ABSTRACT
The investigated the practice of style among expatriate and Nigerian comparatively from the oil sector in Nigeria. The size for this work was 199 respondents randomly selected. prepared in three sets were administered.
The first set administered to all the selected respondents irrespective of their levels of education and management hierarchy. The second set was directed to managers at middle level, while the third set was administered to highly educated managers, so to say.
There were three research questions and three hypotheses in this research work. Z-test and chi-square were the statistical tools used in analyzing the research questions and the hypotheses.
The result showed that there is significant difference between the proportion of expatriate managers who practice autocratic leadership style and the proportion of Nigerian managers who practice autocratic leadership styles.
It also showed that middle level-expatriate managers are less autocratic than their Nigerian counterparts.
That, there is no significant difference between the proportion of highly educated Nigerian managers who practice democratic leadership style. The major determinant of these significant differences could be seen to be cultural variable.
Lastly, education seemed to be the dictator of the lack of significant difference between the proportion of highly educated Nigerian and expatriate managers that practice democratic leadership style.
Based on the above findings, some recommendations were made and the work has implications for both expatriate managers and their Nigeria counterparts and suggestion for further studies were made.
TABLE OF CONTENTS
Pages
Title Page – – – – – – – – – i
Certification – – – – – – – – – ii
Dedication – – – – – – – – – iii
Acknowledgement – – – – – – – – iv
Abstract – – – – – – – – – – v
Table of Contents – – – – – – – – vi
List of Tables – – – – – – – – –
List of Figures – – – – – – – – –
CHAPTER ONE
1.1 Background of the Study – – – – – – 1
1.2 Statement of the Problem – – – – – – 6
1.3 Objective of the Study – – – – – – 6
1.4 Research Questions – – – – – – – 7
1.5 The hypotheses of the Study – – – – – 8
1.6 Significance of the Study – – – – – – 8
1.7 Scope of the Study and Limitation of the Study – – 9
1.8 Definition of Terms – – – – – – – 9
References – – – – – – – – – 11
CHAPTER TWO
2.1 Leadership – – – – – – – – 12
2.3 Leadership Theory and Research – – – – 16
2.4 Styles of Leadership – – – – – – – 23
2.5 Employee Job Satisfaction – – – – – 34
2.6 Managerial Ability – – – – – – – 36
2.7 Leadership Styles of Male and Female Managers – 37
2.8 Summary – – – – – – – – – 43
References – – – – – – – – – 44
CHAPTER THREE
3.1 Research Design – – – – – – – 45
3.2 Area of Study – – – – – – – – 46
3.3 Population – – – – – – – – 46
3.4 Sampling and Sampling Techniques – – – – 46
3.5 Instrument for Data Collection – – – – – 46
3.6 Validation of the Instrument – – – – – 47
3.7 Reliability of the Instrument – – – – – 47
3.8 Procedure for Data Collection – – – – – 48
3.9 Method of Data Analysis – – – – – – 48
References – – – – – – – – – 50
CHAPTER FOUR
4.1 Analysis and Tabulation of Data – – – – 51
4.2 Hypothesis Testing – – – – – – – 61
4.2.1 Statement of hypothesis One – – – – 61
4.2.2 Research Question One – – – – – 62
4.2.3 Statistical Presentation – – – – – 62
4.2.4 Statement of Hypothesis Two – – – – 64
4.2.5 Research Question Two – – – – – 64
4.2.6 Statistical Presentation – – – – – 65
4.2.7 Statement of Hypothesis Three – – – – 66
4.2.8 Research Question Three – – – – – 66
4.2.9 Statistical Presentation – – – – – 67
4.3 Summary – – – – – – – – – 69
References – – – – – – – – – 70
CHAPTER FIVE
5.1 Research Findings – – – – – – – 71
5.2 Conclusion – – – – – – – – 74
5.3 Recommendations – – – – – – – 75
5.4 Suggestions for Further Studies – – – – 77
Appendix I – – – – – – – – – 78
Appendix II – – – – – – – – – 79
Appendix III – – – – – – – – – 80
Appendix IV – – – – – – – – – 81
Appendix V – – – – – – – – – 82
Bibliography – – – – – – – – – 85
INTRODUCTION
1.1 Background of the Study
Leadership is an art. It is a secular subject which is necessary for both expatriate and Nigerian managers to understand. Without the knowledge and skills of leadership your company organization is going nowhere.
Whenever there is a good leader, you will notice a great deal of development and you will notice prosperity. The absence of leadership can be seen clearly in the two worlds. You will notice the absence of leaders in the spiritual or church world.
When there is lack of good leadership in the organization or secular world, you will notice poverty, lack of development of the organization, lack of knowledge coming due to none teaching from those expected to impact the knowledge.
Directing the human resources of an organization to achieve organizational goals could be the most difficult functions of management.
In big organizations like Shell and Elf, different people from all walk of life come together to make use of the physical resources to achieve the companies plans.
The fact that no two human beings are the same makes leadership functions very complex. The leader as a human being comes into the organization with a different aspiration, temperament and intellectualism.
BIBLIOGRAPHY
Akerele, O (1982), “Tomorrow’s Leadership style and Training Requirements” Management in Nigeria.
Alag, R.J and Brief, A.P (1981), Managing Organization Behaviour U.S.A West Publishing Company.
Awujo, A.C. (1997),
Elements of Management. Oliverson. Owerri, Nigeria.Baridam Don. M., (1999), Management and Organization Theory Fredsbary. Bori, Nigeria.
Baridam, D.M (1995), Research Method Publisher, Port Harcourt
Baridam, D.M. (1995), Research Methods in Administrative Sciences, 2nd Ed. University of Port Harcourt Publishing House, Choba Port Harcourt.
StudentsandScholarship Team
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