B 23 23 C 23 23 Total 69 69 % 100 100

Question 6: How do you rate the Managing Directors involvement in day to day running of the business? Rank on a scale of 0 5 (with) being no involvement and 5 being deeply involved) Table 4.6: Level Activity No of Respondents Options 5 4 3 2 1 0 Total A 20 3 0 0 0 0 23 B 21 2 0 0 0 0 23 C 18 5 0 0 0 0 23 Total 59 10 0 0 0 0 69 % 86 14 0 0 0 0 100 of Directors Involvement in Daily Business

Question 7: Do all sectional heads report to the Manager?

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All sections heads report to the managing directors. Table 4.7: Report of Sectional Heads to the Manager No of Respondents Options Yes No Total A 23 23 B 23 23 C 23 23 Total 69 69 % 100 100

Question 8: What is the relationship between heads and subordinate? Rank using a scale of 0 5 (with 0 being no or worst relationship and 5 being best or excellent relationship). Cordiality is very important in any business. The level of cordiality/relationship between the heads and subordinates in this study shows that 87% of the subordinates agree that they have good relationships with their superiors. 4% of the workers believed that their level of relationships is below average, while none of them agree to worst relationship. See Table 10. Good cordiality promotes effectiveness and readiness of workers to take up responsibilities at work. Table 4.8: Level of Cordiality between Heads and Subordinates No of Respondents Options 5 4 3 2 1 0 Total A 16 3 3 0 0 0 23 B 17 3 2 2 0 0 23 C 13 18 1 1 0 0 23 Total 46 14 6 3 0 0 69 % 67 20 9 4 0 0 100

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Question 9: How do head of sections run their sections? 18 respondents representing 26% agree that sectional heads have free hand in running their sections while 51 respondents representing 74% say that the M.D intervenes in the running of sections. Table 4.9: Degree of Freedom No of Respondents Options Freely With Total intervention 23 23 23 69 100 A 3 M.Ds 20 B 10 13 C 5 18 Total 18 51 % 26 74

Question 10: Is the working environment conducive for you? Rank the level of conduciveness using a scale of 0 5 (with 0 being not conducive and 5 being conducive) 65% of the workers are of the opinion that their working environment is strongly unsuitable. 30 of the sampled population believed that their working environment is unsuitable while 4% and 1% are of the opinion that he working environment is average and suitable respectively. See Table 12. This bears an inverse relationship to the level of cordiality observed among the workers. Table 4.10: Workers No of Respondents Options 5 4 3 2 A 0 1 2 2 B 0 0 0 3 C 0 0 1 1 Total 0 1 3 6 % 0 1 4 8 Suitability of Working Environment for the

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1 0 Total

3 15 23

3 17 23

18 13 23

14 45 69

21 65 100

Question 11: Are you satisfied with your present salary level? None of the respondents is satisfied with his or her present salary. This means that 0% of the 69 respondents are satisfied with his or her salary. See Table 13. Based on non satisfaction, the unsatisfied workers may not have performed their work creditably well and these no doubt would affect the objective and efficiency of the organization. Table 4.11: Satisfaction of Workers with Present Salary No of Respondents Options Yes No Total A 0 23 23 B 0 23 23 C 0 23 23 Total 0 69 69 % 100 69 100

Question 12: Where you recently promoted? 21 respondents representing 30% were recently promoted while 48 representing 70% were not promoted recently. This shows that only a small percentage of the staff was promoted. See Table 14. This can lead to complaisant in the workers and affect efficiency and performance in the organization. Table 4.12: Promotion of Staff in the Company No of Respondents Options Yes No Total A 5 18 23 B 1 22 23 C 15 8 23 Total 21 48 69 % 30 70 100

Question 13: What decides who is to be promoted?

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22 and 10 workers representing 32 and 14% of the staff population were of the opinion that promotion of staff was based on years of service and input to the company respectively. 5 and 32 respondents, which accounted for 7% and 47% of the sampled population respectively, were of the opinion that favoritism and M.Ds opinion respectively were factors used when deciding who gets promoted. Table 4.13: Factor Deciding whom to Promote in the Company No of Respondents Scale Years of Service Input to the Company Favoritism M.Ds Discretion Others Total A 6 6 3 8 0 23 B 3 2 1 17 0 23 C 13 2 1 7 0 23 Total 22 10 5 32 0 69 % 32 14 7 47 0 100

Question 14: Are you motivated in the Organization? 22 respondents representing 36% are motivated while 44 respondents representing 64% are not motivated in their jobs. Table 4.14: Job Motivation No of Respondents Options Yes No Total A 9 14 23 B 6 17 23 C 10 13 23 Total 25 44 69 % 36 64 100

Rank your level of motivation using a scale of 0- 5 (with) being no motivation and 5 satisfactorily motivated) 30 respondents out of a total of 69 represent 43% of the sampled population. These groups are of the opinion that they are not motivated

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at all, while 23% that account for 43% of the workers believe they are almost not motivated. These two account for about 66% of the total population. However about 31% believe they are either strongly motivated or just motivated. See Table 17. This motivated while 36% are motivated. Table 4.15: Level of Motivation among Staff in the Companies No of Respondents Options 5 4 3 2 1 0 Total A 1 2 0 0 8 12 23 B 4 4 2 1 4 8 23 C 2 6 1 1 3 10 23 Total 7 12 3 2 15 30 69 % 10 17 4 3 23 43 100 result support the findings from question 14 above, which shows that about 64% are not

Questions 10 16 in the questionnaire deal with workers satisfaction, motivation and recognition. Lack of proper recognition of staff input prompt workers to always look for jobs in other companies, where their contributions and skills will be recognized and properly remunerated. This results in high staff drain in the industries. Question 15: Do you receive job training in your organization? 13 out of the 69 respondents representing 19% agree that they have training fro the job they are currently doing, while 56 respondents (81%) agree that they do not have training on the job. However further investigation shows that not everybody is qualified for ton the training. See Table 18. This depends on the persons type of job. This means that

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not all jobs need further training. But for jobs that require training from time to time, the participants are better armed to face their jobs and the challenges that come with them. This will lead to better organizational performance. Table 4.16: Existence of Training Facilities No of Respondents Options Yes No Total A 2 21 23 B 4 19 23 C 7 16 23 Total 13 56 69 % 18 81 100

Question 15b: If yes, specify the type of training, 8 respondents out of the 13 respondents who were of the opinion that they receive on the job training said that their training was on Configuration Table 4.17: management, while 38% representing 38% of the population said the training they received was on Cell Site Deployment. Type of Training Received No of Respondents Options Configuration Mgt Cell Site Deployment Others Total A 1 1 0 2 B 3 1 0 4 C 4 3 0 7 Total 8 4 0 13 % 62 38 0 3

Question 16: Do managers delegate duties to the subordinate? 17 respondents which account for 25 agree that delegation of duties does not exist, while 52 respondents representing 75% agree there is delegation of duty in the organization. Table 4.18: Delegation of Duty and Authority No of Respondents

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Options Yes No Total

A 18 5 23

B 22 1 23

C 12 11 23

Total 52 17 69

% 75 25 100

Question 17: If yes, is responsibility backed up by adequate authority? For those who agree that there is delegation of duty which is good, it is very important that responsibility is backed up by adequate authority, so that in carrying out the delegated duty, the person performing it will have the authority to make certain decisions that will affect that duty. Delegation of duty is very important; it makes for flexibility, faster accomplishment of jobs and giving the staff a sense of belonging because of the trust placed on them. This makes for better organizational performance. While lack of it makes them feel like outsiders. Question 18: How can you describe the performance of the company so far? 10 out of 69 respondents representing 14% agree that the performance of their company is outstanding, 25 respondents or 36% agree that their company is average while the remaining 34 respondents representing 50% stated that the performance of their company is poor. Table 4.19: Performance Evaluation No of Respondents Options A B 4 7 12 23 C 0 8 15 23 Total 10 25 34 69 % 14 36 50 100

Outstanding 6 Average Poor Total performance. 10 7 23

These responses are based on how either good or bad relationship affect

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Question 19:

What do you think may be responsible for this level of

performance in 17 above? The question was asked to find the reasons for the level of performance indicated in question 18. For those who agree that their company is outstanding, their reasons being; Owners managerial ability and willingness to delegate responsibility and to manage the activity of others. Availability of business resources, customers goodwill, high marker share, good customers relation and satisfaction, effective manufacturing and distribution process, technology and reputation. Free flow of information and effective communication. Those who choose average gave these reasons: Exhibition of exaggerated opinion of business competence by the managing director based on knowledge of skill. Inflexibility to change and lack of innovation. Availability of financial resources, limited technology. Existence of owners operational ability in key business areas. For those that choose poor, their reasons are: The Managing Director uses own personal taste and opinion as a standard to follow. The Managing Director is oriented to the past and ignores the future. The managing director resists advice from qualified sources and is stubborn to change. He sees himself as the overall boss and does not give room for professionalism. Question 20: From your experience from the company, how do you describe the Leadership style?

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It can be seen that 45 respondents representing 64% described the management style of their company as autocratic, while those that choose laizze faire are 11 representing 16%. 13 respondents choose participative leadership style representing 19%. Table 4.20: Leadership Style No of Respondents Options Autocratic Laizze Faire A 15 4 B 20 1 2 23 C 10 6 7 23 Total 45 11 13 69 % 65 16 19 100

Participative 4 Total 23

Question 21a: Do you think that workers are motivated in response to their efforts and contributions? 24 respondents representing 35% agree that workers are motivated in responses to their efforts and contribution, while the other 45 respondents representing 64% think otherwise. In all, it revealed that small-scale industries employers in the selected area of study do not motivate their staff based on their effort and contribution. This can lead to low morale and zeal and therefore low morale and zeal and therefore low performance and productivity. Table 4.21: Contributions No of Respondents Options Yes No Total A 7 16 23 B 3 20 23 C 14 9 23 Total 24 45 69 % 35 65 100 Motivation of Workers based on their Efforts and

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Question 21b: If yes, rank the level of motivation using a scale of 0 5. (0 being no motivation and 5 being satisfactorily motivated). 30 respondents that account for 43% of he respondents are of the opinion that there is no motivation. 23% of he respondents agreed that they are very poorly motivated, while 3% agreed that they are fairly motivated. 4% agreed that they are averagely motivated, while 17% and 10% agreed that the level of motivation was good and satisfactorily. Table 4.22: Level of Motivation among the Respondents No of Respondents Options 5 4 3 2 1 0 Total A 1 2 0 0 8 12 23 B 4 4 2 1 4 8 23 C 2 6 1 1 3 10 23 Total 7 12 3 2 15 30 69 % 10 17 4 3 23 43 100

Question 22: respondents Table 4.23:

Are there any form of Performance measurement exist representing Existence 77% of do not agree that performance in the

performance measurement in their organization, while the remaining 53 measurement exist in their companies. Performance Measurement Companies No of Respondents Options Yes No Total A 4 19 23 B 1 22 23 C 11 12 23 Total 16 53 69 % 23 77 100

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Question 23: If yes, give some example This is a spill over from question 22 in order to ascertain the actual forms of performance measurement applied in the organization. Examples given include: Setting of worker standards to be attained on managing directors ability and intuition. Use of monthly sales quota Use of production schedule Use of budgeting control to monitor transactions. Question 24: What factor(s) can enhance organizational performance in your company? (a) Recruitment of well educated/experienced managers and leaders ( ) (b) Acquisition of State of the Art Technology (d) Research and development ( ) ( ) ) (c) Participative Leadership and Proper Motivation of Staff (

11 of the respondents representing 16% agreed that recruitment of well educated experienced managers will be the best option, 10 respondents representing 15% agree that acquisition of art-technology is the best option, 27 respondents representing 39% believe that participative leadership and proper motivation of staff is the best option, 5 respondents or 7% agreed that research and development is the best option while 16 respondents information performance. Table 4.24: How to enhance organizational performance No of respondents percentage Options A B C Total % and personal representing 23% choose free flow of will enhance organizational recognitions

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A B C D E Total Question performance? a. b. c. d.

2 7 7 1 6 23 25: what

5 1 14 1 2 23 factor (s)

4 2 6 3 8 23 could

11 10 27 5 16 69 counter high

7 16 15 39 23 100 organizational

Lack of good equipment ( ) Insufficient staff and fund ( ) Autocracy and bad leadership ( ) Others ( )

Question 25: what factors could counter high performance 6 respondents representing 9% agreed that lack of good equipment is a factor against high performance. 3 representing 4% choose insufficient staff and fund as the factors responsible for low performance. 39 respondents, which represent 57 % of the respondents agreed with autocracy and bad leadership, while 21 respondents representing 30% picked lack of attention to the staff opinion and welfare as factor acting against high organizational performance. Table 4.25: factors affecting organization performance No of respondents percentage Options A B A 3 2 B 0 0 C 3 1 Total 6 3 % 9 4

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C D E Total

13 5 0 12

16 7 0 8

10 9 0 10

39 21 0 30

57 30 0 43

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4.2

Data Analysis

Having presented the data, they were analyzed in relation to the presentation. They were than used in testing the entire hypotheses. Chi square (X2) will be used to test the hypotheses listed in chapter 1. This research tested the null hypothesis at 0.05 level of significance levels. Computation of Chi Square Chi Square (X2) =ei (oi-ei) 2 Ei Where oi = Observed frequency ei =Expected frequency Formulate for expected frequency (ei) =Row total x Column total = (nr * nc) Grand total 4.30 Hypothesis one Ho represents the null hypothesis Hi represents the alternative hypothesis. Ho: leadership function and pattern in Etisalat, Nigeria does not significantly affect the overall performance of the business outfit (organization) H1: leadership function and pattern in small scale industries in Etisalat Nigeria significantly affect the overall performance of the business outfit. This hypothesis was tested n

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Table 4.26: Contingency table for leadership style No of respondents percentage Options Autocratic Laizze faire A 15(15 4(3.66) B 20(15) 1(3.66) 2(4.33) 23 C 10(15) 6(3.66) 7(4.33) 23 Total 45 11 13 69 % 65 16 19 100

Participative 4(4.33) Total 23

The table above is a combination of observed and expected frequencies. Computation of CHI SQUARE (X2) value Table Oi 15 4 4 20 1 2 10 6 7 Total 4.27: Computation Ei 15 3.66 4.33 15 3.66 4.33 15 3.66 4.33 of CHI SQUARE (oi-ei)2 0 0.1156 0.1089 25 7.0756 7.0756 25 5.4756 7.1289 (X2) value (oi-ei) 2 ei 0 0.34 -0.33 5 -2.66 -2.66 -5 2.34 2.67 0 0.0315 0.0251 1.6666 1.93322 1.93322 1.6666 1.49606 1.64639 9.71925 for hypothesis 1 oi-ei

9.71925 (calculated value) is greater than 9.488 (tabulated value), therefore we reject Ho and accept H1 in the first hypothesis.

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Therefore we accept

H1: leadership function and pattern in Etisalat

Nigeria significantly affect the overall performance of the business outfit and reject Ho, which stated that leadership function and pattern in small Etisalat, Nigeria does not significantly affect the overall performance of the business outfit (organization). 4.31 Hypothesis two Ho: Existence of a favorable working environment does not enhance employees high input to their organization in the Etisalat Nigeria. H1: Existence of a conducive working environment enhances employees high input to their organization in the Etisalat Nigeria. This hypothesis was tested at significance level of 0.05 Table 4.28: Contingency table for factors deciding whom to promote in the company. No of respondents percentage Scale Years of service A 6(7.33) B 3(7.33) 2(3.33) 1(1.66) C Total % 32 14 7 47 0 100

13(7.33) 22 2(3.33) 1(1.66) 10 5

Input to the company 6(3.33) Favoritism M.Ds discretion Others Total 3(1.66) 8(10.66) 0 23

17(10.66) 7(10.66) 32 0 23 0 23 0 69

The table above is a combination of observed and expected frequencies. Table 4.29: Computation of CHI SQUARE (X2) value for hypothesis 2 Oi 6 6 3 Ei 7.33 3.33 1.66 oi-ei -1.33 2.67 1.34 (oi-ei)2 1.7689 7.1289 1.7956 (oi-ei) 2 Ei 0.24132 2.14081 1.08168

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8 3 2 1 17 13 2 1 7 Total

10.66 7.33 3.33 1.66 10.66 7.33 3.33 1.66 10.66

-2.66 -4.33 -1.33 -0.66 6.34 5.67 -1.33 -0.66 -3.66

7.0756 18.7489 1.76890 0.4356 40.1956 32.1489 1.7689 0.4356 13.3956

0.66375 2.55783 0.53120 0.26240 3.77069 4.38593 0.53120 0.26240 1.25662 17.685834

Degree of freedom (Df) = (R-1) (C-1) =(4-1) (3-1) 2* 3 =6. Therefore at a significance level of o.o5, the degree of freedom is 6. The tabulated CHI SQUARE value (X2 t6, 0.05) =12.592. This value is lesser than the computed X2 value.Since the calculated Chi Square (X2) is greater than the tabulated Chi square (X2t), we reject the null hypothesis and accept the alternative hypothesis we reject Ho and accept H1 in the first hypothesis. 17.685834 (calculated value) is greater than 12.592 (tabulated value), therefore we reject Ho and accept H1 in the first hypothesis. Therefore, we reject Ho: Existence of a favourable working environment does not enhance employees high input to their organization in Etisalat, Nigeria. And accept. H1: Existence of a conductive working environment enhances employees high input to their organization in Etisalat, Nigeria.

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4.32

Hypothesis three

Ho: Positive response of the leaders to high performance variables does not promote maximization of the objectives of the organization in the Etisalat, Nigeria Hi: Positive responses of the leaders to high performance variable promote maximization of the objectives of the organization in the Etisalat, Nigeria.

Table 4.30: Contingency table for response of leaders to high performance No of respondents percentage Options A B C D E Total frequencies Table Oi 2 7 7 1 6 5 4.31: Computation Ei 3.66 3.33 9 1.66 5.33 3.66 of CHI SQUARE (oi-ei)2 2.7556 13.4689 4 0.4356 0.4489 1.7956 (X2) value (oi-ei) 2 ei -1.66 3.67 -2 -0.66 0.67 1.34 0.752896 4.0447147 0.444444 0.26409 0.08422 0.49060 for hypothesis 3 oi-ei A 2(3.66) 7(3.33) 7(9) 1(1.66) 6(5.33) 23 B 5(3.66) 1(3.33) 14(9) 1(1.66) 2(5.33) 23 C 4(3.66) 2(3.33) 6(9) 3.*1.66) 8(5.33) 23 Total 11 10 27 5 16 69 % 7 16 15 39 23 100

Note that the above table is a combination of observed and expected

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1 14 1 2 4 2 6 3 8 Total

3.33 9 1.66 5.33 3.66 3.33 9 1.66 1.66

-2.33 5 -0.66 -3.33 0.34 1.33 -3 1.34 1.34

5.4289 25 0.4356 11 0.1156 1.7659 9 1.7956 1.7956

1.630300 2.777777 0.262409 2.0880469 0.03158 0.53120 1 1.08168 1.337504 16.812197

Degree of freedom (DF) = (R-1) (C-1) =(5-1) =(3-1) =4x2 =8 At degree of freedom 8, and 0.05 level of significance, the tabulated Chi Square value (X2. 18, 0.05) =15.507 Decision Rule: Since the calculated Chi Square (X2) is greater than the tabulated Chi square ((X2t), we reject the null hypothesis to accept the Alternative hypothesis that is statistically significance. Therefore we accept H1: Positive responses of the leaders to high performance variable promote maximization of the objectives of the organization in Etisalat, Nigeria and reject Ho: Positive response of the leaders to high performance variables does not promote maximization of the objectives of the organization in Etisalat, Nigeria. 4.33 Hypothesis four Ho: staff promotion based on merit and skill will not motivate staff to higher organizational performance in this area of study. H1: staff promotion based on merit and skill will motivate staff to higher organizational performance in this area of study.

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Table 4.32: Contingency table for factors that motivates staffs promotion No of respondents percentage Scale Years of service Input to the company Favoritism M.Ds discretion Others Total A 6(7.33) 6(3.33) 3(1.66) 8(10.66) 0 23 B 3(7.33) 2(3.33) 1(1.66) 17(10.66) 0 23 C Total % 32 14 7 47 0 100

13(7.33) 22 2(3.33) 1(1.66) 10 5

7(10.66) 32 0 23 0 69

The table above is a combination of observed and expected frequencies. Table 4.33: Computation of CHI SQUARE (X2) hypothesis 4 Oi 6 6 3 8 3 2 17 13 2 1 Ei 7.33 3.33 1.66 10.66 7.33 3.33 10.66 7.33 3.33 1.66 oi-ei -1.33 2.67 1.34 -2.66 -4.33 -1.33 6.34 5.67 -1.33 -0.66 (oi-ei)2 1.7689 7.1289 1.7956 7.0756 18.7489 1.76890 40.1956 32.1489 1.7689 0.4356 (oi-ei) 2 ei 0.24132 2.14081 1.08168 0.66375 2.55783 0.53120 3.77069 4.38593 0.53120 0.26240 value for

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7 Total

10.66

-3.66

13.3956

1.25662 17.685834

Degree of freedom (Df) =(R-1) (C-1) =(4-1) (3-1) =2*3 =6. Therefore at a significance level of o.o5, the degree of freedom is 6. The tabulated CHI SQUARE value (X2 t6, 0.05) =12.592. This value is lesser than the computed X2 value.Since the calculated Chi Square (X2) is greater than the tabulated Chi square (X2t), we reject the null hypothesis and accept the alternative hypothesis that is statistically significant. 17.685834 (calculated value) is greater than 12.592 (tabulated value), therefore we reject Ho and accept H1 in the first hypothesis. Therefore, we reject Ho: staff promotion based on merit and skill will not motivate staff to higher organizational performance in this area of study and accept the alternative H1: staff promotion based on merit and skill will motivate staff to higher organizational performance in his area of study. 4.40 Interpretation and meaning of analyzed data Below are the interpretations to the analyzed data. Hypothesis 1 The result of the calculated chi-square was 9.71925, while that of the critical chi-square is 9.488. This shows that the calculated chi-square is greater than the tabulated chi square. This means that the leadership function and pattern in Etisalat, Nigeria significantly affect the overall performance of the business outfit. It shows that good leadership in all its ramifications leads to high organizational performance.

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Hypothesis 2 The result of the calculated Chi-square was 17.685834 (calculated value), while that of critical Chi-square value is 12.592 (tabulated value). This shows that the calculated Chi-square is greater than the tabulated chisquare. This means that existence of a favorable working environment will enhance employees high input to their organization in Etisalat, Nigeria. However, favorable working environment does not exist in the companies studied in Etisalat, Nigeria. Hypothesis 3 The Chi-square value was calculated to be 16.812197 while the critical Chi-square is 15.507 at 8 degree freedom and level of significance: 0.05. the alternative hypothesis, which stated that positive response of the leadership to high performance variables, promotes maximization objectives of Etisalat, Nigeria was accepted. This means that when these variables like recruitment of well educated and experienced managers, acquisition of state of art technology, participative leadership and proper motivation of staff. Others are Research and Development, free flow of information and personal recognition. If these variables are well put in place and actualized, they will promote the aims and objectives of Etisalat in my area of study which in turns leads to high organizational performance. Hypothesis 4 The chi-square value was calculated as 17.685834 (calculated value). The tabulated value was 12.592. This shows that the calculated value is greater than the tabulated value. The alternative hypothesis to the null hypothesis will be accepted.

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Hence it would be agreed from the findings above that staff promotion based on merit and skill would motivate staff to higher organizational performance in this area of study. 4.50 Theories Relevant to this Study Three theories were tested in this analysis. They were all found to be valuable and relevant. Situation theory stressed that traits and behaviours of leaders vary with situation if they are to be effective at work. This was buttressed by Patchian (1962), who listed the following factors to affect leadership effectiveness: I. II. III. IV. Personality of the leader Performance requirements of the tasks for both leader and follower. Attitudes, needs and expectations of his followers. Organizational and physical environment of the leader and the group. However, of importance to this finding is attitude, needs and expectations of the followers. Also of importance is favourable working environment which was found to be lacking in the companies studied. This further shed light on need for adequate motivation. Since adequate motivation prompts high performance, attitude of employee to work often change with good motivation. This theory also shed light on other objectives such as positive, response of the leadership to high performance variables, promotes maximization objectives and staff promotion based on merit and skill would motivate staff to higher organizational performance in this area of study. Likert Leadership theory gave the following basic styles used in categorizing task orientation and employee orientation: exploitative and

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authoritative, participative.

benevolent

and

authoritative,

consultative

and

The findings from the analysis of the questionnaire show that most leaders in the studied area are autocratic. They do not do much consultation with their employees and are often exploitative. This attitude falls under category I in Likerts model. In effect, this supports the view that good leadership in all its ramifications leads to high organizational performance. Behavioral theory on the other hand focused on the relationship between behaviour or leaders and workers group performance. According to Van and Hagg (2004), leadership behaviour is indicative of friendship, mutual trust and warmth. Therefore, this focused on conduciveness or friendliness of the working environment for employee as well as willingness of the employer to employ just measures in dealing with staff.

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5.0 5.10 SUMMARY

CHAPTER FIVE OF FINDINGS, CONCLUSION AND

RECOMMENDATION 5.11 Summary The primary aim of the research is to establish the relationship between effective leadership style and effectiveness. This focused further on the degree of extent to which it facilitates adequate or high services to the organization. The leadership pattern used in the Etisalat in this study contributed to the ineffectiveness of the organizations based on the following reasons: Inadequate materials and equipment to work with, under staffing, break down of machinery and tools, insufficient raw materials, lack of performance measurement and lack of motivation for staff amongst other factors. 5.20 Research Findings During this study, the following areas of managerial inadequacies were noticed: Poor spread of executive skills and delegation of power: Power is poorly delegated among staff. This results to inability to take decisions when the manager is not available. Also, use of own initiative by the staff is hampered. Thus, most work is monotonous and lack innovative; since the workers have to carry out their duties according to laid down rules. Ruler ship by one man: It was observed that the owner of the business is in his own world. Most times he only gives directives and watch:; doing a little of everything. There are no formal controls mechanisms employed in these companies and level of expertise of the manager in all areas of the business in questionable. For instance, it was

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noticed that the owner of the business addresses issues such as finances, marketing, distribution, recruitment and production himself. Certainly his degree of expertise will vary in these fields. Thus his over all competence in handling the business is questionable. Other issues that were of importance in this study are mentioned below: Some subordinates do not feel free to discuss with the owner of the business. Some supervisors also take little or no interest in the workers. Therefore, the workers often live on with the problems. Resultantly, this affects work situation. Lastly, some of the employees were not promoted in recent years. Thus, they are dissatisfied and this affects their attitude at work. They gave favoritism and managing directors discretion as the case. 5.3 Recommendation

Focusing into the future of Etisalat, Nigeria, it is important to aspire for leaders who are ready to accommodate and respect their subordinates. The leaders of tomorrow in this area of study need to compensate all staff according to their contributions to the organization. The readiness to motivate and provide adequate training as well as freedom to use individual discretion at some specific levels by employees will further enhance leaders role in Telecommunication business in this area. Comparative studies that will focus on the attitude of employees to work as well as their level of commitment in Telecommunication industries will also be of interest. This aspect is of importance, because irrespective of the cultural heritage of most Nigerians, their background, education and exposure often affect the way and manner they respond and carry out their duties at work.

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The future leaders in this area need to have extraordinary level of perception and insight into the realities of the world and themselves. They also need emotional strength to manage their own and others anxiety because learning and change becomes more and more a way of life. Willingness and ability to share power and control according to 5.4 Suggested area for future research.
It is suggested that efforts to enhance or emphasize the importance of teamwork may be an appropriate managerial approach to reducing politics by increasing employees' understanding and control, particularly in

organizations whose strategic objectives call for employees to work in teams.Leadership strategies such as empowerment within the

transformational leadership model could serve to shift the traditional leadership strategy-employee response cycle from the leader to the employee,allowing them more control over the influence and outcomes perceptions of organizational politics. Anexamination of conceptually related elements may yield practical strategies for leaders looking for ways to moderate the negative effects of organizational politics while developing the employees rangeof organizational skills. It is clear that if a leader wants involved and dedicated employees, he or she should find a way to ease their perception of politics, or reframe those perceptions as part of an

empowered, emotionally intelligent, and politically skillful workforce

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5.5

Conclusion

Organizations are set up for specific purpose and objectives. People join the organizations because they believe that their personal goals could be met, while they strive to achieve the organizations objectives. It is the duty of every responsible leader to build an organization that will function effectively. To achieve this, the leader must combine these attributes: Believe in one-self, will give the leader self-confidence to take up new challenges and ability to motivate others to take up pristine challenges. The leader must have and show passion for the job. This provides energy and focus needed to drive the organization. Efficiency is a function of perceived reward. Good motivation is critical for achieving organizational objectives. Therefore recognizing workers needs is an essential step to planning and motivational efforts. Hence, every action taken by a leader stimulates a reaction in the employees. Therefore, we are of the opinion that attainment of the objectives of Etisalat, Nigeria would be borne out of the fact that leadership recognizes the needs of the workers, employ appropriate motivational tool such as promotion of staff based on merit and skills, provide suitable working environment and provide an appropriate leadership style that will encourage free flow of information among employer, superior officers and other employees. Hence, from the following hypothesis: (1) Instead of leadership function and pattern in Etisalat, Nigeria does not significantly affect the overall performance of the business outfit (organization). Hypothesis accepted: leadership function and pattern Etisalat, Nigeria significantly affect the overall performance of the business outfit.

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(2) Instead of existence: favourable working environment does not enhance employees high input to their organization in Etisalat, Nigeria. Hypothesis accepted: existence of a conducive working environment enhances employees high input to their organization in Etisalat, Nigeria. (3) Instead of: positive response of the leaders to high performance variables does not promote maximization of the objectives of he organization in Etisalat, Nigeria Hypothesis accepted: positive responses of the leaders to high performance variable promote maximization of the objectives of the organization in Etisalat, Nigeria. (4) Instead of: study. Hypothesis accepted: staff promotion based on merit and skill will motivate staff to higher organizational performance in this area of study. The acceptance of these alternative hypotheses was born from the informative inputs from Likerts leadership theory, situation theory and behavioral theory. Situation theory was instrumental in understanding the attitudes, needs and expectations of employees in any company. Therefore, the role of motivation in employees performance can not be underestimated. Hence, we were able to understand that performance of employee is driven by appropriate compensation, which can meet the employees personal need and goal. Based on this, employees will contribute substantially to the staff promotion based on merit and skill will not motivate staff to higher organizational performance in this area of

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companys bottom line if their individual expectations and goals are met by the employer. With Likerts leadership theory giving a categorization in the manner in which task and employee orientation can be studied: exploitative and authoritative, benevolent and authoritative, consultative and participative, it was possible to understand the influence of leadership on job performance. In this study, most leaders were viewed as being authoritative. This also denotes that they are exploitative as most respondents are underpaid and not comfortable with their present salary. In effect, the work environment is unfriendly and with this attitude managerial issues are not done justly and with much of employees involvement. Behaviour theory on the other hand focused more on the relationship between behavior of leaders and workers group performance. This theory is useful as it indicatives and give an understanding of level of friendship, mutual trust and warmth between the leader and the subordinates. Hence, conduciveness or friendliness of the working environment for employee as well as willingness of the employer to employ just measures in dealing with staff was well understood through this theory.

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