CHAPTER ONE

1.0 INTRODUCTION

1.1. BACKGROUND OF THE STUDY

No organization has ever existed without leadership. An individual need not be the senior officer or commander to be a leader. For any organization to function with some degree of efficiency and effectiveness, having a leader at its head is vital.

Leadership is known to be a serious component of successful organizations. Irrespective of its importance it is difficult to understand, but there are some emerging areas of broad agreement (Furtune: 1998).

Firstly, leadership is an act of influence based more on integrity than authority. It is not the exclusive domain of designated leaders who occupy positions of authority, and arguably not even predominantly so (Precious: 2000). Rather it is an act defined by the nature and quality of relationship between people that go beyond specific roles. Every member of an organization has a responsibility to provide an opportunity to participate in leadership.

Seeing leadership in this way does not deny the reality of power and authority, but it takes a different approach to organizational and community life (Chikaima: 1990). The leadership approach is grounded in an ethic of care, based on informed insight and enacted through trusting personal relationships that are mutually influential. Ideally, authority and influence create a constructive synergy despite their contrasting natures.

One of the criteria to be a manager is that you must have good leadership skills to motivate and infuse good work practices in staff. Also, managers need good people skills to gain the trust of the workers. When managers give orders, they must have the power and motivation to inspire confidence, so that the workers have positive attitudes towards the tasks and the organization. This is necessary to achieve good results in the workplace. The managers and directors of an organization must demonstrate that they have the power and the good governance needed to control their workers, and it is imperative that they have good leadership skills as well, so that the organizations can achieve the results they want (Bartol et al. 2003).

Good leadership must maintain a balance between vision, strategy and results. Managers and leaders, and also subordinates, must know the organizational goals (Domaine 2004). Leadership involves leading, conducting, escorting, guiding, tracing, steering, vision and most importantly, managing others (Evans & Evans 2002). A leader is also a person whole ads a group when work tasks and social functions are to be performed. Hanbury, Sapat and Washington (2004, p. 568) point out that “leaders are people who do the right thing but managers are people who do the thing right. Both roles are crucial, but they differ profoundly”.

This study aims to shed light on the compelling notion that the HR. Managers’ competency profile influences the performance of an organization. Nowadays, the implementation of principles and techniques of HR. Management has expanded rapidly in many enterprises worldwide, implying the necessity for effective project leadership. The development of similar strategic issues has been extensively investigated in numerous studies with the use of computational methods.

1.2. STATEMENT OF THE PROBLEM

The following are the problem of the study:

1. Managers and directors of organizations do not have good governance and leadership skills needed to control their workers and move their organization forward.

1.3. AIMS AND OBJECTIVES OF THE STUDY

This study aims at investigating leadership style on behavioural and managerial competency of successful human resource manager using Nigeria Port Authority, Lagos State Nigeria as a case study.

Other objectives of the study are:

1. To trace the historical background of Nigeria Port Authority.

2. To identify which of the leadership styles is the most dominant.

3. To know the relationship between leadership style behavioural and managerial competency of successful HR. manager.

4. To investigate the differences between the leadership techniques in the leadership styles.

5. To shed light on the compelling notion that the HR. Managers’ competency profile influences the performance of an organization.

6. To identify the factors that pose a limitation to successful managerial competency of HR manager.

7. To proffer solutions to the limitations to successful managerial competency of HR manager.

1.4. RESEARCH QUESTIONS

The key objectives of this current study were developed into a set of questions for the research project. As a result, the study addressed the following key research questions:

1. What skill does managers to gain the trust of the workers?

2. What is the difference between the leadership techniques in the leadership styles?

3. What is the relationship between leadership style behavioural and managerial competency of successful HR. manager.

4. Which of the leadership styles do you think is the most dominant?

5. What are the factors that pose a limitation to successful managerial competency of HR manager?

1.5. RESEARCH HYPOTHESIS A hypothesis is a tentative statement which shows causal relationship that exists between two or more variables. Such declared tentative statement is subject to acceptance (confirmation) or rejection, depending on the results that fall out from its empirical verification. (Dode, 2012)

The formulated hypotheses in this research work include:

Null Hypothesis:

Ho: There is no relationship between leadership style behavioural and managerial competency of successful Human Resource Manager.

Alternate Hypothesis:

Hi: There is a relationship between leadership style behavioural and managerial competency of successful Human Resource Manager.

1.6. SCOPE OF THE STUDY

This study centers on investigating leadership style behavioural and managerial competency of successful HR. manager using Nigeria Port Authority, Lagos State Nigeria as a case study as well as noting the factors that poses a limitation to successful managerial competency of HR manager in an organization.

1.7. SIGNIFICANCE OF THE STUDY

This study will provide a very valuable addition and enhancement to the typical performance management process, with benefits for both the employee and the organization.

For the organization, the assessment of competencies can provide valuable insights on the skills and talent pool resident within the organization, as well as the competency gaps that need to be addressed to meet both current and future needs.

The study will further be of significant to academic field, researchers and students who would want to carry out similar or related research to this domain.

1.8. LIMITATIONS OF THE STUDY

In pursing this investigation and study, lots of impediments and obstruction were encountered as the research progressed. All these impediments brought about a conspicuous clause with the research work. They include, lack of relevant data due to poor respondent, time constraint and financial conditions.

A. LACK OF RELEVANT DATA: The design of the study was negatively affected by the nature of respondent, which was projected by the workers within the case organization. The non challant attitude of most employees approached, sample of the studying population was discouraging relevant information needed for the research was not made available easily to the researcher while the available information was censored before being allowed to be used.

B. TIME CONSTRAINT: Time was also limited to the researcher in carrying out the study effectively and efficiently. Time constraint was experienced under dual stages. One was with the sample under population study. They either schedule appointment that they cannot meet up with or complain of limited time within their work though they are willing to respond.

In addition, the other was with the researcher. The research is being carried out within limited semester time table, which include the understudy of other aspect of the course being read. This created a situation of not rescheduling meetings for more comprehensive interviews as may have been required.

C. FINANCIAL CONDITION: Financial condition prevailing within the economic system was a serious impediment. This includes transportation fare to and from school to the case organizations. Also that of extracting the essential information either through printing or photocopying of relevant materials. Finance, thus contributed immensely to limit the entire scope of the research.

Although all these obstructions were envisaged and experienced, efforts were made to carry on with the research to achieve the expected and desired result.

1.9. DEFINITION OF TERMS

• Leadership: the action of leading a group of people or an organization.

• Competency: the ability to do something successfully or efficiently.

• Human Resources: the people who work for the organization;

• Human Resource (HR) Manager: is really employee manager with an emphasis on those employees as assets of the business. In this context, employees are sometimes referred to as human capital

• Managerial: relating to management or managers, especially of a company or similar organization.

TABLE OF CONTENT

PAGE

TITLE PAGE i

CERTIFICATION ii

DEDICATION iii

ACKNOWLEDGEMENTS iv

ABSTRACT v

RESUME vi

TABLE OF CONTENTS vii - x

CHAPTER ONE: INTRODUCTION 1

1.1 Background of the study 1 - 3

1.2 Statements of the problem 4

1.3 Objectives of the study 4

1.4 Research questions 5

1.5 Research hypothesis 5 - 6

1.6 Scope of the study 6

1.7 Significance of the study 6

1.8 Limitations of the study 7 - 8

1.9 Definitions of terms 8

CHAPTER TWO: LITERATURE REVIEW 9

2.0 Review of Related Literature 9

2.1 Historical Development of Nigeria Port Authority Lagos 9 - 10

2.2 Concept of Leadership 11 - 12

2.2.1 Theories of leadership 12 - 17

2.2.2 Characteristics of successful and effective leadership 17 - 19

2.2.3 Leadership process 19 - 21

2.2.4 Categories and types of leadership 21 - 23

2.2.5 Is leading different from managing? (pros and cons) 23

2.2.6 Views that leading is different from managing 23 - 24

2.2.7 How do leaders lead? 24

2.3 Suggested competencies required for leading in

Organizations 25

2.4 Leadership and management 25 - 26

2.4.1 Distinction between leadership and management 26 - 30

2.5 Concept of leadership style 30 - 33

2.6 Leadership style and performance in organization 33 - 37

2.7 Concept of competency 37

2.8 Leadership competencies 37 - 39

2.9 Behavioural competencies of leadership 40 - 41

2.10 The four roles of leadership model 41 - 43

2.11 Proposing advanced leadership model – clicks pride 43 - 45

CHAPTER THREE: RESEARCH METHODOLOGY 46

3.1 Introduction 46

3.2 Research Design 46 - 47

3.3 Selection of Data 47

3.4 Collection of Data 47

3.5 Population, Sample and Sampling Procedure 48

3.6 Questionnaire Design 48

3.7 Method of Data Analysis 48 - 49

3.8 Decision Criteria for Validation of Hypothesis 49 - 50

CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND

INTERPRETATION 51

4.1 Introduction 51

4.2 Data Presentation and Analysis 51 - 63

4.3 Test of Hypothesis 63 - 65

CHAPTER FIVE: SUMMARY, CONCLUSION AND

RECOMMENDATION 66

5.1 Introduction 66

5.2 Summary 66 - 67

5.3 Conclusion 67

5.4 Recommendation 67 - 68

Bibliography 69 - 73

Appendixes 74 - 77