Table 3 - uploaded by Solomon AKPOVIRORO Kowo
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-The Descriptive statistics of Employees Productivity, Participative Leadership Style & Motivational Performance
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This study was conducted based on the effect of participative leadership style on employee’s productivity using Midland Galvanizing Product Limited (MIDGAL) Abeokuta, Ogun State Nigeria. The study actually tried to find the extent to which participative leadership style helps to improve employee’s productivity and bring out their best. The study ma...
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This paper identified the contributions of teamwork approach on perceived organizational productivity in work organizations using the NCC, Osogbo, Osun State, Nigeria. The objective of the study was to determine the contribution of teamwork approach to perceived organizational productivity. Survey research design was used and 105 respondents were s...
Citations
... Now, the leader always has the most responsibility with the same instruction. By using this approach, the staff members assist the leader in making decisions [43]. This leadership style stands out because it empowers and supports staff members, which fosters creativity in the workplace. ...
Employee performance is regarded as the cornerstone of the company's work route, and leadership styles have a significant impact in improving employee performance. As a result, the current study intended to clarify the relationship between leadership styles (authoritarian, democratic, and participative) and employee performance, and the comparative technique was used to accomplish this goal. The democratic method has been the most influential method for employees in raising their practical performance because it allows them to be creative and give, which develops their expertise and skills, thus increasing their practical performance, and this has a positive impact on the company's overall business path and competitive position in the business market. As a result, the study promotes democratic leadership since it has a good impact on employee performance. In terms of future research, the study proposes that more studies be conducted on the subject of the study, taking into account some of the adjusted variables that could add newly discovered results.
... Kepemimpinan partisipatif didefinisikan sebagai sebuah proses pembuatan keputusan secara bersama-sama atau setidaknya ada pembagian pengaruh antara pemimpin dan anggota organisasinya dalam membuat keputusan. Organisasi saat ini mengakui bahwa produktivitas yang tinggi memerlukan jenis hubungan baru antara pemimpin dan anggotanya dalam mengorganisasi pekerjaan, yakni hubungan yang lebih memperhatikan pengembangan keterampilan, pengetahuan, dan motivasi dari anggota organisasinya (Akpoviroro, Kadiri, & Owotutu, 2018). ...
... Hal ini juga dikatakan oleh Fincham, bahwa kepemimpinan dengan pendekatan partisipatif mengikutsertakan anggotanya dalam proses pengambilan keputusan, terkait dengan menentukan apa yang harus dilakukan dan bagaimana hal tersebut harus dilakukan. Meski begitu, pemimpin tetap mempertahankan otoritasnya sebagai pengambil keputusan akhir (Akpoviroro, Kadiri, & Owotutu, 2018). ...
... Menurut Schein, pemimpin yang menggunakan pendekatan partisipatif bertugas untuk memastikan anggota organisasinya berpartisipasi dalam keputusan yang mempengaruhi pekerjaan mereka. Oleh karena itu, ada beberapa hal yang perlu diperhatikan untuk dilakukan dan juga tidak dilakukan oleh pemimpin (Akpoviroro, Kadiri, & Owotutu, 2018). ...
This book encompasses the foundational aspects of strategic leadership, leader communication as a catalyst for change management, managing strategy in dynamic markets, the strategic design process, organizing strategic leaders, functions and roles of strategic leadership within organizations, stages of building organizational culture, skills requisite for a strategic leader, characteristics of a strategic leader, communication in the workplace, and a participative approach to enhancing motivation and productivity.
... Adopting a suitable leadership style such as participation and communication gives rise to quality and acceptable decisions as well as motivated stakeholders (Famakin and Abisuga, 2016;Yukl, 2006). Similarly, it leads to stakeholder engagement, acquisition of creative change ideas, increased stakeholder performance (Taylor, 2018), and reduction of conflicts and resistance of stakeholders which are all essential for project success (Akpoviroro et al., 2018). ...
... President Donald J. Trump's primary personality-based leadership strength is a political ability to connect with critical constituencies, rally public support, and retain followers and self-confidence in adversity (Immelman, 2017). It can utilize the participative leadership style to motivate employees (Akpoviroro et al., 2018). Consensus on important causal beliefs for organizational adaptation and success developed over time (Carrington et al., 2019). ...
During the current COVID-19 pandemic, many state leaders must make decisions quickly. Quick decision-making also has a positive impact on society and the country. Leadership style greatly influences a president in managing a pandemic. As head of state, the President can use his executive power to solve problems, especially pressing ones. This study aims to examine the model of the President's leadership style in dealing with the COVID-19 pandemic in Indonesia. In addition, this model will be the basis for forming a particular program that focuses on developing leadership competencies and being an evaluation in urgent situations. This type of research is qualitative. The data used in this study is a literature study that focuses on using secondary data in the form of forty news media articles taken from March 2, 2020, to October 2020. The analysis of news media data was managed using Nvivo 12 Plus software through coding and cross-tabulation analysis. The results of this study are the model of President Joko Widodo's leadership style, applying various leadership styles in controlling the COVID-19 pandemic in Indonesia. This study concludes that the leadership style is inefficient in handling the COVID-19 pandemic, even though President Joko Widodo has directly taken over the handling of the crisis.
... It involves others in the decision-making process, they determine what to do and how to go about it. Using this style does not mean that the manager is weak rather it promotes innovation and creativity because a manager is not expected to know everything and that is why different knowledge and skills are employed for the achievement of organisational goals Akpoviroro et al. (2018) opined that although the leader maintains final authority, subordinates' input and consultation are highly valued as it involves a system of shared decision-making and open communication. It has been observed in schools that democratic school managers decentralise authority and decision-making. ...
This study seeks to investigate the influence of school climate and principal managerial styles on organisational commitment in public junior secondary schools in Oyo State, Nigeria. A descriptive research design survey type was adopted in this study. Three research questions were raised and answered, while two hypotheses were formulated and tested at a 0.05 per cent level of significance. The population consisted of 604 principals and 14,508 teachers from public junior secondary schools in Oyo state. The multistage sampling procedure uses the Simple Random Sampling technique to select 316 principals and 2,960 teachers. A mixed-method of two validated questionnaires, SCMSOCQ (α = 0.87), MSPQ (α = 0.89), and Key Informant Interview (KII) were used to collect data. The descriptive statistics of mean and percentages were used to analyse the demographic variables while inferential statistics of Factorial ANOVA were used to test hypotheses at a 0.05 level of significance. Discourse analysis was used for the interview. The result revealed that the transformational managerial style is mostly adopted by principals (weighted mean=3.38). Also, there is no interaction between school climate, and principal managerial styles but both are significant to organizational commitment (P<0.05). Based on the findings the study concludes that school climate and principal managerial styles can influence organisational commitment among public junior secondary school teachers in Oyo State. However, based on the results, recommendations were made to improve school climate and principals’ managerial styles that will enhance organisational commitment domain among public junior secondary school teachers in Oyo State.
... Therefore, the current study will focus on determine the influence of delegation of responsibility in participative leadership style on improving the quality of education in public secondary schools in Arusha region as contrary to location described by the previous studies. Akpoviroro et al. (2018) conducted a study on sharing of responsibility in Nigeria. The major aim of the study was to evaluate the effect of participative leadership style on employees' productivity. ...
... Theses gaps include those resulting from variables, location, scope, methodology, findings, conclusions and recommendations. Different studies by Sahin (2018), Akpoviroro et al. (2018), Abraham et al. (2015), and Kipengele (2020) have underscored the role of delegation of responsibility in improving the quality of education. However these had not necessary shown the influence of delegation of responsibility in improving the quality of education. ...
This study addressed the influence of delegation of responsibility in participative leadership style on improving the quality of education in public secondary schools in Arusha region, Tanzania. The study was informed by Likert’ participative system theory. Correlation survey design was adopted to establish the influence of delegation of responsibilities on improving the quality of education. To this end two hundred and nineteen (219) respondents from 18 public secondary schools were selected based on stratified and random sampling techniques from three (03) district councils in Arusha region. The study involved three (03) district education officers, eighteen (18) heads of schools, eighteen (18) academic masters/mistresses, and one hundred and eighty, and (180) teachers. In this study data was collected by using multiple instruments such as questionnaires for teachers and academic masters/mistresses, interview schedule for district education officers and headmasters/mistresses, and document analysis schedule. Cronbach alpha was used to test reliability, while content validity was used to test validity. Data was analyzed using both descriptive statistics by frequency, mean scores, standard deviation; and inferential statistics by the use of Chi-square tests technique. The study findings revealed that delegation of responsibility fosters shared leadership responsibility between head of schools and experienced teachers, as well as develops accountability and commitment among the teaching staff. The study concluded that the delegated teachers in different responsibilities are not given decision making powers. It was also concluded that head of schools delegates responsibility to some of the teachers especially the experienced ones than the new teachers. Based on the research findings and conclusions, the study recommended the Ministry of Education, Science, and Technology to develop a clear policy and increase efforts in training and retraining headmasters/mistresses on the proper delegation of responsibility for improving the quality of education in public secondary schools.
... The informants also emphasized that the role of leaders is very important in improving business quality through employee productivity. The leadership style will have an important role in employee productivity (Akpoviroro et al., 2018;Parker et al., 2015). Interviews were directed at how the leadership role carried out was able to maximize employee skills, knowledge and capabilities. ...
Research aims: This study analyzes the role of leadership in improving employee productivity. The object of research was carried out at a start-up company engaged in the digital career development platform.Design/Methodology/Approach: The process of collecting data by conducting virtual interviews to gather information according to the research topic. Structured interviews were used in this study with the aim of obtaining systematic and specific information.Research findings: The results showed that the role of leadership is vital in increasing employee productivity. Theoretical contribution/ Originality: The six components that show the role of leadership in employee productivity include clarity of leadership functions, accuracy of competency-based employee placement, consistency of training programs, effectiveness of organizational strategy implementation, clarity of job description directions to employees, and a fair reward system based on contributions.Practitioner/Policy implication: This research has leadership implications for employee productivity. Leadership is very important in maintaining long-term business sustainability.Research limitation/Implication: This study is only limited to discussing the role of leadership to increase employee productivity accompanied by human resource strategies.
... The findings of the study revealed that the democratic leadership style has a positive and significant impact on employee performance in private higher institutions. The findings of the study commensurate with the previous studies by Kalu and Okpokwasili (2018); AKpoviroro, Kadiri, and Owotutu (2018), Dike and Madubueze (2019). Kalu and Okpokwasili, (2018) revealed that the democratic leadership style in academic libraries has a positive influence on subordinates' job performance because it results in high employee productivity. ...
This study examined the impact of Democratic Leadership style on employees' performance in selected private Universities in Ota, Ogun State, Nigeria. The study gathered data through primary and secondary sources. The primary data was collected through a well-structured questionnaire circulated to three hundred and eighty (380) teaching staff of the selected universities. A proportionate stratified random sampling technique was adopted to determine the sample size of the sample. Cronbach's Alpha reliability test for the research instrument was 0.75, indicating a reliable instrument. Data collected was analyzed using Simple Linear Regression. The findings indicate that democratic leadership style has an impact on employees' performance in Nigerian private universities. The study recommends that the leaders should increase the level of democratic practice to spur employee performance in a greater rate. Also, the stakeholders of the private university should encourage the practice of democratic leadership style to further enhance employee performance.
... employees to achieve organizational goals (Shahi, Farrokhsheresht, Taghipourian, & Aghajani, 2020). Productivity is the result of members who have good motivation in the work of the organization must motivate employees as well (Akpoviroro, Kadiri, & Owotutu, 2018). Therefore, it is sufficient to conclude that any organization that has employees with high performance motivation will help encourage the achievement of organizational goals. ...
We will investigating some function by human capital at performance by Islamic Bank of Thailand.We collect secondary funds from the annual reports of the Thailand’s Islamic Bank. Our investigation using an employee education and training investments data collection from the Thailand’s Bank and Thailand’s Islamic Bank, the Thailand’s Islamic Bank made and reported on employee health investments. and Thailand’s Bank, and an execution by the Thailand’s Islamic Bank and Bank of Thailand. During the time, start from 2006 until 2021. The data that we use are time series also; we make calculation from country by country for comparison also for conclusions derived from our research. Determining some direction from the influence of health investment, education investment, and the performances bythe Islamic Bank of Thailand. We used vector autoregressive analysis. We found that investment in employee health and education in the Islamic Bank of Thailand having some impact to performance of the Thailand’s Islamic Bank and conversely a performance the Thailand’s Islamic having a major beneficial influence as well to investment to human capital to the Thailand’s Islamic Bank with an indication of a positive causal relationship between the performance of Thailand's Islamic Bank by investing in employee health and education in the Islamic Bank of Thailand.
... employees to achieve organizational goals (Shahi, Farrokhsheresht, Taghipourian, & Aghajani, 2020). Productivity is the result of members who have good motivation in the work of the organization must motivate employees as well (Akpoviroro, Kadiri, & Owotutu, 2018). Therefore, it is sufficient to conclude that any organization that has employees with high performance motivation will help encourage the achievement of organizational goals. ...
In this edition, we publish the results of scientific work by researchers in the fields of economics, business, and management from 6 countries, namely, Indonesia, the Philippines, Thailand, France, Italy, and Germany. We have reviewed and processed scientific articles from various countries with the authors so that they become scientific works that we present in the January 2022 edition of TMJI.
We would like to thank all those who helped in the publication of this edition.
Thank you for all the hard work.
