Publication Information
Journal: NAU Journal of Technology and Vocational Education
Volume: 2 (2017)
RELATIONSHIP BETWEEN BUSINESS EDUCATORS’ PERCEIVED ADMINISTRATIVE LEADERSHIP STYLE AND THEIR JOB PERFORMANCE IN TERTIARY INSTITUTIONS IN TARABA STATE
Ezenwafor, J. I
Department of Technology and Vocational Education, Faculty of Education. Nnamdi Azikiwe University, Awka
Hafsat, O. A
Department of Business Education College of Education, Zing Taraba State
This study determined the relationship between business educators’ perceived
administrative leadership style and their job performance in tertiary institutions in
Taraba State. One research question guided the study and one null hypothesis was
tested at 0.05 level of significance. Correlational survey design was adopted for the
study and the population was 79 business educators in tertiary institutions in Taraba
State. A structured questionnaire developed by the researchers and validated by
experts was used for data collection. The measure of internal consistency method was
used to test the reliability of the instrument and data analysis with Cronbach Alpha
yielded a reliability coefficient of 0.82. Data collected from the study were analyzed
with Pearson Product Moment Correlation for the research question and hypothesis
using Statistical Package for Social Sciences (SPSS). The result showed that there
was negative relationship between business educators’ perceived autocratic
administrative leadership style and their job performance in tertiary institutions in
Taraba State, however, the relationship was not significant. Based on the findings, it
was concluded that applying the democratic style of leadership will lead to increased
effectiveness and efficiency of business educators in the institutions. The researchers
recommended that administrators should adopt the democratic leadership style more
than autocratic leadership style to enhance business educators’ quality job
performance which will lead to the achievement of the objectives of the programme in
their institutions.
administrative leadership style and their job performance in tertiary institutions in
Taraba State. One research question guided the study and one null hypothesis was
tested at 0.05 level of significance. Correlational survey design was adopted for the
study and the population was 79 business educators in tertiary institutions in Taraba
State. A structured questionnaire developed by the researchers and validated by
experts was used for data collection. The measure of internal consistency method was
used to test the reliability of the instrument and data analysis with Cronbach Alpha
yielded a reliability coefficient of 0.82. Data collected from the study were analyzed
with Pearson Product Moment Correlation for the research question and hypothesis
using Statistical Package for Social Sciences (SPSS). The result showed that there
was negative relationship between business educators’ perceived autocratic
administrative leadership style and their job performance in tertiary institutions in
Taraba State, however, the relationship was not significant. Based on the findings, it
was concluded that applying the democratic style of leadership will lead to increased
effectiveness and efficiency of business educators in the institutions. The researchers
recommended that administrators should adopt the democratic leadership style more
than autocratic leadership style to enhance business educators’ quality job
performance which will lead to the achievement of the objectives of the programme in
their institutions.
Adepoju, M. (2006). Issues in the management of public service institutions, Lagos:
Punmark Nigeria Limited.
Andrew, E. I. (2009). Educational, organizational and administration: Concepts,
practices and issues. Eaglewood California: Prentice Hall Inc.
Babcock, S. (2008). Organizational behavior. Philandeiphi: W. B. Saunders Company.
Balutu, I. (2015). The management of college of education, Zing: The relevance of
taylorism. An unpublished Masters dissertation, Federal University of
Technology, Akure.
Bass, B. M., & Bass, R. (2008).The bass handbook of leadership theory: Research and
managerial applications. New York: Free Press.
Cole, G. A. (2004). Personnel and human resources management (5th
Ed.). London:
Book- power.
Cole, G. A. (2004). Gender differences in perceived disciplinary fairness. Gender, Work
and Organization, 11(3), 254–277. http//doiorg/10/1111/1468-0432 2004 0023.
Davies, J., & Wilson, S. (2003).Principals‘ efforts to empower teachers: Effects of teacher
motivation and job satisfaction and stress (electronic version). Clearing House,
73(6), 349-353.
Federal Republic of Nigeria (2014). National policy on education. Lagos: NERDC.
Gustainis, J. J. (2004). Autocratic leadership. Encyclopedia of Leadership, 62-72.
Liberman, et al (2004). Management: Theory and practice. Singapore: McGraw-Hill.
Likert, R. (1961). New patterns of management. Retrieved from
http://www:JStox.org/stable239090.5319 - 5329.
Likert, R. (1961). New pattern of management. McGraw – hill book co McNamara, C.
(2009). Overview of leadership in organization: Nut-and-bolts guide to leadership
and supervision. New York: Harper and Row Publishers.
Mullins, L. J. (2009). Management and organizational behaviour. London: Financial
Times.
Muga, R. C. W. (2016). Influence of head teachers‘ leadership styles on teacher‘s job
satisfaction in public primary schools in Kirinyaga West Sub County, Kenya. A
research project submitted in partial fulfillment of the requirement for the Degree
of Master of Education in Educational Administration, University of Nairobi.
Obiwuru, T. C., Okwu, V. O., & Nwankwere, I. R. (2011). Effects of leadership style on
organizational performance. Journal of Business and Management Research,
1(7), 100-111.
Oluwatoyin, E. A. (2012). Current development in the study of leadership, Carbonale:
Southern Illinois University.
Osuala, E.C. (2004). A hand book of vocational and technical education for Nigeria.
Obosi: Pacific Publisher.
Peretomade, V. F. (2006). Educational administration: Applied concepts and theoretical
perspectives, Lagos: Joja Education Research and Publishers Limited.
Spillane, J. P., Camburn, E. M., & Pareja, A. S. (2007). Taking a distributed perspective
to the school principal‘s workday. Leadership and Policy in Schools, 6, 103-125.
Tannenbaun, S., & Schmidt, V. (2007). The role of organizational variables in predicting
service effectiveness: An analysis of a multilevel model. Research on Social Work
Practice. 15(4), 267-277.
Unamaka, F. C. (2005). Business administration in Enugu. Enugu: Precision Printers and
Publishers.
Voon, M. L., Lo, M. C., Ngui, K. S., & Ayob, N. B. (2011) The influence of leadership
styles on employees‘ job satisfaction in public sector organizations in Malaysia ,
International Journal of Business, Management and Social Sciences, 2(1), 24-32.
Punmark Nigeria Limited.
Andrew, E. I. (2009). Educational, organizational and administration: Concepts,
practices and issues. Eaglewood California: Prentice Hall Inc.
Babcock, S. (2008). Organizational behavior. Philandeiphi: W. B. Saunders Company.
Balutu, I. (2015). The management of college of education, Zing: The relevance of
taylorism. An unpublished Masters dissertation, Federal University of
Technology, Akure.
Bass, B. M., & Bass, R. (2008).The bass handbook of leadership theory: Research and
managerial applications. New York: Free Press.
Cole, G. A. (2004). Personnel and human resources management (5th
Ed.). London:
Book- power.
Cole, G. A. (2004). Gender differences in perceived disciplinary fairness. Gender, Work
and Organization, 11(3), 254–277. http//doiorg/10/1111/1468-0432 2004 0023.
Davies, J., & Wilson, S. (2003).Principals‘ efforts to empower teachers: Effects of teacher
motivation and job satisfaction and stress (electronic version). Clearing House,
73(6), 349-353.
Federal Republic of Nigeria (2014). National policy on education. Lagos: NERDC.
Gustainis, J. J. (2004). Autocratic leadership. Encyclopedia of Leadership, 62-72.
Liberman, et al (2004). Management: Theory and practice. Singapore: McGraw-Hill.
Likert, R. (1961). New patterns of management. Retrieved from
http://www:JStox.org/stable239090.5319 - 5329.
Likert, R. (1961). New pattern of management. McGraw – hill book co McNamara, C.
(2009). Overview of leadership in organization: Nut-and-bolts guide to leadership
and supervision. New York: Harper and Row Publishers.
Mullins, L. J. (2009). Management and organizational behaviour. London: Financial
Times.
Muga, R. C. W. (2016). Influence of head teachers‘ leadership styles on teacher‘s job
satisfaction in public primary schools in Kirinyaga West Sub County, Kenya. A
research project submitted in partial fulfillment of the requirement for the Degree
of Master of Education in Educational Administration, University of Nairobi.
Obiwuru, T. C., Okwu, V. O., & Nwankwere, I. R. (2011). Effects of leadership style on
organizational performance. Journal of Business and Management Research,
1(7), 100-111.
Oluwatoyin, E. A. (2012). Current development in the study of leadership, Carbonale:
Southern Illinois University.
Osuala, E.C. (2004). A hand book of vocational and technical education for Nigeria.
Obosi: Pacific Publisher.
Peretomade, V. F. (2006). Educational administration: Applied concepts and theoretical
perspectives, Lagos: Joja Education Research and Publishers Limited.
Spillane, J. P., Camburn, E. M., & Pareja, A. S. (2007). Taking a distributed perspective
to the school principal‘s workday. Leadership and Policy in Schools, 6, 103-125.
Tannenbaun, S., & Schmidt, V. (2007). The role of organizational variables in predicting
service effectiveness: An analysis of a multilevel model. Research on Social Work
Practice. 15(4), 267-277.
Unamaka, F. C. (2005). Business administration in Enugu. Enugu: Precision Printers and
Publishers.
Voon, M. L., Lo, M. C., Ngui, K. S., & Ayob, N. B. (2011) The influence of leadership
styles on employees‘ job satisfaction in public sector organizations in Malaysia ,
International Journal of Business, Management and Social Sciences, 2(1), 24-32.