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ORGANIZATIONAL
LEADERSHIP AND PUBLIC SECTOR PRODUCTIVITY
CHAPTER ONE
1.0 Introduction
According to Kouzes (2002). Leadership is a process in which
a leader attempts to influence his or her followers to establish and accomplish
a goal or goals. Also The capacity to lead others: command, lead.
An act or instance of guiding: direction, guidance, lead,
management. See affect/ineffectiveness.
Bennis, 2007; Hackman &Wageman, 2007; Vroom &Jago,
2007. Leadership is the process through which an individual tries to influence
another individual or a group of individuals to accomplish a goal. Leadership
is valued in our culture, especially when it helps to achieve goals that are
beneficial to the population, such as the enactment of effective preventive
health policies. An individual with leadership qualities can also improve an
organization and the individuals in it, whether it be a teacher who works to
get better teaching materials and after school programs or an employee who
develops new ideas and products and influences others to invest in them.
(Barelas 2011).Leadership can be exhibited in a variety of
ways and circumstances. Mothers and fathers show leadership in raising their
children with good values and encouraging them to develop to their potential.
Teachers show it in inspiring students to learn and to develop their
intellectual capacity. Health care workers can be leaders and develop services
that meet the needs of the communities they serve, or work in collaboration
with other organizations to create cost effective, prevention oriented programs
and services.
Many studies have been done and many books and articles have
been published on this subject. Through this work a consistent set of
leadership attributes has emerged. An effective leader does most, if not all,
of the following:
Challenge the Process—search out challenging opportunities,
take risks, and learn from mistakes.
Inspire others to come together and agree on a future
direction or goal— create a shared vision by thinking about the future, having
a strong positive vision, and encouraging others to participate.
Help others to act—help others to work together, to cooperate
and collaborate by developing shared goals and building trust, and help to make
others stronger by encouraging them to develop their skills and talents.
Set an example—behave in ways that are consistent with
professed values and help others to achieve small gains that keep them
motivated, especially when a goal will not be achieved quickly.
Kouzes (2002) states that "Leadership is not a place,
it‘s not a position,and it‘s not a secret code that can‘t be deciphered by
ordinary people. Leadership is an observable set of skills and abilities. Of
course some people are better at it than others."
In general terms, leadership can be defined as the ability to
influence the behaviour of others.
This definition can be expanded when considering leadership
in organizations to include the fact that the leader exerts influence within a
working group in order that the group may achieve group tasks or objectives. (T
.Lucy 1997) leadership is an everyday art involving the skill of leading and
dealing with people. The success in ruling new dominions is contingent upon
both his ability to wield power effectively, and the existence of an
opportunistic situation. Problems, which result within organizational members,
disagree on both the natures of the goals of which people disagree on both the
natures of the goals of which people aspire, and the act of leadership.
Leadership, as we use the term refers to behaviour, undertaken within the context
of an organisational members behave.
It could be observed that leadership and management envisages
deeply into what the organization can achieve if the quality of recognition is
accorded to them. Leadership has been propounded to include the sources of
influence that are built into a position in an organizational hierarchy.
These include organizationally sanctioned rewards, and
punishments, authority, as well as referent and expert power katz and kahn
1966, p.32. It could be seen however, that subordinates within the
organization, through not all seem to enjoy the influence that exists all over
and above the organization.
Ngodo (2008). Leadership is very essential organization and
greatly influences the whole organization because achievements and results
occur corollary to the traits being projected by the leader. Leadership
includes the ultimate source of power but has that positive ability in
persuading other individuals and to be innovative in decision making. According
to Bennis and Nanus, many organizations are over managed and under led. The
difference is crucial, managed are people who do things right, but leaders are
people who do the right things always.
Problems are bound to occur within every noted organisation
and decision making is bound to generate conflicts while initiating policies.
People are expected to coordinate. Whatever they are doing to
achieve organizational goals. In this light, the notion of leadership act are
those which help a grouping meeting those stated objectives (Bavelas
1960:p491).in general terms the acts of controlling other people consists
uncertainty reduction ,which entails making the kind of choice that permits the
organization to proceed towards its objective despite various kinds of internal
and external variables.
The effectiveness of leadership has some characteristics,
which include forceful threats, a complete assertion of authority to the
subordinates, and a derived, and situational responsibility.
Note that in the society today, not only the presence of
rewards (positive and negative), or the incentive appraisal could induce
productivity but the feeling of belongingness.
(Marturano& Gosling, 2008, Jeremy et al., 2011).
Flippo&Musinger (1999). Improper leadership qualities within the
organization have a negative impact on the subordinates as well as the achievement
of the organizational objective. An organization that has growth and forward
looking has a good leadership and vis a vis a bad or deteriorating organization
has a bad leadership.
Leadership is always related to the situation. There is a
growing awareness that is a continuous interaction between the factors presents
in any given situation, including for example, the personal characteristics of
the leader, the tasks, the environment, the technology, the attitudes,
motivation and behaviour of the followers and so on.
1.1 Background of
the Study
Tannenbanum and Schmidt (1958). defined productivity as a
measure of the amount of output generated per unit of input. In many countries,
including Ireland, public sector productivity has been assumed to be zero in
the national accounts. The output of the government sector has been measured as
of value equal to the total value of inputs. This output=input convention has
increasingly come under scrutiny in recent years and is no longer accepted
practice from 20062. The challenge is to devise alternative estimates based on
output measurement, in a public sector context where there is provision of
collective services, and where there is no market transaction in services
provided to individuals in most instances.
If it is accepted that in reality changes in outputs are not
likely to be directly equivalent to changes in inputs, Pollitt and Bouckaert
(2004) note that public sector productivity may increase for a variety of
reasons:
· where resources (inputs) decrease and outputs increase
· where resources remain the same and outputs increase
· where resources increase but outputs increase by an even
larger amount
· where outputs remain static but resources decrease
· where outputs decrease but inputs decrease by an even
larger amount.
However, this definition of productivity as being concerned
with the relationship between inputs and outputs does not cover issues that
many people have in mind when they talk about public sector productivity. A
more general interpretation of productivity encompasses broader concerns about
the outcomes achieved by the public sector. In common parlance, when many
people talk about public sector productivity, they have in mind the general
question of what value they are receiving from public services in return for
the application of public funds.
Putnam (1993) rejects the idea of including outcomes in
productivity measurement. His argument is that to focus on outcomes (changes in
health rather than patients treated; changes in educational status rather than
numbers of lessons taught) includes changes over which the government has no
control:
To include social outcomes in an assessment of government
productivity is to commit the ‘Massachusetts Miracle Fallacy’: only a modest
part of the praise for the affluence of New England in the 1980s (and a
similarly modest portion of the blame for the subsequent recession) was
realistically attributable to state government, despite 1988 presidential
campaign rhetoric to the contrary.
Notwithstanding the problems with assessing productivity
using an outcomes focus as indicated above, in this paper, both the
input/output measurement and broader assessments of public sector productivity,
including a focus on outcomes, are included in the discussion on productivity.
It is accepted that for national accounts purposes, and when attributing
changes in productivity to the public sector, strict definitions are needed.
But the broader interpretation of productivity as including a concern with
outcomes, while having statistical and measurement limitations, nevertheless
has resonance with the general public and may raise interesting questions even
if it does not provide definitive answers.
Both the narrow, economic definition of productivity
concerned with the input/output ratio and the broader productivity definition
concerned with the input/outcome ratio can be considered sub-sets of public
sector productivity measurement. Productivity measurement is not confined to
issues of productivity, and may examine inputs, outputs and outcomes without
necessarily being concerned with the measurement of the ratio between them.
A number of international studies have been carried out that
address the issue of public sector productivity. Some of these studies examine
‘whole of government’ productivity and make comparisons between countries (for
example see Social and Cultural Planning Office, 2004). Some studies focus on
sectors (health, education etc) and may be country-based or aim to examine
cross-national trends (for example, see Atkinson, 2005). Other studies aim to
track productivity changes over time in public administration in individual
countries (such as productivity studies undertaken in Sweden, Ministry of
Finance, 1997).
There are also initiatives underway at present that will
further the examination of public sector productivity. A Eurostat directive on
price and volume measurement of government output is generating work in
European member states on improving output measures in the public service and
the development of productivity measures (Eurostat, 2001)1. The OECD public
sector management and productivity division are undertaking a project on
Management in Government: Comparative Country Data that aims to develop
comparable data and indicators of good government and efficient public
services. The OECD proposes to take 3-5 years to develop the database, with an
initial report at the end of 2006. The database will include information on
government inputs and outputs and hence facilitate productivity assessment.
Given the current state of play with regard to public service
productivity measurement, a phased approach has been adopted by CPMR for this
research topic. In this first phase, a detailed examination of previous
international experience in assessing public service productivity has been
undertaken. This research will inform possible approaches to be developed for
the Irish public service into the future. As such, it is intended to inform
both future CPMR work and the work of others interested in this area.
But public sector productivity is notoriously difficult to
measure, not only in the field of this study but also internationally. Much
productivity data for the public sector is of questionable validity and/or
reliability. Assessing the productivity of policy-oriented organisations has
proved particularly challenging.
1.2 Statement of
Problem
Leadership and its style has become a very crucial area of
management. In fact, it has attracted
the attention of many management scientists who have actually delved into the difficult
task of writing about the subject in the management literature. As stated
measurement of productivity has been a difficult task in doing, this research,
the inability of the organization, setting up a standard for measuring its
public sector productivity has been an issue within the study area, therefore,
this research work will go a long way to set a measurable standard for
it.Improper leadership qualities within the organization have a negative impact
on the subordinates as well as the achievement of the organization objectives
and to the public productivity.
The reasons for poor productivity in Lagos state Television
have become a very important subject of study in the face of the deteriorating
situation. It is important to note that
many individual now prefer other TV station to the Lagos state TV for the
reasons of low public productivity and can be addressed if workers are
appropriately directed. The study is set out to investigate the effect of
organization leadership in relation to public sector productivity in order to
determine its distinct impact on the workersproductivity. The study will also evaluate the factor of
leadership like, intelligence, initiative and imagination, in this case
organization with the view to calculating their contribution to attaining
organization objective. It will inquire
to ascertain the cost favourable leadership laissez-faire used in the case of
organization to determine its influence and management.
The study also includes to investigate the relationship (positive
or negative) betweenorganizational leadership and its effect on public sector
in terms of productivity.
1.3 Aim and
Objectives of the Study
As earlier stated, the main aim of the work is to evaluate
organization leadership and public sector on its productivity. The specific purpose include the following:
(a) To
critically evaluate the nature of Lagos State TV organizational leadership
styles as it affects public sector productivity.
(b) To
ascertain the relationship between leadership of an organization (Lagos TV)
andproductivity
(c) To
ascertain the various factor which affect leadership and productivityof the
public sector.
(d) To
recommend to the public sector an organizational leadership style that will
improve the public sector productivity.
1.4 Research
Questions
Some of the following research question will be used to guide
this study for a better understanding and assessment.
(a) What is the style of organizational
leadership existing in the Lagos State Television?
(b) Does
the leadership style effects the public sector productivity?
(c) What
factors are responsible for or that affect the public sector productivity in
Lagos state TV?
(d) What
solution(s) do you have to ensure effective and efficient organizational
leadership and to support public sector productivity?
The above question has been designed as research questions of
this study.
1.5 Research
Hypotheses
The research work will be supported with the following
research hypothesis, which will be tested, accepted or rejected and will be
tested using 0.5 significance.
HYPOTHSIS I: this is a significance relationship between
organizational leadership and public sector productivity.
HYPOTHESIS II: An organizational leadership style that has no
monopoly of authority will improves public sector productivity in Lagos State
TV.
HYPOTHESIS III: Positive correlation between the leadership
style and employee Lagos State TV will lead to increase in public productivity.
1.6 Significance of
the Study
The significance of the study is basically a definite scope
which will help elicit all the problems and effects of each different
organizational leadership styles and the public sector productivity. Also, it will assist in highlighting how
management employees react under stereotyped conditions.
In addition, all the mentioned and determined efforts,
problem and solution will be critically studied so as to provide basis for
possible recommendations to today’s manager who may be willing to manage the
public sector and for efficient productivity a particular leadership
styles. It will proffer suggestions on
situation that will require certain leadership style to succeed on public
sector productivity.
Finally, the research will assist future researchers in
carrying out their study.
1.7 Scope of the
Study
The study will help in assessing organizational leadership
and public sector productivity of Lagos state Television. It is limited to the staff and management of
LAGOS STATE TELEISION, LAGOS STATE. The research survey excludes those in the
organization that can either read or write.
1.8 Definition of
Terms
Leadership: The process of directing and inspiring employee
to perform task and oriented activities of the organization.
Style: The various behavior patterns favoured by leaders
during the process of directing and influencing employee.
Productivity: The act of carrying out an action or a piece of
work.
Motivation: The force that influence, enthusian, direct
employee energy towards the attainment of set objectives.
Autocratic: One who rules by his own power without seeking
the opinion of his subordinate.
Democratic: One who adheres to, or promote individual
participation as a principle.
Laissez faire: A leader general principle of no interference
with the free action of his subordinate.
Organization: Are artificially contrived structures with
procedures and objectives defining the responsibilities and highlighting who
does what type of job task.
Reward: Feeling of satisfaction derived from achieving
recognition and competence.
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