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EXAMINED LEADERSHIP STYLES AND ORGANIZATION PERFORMANCE IN AKWA IBOM STATE PUBLIC SERVICES
The rapid pace of change is a challenge to the organization and has resulted in the need for more adaptive and flexible leadership, (Basset al, 2003). According to Bass (2003) adaptive leader work effectively in rapidly changing environment by helping to make sense of the challenges confronted by both leader and followers and then appropriately responding to the challenges.
Beninis (2001) contends that adaptive leaders work with their followers’ generate creative solution to complex problems, while also developing them to handle border range of leadership responsibilities.
The studies by Avolio (1999) and Bass (1998) to test transformation leadership theory provided general support for the hypothesis relationship, transactional leadership, and performance therefore, there appears to be some general agreement that leadership style may have an impact on the performance of AkwaIbom State public service.
However, a major point of interest for top management is the bottom line that is the holistic performance level of the organisation they lead. One must conclude that organisation performance may be influenced by a number of factors such as the employee’s high satisfactions with their jobs high commitment to their organisation high motivation to serve the public and strong intentions to work the organisation willingly and devotedly, (Kim, 2005).
Organisational performance in AkwaIbom State public service may also be influenced by work motivation and the employees government perception of how well the organisations is being managed (Peters and Waterman, 1982) furthermore, leadership styles may of directly impact performance but may act as a catalyst for other factors that results in a particular organisational performance outcome.
A specific concern is the measurement of organisational performance, particular for government organisations. There are many method of measuring organisational performance some of which are mainly subjective bas on specific measures. According to Holloway (2000) the measurement of organisational performance appears to have been undergoing a welcome boarding during the 1990s away from the traditional dominance of financial performance measure cruised by writers such as Eccles (1991) and Grasso et al (1995) and towards the use of “Portfolio” approaches such as the balance scorecard (Kaplan and Norton, 1992, 1996) and European model for balance scorecard model for total quality management. However the concern regarding organisational performance is real and remains as evidenced by lack of consensus in the literature.
Rogers and Wright (1998), state organisational performance is probably most widely dependent variable at the same time it remain one of the most vague and loosely defined construct therefore, an individual will support an organisation he believes in, though it his personal objectives and goals could be met if not the person interest will decline. The study propose that leadership style in an organization is one of the factors that play significant role in enhancing or retarding the interest and commitment of the individual in the organization glands (2002).