CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The word “leadership” in modern
organization did not appear until about 1800. Leadership as a concept effect
all of us in the sense that it guarantees agreat
deal of interest due to day activities. We have in situation where we may serve
as leaders or be faced with others who are
leaders.
Leaders are usually at the center of
activities therefore, the qualities are often the focus of attention. But looking
at a leaders as a process means that many questions must be considered about
how and why some people become leaders and how well they perform relative to
followers expectation.
There are many traditional ideas about
leadership that have proved questionable. Perhaps, the most common one is the
notion that leaders are born but not made. It maintains that there are many
certain in born qualities such as initiative courage, intelligence and honour which
together predestine a man to be a leader, by the
exercise of will power it self services on important leadership trait or by the
rough tutorship of experience, some of those qualities might be developed,
In
activity, the behaviours as “leadership”
must include the reactions of the followers therefore, leadership is not
confined to a single person in a group but depend upon there member as well.
Although leadership IS not just one person, it is easier, of course, to see it embodied
in an individual. This is because leaders are usually
more active and their actions, attention make things happen.
In addition to the leader and the group, the situation began to
increased attention in leadership theory, The situation approach to was
initially called zeitgeist (a German word meaning “Spirit of the
times”) the leader is viewed as a product of the time and the situation.
The person, with the particular qualities or traits that a situation requires
will emerge as the leader such a view has much historical
support as a ‘theoretical basis for leadership and serves as basis for
today’s situational and now contingency theories of leadership in general, the
leader is therefore the most influential member or his or her group.
1.2 OBJECTIVES OF THE STUDY
* One
of the objectives of this study IS to
investigate into the problems facing the
organization that ignored the fundamental impact of leadership.
* It
is also intended to highlight the
impact of leadership on business.
* This
style is equally aimed at examining the tediousness of the task and reduce the high risk accompanying the project which can be suitably applied in today’s dynamic business word, especially
the technological advancement
* As part of requirement for the award of national diploma in
Business studies in the department of Business studies, Kwara state
polytechnic, .
1.3 STATEMENT OF THE RESEARCH PROBLEMS
There
is no society or organization be it private or public that dose not have a
leader.
If a leader and indeed, leadership is so important to that extent,
then who is a leaders? Is leadership necessary? If necessary then, in what ways? How many style of leadership
do we have? what is an organization? Does leadership have anything to do with
organization?
1.4 SCOPE AND UMITATION
OF THE STUDY
The scope of the study shall be based on the impact of leadership
styles in an organization a case study
of Kwara State Polytechnic, .
The type of leadership style ‘under study include among other
exploitative autocracy benevolent autocracy, consultative leadership
participate group leadership.
There are also limitations to this study that the course of the
study
TIME: There is also the problem of time constraint and research to
find out the detail from different textbooks.
ATTITUDE: Another
limitation to the research work is the indifferent attitudes of finding
information in books and gathering them together.
Leadership, then, is something more than just personality or
accident or appointment. It is intimately linked with behaviour. It is
essentially a human process at work in
organization. As a working definition, leadership can be described as a dynamic
process in a group where by one individual influence the others to contribute
voluntarily to the achievement of group tasks in a given situation.
There are
several points which can be reformed to.
Firstly, leadership is a dynamic process, not a static one. This
implies that a range of leadership style is preferable to one “best
style”.
Secondly, the role of the leader is to direct the group towards
group goals. In an formal or unofficial in a formal group, the goals will have
been set mainly if not exclusively, by senior managers in the group.
Thirdly, the style of leadership, and the reaction of the group
will be determined considerably by the situation concerned (the tasks, external
pressure).
1.6 DEFINITION
OF KEY TERMS AND CONCEPT
Leadership is the ability of management to induce subordinate to
work towards group goals with confidence and keenness.
According to Webber power is the
probability that one actor within a social relationship will be in a
position to carryout his own will despite resistance, regardless of the basis
on which this probability rests.
Autocratic-Style: All the policies of the
group were determined solely by the leader. All authority was centered in this
person.
The Leader told the children how
the task was to be done in a step – step manner so that, at anyone time, there
were uncertain as to what the future steps were. The leader dictates what the
work task has and with whom each member would work.
Management is the art of getting things done
through others. Efficiently and effectively. It is a process by which
cooperatives direct the action of their members toward common objectives
Organization means, suggest that this is not a straight forward task, and offer contrasting perspectives on the issue. Taking this
further, four style of leadership can be distinguished.
* The “Tells’
Style: Decision
are reached by the manager or supervisor and then announced to subordinates to
be carried out without question.
* ‘”The
“”
Style: As the manager recognizes a likelihood of resistance, he will persuade
subordinates to accept by giving them some
what fuller accounts of how decisions were reached.
* The
‘Consults” Style: managerial decisions are deferred until the’ problem has
been presented to the group and suggestions have been received.
*
The “Joins” Style the
manager delegates to the group the right to take
decisions. He define the problem and the limits within which action can take
place, but decision will normally reflect the majority opinion of the group.
1:7 PLAN OFTHE STUDY
The project has been divided into five
chapters or easy, understanding.
Chapter One comprises the introduction of the
project topic, introduction of the study, importance of the study, definition
of key terms and concepts, plan of the study.
Chapter Two takes
a look at the literature review with emphasis on the, concept of leadership,
the meaning of organization, the
relationship between leadership style and their applicability.
Chapter ,Three comprises the research
methodology and various sources of data collection population group and
sampling technique ‘and the historical
background of Kwara State Polytechnic, Ilorin and its organization structure of
Kwara State Polytechnic, Ilorin also leadership style in Kwara State Polytechnic,
Ilorin
Chapter Four deals with data presentation and
analysis result and findings while the
last chapter which is Chapter Five deals with Summary of the’ Findings,
Conclusions and Recommendations for further research work as well as
references.