Examining the impact of leadership styles on organisational effectiveness and the effect on employee productivity: a critical analysis of the ministry of justice in the Nigeria public sector

This study investigated the link between leadership style, organisational effectiveness andemployee productivity using the Nigerian public sector as a case study. Therefore, the broadobjective of the study was to examine the impact of leadership style on organisationaleffectiveness and evaluate if the influence in one way or the other impact on employeeproductivity in the Nigerian public sector.This study was needed because in Nigeria and other developing nations, the issue of effectiveleadership has become a hot-button issue prompting scholarly research interest. However, thereare limited empirical studies that have been able to critically evaluate leadership styles impact onorganisational effectiveness and how the impact translates to affect employees’ productivity,especially within the Nigerian public sector context. This research therefore closed literature gapsand contributed to knowledge by providing theoretical and practical insights into the Nigeriansituation.Methodologically, the study adopted the descriptive survey research design wherein a pragmaticapproach was considered more suited for the study. This choice enabled the use of bothquantitative and qualitative data gathering method, with inductive and deductive approach. Thestudy made use of primary data (via structured questionnaire and open-ended interviews) as wellas secondary data got through articles and organisational documents, public sector newspaperpublications, published journals, etc. By applying the non-probability convenience sampling, thepopulation of the study was constricted to employees of the Federal Ministry of Justice in theFederal Capital Territory Abuja, Nigeria.Data gathering was virtually conducted through Google online platform for quantitative datacollection, while phone and Skype were used to conduct interviews for qualitative data. 120questionnaires were sent out but only 74 were returned completed, while 8 employees wereinterviewed from the Federal Ministry of Justice. Quantitative data from this study were analyzedusing SPSS (statistical package for social science) while the qualitative data from the interviewwere analyzed using content analysis.Data obtained from the survey were presented using charts and frequency distribution tables withtheir corresponding percentages. Based on collated data, the research hypotheses were testedusing the Pearson Product Moment Correlation Coefficient. The aim was to test the inter-variablecorrelation as well as describe the strength and direction of relationship between variables(Leadership Styles impact on Organisational Effectiveness vis-à-vis Employee Productivity).Based on findings, Nigeria public sector leadership styles are mainly bureaucratic and autocratic,displaying the dictatorial style that is characterised by rules, and strict principles. The resultsrevealed these leadership styles exert a very strong influence on organisational effectivenesswhich invariably impacts on employee productivity. Findings revealed there is a significantrelationship between leadership styles, organisational effectiveness and employee productivity inthe Nigerian public sector. Data results proved that as much as emphasis is laid on strict structure,systems and processes, it often times leads to monotonous and repetitive work processeswhereby completion of task often times is stressful, and productivity affected. Having experiencedrepeatedly altered leadership styles in Nigeria, the manifestation of autocratic leadership style andbureaucratic insistence on rigid rules has continued to truncate employee inclusiveness andresourcefulness in Nigeria public sector service delivery; thus, culminating in organisationalineffectiveness vis-à-vis poor employee productivity.The implications of these findings connect to other theories in the organisational managementfield such as the contingency-situational theories, as well as the non-dominance theory. Thefindings relate with the theoretical tenets that as a democratic developing nation, the leadershipstyles of Nigeria public sector have to be people-oriented with authentic, democratic andtransformational leadership patterns that carry subordinates along; as this would encouragesubordinates resourcefulness, to build on strengths, deal with weaknesses, and ensure efforts arepoignant in the right direction.The practical implications are related to the insights on how these findings can be used to help theNigerian public sector retool for enhanced productivity. The study proffered that subordinatesshould be led inclusively to make positive changes that would largely contribute to organisationaleffectiveness evaluated with regards to desired completion of tasks, meeting targets and overallattainment of organisational goals and objectives. It recommended amongst others for leadershiptraining programmes, seminars and symposiums (for supervisors, line managers, departmentalheads, team leaders and others who hold various lead positions) for leadership re-orientation, toinculcate in them the values of authenticity, inclusive and transformational leadership.