Assessing the Implication of Organizational Leadership on Employee Motivation

& Creativity in NGOs in Zambia

A Case study of Conservation Farming Unit, Kabwe, Zambia

Prepared By

Oliver Kandela Bulaya

Student ID number 15023266

Dissertation Submitted in partial fulfillment of the requirements

For the degree of MBA in Organizational Leadership

Faculty of Business

SUPERVISOR: Prof. Rodrick Sakamba

(Bsc Epi.PGDip. HCM. PGDip.Ed. MBA.Msc.M. MPH. PhD Ed-Psy & PhD B-Adm)

JULY 2017

2

LIST OF FIGURES

Figure 1.1: Theoretical Framework model ………..…………………….. 8

Figure 2.1: Building blocks of differentiation …………………………,.. 33

Figure 2.3: Traits associated with effective leadership ……………;;… 53

Figure 2.4: Leadership Behaviors ……………….……………………...66

Figure 2.5: Two factors Herzberg Theory………………………... 70

Figure 2.6: Four paradigm leadership ……….………………… …….72

Figure 2.7: Classical leadership Characteristics…………………… 74

Figure 2.7.1: Maslow’s Hierarchy of needs………………………… 82

Figure 2.7.2: Maslow’s Hierarchy of needs …………………………… 83

3

LIST OF TABLES

Table 4.1 The list of selected company & number of interviewee……………. 107

Table 4.2 Number of Questionnaires administered and collected ……… 108

Table 4.3 Sex of selected respondents ……………………………………….. 109

Table 4.4 Age distribution of workers ……………………………………….. 110

Table 4.5 Education possessed by respondents ……………………………… 110

Table 4.6 Position held in the organization…………………………………... 111

Table 4.7 Longevity of staff service ………………………………………… 111

Table 4.8 On job training of respondents …………………………………….. 112

Table 4.9 Ranking levels of interviewee motivation ………………………… 112

Table 4.10 Managers/Supervisors duty delegation ……………………………. 113

Table 4.11 Delegation backed by authority …………………………………… 113

Table 4.12 Managers/Supervisors involvement in daily work ……………….. 114

Table 4.13 Staff relationship with managers/Supervisors …………………….. 115

Table 4.14 Conduciveness of work environment ………………………………116

Table 4.15 Salary satisfaction of workers …………………………………….. 117

Table 4.16 Promotion of staff in the company ……………………………… 118

Table 4.17 Factors that determine promotion ………………………………… 119

Table 4.18 Company performance ranking ………………………………… 119

Table 4.19 Company performance evaluation ……………………………….. 120

Table 4.20 Description of leadership styles of management ………………… 121

Table 4.21 General staff motivation levels …………………………………… 122

Table 4.22 Performance measurement system of the company ……………… 122

Table 4.23 Effectiveness of the, measurement system ……………………… 123

Table 4.24 Factors enhancing organizational performance ………………… 124

Table 4.25 Manager/Supervisor motivation ………………………………….. 125

Table 4.26 The role of managers/Supervisors in improving employees

Creativity and Innovation………………………………………….. 126

4

Table 4.27 Employees motivation and creativity …………………………… 127

Table 4.28 Sex of interviewees ……………………………………… 128

Table 4.29 Highest education attainment of the managers/Supervisors 128

Table 4.30 Years of service in the company ………………………….. 129

Table 4.31 junior staff motivation assessment ………………………. 130

Table 4.32 Factors enhancing motivation in the staff ……………….. 130

Table 4.33 Staff involvement in decision making ranking …………… 131

Table 4.34 Manager/supervisor make own decisions without

Anyone support …………………………………………. 132

Table 4.35 Staff guidance ……………………………………………. 133

Table 4.36 Seeking staff vision and direction ………………………… 134

Table 4.37 Work based on motivation ………………………………… 134

Table 4.38 Staff defining their jobs …………………………………… 135

Table 4.39 Sufficiency of power over subordinates…………………... 136

Table 4.40 Employees monitoring ……………………………………. 137

Table 4.41 Conduciveness of work environment …………………….. 137

Table 4.42 Manager/Supervisor relationships with subordinates…….. 138

Table 4.43 Self-Motivation assessment. . ………………………….. 139

Table 4.44 What decides staff promotion in your organization……….. 140

Table 4.45 Performance of the organization………………………….. 141

Table 4.46 Factors affecting company performance………………….. 141

Table 4.47 Existence of staff performance system…………………… 142

Table 4.48 Effectiveness of performance measurement of staff………. 143

Table 4.49 Factors enhancing organizational performance……………. 143

Table 4.50 Improving staff levels of creativity and motivation

Evaluation…………………………………………………. 144

Table 4.51 Factors demotivating managers/supervisors performance…. 145

Table 4.52 Personal view on factors that influence organizational

Leadership on Employee’s motivation and creativity……... 146

5

Abstract

The study is assessing the implication of organizational leadership on employee

motivation and creativity in NGOs in Zambia. A case study on Conservation

Farming Unit Kabwe, Zambia on management and leadership that will suit its

environment to bring out a satisfied and motivated employee to meet the

demands of the organizations they serve.

This study argues that as the world is moving towards democratization of the

political systems and good governance practices a Wide of factors has been

found to affect organizational motivation and creativity. The top managers’

leadership styles has been identified as being one of the most important link to

these factors at the organizational level. The world today and its changing

environment needs leadership that is a highly valued commodity. The

effectiveness of a leader is a major determinant of success or failure of an

organization or a country as a whole.

This assessment was tailored through the use of questionnaires with questions

focused towards determining the relationship between Organizational leadership

and employee’s motivation and creativity at Conservation Farming Unit. What

is the link between leadership and employee motivation, what are the main

challenges of increasing employee motivation and creativity, can leadership

theories overcome these challenges? The questionnaires was composed of 25

questions administered to subordinates and 25 questions respectively

administered to the managers/leaders. The collected data was processed and

analyzed using descriptive analysis method.

6

.The findings gathered from comparative and descriptive research study

discovered that Conservation farming Unit subordinates 90% 0f the respondent

indicated that they are motivated due to the good working environment and

participative leadership approaches of the managers. Suitable work environment

and efficient communication between employers and employees applicable

leadership style that spur a motivated team of employees and induce creativity.

Besides all this provide an appropriate supervisory roles that will encourage free

flow of information among employee and strategic management team.

Having analyzed the result it was concluded that for an organizational

leadership to attain the strategic objectives of the organization. It was necessary

it recognizes the needs of workers, employee motivational tools such as the

working environment and needs of the staff, promotion of staff based on merit

and skills

The study therefore, recommended that participative leadership may be the most

suitable model for motivating the staff of Conservation farming unit. Strategic

management should provide training to its managers on key factors of effective

management so as to effectively raise the management skills of managers to

know how best to deal with their staff and raise the working morale and

creativity in the company.

(KEY WORDS: Leadership, Motivation and creativity)

7

TABLE OF CONTENTS

TABLE OF CONTENTS

Certification………………………………………………………………. ii

Copyright………………………………………………………………. iii

Dedication……………………………………………………………… IV

Declaration……………………………………………………………. … V

List Of figures……………………………………………………… VI

List of Tables…………………………………………………………… Vii

Acknowledgement……………………………………………………… Ix

Abstract………………………………………………………………… x

Chapter 1: Introduction…………………………………………………… 1

1.1 Introduction……………………………………… 1

1.2 Background…………………………………………… 3

1.3 The statement of the problem………………………… 3

1.4 Research Questions ………………………………… 3

1.5 Overall objectives………............................................. 4

1.6 Specific Objectives ……………………………… 4

1.7 Significance of the study………………………….… 4

1.8 Scope of the study……………….…………………… 5

1.9 Theoretical frame work of the study………………… 6

1.9.1 Theoretical frame work model….…………………… 8

Chapter 2: Theories (Literature Review)………………………………… 15

2.1 Introduction ……………………………………… 15

2.2 Defining Literature Review……………………… 15

2.3 Definition Of leadership ………………………. 16

2.3.1 Concepts on organizational leadership …………… 27

8

2.3.2 Important roles of leadership……………………… 33

2.3.3 Important Characteristics features of leadership … 35

2.3.4 The factors that affect leadership ………………. 38

2.3.5 Leadership and management contrasts and comparison 40

2.3.6 Patterns and styles of leadership…………………… 44

2.4 Task Management or Autocratic leadership ……… 49

2.4.1 Participative or democratic leadership…………… 48

2.4.2 Free or Faire Leadership ………………………… 50

2.4.3 Trait theory of leadership……………………… 53

2.4.4 Behavioral theory of leadership………………… 55

2.4.5 The Ohio State University studies………………… 56

2.4.6 The prudent life assurance…………………………. 58

2.4.7 The University of Michigan…………………… 59

2.4.8 The Contingency Situational Theory of leadership……. 61

2.4.9The Great man Theory of leadership…………… 62

2.4.10 The Participation Theory of leadership………… 64

2.4.11 The Path Goal Theory ………………………… 65

2.4.12 The Vroom expectancy theory ………………… 68

2.4.13 The Herzberg two factory theory………………… 69

2.5 The four paradigm of leadership……………… 71

2.5.1 Classical leadership……………………………… 73

2.5.2 Transactional leadership………………………… 74

2.5.3 Visionary/Transformational leadership………… 75

2.5.4 Organic/participative leadership………………… 78

2.5.5 Motivation theories…………………………… 79

2.5.6 Organizational leadership and motivation………… 85

2.5.7 Transformational leadership and motivation……. 86

2.5.8 Participative leadership and motivation…………. 86

2.5.9 Leadership and employee creativity and innovation… 87

2.5.9.1 Transformational leadership employee creativity and

Innovation……………………………………… 91

2.5.9.2 Participative leadership employee creativity and

9

Innovation……………………………………… 92

2.5.9.3 The Barriers of participative leadership…………… 93

2.5.9.4 Cultural and Political barriers …………………… 94

2.5.9.5 Managerial barriers……………………………… 94

2.5.9.6 The Participative techniques……………………… 95

Chapter 3: Methodology………………………………………… 99

3.1 Introduction……………………………………… 99

3.2 The Research methodology……………………… 99

3.3 The Research design……………………………… 100

3.4 The Sources of Data……………………………… 102

3.5 The sampling size technique…………………… 103

3.6 The determinant of sample size………………… 103

Chapter 4: Empirical Evidence …………………………………… 106

4.1 Introduction………………………………………. 106

4.2 The data analysis ………………………………… 106

4.3 The Instruments of data collection…………………. 107

4.4 The techniques of data analysis…………………… 107

4.5 The methods of data presentation………………… 108

4.6 The data analysis from respondents……………… 109

4.7 Section A- Subordinates respondents……………… 109

4.8 Section B- Managers/Supervisors respondents…… 127

Chapter 5: Research Findings……………………………………… 147

5.1 Introduction………………………………………… 147

5.2 Discussion of research purpose, aims, and

Objectives... ……………………………………….148

5.3 Discussion of research questions, results and

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Findings………………………………………….. 149

Chapter 6: Summary, Conclusion and Recommendations.......... 157

6.1 Introduction ………………………………… 157

6.2 Summary of the main findings ….………………… 157

6.3 Implications of the findings…………………… 158

6.4 Recommendations of the study…………………… 159

6.5 Recommendations of the future study…………… 160

References……………………………………… 161

Appendices ……………………………………… 171

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1.1 Introduction

The purpose of this chapter is to introduce the background and the justification of the

study, followed by the statement of the problem, Then the Overall objectives, followed

by the significance of the study, the scope of the study, after that the Theoretical frame

work of the study and finally the Theoretical frame work model.

1.2 Background

Assessing the implication of Organization leadership employees’ motivation and

creativity in NGOs in Zambia, a case study on Conservation Farming Unit, Kabwe,

Zambia. The world is changing rapidly and everything centers on leadership

effectiveness to interpret these changes and apply them in their organisation.Leadership

style is one of the determinant of the success or failure of Conservation Farming Unit

(CFU).Poor leadership styles by supervisors and managers is also a challenge in this

organization causing low level of motivation and creativity among the staff.

Additionally Lack of consistence and flow of information,poor capabilities in managers

to motivate their staff are gabs that needed to be checked. According toTaffinder

(2006), Leadership is getting people to do things they have never thought of doing, do

not believe are possible or that they do not want to do.

Insecurity of jobs is another factor that contributes to a demotivated employee and

creativity of staff at CFU due to uncompetitivewages causing retention of staff a

challenge as they opt to go where they are long term security of jobs.It is therefore

imperative for need to change the approaches in order to steer up the morale and

innovation among the employees. Many employees feel they are not safe anymore in

their job. According to Maslow’s Hierarchy of Needs, security is one of the lower level

needs and for an employee to strive to the higher levels in that way perform optimal, the

lower levels have to be satisfied(Brooks 2009.88-89).

12

Poor economic and poor governance tenants of the country are challenges that affect this

organization as funders could not invest their money in unstable country, politically and

economically. Thus, every economy thrives on the government conducive environment

for organizations to operate from and yield desired results. We need good organizational

leadership on employees motivational and creativity to get through the financial crisis

we are experiencing at the moment. Concepts such as leadership and motivational are

cardinal in ensuring the success of an organization in both public and private

organizations.

The consensus behind the good governance agenda draws heavily on a large body of

theoretical contributions that were part of the New Institutional Economics that emerged

in the 1980s. The significant theoretical contribution of this school was to point out that

efficient markets actually require elaborate governance structures and will not just

emerge simply because the government withdraws from the economy, there is a broader

consensus that the goal of governance should be to enhance these market-enhancing

governance capabilities of the state (North, 1990).

1

1Tafinder Paul(2006,How to create personal leadership values,London:GBRKogan Page LTD

Brooks (2009), Organizational Behaviour.Individual, groups and organizations, Ian Book 4th edition.

13

1.3 The statement of the Problem:

Many NGOs are struggling with their leadership style because their leadership behavior

fails to cope with the rate of changes. According to Scarborough (2001) choosing the

most suitable leadership style that will motivate and bring about creativity in their staff

is difficult because Organizations, neither can grasp the essence of leadership style

which is relevant to the modern age, nor can agree on the standards to measure, recruit

nor reject it.It is imperative to comprehend that once the change of technology take

place, leadership style which where proved to be effective before will be rendered

ineffective. Insecurity of employees will affect productivity as employees interests are

not protected as expected. The Government has a role in all this is to provide an

enabling environment in which NGOs can successfully contribute to the wellness of the

country. The governance of the country based on good governance principles will

create flourishing partnerships with donors and other partners. It is for this reason the

study premises this study on the following research questions:

1.4 Research questions:

1) What is the link between leadership and employee’s motivation and creativity in

CFU?

2) What are the challenges affecting employees motivation and creativity in this

organization?

3) What measures should be put in place to curb staff insecurity in CFU

North D.C (1990), Institutional Change & economic performance: Cambridge University, Press.

14

2

1.5 Overall Objectives

The overall objective of this study is assessing the implication of organizational

leadership employee’s motivation and creativity.

1.6 Specific Objectives

The following below are specific objectives driving this case study on Conservation

Farming Unit:

1) To identify Leadership factors that impact on employeesmotivational and

creativity.

2) To establish challenges that affect employee motivation and creativity.

3) To examine measures CFU should put in place to curb insecurity of its staff.

1.7 Significance of the study

Zambia is a growing country economically, politically and socially. To grow the

spectrum of the economy all stakeholders should get involved as government alone

cannot meet all the needs of its citizens, while its role should be able to provide the

enabling environment where NGOs can be involved in building this country in all

sectors. Therefore this study is essential because it will reveal the relationship between

the leadership and organizational performance in Conservation Farming Unit, Kabwe,

Zambia. It is hoped at the end of the study NGOs will determine the patterns of

leadership and the extent at which can affect the motivational and creativity of

employees positively or negatively. This will enlighten NGOs on how best they can

handle different facets of leadership and apply them in their environment to effectively

meet the objects of their organization.

2 Scarborough D.J (2001),Transforming leadership in the manufacturing Industry, Journal of

Industry,Vol17,NO.2

15

1.8 Scope of the study

The area of study will be confined to Conservation Farming Unit, Kabwe, Zambia.

Thus, the structure of the study will be as follow:

Chapter 1: Discusses the background of the study, followed by the statement of the

problem, thereafter the overall objectives of the study, followed by the significance of

the study thereafter the scope of the study and thereafter the Theoretical frame work of

the study and finally the Theoretical frame work model.

Chapter 2.DefineLiterature Review and discusses what other scholars have said about

this study. It shares the various contributions done by the knowledge body on

organizational leadership.

Chapter 3: Discuss methodology. Defines the word methodology and further look at

Research methodology, thereafter research design, followed by the sources of data

thereafter the sampling size technique and finally the determinant of sample size.

Chapter 4: Discuss the empirical evidence, after the introduction discuss the data

analysis, followed by the instruments of data collection, followed by the techniques of

data analysis, thereafter the methods of data presentation and finally the by the data

analysis from respondents.

Chapter 5: Discuss the research findings, after the introduction discuss research

questions purpose, aims and objectives, thereafter discuss the research questions, results

and findings finally.

Chapter 6:Discuss the summary of the findings, conclusions and implications of the

findings, recommendations of the study further discuss the recommendations of the

future study and finally references and attachment of the appendices.

16

1.9 Theoretical frame work of the study

Torrance R.J (1997) mentioned the importance of Theoretical frame work that it

consists of concepts and reference to the relevant scholarlyliterature and existing theory

that is used for the particular study. It demonstrates an understanding of theories and

concepts that are related to the topic of the research paper and that relate to the broader

areas of knowledge being considered. He further alluded to that the theoretical frame

work is important in the study in the sense that it does the following things:

1) A theoretical framework explains the statement of theoretical assumptions and

permits the researcher to evaluate them critically.

2) The theoretical framework connects the researcher to existing knowledge guided

by a relevant theory, given a basis for your hypothesis and choice of research

methods.

3) It articulate the theoretical assumptions of a research study focus the researcher

to address questions of why and how. It permits the researcher to intellectually

transition to from simply describing a phenomenonobserved to generalizing

about various aspects of that phenomenon,

4) A theoretical framework specifies which variables influence a phenomenon of

interest and highlight the key need to examine how those key variables might

differ and under what circumstances.

3

3Torraco R.J(1997),Theory Building Research methods

17

Abend Gabriel (2008), further observed that theoretical framework plays an important

role in guiding the entire process of the research study. Theoriesare constructed in order

to explain, predict and master phenomenon such as relationships, areas or behavior. In

many instances constructs models of realities. A theory makes generalizations about

observations consists of an interrelated, coherent set of ideas and model.

Thus, theoreticalframework importance lies in limiting the scope of the relevant data by

focusing on specific variables and defining the specific viewpoints (framework) that the

researcher will take in analyzing and interpreting the data to be gathered. Itsimportance

also lies in facilitating the understanding of concepts of variables according to given

definitions and builds new knowledge by validating or challenging theoretical

assumptions.

This study Assessing the implication of organizational leadership employee motivation

and creativity in NGOS in Zambia, a case study of Conservation Farming

Unit,Kabwe,Zambia will however be guided based on this theoretical frame work.

(Key Word: Motivation and Creativity)

4

4 Abend Gabriel(2008),The meaning of Theory,SanfranciscoCA:Berret Koehler Pub

18

1.9.1 Theoretical framework model (Figure 1.1)

Employee

TEAM

LEADERS

HIP

Value people

Share leadership

Build

Communication

Develop people

Display

authenticity

Provide

leadership

Employee

Each

on

e

Ach

ieves

More

Togeth

er

Employee

ORGANISATIONAL

OBJECTIVES MET

Motivated Creative Innovative

19

The researcher holds the view that Team Work is an aspect that can create motivation

and creativity among employees. The role of leaders is not divide and rule but to

promote an atmosphere were all staff work together in unity and shared vision in order

to meet the objectives of this organization.

The diagram above illustrates how a leader should be in the center of activities. He

should lead by example and work side by side with his staff in order for them to

understand fully their roles and well informed to carry out their duties without

difficulties. It is through this team that work together in harmony that will be able to do

accomplish four things as the acronym of the word TEAM stand for:

T-Together

E-Each one

A-Achieves

M-More

This implies that it takes a team to achieve more results because together they have the

shared vision and capabilities to grow their organization through motivation and

creativity.Therefore it is imperative to be aware of such and bear in mind that when you

are a leader you need to come down to the level of your staff in order to study their

kind of life and concerns so that when you stand you will be able to know how to

respond to their needs effectively.

The implication of organizational leadership employees’ motivation and creativity in

NGOs in Zambia, a case study on Conservation Farming Unit, Kabwe, Zambia

highlight Poor management and leadership styles as gaps noted in most NGOs in

Zambia and major causes of low level of motivation and creativity.

This implies that Organizational leadership is dynamic. An organization that has no

good leadership is like a chicken moving around without a head or a plane flying

without a compass. Resources both man and material will be bound to be wasted

despite their scarce nature. If organization leaders are developed, economic

development and growth in developing countries will be enhanced.

20

Furthermore Insecurity is another factor that affects employee’s motivation and

creativity in NGOS in Zambia due to uncertainties surrounding their contracts of work

that can be revoked at any given time due to erraticfunding by funders, sometimes poor

management of resources. The poor wages as well cause retention of staff challenge as

most staff opt to go where there is long term job security and conditions of service are

better and sustaining. This cause for innovation in leadership approaches that will steer

up morale among the staff so as to motivate their staff and create a winning team.

There has been an unending controversy as to the transferability of management and

theories given the fact, that most widely dispersed management theories and

Techniques are based on western ideologies and value systems, their “uncritical

Transfer to developing countries has in many ways contributed to organizational

Inefficiency and ineffectiveness” (Lindsay, W.and Rue. 1980).

In management, there is a consensus that the contingency approach to leadership is

most appropriate. Leadership style adopted should depend on the values and personality

of the leader, the subordinates and the organizational culture. The challenges of the

study is to unearthed the role of culture in shaping the leadership strategies of

indigenous organizational leaders in developing countries and their effectiveness in

helping achieve organization objectives. Interestingly, the NGOs in Zambia o have

been undergoing challenges in recent years in areas of motivational leadership.

It is extremely difficult for employees to trust organizational leaders in today’s society

because most of the leaders do not keep their word. All these mentioned challenges

have impacted leadership across the globe. The only way available for leaders to gain

trust of their staff have to change their culture from dictatorship orientation to one of

participative management and collaborative leadership.Thus, the dissertation may

broaden existing knowledge in the relatively mature field of leadership, while

simultaneously exploring new areas of inquiry by contributing to the emerging

knowledge on prevention-oriented leadership.

21

Resources both man and material will be bound to the wasted despite their scarce

nature if leaders are not well versed on good leadership principles that motivates

the staff in order to be creative and innovative. If organizational leaders are

developed, economic development and growth in developing countries will be

enhanced. There has been an unending controversy as to the transferability of

management principles and theories, (Khadwala, 1995).

Given the fact, that most widely dispersed management theories and techniques are

based on western ideologies and value systems, their “uncritical transfer to

developing countries has in many ways contributed to organizational inefficiency

and ineffectiveness.”(Johns, G.R.George J.N 2001).In management, there is a

consensus that the contingency approach to leadership is most appropriate.

Leadership style adopted should depend on the values and personality of the leader,

the subordinates and the organizational culture. The challenge of the study is to

unearth the role of culture in shaping the leadership strategies of indigenous

organizational leaders in developing counties and their effectiveness in helping

achieve organizational objectives.

This case study on CFUwill provide a platform where the Implication on organizational

leadership on employee motivation and creativity assessed in this studywill help to bring

required leadership at NGOS in Zambia to foster motivation and creativity among the

staffby systematically assessing the impact organizational leadership on employee

motivational and creativity. It deliberately focuses on antecedent variables whichare

malleable through organizational interventions, pointing organizational decisionmakers

to viable opportunities for nurturing leaders' who will shape employees into dynamites

of change.

5

5Johns,G.R,George,J.N(2001),Contemporary manaegement:Irwin,MCGraw Hill Pub

Khadwala R.N (1995) Management Style, New Delhi, McGraw Hill Pub,Lindsay W. and Rue L. (1980),

Impact of organizational environment on the long Range planning process: Academy of management

journal.

22

Furthermore, based on this study findings, this paper will explicitly outlinepractical

recommendations for facilitating such kind of-orientedleadership through different

measures, including leader selection and promotion, leadership training, and the design

of leaders' work context, hopefully contributing to the effectiveness and the success of

organizational efforts in this regard. Many individuals who are entering the work force

tend to be less formal, more independent, participate in an active social life outside the

organization, and expect a similar pleasant work climate and environment (Scarborough,

D.J, 2001).

Organizations may, therefore, find it critical to nurture the performance of these

behaviors in their leaders, for instance by selecting individuals for leadership positions

in an appropriate manner, by engaging in leadership development and training

programs, and by offering favorable contextual boundary conditions for the occurrence

of such leadership (Kudla,J.R,1980).

6

5Johns,G.R,George,J.N(2001),Contemporary manaegement:Irwin 6Kudla,J.R(1980)The effect of strategic planning on companies stock returns, Academy of management

journal.23,5-20

Scarborough D.J (Transforming leaders in the manufacturing Industry. Journal of Industrial

Technology;Vol17.2

23

By doing so it looked at the current and future performance of employees, analyzed

consequences of current low motivation among staff and examined the main

reasons for the organization’s low attractiveness in order to determine the best ways

for retention and transfer of the vast amount of tacit knowledge.

Many existing guides and industry related publications on knowledge management

in the Climate Smart technologiesare based on the review and analysis of current

effective practices used in the sector. Most strategies are focused on the increasing

attractiveness of the industry to the young generation, the retention of current

workers and the development of appropriate learning programs on a State and

company/industry levels. To be more specific, many specialized learning programs,

platforms, networks and forums have been organized and coordinated by the CFU

strategic management.

Due to the complex nature of the chosen topic, many stakeholders involved and time

constraints this study is based on the information collected from secondary sources.

A range of social, technical, political and economic data were analyzed including

future scenarios of CFU developments and potential demand for skills in the coming

years. That helped to create a full picture of the current and prospective situation on

the players on the market as well as a better understanding of the existing practices

for transferring relevant knowledge.

In order to cope with changes such as gobalisation,climatechange,

demographicchange, individualization and digital lifestyle,Organisational principles

such as leadership, corporate environment and organizational structures will

dramatically change by 2030.Thus leaders ought to acclimatize to these changes if

they are to successfully lead their organizations by cultivating participative decision

making environment(Joyce,Wood.A,2001).

7

7 Joyce, Wood A(2001),Strategic Management,London:Kogan Press

24

Leadershipcan be categorized into vertical and horizontal leadership theories. Vertical

leadership theories emphasize on the characteristics and actions of leaders who take

actions without considering followers charasteristics.The relationship in these theories

between leaders and subordinatesis conceptualized as top down (Vertical) influence.

Burns J.M (1978) categorized transactional and transformational into vertical leadership

theories as transactional and transformational are most empirical studied theories.Many

studies suggests that transformational leadership is the most suitable style for

motivational, creativity, job satisfaction, innovation and organizational performance.

Fletcher (2004) argues that that the leadership paradigm has been shifted from

individual to collective, control to learning. Leadershipshould be based on collaboration,

participative, shared vision and shared decision making the employee involvement

(Hirschhorn 1990).Therefore this study aims to address various leadership options in

order to the most suitable leadership style for employee’s motivation and creativity. This

study applies the participative leadership style using a study based on action research

methodology in order for organizations to apply this leadership style effectively.

8

8 Burns, J.M. (1978), Leadership. New York: Harper and Row

Fletcher J.K(2004),The paradox of post Heroic Leaderrship.Vol15.647-661

25

Chapter 2: Theories (literature review)

2.1 Introduction

The literature review starts defining what literature review is thereafter give a

theoreticalbroader view on various aspects on organizational leadership, Structure, roles,

Characteristic, patterns, factors of good leadership and corporate leadershipperformance.

This chapter will discuss connections between leadership and management and various

theories of leadership.

2.2 Defining literature review

According to Emeralds GroupingsPublishingCompany (2016), Defines Literature

Review as an evaluative report of information found in the literature related to the areas

of study.Litearture review should describe, summarize, evaluate and clarify the

literature. It should give a theoretical base for the research and help the searcher to

determine the nature of the study.

Additionally Olivia Whitfield (2015) added that Literature review is a written work that

compiles significant research published on a topic by accredited scholars and

researchers. Surveysscholarly articles,books,dissertations,conference proceedings, and

other souces.It examines contrasting perspectives, theoretical approaches

methodologies,findings,results and conclussions.Literature Review critically analyses

and synthesizes existing research on a topic, and performs a thorough review or

overview or look again of past and current works on a subject,issue,or theory(Missouri

University).

9

9 Emeralds Groupings Pubshing.com,Avai:8/12/16,Olivia Whitfield(2015,Miouri

University,http//libraryguides.misouri education:Avail,27th June,2017

26

2.3 Definitions of leadership

Leadership can be defined as social process in which the leader seek the participation of

subordinates in order to reach organizational goals and objectives. There are so many

definitions of leadership but it is appropriate to choose the kind of organizational

leadership that that will answer to the challenges of the employees in meeting the

organizational goals and objectives. Leadership styles can vary from a very classical

autocratic approach to a very creative and participative approach among other studied

such as charismatic, participative, situational, transactional, and transformational

leadership.

The extent on leadership view it seen by others as personal ability. Kramer(1987) where

of the opinion that the degree to which individuals exhibits leadership depends not only

on his characteristics and personal abilities, but also on the characteristics of the

situation and the environment in which he finds himself. This view was also supported

by Tafinder (2006.Pg6) who gave different definitions to leadership. He said,

“Leadership is getting people to do things they have never thought of doing”.

With reference to an organization, he defined leadership as, “the action of committing

employees to contribute their best to the purpose of the organization”. While on a

complex and accurate view, he explains that you only know leadership by its

consequences from the fact that individuals or a group of people start to behave in a

particular way as a result of someone else actions. An organization has its own social

set up, which has a boundary that separates it from its environment, pursues its own

collective goals, and controls its own performance (Glueek W.F, 1980).

10

10 Glueek W.F (1980),Management,Illinouis Dryden Press:USA,Krammer A,(1987)The concept of

strategic formulation, Nigerian Business Review,2.4,Tafinder P(200),leadership crash

course,GBRKogen Pace: London

27

Motivated and creative leadership behaviors include leaders acting as role models

for their followers, fostering the acceptance of group goals, and motivating

followers to contribute to the achievement of common aspirations.

Considering the selected NQO for this case study as it is involved in the promotion

of Smart Agricultural activities in order to improve the food security of the small and

medium farmers, Improve food resilience to climatic shocks and provide more

efficient, cost effective and sustainable integration of practices that improve the soil.

In order to meet the objectives of this private organization they should employ

Strategic Leadership processes, which allows management to be proactive rather

than reactive in shaping its own future.

A focused organizational leader provides and establishes visionary leadership to his

organization. He understands and appreciates the dynamic nature of business

management. He formulates responsive options to the changes in the management

environment. He develops viable strategies based upon sustainable competitive

advantages. A good organizational leader develops a proactive approach to

strategic management, whereby management rather than just identifying and

responding to change, anticipates or even create the change.

28

Unfortunately the lack of these qualities is the bane of indigenous business

organizations in developing countries. It is therefore expected that the findings of

this study will go a long way in improving the leadership class. Unfortunately the

lack of these qualities is the bane of indigenous business organizations in

developing countries. It is therefore expected that the findings of this study will go

a long way in improving the leadership class. Leadership is the ability to persuade

others to seek defined objectives enthusiastically. It is human factor, which binds a

group together and motivates it towards it goals.

Robbins, S.P (1998) defines leadership as the ability of superiors to direct, guide and

motivate people towards the attainment of given set of goals in an organization. The

source of influence may be formal such as that provided by the possession of managing

rank in an organization or informally outside the organization structure. Most

organizational theorists agree that effective leadership is one of the most important

contributors to the motivational and innovation of the employees.

Leadership is the ability to persuade others to seek defined objectives

enthusiastically. It is human factor, which binds a group together and motivates it

towards it goals, leadership is the ability of superiors to direct, guide and motivate

people towards the attainment of given set of goals in an organization. The source of

influence may be formal such as that provided by the possession of managing rank in

an organization or informally outside the organization structure (Bernard, 1938).

11

11 Bernard (1938) Functions of executives, Mass Hall Press,

Robbins S.P (1998) Organizational Behaviour,Concepts controversies &applications, Prentice Hall

International: New Jersey

29

Most organizational theorists agree that effective leadership is one of the most

important contributors to overall organizational success. Thus the quality of an

organization’s leadership determines the quality of the organization itself. Different

methods and ways of leading would give different result and is demanded in different

situations. Same goes for motivational and creativity different leaders would use

different approaches in different organizations to motivate their staff.

The natural qualities of an individual in the environment in which he operates on daily

events as they unfold coupled with other factors do influence his leadership pattern.

Leaders are not as such born, but are in fact made. A manager may be a boss but not

necessarily a leader. Armstrong. M (1994) laid out four main characteristics of

transformational leadership when he discussed the transformational leadership of sports

teams’ coaches, emphasizing: ethical behavior, sharing a vision and goals, improving

performance through charismatic leadership and leading by example.

This shows a simplified version of the components of transformational leadership

provided by Bass (1995), which also has four elements intellectual stimulation,

individual consideration, inspirational leadership and idealized influence. Though, many

leadership researchers have argued in support of effective leadership having a positive

impact on behavior with in organizations, especially transformational leadership’s role

in improving many factors of organization. All integrated groups inclusive of small

scale industries need to be organized to achieve effective result. This is leader’s role to

achieve this (Glantz, 2002).

12

12 Armstrong ,M (1994) Improving Organizational effectiveness,Kogan Page ltd:London,

Bass,B.M (1990) From Transactional to transformation Leadership Organizational Dynamics,V18(3),19-

31,

Glanz J (2001) Finding your leadership style, A guide for educators, Association for supervision &

curriculum devept.

30

Leadership has a wider range of definitions as scholars define it using various

approaches. Others define leadership as the process of influencing others to get the job

done more effectively over a sustained period of time. Therefore, organizational

leadership is a dual focused management approach that works towards what is best for

individuals and what is best for a group as a whole simultaneously. It is also an attitude

and work ethic that empowers an individual in any role to lead from the top, middle,

bottom of an organization. Leaders play a crucial role in influencing the work behavior

of others in the systems.Leadership is an elusive concept.

Like many complex ideas, it is deceptively easy to use in everyday conversation.

Everyone talk about it, few understand it. Most people want it; few achieve it.

What is this intriguing subject called “Leadership”? Perhaps, because most of us

want to be leaders, we become emotionally involved when trying to define

leadership. Or, perhaps because we know one who is a leader, we try to copy his or

her behavior and describe leadership as a “personality”.

A common idea that runs through most definition is the notion that leadership

involves influence in one form or the other. (Yurki, 1999. The very idea of

leadership presupposes the existence of follower. The activity of leadership cannot

be carried out without followers to lead and what leaders do is to influence the

behavior, beliefs and feelings of group members in an intended direction (Taylor,

1911).

13

13 Taylor F.W(19111)Principles of scientific Management,Haper& Row: New York

Yurki G.A (1999) Leadership in Organization, Prentice Hall.

31

Maxwell defines leadership as “influence”. “He who thinketh he leaded and hath

no one following him is only taking a walk”. Georges, defined leadership as the

ability to obtain followers. Notable persons like Marin Luther King, Jr., and

Winston Churchill were all leaders whose value systems and management abilities

were very different, but each had followers. Most people defined leadership as

ability to achieve a position, not to get followers. Therefore, they go after a

position, or title and upon their arrival they think they have become a leader.

This type of thinking creates two common problems: those who possess the

‘status’ of a leader and who often experience the frustration of few followers, and

those who lack the proper titles may not see themselves as leaders and therefore do

not develop their leadership skills. Good leadership begets good followership.

Good leaders take their followers from where they are to where they have not been,

they follow them.

Everyone influences someone Sociologists tell us that even the most introverted

individual will influence ten thousand other people during his or her lifetime. That

means that all of us are leading in some areas, while in other areas we are being led.

No one is excluded from being a leader or follower. Realizing one’s potential as a

leader is one’s responsibility. In any given situation at any given group there is a

prominent influencer. Yet most good leaders focus on creating leaders not

followers. Maxwell summarized the powers of influencer thus:

Some writers have however given the impression that leadership is synonymous

with management. This assumption may be incorrect (Zalenznk, 1990). Leaders

are not only found in the managerial hierarchy but also in informal work groups.

Ultimately, Caldwell (2003) clarifies the difference between these two concepts in

his following analysis of change leaders and change managers.

32

“Change leaders are those executives or seniors managers at the very top of the

organization who envision, initiate or sponsor strategic change of a far reaching or

transformational motive. In contrast change managers are those middle level

managers and functional specialists who carry forward and build support for change

within business units and key functions” (Caldwell, 2003).

Corporate leadership is needed to reshape organizational culture, propose a

challenging vision of the future and set a performance improvement target, (Day

1994).Leadership as a key element that shapes corporate culture, whereas, identify

it as a key component of organizational climate, which is a critical element of a

learning organization.

Various leadership researches have generated the trait, behavioral, situational and

the power-influence approaches to leadership. Among the various leadership styles

suggested by these approaches, autocratic and participative styles are most

common.

A participative leadership style encourages members to participate in decision-

making and exercise discretion on how to perform their tasks. An autocratic

leadership provides for specific directions to subordinates by organizing the

necessary functions to be performed, specifying rules, regulations and procedures

to be followed, clarifying expectations, scheduling work activities, establishing

communication network and evaluating the work group performance.

33

14

Managers at all levels and in all kinds of organizations have their own personal

leadership styles, which determines not only how they lead their subordinates but

also how they execute other management tasks. Apart from the managers’ personal

leadership styles, some research evidences suggest that leadership styles also vary

among countries and cultures. For instance, research evidence suggests that

European managers tend to be more humanistic or people oriented than both

Japanese and American managers.

The collectivist culture in Japan places prime emphasis on the group rather than

the individual, so the importance of individuals’ own personality, needs, and

desires is minimized. Organizations in the United States tend to be very person

oriented and thus tend to downplay the importance of individual employee’s needs

and desires. (Jones George and Hill, 2000).

Although effective leadership is widely recognized as one of business most

pressing problems, there is surprisingly little “agreement on what makes an

effective leaders”. There are three processes by which individuals can be influenced

and these are:

Compliance: It occurs when individuals are influenced to do something

against their will because they have been coerced into doing it

otherwise, they may likely face severe consequences which cost them

heavily. This occurs mostly in authoritarian organisations.Managers will

influence subordinates through the process coercion which, often elicits

reluctant and halfhearted compliance.

Identification: It occurs when people do things that the leader wants

them to do because they like him or her. They put forth effort to

accomplish the tasks before them.Surbodinates simply follow their

14 Caldwell(2003) Change Leaders and change managers, Journal 24(5,285-293,Day .C (1994) The

capabilities of market driven organisations,Jiurnal of Marketing,58(4),37-52,Stoner,J.(1978)

Management,Longman:NewYork,Zalenzik,A.(1990) THE LEADERSHIP Gap, AM Execuitive,P7-22

34

managers just because they are attractive or likable or acts as role

model. This kind of leadership inspires confidence in the team and plays

a major role in motivating employee’s creativity.

Internalization: It occurs when followers are convinced that acting in a

particular way as directed by the leader is in their own interests. This is

the highest level, wherein the amount of influence exerted by the

managers is very limited. The employee will realize the type of action

what they have been asked to do will be providing more benefits in the

future. Having internalized the values or opinions of the leader because

of their high trust in the in the individuals judgement and expertise, the

employees willingly do whatever needs to be done.

Leadership is a great quality it can create and convert anything. As earlier alluded to

there are many definitions of leadership. Furthermore, leadership is the ability to secure

desirable actions from a group of followers voluntarily without the use of

coercion.Leadership to the quality of the behavior of the individual whereby they guide

people on their activities in organized efforts.

Having given various definitions of leadership it can be said then that leadership is a

psychological process of influencing followers and providing guidance, directing,

leading the people in an organization towards attainment of goals and objectives, For

instance in the case of CFU managers influence the Field officers who also influence the

FCs to meet the set adoption levels as set in the logical frame work.

In this aspect Strategic Leadership is the heart of an organization because it is a

process, which allows management to be proactive rather than reactive in shaping its

own future. Responsible corporate governance is therefore directed towards

improvement in the management or scarce organizational resources and in the long-

run improve the standard of living of the society.

35

15

Corporate Leadership and Management problems manifest in organizational

practices such as Poor record keeping, poor credit management, poor inventory

control, poor working capital, poor raw materials planning, over concentration of

authority on one questionable person and poor motivation lack of integrity, to

mention just a few as are symptoms of poor management and leadership in small

and lack of trust medium businesses. Management and corporate leadership writers

and practitioners have offered numerous suggestions.

Maxwell (1998) on how to improve organizational effectiveness in the light of

dynamic and competitive nature of the contemporary business world. Some of

these suggestions Centre on effective corporate leadership and cooperate planning

and control techniques. For instance, Waterberg (1996) maintained that managers

and entrepreneurs steering the affairs of contemporary organizations would require

more than the traditional management practices of planning, organizing, staffing,

directing and controlling in order to cope with the challenges of the environment.

In addition, they must provide the necessary corporate leadership to improve the

process by which the desired result is achieved. Meanwhile, as the need for

effective management practices remains unchallenged, it is reasonable to maintain

that a well-managed enterprise cannot run away from social responsibility. A

business should recognize the need to function in a socially responsible manner.

As rightly observed “A healthy business cannot exist in a sick society … it must be

interested in the societal problems even though the cause of the society’s sickness

is made up of management thinking”.

The other is managing their internal environment, which has been complicated by

the ongoing adjustments in their external environment. Specifically, management

15 Jones, George and Hill(2000) Contemporary Mangement,Irwin McGraw Hill: New York

36

practices of small and medium enterprises need to be determined and the extent to

which these practices work well in the enterprises analyzed.

Although there has been a proliferation of literature on the relationship between

corporate leadership and organizational effectiveness, most of them are either

foreign based or lack empirical data to justify the relevance of management in

organizations. In fact, majority of empirically based literature focuses on

management practices in large corporations on the premise that the findings could be

generalized to other categories of business enterprises. The statement below sums it

all about leadership:

“Leadership is a part of management but not all of it … Leadership is the ability to

persuade others to seek defined objective, enthusiastically. It is the human factor,

which binds a group together, motivates it towards goals. Management activities

such as planning, organizing and decision-making are dormant until the leader

triggers the power of motivation in people and guide them toward goals”. (Davis,

1967).

37

16

2.3.1 Concepts onOrganizational leadership

Before understanding what organizational leadership is it is of paramount importance to

know what an organizationis.This is essential in that without leadership there is no

Organization. Therefore an organization is a tool used by people to coordinate their

actions to obtain something they desire or value through attaining their goals.

Anorganization therefore for is a response to and means of satisfying some human need.

So this is a group of individuals who believe they possess the necessary skills and

knowledge and set up an organization. According to Stephen Robbins, “an organization

is a consciously coordinated social entity with a relatively identifiable boundary that

functions on a relatively continuous basis to achieve a common goal or set of goals

(Organizational design & behavior, 2014).Thus, characteristics of an organization in

summary involve the following:

They are composed of individuals.

They exist in order to try to achieve certain goals.

They involve specialization and require rational coordination.

They have some degree of permanency.

Therefore it is important for an organization to effectively coordinate the behavior of

people in order to achieve its aims and objectives. Leadership development can be

viewed as the planned experience, guided growth and training opportunities provided for

those in positions of authority. Objectives assists leaders in performing leadership roles

16 Davis K(1967)Human Relations at work, McGraw Hill:USA,6,312-325,Maxwell(1998)Laws of

leadership,Nashvile TANNESSEE By Thomas Nelson INC,Waterberg (1996) Management facts or

management Basics.

38

by providing the basis for uniting the efforts of workers within the organization. It is

more important that leadership of an organization is given adequate attention if the

organization is to achieve its Intended objectives. The practice of leadership involves

taking charge and streamlining the activities of an organization members to ensure that

desired results are achieved.

A focused organizational leader provides and establishes visionary leadership to his

organization. He understands and appreciates the dynamic nature of business

management. He formulates responsive options to the changes in the management

environment. He develops viable strategies based upon sustainable competitive

advantages. A good organizational leader develops a proactive approach to

strategic management, rather than just identifying and responding to change,

anticipates or even creates the change. Unfortunately there is lack of these qualities

is the bane of indigenous business organizations in developing countries.

Leadership and management are two essential functions in business. Leadership

represents individuals involved with balancing varying interests among managers,

employees and other organizational stakeholders. Management commonly is

defined as the organization and coordination of various economic resources in

business. While leaders can be managers, mangers may not be leaders. Leaders

often have specific character traits that lend their skills more to directing a

company than managing resources.

The literature on leadership is full of perceptions regarding effective leadership.

The first systematic attempt to describe successful leadership focused on

identifying personal characteristics that were responsible for effective leadership.

A common belief is that leaders were born, not made. Around the turn of the 19th

century, max Weber brought into vogue the bureaucratic mode of management that

stressed efficiency, equity and accountability.

39

About the same time, Henri Fayol laid the foundation of the professional

management school. For many decades thereafter, writers on management

prescribed the professional leadership style of management. Initially, this consisted

of “principles” culled from experience later in the fifties, writers with training in

social and industrial psychology began to advocate participative style of leadership

(Likert, 1967).

Participative style of management was reinforced by human resource and

organizational development. Sporadically, management scholars and practitioners

have also been extolling the entrepreneurial mode of leadership that create new

industrial, and transform old ones,

The growing awareness of social responsibility of organizations and efficacy of

enlightened self-interest has led to formalization of altruistic modes of

management. In the seventies and the eighties, the economic success of Japan led

to a lively interest in the paternalistic Japanese style of management. The concern

with having to cope with breakthroughs of technological and market change has led

to the identification of the flexibility and teamwork oriented organic style of

management.

There is considerable evidence that participative leadership styles are necessary for

job satisfaction and performance. (Mitchell, 1973). Organizations whose leaders

were perceived to practice a supportive style of leadership emphasis goals and

facilitate interaction between their subordinates, through participative process, the

unit costs of new business tended to be lower than in those with more authoritarian

or liaise faire modes of leadership.

In Khandwalla’s (1979) study of 103 Canadian companies’ participative

management style, was significantly associated with an index of subjectively rated

effectiveness based on five criteria. Some Indian researchers also indicated that

40

participative style is associated with staff productivity and job satisfaction (Singh,

Warner and Das, 1979).

Stodgily (1974) conducted a survey to determine relationship between leadership,

job and follower ship satisfaction and productivity. Two sets of leadership were

compared; “person oriented” leadership and “work oriented” leadership. The

survey indicated that under certain circumstances both persons oriented and work

oriented leadership behavior may be related positively to group productivity but

equally, in other circumstances, neither may be.

Fisher and Edward (1988) carried out a meta-analysis of consideration and

initiating structure. Meta-analysis is a statistical technique, which allows the

averaging of correlation coefficients from different studies. The researchers

derived separate mean correlations, for three of the scale, which are used to

measure consideration and initiating structures.

Two of the scales produced quite similar results, there were low to moderate

positive correlation between both consideration and initiating structures and job

performance, high positive correlation between consideration and the satisfaction

measures and moderately positive correlation between initiating structure and

satisfaction measures.

The third scale, the Supervisory Behavior Description Questionnaire yielded

similar results to the other two. In the case of consideration, however, the result for

initiating structure differed markedly with low negative correlation being found in

the case of both the performance and the satisfaction measures. The foregoing

41

research results have suggested that leadership styles may influence performance

irrespective of national culture (Brown well and Dunck, 1995).

However, recent researchers have suggested the need for organizations to adopt

their management practices to the culture in which they operate (Newman and

Nollen, 1996).Participation was found as an important dimension of work unit

management among firms in US. (Morris and Pavett, 1992). The efficiency of

participation in Mexico was doubtful. The message of these conflicting findings to

practicing managers is clear, adapt your management styles to suit the environment

you operate from.

Each of these two areas is sufficiently large for a full study. For instance, corporate

practices in organizations will cover areas such as planning, organizing, staffing,

leading, and controlling as well as organizational practices aimed at achieving

favorable relationship with the environment.

However, the scope of this research is to concentrate on selected corporate

practices of strategic planning, leadership styles, social responsibility and control

techniques, and examine the nature of relationship between these practices and

organizational effectiveness of employee motivation and creativity.Organizational

effectiveness as used in the study covers some conventional business and

behavioral measures of effectiveness.

42

17

2.3.2 Important Roles of organizational leadership

Roles are basic building blocks of differiantiantion.Anorganization role is a set of tasks

related behavior required of a person by his or her position in an organization. As the

organization grows the division of labor increases in an organization. Leadership is an

action of leading people in an organization towards achieving goals. Leaders do this by

influencing employee behaviors’ in several ways. A leader set clear vision for the

organization, motivatesemployees, guides employees through the work process and

builds morale.

Organizational leaders or managers specialize in some roles and hire people to

specialize in some other roles. This specialization allows leaders to develop their

abilities and knowledge, which are ultimate resource of an organizations core

competences. This is as essential as roles help leaders to lead with confidence and

special endowed skills to motivate their employees and help them to be skillful and

creative in that way meet the objectives of the organization.

It is clear that a leader must set an ideal before his or her followers. The leader must

stimulate his followers for hard and sincere work by his or her personal behavior. He

must set an exemplary standard before his/her followers. He ensures absolute justice. He

must be objective and impartial .He should not follow unfair practices like favoritism

and nepotism. The leader must show fair play in all decisions and actions. Somefurther

leadership roles may include the following below:

Assessing the performance of junior and senior employees and decides which

ones perform well and which ones poorly.

17 Fisher Edward (1988) Consideration and initiating structure and their relationships with leadership

effectiveness, Academy of management journal,15,127-143

43

Assess the firm’s products and services and decides which ones should be

discontinued.

Determines which global and industry trends are of relevance to the

organization.

Figure2.1: Building blocks of differentiation.

Source: Organizational design and behavior (2014)

The figure 1(above) shows the building blocks of differentiation of the organizational

roles. An organizational role is a set of task related behaviors required of a person by his

or her position in an organization. As the division of labor increases in an organization,

Organisation

Division

Function

Role

44

the differentiation of an organization into individual organizational roles results in clear

authority and responsibility requirements for each role in the system. When an employee

understands their responsibility in the organization and that of their supervisors can

inquire of him in that role, there will be control which becomes voluntary and helps in

the ability to coordinate and motivate people to work in the organizations interest

(Jackson, (1994).

The supervisors then will have authority to voluntarily hold people accountable for their

actions and to make decisions concerning the use of organizational

resources.Organisational structure is a system based on interlocking roles and the

relationship of one role to another (Khandwalla’s (1973).

Beyond any leadership roles is the Organizational structure is very cardinal in any

operations of the business or company. There can be no organization without any sort of

structure. Therefore organizational structure may be defined as the established pattern of

relationships among the components of the organization. This structure refers to the

network of relationships among individuals and positions in an organization. This is a

formal system of task and reporting relationships that controls, coordinates and

motivates employees so that they cooperate and work together to achieve an

organizationsgoals. It describes the organizational framework. For instance just as a

human beings have skeletons that define their parameters, organizations have structures

that define theirs.

It is like an architectural plan of the building. Just as the architect considers various

factors like cost, space, special features needed (Jennifer &Gareth).Before designing the

organizational leadership structure strategic managers should look into factors like

benefits of specialization, communication problems, problems in creating authority

levels etc. The manager determines the work activities to get the job done, write job

descriptions, organizes, people into groups and assigns them to supervisors. He fixes

goals and deadlines and establishes standards of performance operations and controlled

45

through reporting system. The whole structure takes the shape of a pyramid (Haynes

(1975).

18

2.3.3 Important characteristic features of leadership

The importance of leadership in an organization cannot be over emphasised.People

working in an organization need leaders who would be instrumental in guiding the

efforts of groups of workers to achieve goals and objectives of both the individuals and

the organization. Leadership traits includes enthusiasm,consciousness,boldness,self-

assurance and ompetitiveness.These characteristics give individuals intangible

organizational skills for accomplishing tasks and inspiring people to work with the

leader during difficult situations. Specific organizational traits may include

intuitiveness, maturity, team orientation, charism and empathy.

These may closely relate to the organizational structure of the business in which leader

operate.Organisations with strong leadership usually have a better understanding of their

goals and objectives. While the main goals of the organization is to meet the set

objectives, they may also have other goals to improve the work environment of

employees. Leaders do not just provide these goals and objectives, but also ensure

company achieves them. Leadership can help the organization return to its original goals

or objectives if the organizations seems to lose direction (Kirsch, L (1996).

18 Haynes(1975) Management Concepts and cases, Prentice Hall: New York

Jackson K.(1994) Management 2000,The practical guide to the world class,

46

Many business leaders give lip service to human talent as the under-utilized asset in

their companies while they continue to look for answers in technology and spread

sheets.The wealth of talent that lies in the people will be studied. How would the

tremendous power in experience, knowledge and internal motivation be released?

What is the relationship between empowerment, technology, financial acumen and

human innovation?

19

It is generally accepted in most developing countries that specialized leadership

training for small and medium entrepreneurs as well as for developing the

entrepreneurs on management techniques is desirable. Training on leadership

practices has emerged as a powerful intervention for accelerating development in

the developed world. The same can apply to the developing nations.

Koontz H (1978) added that Leadership is the spirit of any organization. The

relationship between leadership and organization is that of a soul and body. The

former provides direction and energy whereas the latter processes the input and

gives output. Development of small and medium enterprises will therefore require

effective management practices and availability of resources. Given the increasing

competitive thrust of the global environment, small and medium enterprises are

likely to face even greater threats for survival. It is therefore important for these

indigenous enterprises how to survive downturns as they “stave off” threats.

The leader guides the action of others in accomplishing these tasks. A good leader

motivates his or her subordinates, creates confidence and increases the morale of

the workers. The following points highlight the importance of leadership:

19 Kirsch L (1996) The Management of complex tasks in organisations,Organisational scsience,7(1,1-

21

47

Leadership cerates confidence in the subordinates by giving them proper

guidance and advice.

Leadership is an aid to authority. A leader helps in the effective use of

formal authority.

Leadership is the process of influencing the activities of an individual or

group towards the achievement of a goal.

An effective leader motivates the subordinates for higher level of

performance.

A leader promotes team spirit and team work, which are quite essential for

the success of any organization.

Leadership implies existence of followers. The qualities of leadership are

appraised by studying its followers. In an organization, leaders are also

followers, for example, supervisor’s works under a branch head. This means

a leader is both a leader and a follower and able to relate himself both

upwards and downwards.

Leadership involves community of interest between the leader and his or her

followers. In other words, the objectives of both the leader and his or her

followers are the same. If the leader strives for one purpose and his or her

team work for other purpose, it is not leadership.

A leader must be exemplary. He is not a pusher but shows but is his own

example. He pulls rather than pushes.LGUrwick said, “It does not what a

leader says, still less what he writes, that influences surbodinates,It is what

he is.And they judge what he is by what does and how he behaves,”

48

Leadership is a function of stimulation. It motivates people to thrive

willingly to attain organizational goals set up by themselves in such a way

that they do not conflict with organizational objectives.

Leadership is a process of influence. A leader can influence their followers

or subordinates in addition to being able to give their followers or

subordinates in addition to being able to give their followers or subordinates

legitimate directions.

2.3.4 The factors that affect leadership

There are many factors that affect leadership some of they may be internal and others

external. These factors may affect the success or failure of the organization. Some of

these factors are.

Employee performance

The aptitude and career interests of staff members form the basis for decisions that

business leaders make on delegating tasks and responsibilities to employees, but the

leaders who delegate and assign the work are ultimately responsible for the outcome.

This means that employee performance is crucial for an organizational leader’s success.

Employee performance may be one of the most important factors that affect business

leadership, simply because employees whose performance meets or exceeds their

employer’s expectations are a direct reflection of the leadership and guidance they have

received from their supervisors and managers.

Company values

49

Supervisors and managers or leaders who work for successful, well respected

organizations are inclined to demonstrate pride and commitment to their official

positions, as well as in their unofficial capacity as ambassadors of the

organization.Demostrating principles that are congruent with the organizations core

values are the signs of effective business leaders. Leaders who happen to work for

organization’s that don’t have sound business principles and ethics may view their roles

as insignificant and inconsequential to the company success.

Technology

Technology solutions enable greater productivity and efficiency. Technology is a critical

factor that affects business leaders because it can impact a supervisors or managers

performance. It can also affect the manner in which supervisors and managers are able

to interact with their staff. Technology today influences virtually every aspect of

business. So leaders who encourage their employees to use technology to improve their

work performance are in lockstep with business practices that contribute to the overall

success.A survey that was taken by Human resource professionals by Global talent and

career management consultancy rated the four competencies of leadership such as:

Creating strategic vision

Inspiring others and maintain leadership responsibilities

Developing an accurate and comprehensive overview of the organizational

business.

Wise decision making.

The challenge for corporate leaders is that leadership turn over for non-performance, or

other leadership dissatisfactions issues continue to be problematic for many

organisations.Due survey identified the top 10 factors that contribute most to the failure

of senior leaders are:

Failure to build a relationship team

Mismatch for the culture

50

Failure to deliver acceptable results.

Un able to win support within or outside

Lack of inappropriate training

Egotistical

Lack of vision

2.3.5 Leadership and management contrasts and comparisons

In organizational leadership the difference between leaders and managers is

that leader are very different kind of people, just as managers are. They

differs from the entrepreneurial culture that develop when leaders appear org

anizations. Thus, they differ in motivation, in personal history and

pesperctive.Leaders take responsibility for their own mistakes while managers

blame the one concerned. Brooks (2009.163) defined manager and a leader in the

following way:

“Managers perform functions in organizations and hold a particular, formal, title

and or fulfill a role. Leaders, on the other hand, aim to influence and guide others

into pursuing particular objectives or visions of the future and to stimulate into

wanting to follow.”

Leaders Seek the knowledge required to make sense of the big picture even by

involving others while managers do what they feel is the best. Leaders examine

what role they play in the challenges they face. Treat failure as a chance to learn

and grow. They reflect on their personal performance. Give serious consideration to

51

opinions different from theirs. Speak frankly with others to learn from them and

build trust. Leaders apply principles of fairness, respect and the greater good to

balance individual and group well-being (Koontz, H (1961).

20

Leaders act ethically to serve others as good examples, encourage others to take

socially responsible action. Openly challenge what they call unethical decisions and

actions. Take action to benefit others not just themselves. Recognize and reward others

based on merit, not on politics or favors. Make fair decisions even if they have a

negative impact on themselves. Managers can be trained but leaders are not train.

Leaders are known to be charismatic. They draw charismatic strength within

themselves.According to Kotter Management makes systems of people and

technology, work well per day after day, week after week, year after year by doing the

following:

Planning and budgeting.

Organizing and staffing

Controlling and problem solving

Taking complex systems of people and technology and making them run

efficiently, hour after hour, and day after day.

20Koontz,H (1978) Principles of management, McGraw Hall: Tokyo

Koontz H (1961) Management theory jungle, Journal of American management,174-178

52

While leadership creates systems that managers manage and change them in

fundamental ways to take advantage of opportunities and to avoid hazards such as:

Creating vision and strategy

Communicating and setting direction

Motivating action

Aligning people.

Creating systems that managers can manage and transforming them when

needed to allow for growth, evolution, opportunities and avoid hazard.

Managers have employee leaders have followers. Managers react to change leaders

create them. Managers have good ideas leaders implement them. Managers

communicate leaders persuade. Managers direct groups leaders create teams. Managers

tend to be hero’s leaders make heroes of everyone around them. Managers take credit

leaders take responsibility (Gardner N.D (1965).

Managers are focused leaders take shared focus. Managers excise power over people.

Leaders develop power with people.These charismatic leadership qualities cannot be

acquired be training. We have however traditional leaders that are leaders by view of

lineage even so their leadership is on different levels to those who are born charismatic

leaders.There is a connection between leadership and management in the sense that

leadership is dynamic process and not static hence it not managers who need to

anticipate the future. Leadership and management are referred to be art and not

science. In the changing of social economics and technological environment leadership

has become more important attribute of management than in the past. Gilbert f (1912).

The delegation of all decisions in the organization needs many people at all levels of

management to have and to develop some potential for leadership. Thus management

implies leadership. The success and failures of managers can be attributed to poor

53

leadership. The managers’ role is to achieve organizational goals and leadership comes

in on how to show the way forward to find solutions and overcome setbacks.

Leadership can be seen as subsequent management in the essence that management is

broader in scope as it non behavior matters, with peoples view concerned with

behavior as well as the allocation of materials resources.

21

Leadership can be seen as performing the influencing function of management, largely

involving with establishing goals and motivating people to help attain their goals.

Leadership plays a major role in selecting the right people. Laegaard (2008.9) alluded

to that, Managers seek to do the things right, whereas leaders seek to do the right

things.

If there are the right people everything falls into place. Leadership and management are

two distinct but plays a major complementary roles.

Each has its own functions and characteristic activities. Both are necessary for success

in an increasing complex and unpredictable business environment. Leaders’ therefore

most effective managers are also leaders, and the quality of leadership has become an

increasing important part of management ability. An organization can be well

organized and controlled but without leadership it will static and will not develop and

progress. In this view leadership is about coping with complexity with change while

management is about coping with complexity.

In summary most scholars view leadership as management as distinct but

complimentary activities. Both are necessary for the organization to succeed

21 Gardner N.D (1965) Effective executive practice,MackdonaldPub:Newyork

Gilbert (1912) Principles of scientific Management,VostrendReinhold;Newyork

54

.Reviewing the historical development of this idea, three aspects about management

verses leadership surface.

Firstly, management does with tangibles such as how to do with work. In contrast

leadership operates on the level of intangibles such as establishing values and creating

social worlds in which mutual purposes are co-created (Likert R (1963).

Secondly, management works in the present whereas leadership is focused on the

future. Third, management focusses on making complex systems to run smoothly.

Leadership involves moving on the organization through change. Scholars agree that

leadership and management are separate different activities but both functions are

needed in the success of the organization (Lindesay (1980)

2.3.6 Patterns & styles of leadership

Scholars have classified the range of possible leadership behavior available to a

manager. Each type of action is related to the degree of authority used by the boss and

to the degree of freedom available to his or her subordinates in making

decisions(Tahhebaum&Schmidt)Before discussing the patterns or classifications of

leadership it is imperative to highlight the range of leadership styles.

Leadership style refers to the behavior pattern adopted by a leader to influence the

behavior of his or her subordinates for attaining the organizational goals. Every

leadership styles have their own advantages and disadvantages. It is difficult to prefer

leadership styles to another. The selection of leadership style will depend on the

consideration of a number of factors that affect the choice of a style of leadership. These

factors are:

Forces in the situation: This may imply the complexity of the problem, pressure

of time etc.

55

Forces in the subordinates: This refers to the subordinates readiness for making

decisions, knowledge, interest, need for independence etc.

Forces in the manager: This looks at the manager’s personality, experience and

value system.

22

Furthermoreother Management writers and practitioners have offered numerous

suggestions on how to improve organizational effectiveness through management

and leadership patterns. Some of these Centre on the need for competent managers

and appropriate management techniques in restoring and maintaining corporate and

national success. Koontz, (1961) recognized managerial know how as the crucial

element for economic growth.

The great economist Schumpeter referred to managers and entrepreneurs as “engine

of growth”. Peter Drucker, a well-known management consultant, calls

management the life-giving organ of the enterprises body (Glueck, 1980). Ansoff

(1988) believed that development of conducive corporate policy and the return to

the “basis” of good management practice will produce spectacular results for

organizations.

The relative success of Japan has been attributed to her distinctive management

styles and techniques that mirror her cultural background (Wood, Hall andAsumi,

22 Lindesay W (1980) Impact of organizational environment, academy of management

journal,23(3),385-404

Linkerts R (1963) Improving management through Research, Personnel administration,Sep-Oct,1983

56

1983). The transformation of the developing economy into industrialized economy

requires fashioning out a very liberal policy toward the adaptation of management

methods, philosophies, techniques and practices that are known to help the

attainment of high productivity levels in the industrialized nations

. Perhaps, a better approach to understanding the process by which organizations

attain success is to examine the basic elements of management functions, the

principles and practices governing effective utilization of human, money, material,

technology and time resources.

The management functions developed by Gallick (1937) from Fayal’s (1949)

planning, forecasting, commanding, directing, coordinating and controlling still

have universal application and acceptance despite strong attacks by some

management writers like Mintzberg, (1975). Prodle and Bennett (1975) have

argued that mere performance of these functions does not make managers effective

unless they achieve results within the constraints and opportunities of the culture

and environment. This emphasizes the relative effectiveness of appropriate

management practices of organizational growth and survival.

Management scholars and practitioners have developed a variety of techniques to

assist managers in achieving results. Such techniques include time management,

delegation of authority, strategic planning, management by objectives, forecasting,

financial analyses, quantitative techniques and manpower development (Drucker,

1974; Gardner, 1965).Bello (1986) emphasized the need for professional managers

in African countries to utilize these modern management techniques.

57

He believe that development in Japan, China, Indonesia, Malaysia, and other

countries witnessing accelerated industrialization is due to their ability to adapt

organization and management practices to their cultures.Lewin, Lippid and White

(1939) one of the earliest to identify three main leadership patterns.These patterns

are two extreme leadership behaviors as this study shall further address each of

these classifications of leadership.

23

2.4 Task Management or Autocratic leadership

This kind of leadership pattern gives order which is insisted to be obeyed. This is the

extreme strict principle in which the leader maintains a master-servant relationship with

employees. Theautocratic leader is task centered and its focus is to get the task done

quickly. The autocratic leader makes all the decisions and assigns tasks to members of

the group. In an organizational environment these leaders are usually powerful Chief

Executives who holds titles like Chairman or president.

They receive high compensation, and often control large shareholdings to dominate

companies (Finkelstein, 1992).These leaders are usually blessed with charismatic and

self- confident personality.Autocrfaticleaders use their position to pursue aggressive and

visionarygoals. According to Whitten (1992) such leaders use their power through

organizational culture, press and media praise their own initial success.

There are three types of autocratic leadership:

23 Drucker ,p.f(1974) The practice of management, London Heiman Pub Company: London

Mintzberg ,H (1975) Managers job, Harvard Business Review,534

58

Strict Autocratic leaders: This kind of leadership is a strict autocratic relying on

negative influence and gives orders which the subordinates must accept. Such a

leader may also use power to disperse reward to his group.

Benevolent Autocratic Leaders: This kind of leadership is affected in getting

high productivity in many situations and can develop effective human

relationship. His/her motivational style is usually positive.

Manipulative Autocratic leaders: This is the kind where a leader is one who

makes the subordinates feel that they are participating in decision making

process even though has already taken the decision.

The main advantage of autocratic leadership style is that it gets things done quickly. It

ensures moreover that the leader get listened to let team members know when their

behavior is unacceptable. Besidesthis there are many other disadvantages. Itis considered

destructive leadership behavior (Hoel and Salin, 2003).Basically any organization that

relies on the ability of a single person is living dangerously. Various scholars suggests

that the major cause of organizational decline is a top executive who has too much power

(Raisch and Probst, 2005).

The other disadvantage of this kind of leadership is that it doesn’t allow subordinates to

think for themselves and this limits innovation, creativity and employee participation.

This kind of leadership can distance team members from the leader which can cause low

level of job satisfaction and trust in the organization. This type of leadership is dictatorial

by nature, and has no regard for surbodinates.TheAutocratic chooses the entire planning

and calls upon subordinates to execute what has planned without asking. This kind of

leader operates on the following assumptions:

An average human being has inherent dislikes of work and will avoid it if he/she

can.

59

The leaders assumptions is that if subordinate was intelligent enough would not

be in that subordinate position.

The leader assumes that unintelligent subordinates are immature, unreliable and

irresponsible persons. Thereforeshould not be constantly watched in the course

of their work.

As he/she has no regard for her/his subordinates, the leader gets the work done

by his /her subordinates through negative motivation that is threats of penalty or

punishment.

The implication of this kind of leadership style for NQOs in Zambia is that it will not

promote self-sustaining employees who make their own decisions were due in order to

promote the organization objectives. Many employees would be demotivated hence no

creativity and innovations can be realized for this kind of leadership.

2.4.1 Participative or democratic leadership

According to White and Lippitt (1960) democratic leaders emphasize on group

participation, discussion, and group decisions. A participative or democratic leader is

one who consults and invites subordinates to participate in the decision making process.

The leader gives orders only after consulting the group and sees to it that policies are

worked out in a group decisions and with the acceptance of the group.

The manager largely avoids the use of power to get the job done. He understands that

organizationalbehaviors cab only be obtained if employee’s needs and wants are

satisfied. There is team approach to the attainment of organizational goals. A

participative leader operates under the following assumptions;

60

Subordinates are capable of doing work and assuming the responsibility if they

are given opportunities and incentives

Subordinatesare supervised, guided and aided rather than threatened and

commanded to work.

Mistakes are not viewedseriously. The assumption is that disciplinary action

breeds discontent and frustration among employees and creates an unhealthy

work environment.

24

The implication of this kind of leadership in NQOs in Zambia is that it will promote

participation by employees in meeting the objectives of the organization in that a team

that participates in decision making will know fully well their expectation and will work

towards fulfilling them. This kind of approach promotes team spirit.

2.4.2 Free reign or Laissez Faire leadership

A Laisser Faire leadership is the extreme loose principle which includes non-

interference policy that allows complete freedom to all employees and has no

particular way of attaining goals (Omolayo, 2007).Group members work on their own

with absolutely people centered and the leaders leave the subordinates to make

decisions on their own without even setting deadline for the decision. In this style the

leader hopes that the group will make the right decision. The main advantage of this

group it leads the group members to bond and can lead to successful decisions if group

memberstake ownership and responsibility of the task.

24 Hoel and salim (2003) Organizational Antecedents of Workplace, International perspectives in

research,

White ,R,H (1960)Autocracy and democracy, An experiment inquiry, Harper & BROTHERS: New

York

61

The main disadvantage however is that employees will often perceive the leader as

indifferent to the organization and they might make the wrong decision without even

realizingit.Since there is no absolutely no control or guidance in this style of leadership

wrong decisions can pose devastating effects on the organization. Laisser Faire can

also be considered as destructive leadership behavior because in the absence of the

leaders control some individuals can dominate group decisions and bully other

members in the group (Hoel and Salin, 2003).

A free reign leadership operates on the following assumptions:

He/she follows the rule of minimum exposure to accountability.

He/she relieves himself/herself of responsibilities and is ready to blame his or

her subordinates if something goes wrong.

He/She has no ideas of goals to be attained.

He/She is more security conscious than status conscious.

The implication of this kind of leadership is that no Funding urgencies can fund an

organization without direction and strategic vision and goals in order to measure their

achievements. This is an example of a kind of leadership that will not instill discipline in

their employees hence no tangible results can be achieved by this kind of leadership.

2.4.3 Trait Theory of Leadership:

62

Different scholars and researchers have studied leadership using different angles. Some

put emphasis on personal options, while others view leadership as a situation. Thus,

Trait theory seeks to determine personal characteristics of effective leadership. It points

out that the personal traits or personal characteristics of a person either innate or

acquired make him an effective or successful leader. Charles Bird examined twenty

lists of traits attributed to leadership in various surveys and found that none of the traits

appeared on all lists. Leaders were characterized a wide variety of traits ranging from

neatness all the way to nobility.

25

This reasoning method lost favor during the first part of this century. In forefront of

explain this reasoning is “great man” theory and personality theory. According to

Wikipedia (2007), Great man’s theory was explained to be theory supported by some

people who were of the opinion that history should be explained by impacts of great

men or heroes. It was believed that great men influence individuals through their

charisma, virtues, intellect, or political Will.

Itwas further explained that progress could be accounted for by individual efforts and

that accomplishments of these great men who have some special personal traits makes

them suitable as effective leaders. Leadersare presumed to display better judgement and

engage themselves in social activities. The study of the lives of successful leaders

reveals that they possess many of these traits. According to trait theory, persons who

possess the following traits or personal characteristics could become good leaders:

The implication of this leadership style in NQOs in Zambia is that such kind of

attributes to leadership is needed in such a way that employees who are task oriented to

25Omolaya,B,O (2007) The effect of leadership style on job related tension, A case study on four

organizations in Nigeria journal of sociology,V4,2

63

meet the rewired results are mostly needed in the NGOs world. These are self-

motivated and creative and innovative (Morris T and Pavett, C (1982).

26

Figure: 2.3: Traits associated with effective leadership

SOURCE: Developed by the Researcher.

26 Morris and Pavett (1982) Management Styles and productivity in two cultures, Journal of

International management,13,113-134

Good personality

Intellectual ability

Initiative Imagination

MaturityDesire to

accept Responsibilty

Self Confidence

Flexibility

Fairness & objectivity

Considerate

64

Evaluation of the above table of trait theory indicates that a few traits shows a weak

but consistent link to holding positions of leadership. People with a high energy level

tend to rise to leadership. People with a high energy level tend to rise to leadership

positions. Leadershippotential has been associated with the social traits of dominance

and with the motives of need for achievement and need for power. Leadership has also

been widely linked to high self-esteem. General cognitive ability has one of the

strongest links to leadership. Limitations of the trait theory are:

It assumes that leadership is an inborn quality. This is not always true but,

leadership qualities may be developed through training also.

A leader may prove very successful in one situation due to sometraits, but may

fail in another situation.

The theory also fails to mention the traits which are necessary to maintain

leadership. Measurements of a trait usually occur after a person becomes a

leader.

There cannot be any common list of personal traits foundin all successful

leaders.

Personal traits are only a part of the whole environment. By emphasizing

merely on the personal traits, the other qualities of a leader are ignored.

Many other studies were conducted to oppose this theory as Skogdill (1981) concluded

that it would be necessary to view leadership as a relationship between people in a

65

social setting than as a set of characteristics possessed by the leader based on the extent

to which traits differ. Itwas further stressed that the extent of the pattern of personal

qualities of a leader should have some links to the characteristic, goalsand activities of

the followers. Leadershipwas also considered to have interactions of variables and

changes.

Adding to this study another study which was influential in discrediting universal trait

theory. The study was on a high school students who were members of a particular

group. They were assigned three tasks on grounds of intellectual, clerical and the last

one mechanical. It was discovered that students who emerged as leaders on ground of

intellectual test tend to be leaders in clerical tests too. Otherleaders emerged on the

mechanical tasks (Carter and Nixon, 1949).

These results were not in agreement with the expectations of trait theory because the

leaders ought to have the same tasks assigned. In recent years, with the neglect of those

discrediting trait theories, leadership theory and researchers have changed to other

frame work and approaches. Through this may sound unfortunate, however, itmay be

said that universal leadership trait does not exist ,while some evidences suggest that

different traits may lead to leadership effectiveness in different situations(Outcalt et

al,2000).

2.4.4 Behavioral Theory of Leadership

Different researchers and authorities have viewed leadership differently. Some put

emphasis on personal options, while others view leadership as situational. Theresearch

conducted by behavioral scientists to find out what makes a leader effective has

resulted in theories of leadership. When trait theory was discredited, interest was

focused on exploring the relationship between behavior of a leader and workers group

performance as well as satisfaction. A number of research works contributed to

66

understanding the leader’s behavior in determiningperformance. These important

studies among universities that carried out were Ohio University and the University of

Michigan.

The implication of this leadership style in relation with NGOs in Zambia is that

behavior of a leader is cardinal in the motivation and demotivation of

employees.Therefor every leader has to have an inspiring character that deserves as a

good example to the rest of the employees. (Write P.L and Taylor D.S (1994).

27

2.4.5 The Ohio State University studies

The Ohio State research focused mainly on varying issues affecting effectiveness and

impact of leader behavior on the actions of surbordiantes.Researchers including Edwin

Fleishman conducted extensive surveys. The goal of the research was to:

Identify behaviors exhibited by leaders.

Determine what effect these behaviors had on employee satisfaction and

performance.

Identify the best leadership style.

27 Write, P, L and Taylor, D.S (1994) Improving leadership performance: Interpersonal skills for

effective leadership.

67

According to Martin (1970) publication, a large amount of different information was

researched upon about management and leadership style. Thiswas done through

interviews, observations and questions. To do this leader behavior description

questionnaire (LBDQ) was designed to tap subordinates perception of the

leader’sbehavior, while the leader Opinion Questionnaire (LOQ) measured the leader’s

perception of their conducts. After this analysis of actual leader behavior in a wide

variety of situations, twoimportant leadership behaviors were isolated.

Initiating Structure behavior (IS): Thisclearly defined the roles of a leader and

followers so that everyone knows what is expected. This includes establishing

formal lines of communication and deciding how tasks are to be performed.

Consideration Behavior :( CB): Thisdemonstrates concern for followers and

trying to establish a friendly and supportive work climate based on mutual trust.

The two kinds of behavior were viewed as independent, meaning a particular leader

can score high in in use pf one of the behavior, the other or both. Leaders who scored

high on IS generally led high producing groups and where rated highly by their

superiors. However the subordinates of those leaders tended to have lower morale,

high grievance rates, and high turnover. Leaders on C, on the other hand, generally led

groups with higher morale but lower productivity. Thus, each of the specific leader

behaviors had positive and negative outcomes associated with them.Furthermore

Martin (1970) added that these other factors where useful in researching into

management styles such as:

1) Sensitivity also called social awareness. Of least importance is sensitivity. In

this research, this category entails behaviors showing that the commander of

the aircraft for example is sensitive and aware of the social relations in

existence within and outside the crew’s environment.

68

2) Production Emphasis: Through this factor was of less significance than the first

three alluded to earlier.Behaviours in this category included attempts to

motivate crew members to better performance by focused on undone jobs.

Based on the number of studies conducted at Ohio State University and other places to

evaluate the effects of these behaviors on subordinate performance and satisfaction,

noindividual leadership style emerged as being suitable for all. The consideration and

the high initiating structure was evaluated to result to high satisfaction and performance

more often than any other one.Though,dysfunctionalconsequences accompanied these

positive outcomes in other studies.

28

Hogg (2004) his superior could negatively relate consideration to performance rating of

the leader, while in another, initial structure could decrease subordinate satisfaction and

increase misunderstanding. Based on this, display of structured and highly considerate

behavior could result in positive organizational performance. This may not happen in

all cases.

Therefore the implication of this study in the NGOs in Zambia is that the effect of

initiating structure and consideration may be situation specific. A better approach is to

evaluate the leadership styles initially identified against the major contribution they

make. This will define and describe the behavior and duties of the leaders and the

following study will further buttress it.

2.4.6 The Prudent Life Insurance Company

28 Martin G (1970) Leadership Motivation, A concept, The academy of management journal,Vol 13,1

69

This study was done on this Insurance Company in the USA in the late (1940s).The

organization was divided into two parts: The high producing and the low producing

departments based on the records available at the time taken to perform a specific job.

The supervisors involved in all the judgments were also interviewed based on their

approach to work and attitudes towards the organization, colleagues and

surbodinates.The results reviewed that supervision could be divided into two main

categories namely:

1) Employee centered class

This focus on relationship between the departments in the organization and

preferences, needs and capacities of the surbodinates.Asto this regards,

supervisors are perceived to assist subordinatesgetpromoted, and a general

rather than close supervision was provided.

2) Production centered class

The focus here is on the output of the work done by surbodinates.Ewurum

(1995) emphasized that leadership programs should be initiated in the

organizations and industries. These programs are expected to utilize managerial

grid, which evaluates the extent to which managers are production oriented or

people oriented. Managerial leadership does not permit excessive favoring of

either of the two extremes. That is excessive attention of production could

matter without giving due attention to people and viceversa. However, a leader

who pays due attention to both people and production is a real motivator.

2.4.7 The University of Michigan Studies

70

RensisLikert (1967), researchers conducted extensive interviews with managers and

other employees in an insurance organization. Afterstudying numerous industrial

situations, the researchers concluded that two leadership styles that is the employee

centered and the production or task centered influenced employee performance

andsatisfaction. The Michigan studies showed that employee centered leaders

supervised by groups with higher morale and productivity, while production

centeredleaders supervised groups with lower productivity and morale. These

findings led to the belief that the employee centered leadership style was superior to

the production centered leadership style.

The results obtained from the research did not show any statistical significance,

however, supervisors in highly productivesections behaved differently as compared to

those in less productive sectors. Further, Supervisors who spent more time planning

as compared to engaging in a task operations are associated with higher producing

groups. The idea was to give broader goals to work and allow them more opportunity

in determining the manner of completing tasks(Katz and Kahn,1952).The four major

factors where identified by Michigan Researchers to influence employee performance

and satisfaction are:

1) Differentiation of supervisors role:

Managers or supervisors of effective group always perform the top roles

while they leave the production or other work to their subordinates.

2) Looseness of supervision:

Subordinates in an effective group are often given adequate room to

determine how to perform to their jobs or tasks.

3) Employee orientation:

71

Supervisors of this type of group often have and show interest in their

subordinates on individual basis.

4) Group Relationship:

No exact relationship could be found between morale and productivity.

Probably work group satisfaction could affect things like absenteeism and

turnover.

29

2.4.8 The Contingency or Situational theory of leadership

This kind of theory is affected strongly by the situation from which a leader emerges

and the environment they operate from. This theory states that the entire action

between the group and the leader is the main factor which makes a leader

successful.Surbordinates tend to follow the person who is capable of fulfilling their

aspirations. Thus, a leader recognizes the need of the situation and act accordingly. The

merit this theory is that it makes it abundantly clear that there is single universally best

style of leadership. Aleader has to change style of leadership from situation to

situation.

This kind of leadership theory is distinct from behavioraltheories in asserting that no

single way of leading works in all situations. Currentreach suggests that managers

29 Ewurum(1995) Impact of culture in managerial performance of small manufacturing firms in

Anamba:Unpublished thesis

Likert R((1967) The human Organization., Its management value,WCGrawHill:Newyork

72

should select a leadership that best fits with the situation at a given time. Situational

leadership research suggested three general factors that affect appropriate leadership

style in a given situation. These factors are:

Subordinate consideration:

This reflect the leader’s awareness of subordinate’s expertise, experience, competence,

jobknowledge, hierarchical level and psychological characteristics

Supervisor consideration

This reflect the degree of upward influence, as well as his or her similarity of attitudes

and behaviors to those in higher positions.

Task consideration:

This reflect the degree of time urgency, amount of physical danger, permissible error

rate, presence of stress, degree of autonomy, degree of job scope, importance and

meaningfulness, and degree of ambiguity of the work being performed. Effective

managers diagnose the situation, identify the leadership styles that will be most

effective, and then determine if they can implement the required cycle. However it

should be noted that for every theory there are other limiting factors.

This theory stresses on leadership ability of a person in a given situation

but it is silent on the question whether he/she will fit in another

situation.

73

If the leader adopts some style under all situations, he/she may not be

successful. This is not always true, but leaders have been successful at

all times and all situations.

The implication of this model of leadership is that a leader has to understand the staff

at his disposal and be able to shape them according to the environment and the tasks

needed to be done at that particular time. This aspect of leadership can work well in

NGOs in Zambia.

2.4.9 The Great Man theory of leadership

Thomas Carlyle (1840) a Scottish writer was behind this theory. It is an ideological

theory which focuses on the idea that great leaders have traits or characteristics not

found in the rest of the population. This theory was based on the belief that great

leaders are not made but are born with unique characeteristics.These unique

characteristics allowed them to rise to the occupation during difficult times in history

to overcome hurdles and lead their nation successfully.

Great man theory asserts that leaders are born and not made. This is especially so with

great leaders who are natural leaders. Leadership calls for certain qualities such as

commanding personality, charm, courage, intelligence, integrity, persuasiveness,

tenacity and aggressiveness. These qualities are of such a nature that they can’t be

taught or learnt in a formal sesnse.The interpretation of this approach are as follows:

Leadership have certain inborn qualities.

Inborn qualities are sufficient for a leader to be successful.

Ordinary people cannot become leaders.

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Leadership qualities cannot be acquired.

This theory hold the view that leadership is the gift of God to mankind. They bestow

great good on people by their decisions and activities, whichare also divinely destined

and approved. According to Carlyle, effective leaders are those gifted with divine

inspiration and the right characteristics. However the limitations are:

This theory is regardedobsolete and absurd in the sense that it has no scientific

and empirical evidence.

This theory does not explain who leaders are, how they emerge, how they

behave and what exactly it is that makes for their effectiveness.

2.4.10 The Participatory theory of leadership

Initially this theory was known as democratic leadership style overtime evolved to

participatory theory of leadership. The leader uses a consultative approach to

encourage group participation in decision making. Victor Vroom and Yetton where

behind this theory that related to leadership behavior and participation to decision.

Making. This theory of leadership is defined as the process of joint decision

making or shared influence in decision making by a leader and his or her

subordinates (Koopmans and Wierdma, 1998).

There are many advantages in using this theory since this leadership style allows

everyone to get a say in making the decision, the final decision has support from

75

the majority of employees. This is so because the leader has transferred all the

powers to the followers. This kind of leadership can increase the level of trust,

motivation, innovation and job satisfaction in the organization. The participatory

approach of leadership emphasize group participation, discussion, and group

decisions. This theory involves working with a group that they make decisions

sensibly and fairly.

The main reason for leaders’intervention is to make sure that everybody has a say

and that decisions are made. These styles lead to different decision making

processes for solving both individual and group problems. However the evaluation

of this theory reviews the following:

The leader participation model is very sophiscated and complex.

The leader participation model confirms that leadershipresearchshould be

directed at the situation rather than the person.

The leader participation model assumes the leader can adjust his or her

style to different situations.

The approach can be time consuming and difficult to get everyone on

board.

The approach can develop negative effect especially if the technique is

used overtime and requires leaders to intervene.

The implication of this style of leadership is good for the promotion of the organization

and morale for the team. When employees participate in decisions making they tend to

be motivated because they are part and parcel of the organization future (Milla (1986).

2.4.11 The Pass Goal theory

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This theory was developed by Robert House, the Path Goal theory is one of the most

respected approaches to leadership. The essence of this approach is that a leader’s job

is to assist the subordinates in attaining their goals and to give the necessary direction

and support to ensure that the goals and objectives of the organization are realized.

According to this theory, leaders influence their subordinate’s perceptions of the

payoff for accomplishment their goals and show them ways to achieve the goals.

Thus the leader’s behavior is motivational to the degree it makes subordinate need

satisfaction contingent on effective performance and also provide the

coachingguidance, support and rewards that are necessary for effective performance.

The leader in this aspect shows the following attributes of leadership:

30

Figure: 2.4 Leadership behaviors:

30 Milla (1986) Participation satisfaction and productivity: A meta-Analysis views, Academy of

management journal,24,4,427-753

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Source:The researcher

It is the leaders function to clarify pathways for subordinates to achieve their

desiredrewards. When a subordinate recognizes that a desired reward is achievable by

adopting a particulate course of action, then motivation to achieve that reward should

follow. The leaders can apply all these behaviors depending on the situation. The path

Goal theory is a situational and transactional model of leadership, in addition to being

a motivation theory. To do this a leader has to assess five aspects of the situational and

people involved:

Assess the task:

Structured tasks and clear goals require direction.

Direct style

•The leader tells surbodinates what is expected of them,guides them about what should be done and shows them how to do it.

Supportive Style

•Theleader shows concernfor the well being and needs oof his surbodinates by being friendly and approachable.

Partcipative Style

•The leader involves surbodinates in decision making,consults with them about their views,asks for suggestions and consider them.

Archievement Oriented

style

•The leader helps surbodinates set goals,rewards the accomplishment of these goals and encourages surbodinates to assume responsibility for their attainment.

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Assess the leaders formal authority:

Managers with formal authority typically should not use a directive style

because it duplicates their authority, but they may use supportive achievement

oriented or participative styles

Assess the nature of work:

The leader should assess the cohesiveness as well as its experience in working

together. The more cohesive the group, the less need for supportive leadership

since this is redundant with the groups character.

Assess the organizational structure:

A culture that supports participation also supports participation leadership style.

A culture that encourages goal accomplishment or results orientation reinforces

an achievement oriented culture.

Assess the subordinates skills and needs:

Subordinates skilled in a task require less direction than those less

skilled.Surbodinates with high achievement needs, require a style that helps

meet these needs.Surbodinates with social needs, require a style that helps meet

these needs.

2.4.12 The Vroom Expectancy theory

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This may not be the newest theory but it saw its light in 1930s under Vroom

development of this theory which came out in 1964.This theory tries to explain and

predict the motivatedbehavior. It is a frame work which has different levels of

motivation, performance, employeeturnover and absenteeism, in additional to

leadership effectiveness and career choice. Christensen(2001) alluded to that this

theory is a good tool for a leader and an employee to see which factors are decisive,

when it comes to choosing ones actions to get a specific outcome, whether intrinsic

or extrinsic.

This is very essential in both private and publicsectors. This is further connected to

the theory of Herzberg as the next topic will discuss. In expectancy theory it is argued

that the expectations of human beings are conscious and furthermore the behavior is

directed by “Subjective probability”. In other ways it is the expectations of

one’sbehavior that will lead to a certain outcome. As the example in Brooks

(2009.83), when a person works long hours, that person expects to get an outcome.

Rationally the person will behave in this way because the person would like to be

promoted or get higher wage in the future.

Furthermore the theory states that the equation will be different from person to

person. Therefore according to this theory, the motivation is only present if there is a

connection between the probabilities of success, the expectations of rewards and that

these rewards have a value to the person(Laegard,2008.14).As stated above, the

theory is based on conscious and rational thinking however we are human and as it is

well known, we do not always behave in a rational way and it is not always behave in

a rational way and it is not always easy to found out the precise connection between

efforts, results and reward values.

Ian Brooks (2009.83) Explained that...

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“The motivation to behave in a different is determined by an individual’s expectation

that behavior will lead to a particular outcome, multiplied by the performance or

violence that person has for that outcome”

As earlier alluded to, Vrooms theory is connected to the theory of Hezberg.This can

be seen in the way that the wanted results can either be internal reward or an external

reward. It is either the satisfaction of doing the job (internal) or an increase of salary,

promotion or recognition from the leader (external).In Vrooms theory the motivation

aspect of income (money) is dependent on the individual person and what he/she

prefers to have as a reward. When she knows what kind of reward he/she wants, then

they can take different actions to get the reward (Christensen, Ibsen, 2001.37-38).

2.4.13 Herzberg two factory theory

Herzberg theory deals with extrinsic or whatis known as external motivationalfactors.

In1968 Fredrick Herzberg came up with this theory of intrinsic and extrinsic rewards

called two factory theory. This theory was based from motivation in the work place

and is able to show the influence of the factors on performance and job satisfaction

(Brooks, 2009.93).The purpose of this theory money does not motivate.Indepth of this

theory will be explained in the next figure. Thesetheories will ascertain the finding of

this case study on, “TheImpact of OrganizationalLeadership on employees Motivation

& creativity”, CFU case study.

31

Figure 2.5 Two Factory Factors Herzberg’s Theory

31 Christensen, Ibsen(2001)

81

Source: Business ball modified by the researcher

As seen from the figure above, Herzberg has shown two factors that influence

workers. These are the hygiene factors which are extrinsic or externalfactors and on

the other hand the intrinsic which are internalmotivators. The reason behind these

factors are that the extrinsic factors are influences from outside factors that affect an

employee. These factors do not give any motivation at all.

The extrinsic factors will be dissatisfying if they do not live up to the expectations by

the people. When they do not live up to the expectations of the people they will not

yield any motivation. Therefore the hygiene factors have to live up to the expectations

otherwise people will be dissatisfied. For instance; if a salary is too low for the effort

they put in, they will be dissatisfied, however if the salary lives up to theexpectations,

it will not necessarily result in more motivation (Brooks, 2009.94).

On thesame figure the Intrinsic known as the motivators these are perpetratedfrom

internal factors. Theseare the factors that will lead to satisfaction and thereby

Hygiene factors

Status

securiy

relationships

personal life

salary

work conditions

Company police

Extrinsic

Motivators

Personal growth

advancement

responsibilty

work itself

recognition

achievement

Intrinsic

82

motivation. Theseare factors that are directly connected to work. If the managers or

leaders want to get the most out of their employees, fulfilling the intrinsic factors is the

good way to do it.Looking at the two factory theory and theHierarchy of needs one

could say that intrinsic rewards are the higher level needs in the hierarchy and the

extrinsic rewards are the lower level of needs (Brooks, 2009, 94-95).

The implication of this leadership style in NGOs is that a leader or manger has to

understand the motivational factors in his employees. This will help him to devise

ways in order to meet their expectations.Emplyees are different and have different

factors that determine how they respond to situations. This study gives impetus to

managers to understand what motivates their staff.

2.5 The four paradigm of leadership

Theories have been presented by scholarssince the early classifications of leadership.

In the past decades autocratic leadership evolved to theories such as classical and

transactional leadership. Research on employee’s motivation and learning have led to

development of transformational leadership and democratic leadership style has

evolved to theories such as participative leadership. One of the most resent

classification theories was presented by Avery(2004) who has classified leadership

styles into four Paradigm(Jim and Avery,2008).These classified leadership styles into

paradigms are;

Classical leadership

Transactional leadership

Visionary/transactional leadership

Organic/participative leadership.

Figure 2.6 Four paradigm of leadership

83

Source: Jing and Avery (2008)

To understand the paradigm of leadership above it is imperative to analyze the

characteristics, advantages and disadvantages of each paradigm.

32

2.5.1 Classical leadership

32 Ian Brooks (2009) Organizational Behaviour.Individual Groups and organisations,4th Edition,

Jing F.F & Avery (2008)Missing Links in understanding the relationship between leadership

&organisation,International Business & economics Research manual V7,5,67-78

Leadership Organisation

Transactional

2

Participative

3

Transformational

4

Classical

1

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The classical leadership is assumed to be the best known paradigm that is still in use

even today. In this style of leadership, the leader of the group or a group of leaders

dominate the regular followers. The followers do not questionleaders’ actions because

they either fear or respect the leader. The leader is power retentive, decisionbased,

authoritarian and most importantly accountable for the outcomes. In this leadership

style followers make relatively little contribution to the organization. These leaders

make the final decision without no real internal dialogue and they use command and

control from top to down to manipulate employees to get the tasks done.

The Implication and success of this leadership style in NGOs in Zambia is very

dependent to the personal characteristics of the leaders themselves. The classical

theory of leadership view leaders as supernatural, charismatic and

dominantinidividuals.In these theory leaders are born as a leader with a certain set of

characteristics. Some of these classical leadership characteristic according to Gardner

(1989) are;

33

33 Gardner J(1989) On leadership Free press: New York

85

Figure 2.7 Classical leadership characteristics:

Source: The researcher

2.5.2 Transactional leadership

Transactional leaders as a paradigmrepresents the traditional influence model found

within most human groups (Bass, 1990) and is mainly based on exchange between the

leader and followers. These leaders have to recognize follower’s needs and manage

their internal and external environment to influence followers using rewards,

punishment and agreement systems. These leaders are considered in a better position

than thefollowers and they supposed to have information, skills and expertise that the

followers might lack. Transactional leaders are held responsible for rewards,

monitoring, finding problems and taking corrective actions before the problem causes

serious difficulties for the organization (Smith, 2001).

Physical vitality and stamina

Intelligence and action oriented

judgement

Eargerness to accept

responsibilityTask competence

Understanding of followers and their

needs

86

This paradigm has received a great deal of criticism over years. One of its main

problems is the low level of motivation of employees.Organisationsthat use this

leadership style usually face a high rate of absenteeism and problem employees. The

main reason of these problems is because transactional leadership focuses on the base

level of Maslow’s (1954) hierarchy of needs and fails to recognize the importance of

upper level of needs and this can prevent employees from growth.

It is important to mention that while inspiration is not typically the goal in this type

of leadershipstyle, offeringincentive can be helpful in raising employees’motivation.

This type of leadership style works best in task oriented relationship especially when

the task is routine and has to be done as soon as possible. However is not a good

match for creative work place.

2.5.3 Visionary /transformational leadership

This modern motivational theories together with problems with transactional and

classical leadership style convinced various organizations to move toward intrinsic

motivational techniques(Chang,2002).This has led to immergence of leadership

theories such as transformational leadership. Thisstyle of leadership is mainly based

on the emotional relationship between leaders and emplyess.Transformational leader

inspires employees to see the bigger picture and follow the vision presented by the

leader to perform beyond normal procedures.

According Burns (1978), the transformation leaders are looking into followers

potential motivations by exploring common objectives and linking them to followers.

This style of leadership seek to satisfy Maslow’s hierarchy of needs with focus on

intrinsic needs rather than extrinsic ones.Dubisnsky (1994) described

transformational leaders as, “Individuals who increase confidence, awareness, interest

and motivation in the followers by moving followers from their personal existence to

the existence of the organizational group”. In order to gain support of their followers,

transformational leaders use four main characteristic which are described below:

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Idealized influence: Transformational leaders manifest idealized influence by

improving their performance, maintaining consistency in their behavior, and

participating in risks with their followers(Kelloway et al,2002)

Individualconsideration: Transformational leaders pay individual attention to

their followers by acting as coach and providing support to followers.

Through the process of individual consideration followers are supported by

leaders. Leaders while are concerned about their personal need and feelings

(Podsakoff et al, 1990).

Intellectualsimulation: Transformational leaders try to assist their followers to

develop new ideas, motivate them to take alternative routes to problem.

Inspirational Motivation: Transformational leaders try to motivate and arouse

enthusiasm in the followers by bringing significance and purpose to the work

being done, introducing new challenges, and maintain motivation (Kelloway,

et al, 2002).

This leadership style solves most of the motivational problem caused by earlier

leadership theories. This model can create an enthusiastic work atmosphere and it can

increase the level of innovation in organisations.Another notable advantage is the

potential of this leadership style to create future leaders from followers. There are

various disadvantages to the transformational leadership theories:

Transformational leadership is very much based on the ability of the leader to

inspire followers and align their interest towards organizational goals.

The problem is leaders may not have the force of character to achieve this.

Transformational leadership is anti-democratic characteristic because even

though the leaders’main focus is to sell the vision to followers at the end of the

day followers have to follow leaders’ vision.

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Transformation leadership is sharp, butdouble edgedsword. If the leaders have a

potential immoral and unethical dimension it could have devastating effect on

naive and unsuspecting followers (ColonelHomrig, 2001).

One classical examples of this dilemma is Hitler. Hitler was considered a

charismatic character which appealed to the values of the Germany people and

offered a transcendent vision and frequently encouraged his followers. However

his goal led to the ruin rather than the betterment of his followers.

Same can apply to an organization if the leader has a hidden agenda and tries to

manipulate the followers it can destroy the trust which is necessary for this style

of leadership. If the followers see the mission itself as immoral or eventrivial,

they may rebel or simply cease participation (Hay, 2006).

The other notable disadvantage is the continuous reinforcement of the vision.

Thisrequires frequent and close communication with followers to show that they

are playing an important role for creation of something good that is bigger than

they themselves. If followers feel their part is not important they might lose

interest in the vision.

Other leadership theories refers to classical, transactional and transformational

leadership as vertical leadership theories. According to Yukl(2009 in vertical

leadership, leaders take actions without considering followers characteristics and

relationship between leaders and subordinates are organized from top to down

(Vertical).This paradigm has been the dominant in leadership studies for decades and

most of the discussed theories and approaches of leadership such as classical,

transactional, and transformational leadership are included in the category (Peace and

Conger, 2003).

34

34 Burns J.M (1978)Leadership,Haper&Row New York,

Peace C ,L Conger(2003), All those years, Historical underpinning of shared leadership: Sage

89

2.5.4 Organic/participative leadership

The fourth paradigm known as Organic/participative leadership is defined as

leadership style which involves employees across different levels of the hierarchy in

decision making process(Spreitzer,2005).Participative leaders involve their

subordinates values and seek their input on important deceisions.In this leadership

style there is no formal distinction between leaders and followers. Theparticipative

leader can be considered as temporal coordinator for the group of like-mindedpeople.

Participative leader is a facilitator that shares the same vision and values with

subordinates.

According to Bass (1981) “Participative leadership is associated with consensus,

consultation, delegation and involvement”. The main task of the participative

leadership is consulting with subordinates and evaluating their opinions and

suggestions before making the final decision(Mullin,2005).The main vehicle for the

success of participative leaders is their use of participative decision

making(PDM)which allows employees across all levels in the organization to be

involved in the final decision. Various studies suggest that participative decision

making offers a variety of potential benefits some of these are the following:

1) It can increase employees job satisfaction(Lazurus,1996)

2) It can increase the level of innovation and creativity in the organization (Somech,

2002).

3) It can increase the quality of the decision(Locke,1995)

4) It can contribute to the quality of employees work life((Somech 2002)

5) It can increase employees motivation(Latham,1990)

90

6) It can increase the level of employee’scommitment (Harris and Mossholder,

1993).

Unlike vertical leadership theories, in horizontal leadership theories leadership is

broadly distributed among members of the organizations and leaders make decisions

only after consulting with group members (Kim, 2011) Hirschhorn (1990) said,

“Organizations need to shift to horizontal leadership theories which are based on

collaboration, participative and shared decision making and employee involvement

because relationship between leaders and followers is changing.

Leadership paradigm as earlier alluded to have shifted from individual to collective,

control to learning, self in relation and power to power with (Fletcher, 2004) and one of

the viable solutions to cope with these changes is to shift to horizontal leadership

theories such as participative leadership. This type of leadership theories have been

used by successful companies such as Google Inc. andCisco systems Inc.

2.5.5 Motivation Theories

Having discussed organizational leadership in previous chapters. It is imperative to

understand one important aspect of leadership employee relation and that is leadership

and motivation. Motivation has been very important for many years both in the

personal life but also in the work life. Looking at motivation from a psychological

perspective, motivation is about achieving a goal, leading towards a goal directed

behavior.

In relation to the concept of motivation there are two aspects present. The first aspect

is the drive, which is innate biological mechanism that determines ones

activity/instinct. It covers the biological needs, such as hunger. The other aspect is the

motive, which is innate mechanism that is built and made personal by learning.

Motives can be used to achieve greater satisfaction and stimulation (The Columbus

Encyclopedia, 2008).This research is important in the sense that it will help

organizational leaders to ascertain how motivation plays an important role in the

91

employee work culture and creativity. Motivation in the business dictionary one gets

this definition:

“Internal and external factors that stimulates desire and energy in people to

becontinually interested in and committed to a job, role, orsubject, and to exert

persistent effort in attaining a goal. Motivation is the energizer of behavior and

mother of all action. It results from the interactions among conscious and unconscious

factors such as the (1)intensity of desire or need(2)incentive or reward value of the

goal, and (3)expectations of the individual and of his or her significant others.”

Motivation has many aspects. There is the internal and the external motivation. Within

these twoconcepts there are further sub points. In relation to internal motivation there

are rational factors such as expectation, self-confidence and goal management.

Furthermore there are the irrational factors such as needs, qualities, andpersonality.

Looking at the external motivation, there are the sub points of job design, which

account for motivation factors and job characeteristics.These other sub point being

economic social factors, such as rewards, justice, and personal wages (Laegaard,

2008.13).

The effect motivation has on employees is that it creates a focus on specific

assignments, persons or topics that might be in question. Furthermore it creates

energy, effort, and a determination which creates ore persistence. Lastly it affects the

job, in the essence that employees will make plans for how the given job will succeed.

Theeffect motivation has on people is why motivation has been and is still is an

interesting topic to focus on and is the basis of this case study.

Throughout years there have been different theories about motivation. It all started

with the traditional or the classical theories such as the scientific management,

developed among others by Fredrick Taylor (1856-1915).The assumption behind this

theory is that people act rationally in an attempt to maximize the economic return to

their labour.At that time it was believed that working was not fun and something you

would not chose if you had choice.Furthermore the reason behind people wanting to

92

work was money. If people were paidenough, they would perform any job (Brooks,

2009.18).

This view on motivation is outdated due to differences in the society but also more

aspects have been found and motivation is no longer as simple as that. Lots of theories

we know today and have been experienced in newer times is developed out from the

studies made by Elton Mayo, the so called Hawthorne studies(1928-1943).The reason

why he and these studies are important to mention, is that a lot of later studies are build

out from what was found at that time.

This study was carried out on Western Electric company in carlifornia.What came out

of the studies were the experimenter effect and the social effect. What the experiment

did was making changes and these changes were then seen as caring and interesting of

the employees by the managementand it gave a boost to morale and productivity.

What the social effect did was to develop a bond and a different kind of friendship then

just colleagues, which also increased productivity due to special treatment (Scheuer,

2000.14).The Hawthorne studies most important result was the demonstration of the

significant influence social relations had on productivity.

This was a major step away from the scientific Management and its idea of economic

man.Therefore these studies and experiments formulated the concept of

HumanRelations. Amongothers, Maslow and Herzberg were inspired by Mayo and the

Hawthorne studies in relation to Human relations (Scheur, 2000.99-101).

35

35 Hirschhorn(1990) Leaders & Followers in a postindustrial age, Journal of applied Behavior

Scinece,V26.4,Kim C (2011)Followers in the federal govennment,A missing link between participative

93

Abraham Maslow (1908-1970) came up with a hierarchy of needs in 1948 to show the

Internal or intrinsic motivation factors. One might ask why this theory is it still

relevant.

It is after all these years and it is still relevant to our times. The basic idea behind this

theory is that Needs are still present even today perhaps just in different order or

having difference importance to people.

Figure 2.7.1 Maslow’s Hierarchy of needs

leadership & organizational performance,Disertation:New Jersey, Mullins L,J (2005) Management &

Organization behavour,Scheuer(2000) Social & Economic motivation at work, theories of work

motivation,Assessed,2003,Yuki g(20090 Leadership in organisation,7th edition, Prentice Hall: New

Jersey

Self actualisation

Esteem needs

Belonging needs and love needs

Saftly needs

Bilogical needs and physiological needs

94

Source: Business balls

Looking at Pyramid figure 1.9a Maslow came up with sets of needs that were ranked

hierarchically in relation to satisfying motivation. Looking at this pyramid above we

see five steps. In the bottom there are basic needs and for a person to move up the

steps, the step before has to be satisfied and fulfilled (Brooks, 2009.88-89).In another

way it is only the unsatisfied needs that work as motivation. The needs therefore have

different meanings for people. This means that the hierarchy should be used in specific

situations and therefore the leader need to build the motivational behavior out from the

needs of the employees and not on the leaders own needs or interpretations of

employee needs (Laegaard, 2008.20).

Figure 2.7.2 Maslow’s Hierarchy of needs

Self actualisation

Esteem needs

Belonging needs and love needs

saftly needs

Biological needs and physiological

needs

95

Source:Business balls

Figure 1.9b as seen above, the pyramid has been set upside down. This is so because

this is perhaps more to what it looks like today like in the Western part of the world

and in other developed countries. The reason for the upside down hierarchy is that, the

basic needs from the originalmodel, has moved away from being a need and moved to

something that is already present. It is something that is already there not something

that is needed. The motive to work today is no longer only income for consumption but

it is the job in itself that is motivating (Christensen, Ibsen, 2001.36)

Therefore one may say the needs for people in the society today begin at the second or

third level and upwards. This entails that what people want from their job today is to be

respected, valued, recognized, appreciated, grow as a person, have a status and success.

This is what count most and therefore the pyramid is upside down, so that these needs

are represented with the largest space.

This shows the income do not count as much as much as before.The income (Money)

was the most important, when the basic needs in the original model needed to be

satisfied. However now that we have moved upwards in the hierarchy, it is other things

than income (money) that counts (Ibsen, 2001.37).

96

36

2.5.6 Organizational leadership and motivation

No one can talk about motivation and then not talk about leadership. The two are

interlinked and when talking about one of them, you have to talk about the other.

Leadership in every aspect is important, there is always need for someone to take a

lead and lead others. Withoutleadership things cannot be done accordingly.

Leadership is about getting things done the right way and to do that you need people.

To have people to follow you, you have to have them trust you. And if you want them

to trust you and do things for you and organizational, they need to be motivated.

Therefore it is the leader’s job to constantly have their employees motivated and that

is not alwayseasy. There are different factors depending on the outcome of the

behavior of a leader and the motivation of the employees. Employee motivation plays

an important role in leadership effectiveness. No one can realize goals and objectives

of an organization through a demotivated surbodinates.The effectiveness of

leadership depends on a process of influence, wherebyemployees are inspired to work

towards goals, not through coercion, but through individual motivation(Rost,1993).

According to Campbell et al, 1970) define motivation as the extent to which effort is

directed toward a goal. Motivated employees usually believe that they are doing

something worthwhile, and believe that their participation is valued (Nader,

1988).Many scholars have analyzed motivational factors and presented various

motivation theories as previous chapters discussed. This paramount because the main

goal of a leader is to motivate employees towards a goal. Thus motivational theories

can be considered as the backbone of leadership theories.

36 Maslow ,A.M (1948) A theory of human motivtsion,Psychological Review 50,370-396)

Maslow A,M(1954) Motivation &Personality,Wiley:New York

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2.5.7 Transformational leadership and motivation

The moderntheories persuaded organizations to move towards intrinsic motivational

techniques. This led to the emergence of new leadership styles such as

transformational leadership. In this leadership style the ideal leader is an individual

who identifies follower’s needs by asking questions and working towards satisfying

followersneeds. Transformational leadership looks into followers’ potential by

exploring common objectives and linking them to followers.

In other waystransformational leaders try to satisfy Maslow’sHierarchy of needs with

focus on intrinsic needs rather than extrinsic ones.Through the past decades many

scholars suggested that there is a positive relationship between motivation and

transformation leadership. There are many theoretical and empirical studies that

support a link between leadership and intrinsic motivation (Eby et al, 1999).

2.5.8 Participative leadership and motivation

According to Nada (1988) participative leadership style focuses on intrinsic motivation

of followers. Participation can contribute to intrinsic motivation by enriching

subordinates jobs through autonomy, variety and empowerment. Recent studies argue

that participative leader take intrinsic into the next level.

Transformation leaders constantly preach their vision to the followers but the followers

of a participative leaders are working towards a vision accepted by the majority of

followers. This makes participative leaders to easily motivate their followers. This is so

because democratic decisions making can help employees to understand that their

ideas are respected and valued and this will make them feel connected with the

organization.

98

As earliermentioned, participativedecision making is the main vehicle of participative

leadership.Anti-democratic decision making can breed loneliness, lowself-esteem,

isolation, lowachievement, lowmotivation, and low productivity. Democraticdecision

making can give employees a sense of community. A community consist of a group of

interdependent individuals who participate in discussion and decision making.

Researchers have shown that members of communities are highly motivated to work

toward predefined goals (Lowin, 1968).

2.5.9Leadership employee Creativity and innovation

There are many other tools organizations may use to move organizations forward.But

great organizations need great leaders who may stir an organization to creativity and

innovation. To effect real change, leaders must be able to drive change collectively and

consistently across the organization. Miles and Mangold (2002) said, job satisfaction is

the positive relationship between employees and leaders.

Thereforecreativity is as a result Creativity is the mental and social processes used to

generate ideas, concepts and associations that lead to the exploitation of new ideas.

Supporting exchange of ideas among employees at all levels, organizations are able to

inspire personnel and maintain innovative workplace. There are steps needed to

promote innovation at the work places:

1) Step 1: Cultivate the right attitude.

2) Step2: Hire the right people.

3) Step: 3:Re-imagine workplace.

99

4) Step: 4: Encourage employees.

5) Step 5: Reward Innovation.

Leadership which goes beyond individual leaders doing their best to improve

performance to connected, aligned leadership is the best way to drive sustainable,

enterprise, wideperformance. The relationship between creativity and job performance

is job satisfaction. Even though there is some disagreements between scholars about

this relationship most scholars believe that job satisfaction and performance are

positively related(Kim,2002).Job satisfaction is a subjective matter and various factors

such as pay, communicationfeeback,motivation,Relations,supervisorystyles, leadership

and many more can have significant impact on it.

According to Clampitt and Downs(1993) factors that impacts job performance can

increase the efficiency and effectiveness of organisations.Watson(2009) argues that

even though factors such as pay and benefits are initially important, the most important

determinant factor impacting continued job satisfaction is the positive relationship

between employees and leaders(Wagner,2006).Once the employees feel that the work

environment is safe, their job is secure and pay is adequate, the relationships among

peers and leaders affect job satisfaction and organizational commitment to a lager

degree. It is imperative that motivation and creativity is interlinked to job satisfaction.

As discussed earlier leadership styles influence employees intrinsic and extrinsic

factors and these factors influence both motivation and job satisfaction. In the past

decades organizational leaders realized that the human resource is the most valuable

and indispensable factor in running an organization smoothly, effectively and

efficiently. Having a motivated and satisfied workforce is crucial for every manager,

leaders today have to choose the right approach in leadership and motivation in order to

have satisfied employees.

100

37

The growth of organizations in today’s world is highly dynamic and competitive

context depends critically on the firms capacity to be innovative and creative (2011).In

today’s fast paced dynamic work environment, managerscontribute to realize that in

order to remain competitive they need to motivate their employees to be actively

involved in their work in order to generate appropriate and novel processes, product

and approaches. Due to the importance of innovation in 21stcentury the growth of firms

depends on the capacity to be creative and innovative.

Innovation is a new idea or reformation of old ideas, whether invented or

discovered though regarded as new by individuals within their organizations

(Damanpower, 1991).West and Farr (1990) define innovation specifically as, “the

international introduction and application within a role, group or organizational of

ideas, processes, products or procedures, new to the relevant unit of adoption,

designed to significantly benefit the individual, the group, organization or wider

society.”

Before discussing further the concept of innovation it is important to distinguish

creativity from innovation. Creativity can be considered as part of the innovation

process which is concentrated on mere generation of new ideas. However innovation

requires implementation of the ideas, selling ideas within the organization to other

stakeholders(Axtell et al,2000) and proposing innovation for the market

place.Thus,there is more to being innovative than just being creative and creativity

can be considered as a part of the innovation process.

38

37Clampit,P,G (1993) Employee perceptions & relationships between Communication & Productivity,

The journal of Business,V30(1),5-28

Ebby,T.L (1999) Motivational bases of effective organizational commitment, Occupational &

organizational psychology,V72(4),463-468

101

An overview of innovation literature shows that few topics have enjoyed a greater

consensus among researchers than the current important given innovation. This is

mainly because innovation is considered as a strategic option for improving the

organization and making it more competitive (Moreno and Morales (2005) at the same

time, innovation can open the doors to competitive advantage both in global and

internationalMarkets by:

Providing the marketplace with new or unique products/services

Creating entry barriers that helps organizations to learn the necessary resources

required for innovation.

Creating new values that rewrite the rules of competitive play.

Managers and scholars have shifted their attention to factors which impact innovation

such as leadership, employee involvement and learning. Since leading is considered as

one of the most important factors that can impact innovation the link between

leadership and innovation has gained a lot of attention in the studies. Variousscholars

proposed that leadership is the most influential predictors of innovation.

The main reason for this is because scholars believe that leaders play an active role in

fostering, encouraging, supporting and setting the culture for innovation. Leaders need

to ensure that the structure the work environment, the human resource practices such as

rewards, resources, goals, and expected evaluation and the climate and culture are in

place in a way that creative outcomes can occur is crucial (Mumford, 2000).

38 Axtell (2000) Journal of occupational & organization psychology, V33, 265-285, West, M.A (1990)

Innovation at work place.

102

39

2.5.9.1Transformational leadership Employee creativity and innovation

According to Kanter (1983) transformational leaders are more likely to encourage

organizational innovation than transaction leaders. Scholars argue that these leaders

create the ideal conditions for innovation by creating terms of innovativepeople,

promoting mutual trust and creating shared vision among followers. Transactional

leaders use intellectual stimulation and inspirational motivation to foster organizational

creativity and innovation.

.Transformational leaders should possess a series of transformational characteristics

such as being a good designer, mentor, teacher, challenger and integrator, as well as

having a clear shared vision, to be able support and encourage creativity and

innovation.There is a positive relationship between transformational leadership and

innovation.

Transformational leadership has a negative effect on innovation. Due to the main

disadvantage of transformational leadership which is dependent on leaders’ability. If

the transformational leaders fail in intellectual stimulation, inspirational motivation or

gaining support of his/her vision, he/she can have no or even negative impact on

innovation (Avolio, 1999).

The Implication for this issue in NGOs in Zambia is that when followers observe that

their opinion is heard but the leader impose his/her own opinions for the final decision,

followersmight get frustrated, demotivated and eventually their level of creativeness

and innovation declines.

39 Mumford m.d (2000) Managing creative people, strategies & tactics for invitation, Human Resources

management Review,V10,313-351)

Moreno & Morales (2005) Influence of support leadership &team work, an empirical examination, V25,

1159-1172.

103

40

2.5.9.2Participative leadership employee creativity and innovation

There is currently a wide consensus on the idea that a supportive and participative

leadership style is more likely to encourage employee creativity and innovation.

Slenker (1983) argues that participative decision making is the most suitable

approach for managers because many people take part in the decision making

process, and by theirparticipation, a large number of employees feel committed to the

decision.

This can lead to the emergence of new ideas and tends to eliminate objections during

implementation. Wide participation also ensures that fewer aspects are overlooked

and tends to reduce the trauma of major changes. Review of the related literature also

indicates that employee’s involvement and participative decision making is not only

linked to but also necessary for creativity and innovation.

Munford (1983) alluded to that participative decision making can be considered as a

base which shapes and organizes team innovation. Some form of participative

management is a preliquisite to increased productivity and innovation. Due to this

fact manymodern technological firm such as the search giant Google and Cisco

SystemsInc. have shifted to use this leadership style as the base for their innovation.

The reason for this phenomenon is that participative leadership is the only leadership

styles which truly involves employee in the decision making process and supports

participative safely which is the ability to give input without being judged or ridiculed

(White, 1981).

40Avolio (1999) Full leadership development, Building vital forces in organisations,Sage Pub

Kanter,R.M (1983) The change Masters, Simon & Schuster: New York

104

Some form of participative management is a preliquisite to increased productivity and

innovation. The reason for this participativeleadership is the only leadership style

which truly involves employee in the decision making process and supports

participative safety, which is the ability to give input without being judged or

riduled.Participativesafety can improve group member engagement which directly

impacts group creativity and innovation.

Based on these facts and the wealthy of the theoretical and empirical research done

on the subject of participative leadership and innovation it would seem participative

management techniques can offer us the best hope of achieving acceptable and

workable integrations of the new ideas to the social and motivational structure of

industrial institutions.

The reason to why many managers resist this approach is due to fear to lose or reduce

their relative respect and power of positions (White, 1981) As a result of this serious

problem which needs to be addressed and organizational mangers need to realize that

benefits that participative leadership can provide to managers, employees and

organizations are far greater than the assumed fear of power loss. Many scholars have

linked participative with creativeness and innovation. There is a positive correlation

between participative leadership with team innovation (Somech, 2006).

2.5.9.3 The barriers of participative leadership

Despite most results from theoretical and empirical research show the success of

participative leadership in an organizations with more employees to be involved in

decisions that affect their welfare, it would seem that most organizations would shift

their leadership to supportive and participative styles. Howeverresearcher’s shows that

most of the organizations still concentrate decision making at the top level (Crane,

1976).There are many reasons behind this or because executives are not aware or

convinced that participative is managerially sound approach. Some of the barriers

beyond the given one are:

105

41

2.5.9.4 Cultural and political barriers:

National culture and politics can have an impact on organizational leadership (Peck,

1988).Organizational system and cultures can also impact on national cultures and

political systems.Spreitzer (2005) suggests that in order to face with cultural barriers

organizational leaders need to successfully use a participative approach to legitimize

this style of leadership in the eyes of employees.

When employees become familiar with the value of a more participative leadership

style, they may seek to legitimize participative leadership for civic and governmental

leaders. In as employees who had a participative leader may be more supportive of

governmental leaders who have a more participative style.

2.5.9.5 Managerial barriers:

The success of participative leadership is the key leaders and managers themselves.

White (1981) pointed out that managers resist participative decision making because of

fear of power loss. According to Crane (1976) executives are not aware of the benefits

of participative management or they are not convinced that participation leadership is

managerially sound approach. It is interesting that in the study Crane understood the

majority of managers felt that participation was effective and held a positive view of

the approach.

Some leaders see themselves as participative leaders, however behave like

transformational leaders because they believe that it is a good idea to consult with

41 Crane (1976) The case for participative management,Gorgia State University,Mumford,E (1983)

Participative systems design, practice & theory, Journal of occupation behavior,V4,47-57,White

(11981)Why won’t managers cooperate? Innovation & productivity in engineering,VOL 12(2),61-71

106

surbodinates,but that the ultimate responsibility for the must rest with the leader or

manager. Another reason for the lack of managerial support for participative leadership

can be the possible difficulties and disadvantages of dealing with group decision

making. It is expectable that conflicts occur especially when diverse interests are

present in a group. Consensus may be the product of the most vocal, but not

necessarily the most knowledgeable members.

Other disadvantage may be other managers who feel participativedecision making is

time consuming and the boss centered approach yields quicker short term results. In

order to convince executive to support participative decision making they have to view

participative management as a mean that secures commitment to actions by providing

an understanding of whys of decision before it is made. Even if this approach is time

consuming yet the decision is made collectively, employees are aware of why the

decision was made and employees tend to be more supportive of collective decision

2.5.9.6 The participative techniques

Various research since the emergency of participative leadership theory have provided

guidelines to apply participative techniques. The following guidelines have been

retrieved after reviewing literatures about applied participative techniques:

1) Setting the culture for participation:

Setting the culture is the most crucial step for applying participative

leadership, “a company should run by its own culture not the leader. “The

role of the leader is to set the culture for participation by encouraging and

using values such as empowerment, personalaccountability, open access to

information, commitment to continuous improvement, teamwork (Branch,

2002).It is important for the leader to set an example by encouraging

employee participation, applying the regarded values and choosing

approaches that are accepted by the majority.

107

2) Clear definition of objectives:

The participants involved in decision making should be fully aware of their

group goals to be able to adjust their effort toward the goal(Crane,1976).For

example if the group goal is a production unit, the leader should clarify the

goal by stating how many unites under what timeline and based on what

quality standards should be produced.

3) Creating a system of rewards:

Even as participative leadership focuses on the intrinsic needs of employees

the extrinsic need are equally important. Especially with production

situations, economic rewards must be tied to the outcomes. Employees need

to recognize that their efforts can result in a tangible rewards so they can

strive for optimum productivity.

The reward can be economic rewards in form of promotion, gifts but it

could be non-economic such as being the employee of the month or

receiving a day off. Lawler et al (1998) added that participative leader

should base rewards as an outcome to organizational performance and

design rewards in a way which can encourage employee to add skills,

obtaininformation, enhanceteamwork, take more responsibility, and

perform in ways that help the business.

4) Holding employees accountable for the decisions made:

Decision making groups should be held accountable for their actions within

a reasonable timelimit which they had agreed to operate. This can help to

ensure that problems don’t lead to endless debates and timely actions will

be taken to resolve problems (Crane, 1978).

It is important that the leader hold every employee who agrees with a

certain decision accountable without any exception so they are more careful

108

and under moral obligation to fully commit to the decision made (Branch,

2002).

5) Information sharing:

Participative leaders need to provide and share information about business

performance,goals,plans and strategies, newtechnologies and competitors

performance, information sharing through information disclosure and open

communication is essential for employees because it can help them in

making meaningful contributions to the organization(Branch 2002).New

information in technology should be shared through a two way

communication between leaders and subordinates in order to increase the

amount of participation(Landsdale,2000).

6) Knowledge development and training:

According to Ledford (1993) participative leaders needs develop

knowledge development and training methods, to provide skills in group

decision making and problem solving. Learning and training enables

employees to contribute to organizational performance.Hence leaders need to

realize that everyone needs the skills and abilities to do their job and participate

effectively.

7) Leadership role

Just because the decision is made by the group it doesn’t mean that task can

be delegated to group members. Participative leadership is very different

109

from laissez-faire leadership. Leaders need to actively participate in

decision making and organizational task and should be considering as a part

of the team.Moreover,participative leaders need to motivate and encourage

all the subordinates to take the initiative and seek new responsibilities

andsolutions(Crane,1976).

Participative leaders need to organize employees efforts based on economic

conditions, organizational structure and physical surrounding and to make

sure that the group decision is followed according to the quality standards

established. It is important that the managers understand that interventions

should be limited to certain situations because too much intervention could

negatively impact employees perception of leadership.

8) Power sharing:

Participative leaders need to share the decision making power using a

variety of methods and tools such as decision making meetings, quality

circles,committees,surveyfeeback,or suggestion systems in order to enable

employees to use and apply the information and knowledge effectively.

110

42

CHAPTER 3: METHODOLOGY

3.1 Introduction

This chapter handles logical arrangement of how data shall be collected for this study on

the Impact of Organizational leadership on employee motivation and creativity. It

describes the research methodology, design, sources of data and the sampling size

technique and how sample size shall be determined. The researcher hopes that this study

can assist organizations to come up with appropriate leadership styles and factors that

will help to impact employee creativity and innovations in work environments.

3.2. The Research methodology

Figure 1: Scientific Research Proposal Flow Chart

42 Lawler(1998) Strategies for high performance organisations,Jossey Bass Pub:San Francisco,

Ledford,E.G(1993) Employee involvement, Lessons &predictions,Jossey Bass Pub:San Francisco

Peck(1988) Sustainable peace, The role of the UN & Regional organoisations,Academy of management

review,V24,286-307,

Spritzer G (2005) A role for organizations in sustainable peace at the 2005 National academy of

management meeting August 7010:Hawaii

111

Source: Universidad Azteca International

The methodology used for this research for the collection of data is mainly survey

method based on secondary and primary sources of data. Qualitative research

methodology shall be used to collect samples and procedures used to achieve the aims

and objectives of this research. A set of interview questionnaires with 25 questionswere

structured in order to get data from a sample of junioremployees of CFU as well a

questionnaire of 30 questions directed to managers/Leaders. A comparable research

shall be employed of various kinds of leadership styles and how they have affected the

performance of the organization in terms of Impact of leadership on employee

motivation and creativity.

Besides an action research methodology shall be undertaken on selected leaders of

Conservation Farming UNIT (CFU), Western Region a case study in order to determine

their leadership styles impact on employee creativity and innovation. The main reason

for choosing qualitative research method aim to retrieve supporting data, meaning and

results originally of the research context.

Ask a question

• RSEARCH QUESTION

Resarch existing sources

• THEORETICAL APPROACH

Formulate a hyphothesis

• METHODOLOY

• RESEACH DESIGN

• HOW

Design & conduct

study

Draw conclusiions

Report results

112

It can assist researchers to a great extent when the subject of it is unclear, relatively new

or changing overtime. The use of qualitative can provide narrative description of the

researchers understanding of leadership theories and provide a human side of the

leadership issue through employing a combination of observations, interviews and

literature reviews.

3.3. The research design

The research design embodies the blue print for the collection, measurement and

analysis of data related to the research questions. Theprocedural description adopted in

carrying out this research shall be outlined mainly based on survey methods.

Theresearch shall be done in two phases firstly to get data from junior employees as

alluded to in the methodology on how managers impacttheir employee’s motivation and

creativity. There after a set of questions shall be administered to managers as well so as

to provide a comparison with the relative effect of theories across.

According to Ragin and Rubinson (2011) comparative methods can be portrayed as

a,“bridge between qualitative (case oriented) research and quantitative (Variable

oriented) research. “Using comparative methods not only can help researchers to

provide answer to their research questions using concepts,variables,and cases that are

relevant, butalso, it can help researchers to develop and test theories through the analysis

of reciprocal relationship between different cases.

There is need for comparison tobe defined and recognized in order to compare

transformational leadership with participative leadership applications by managers and

how junior employees are impacted by organizational leadership employee motivation

and creativity in order to enhanceinnovation. Inorder to measure leadership styles

variables such as motivation andcreativitywas analyzed. Research questions were

designed based on the hypothesis or objectives of the study.

There are various questions that are commonly used by various schools of leadership

touching on diver’s kinds of leadership styles however, thisresearch will bring out

113

questions that will try to incorporate various leadership factors for the purpose of this

research. For this purpose the leadership survey on junior employees (Appendix 2 and

for leaders /managers’ survey appendix 3 are prepared in regard to provide a

comparison.

The Questionnaires were composed of two parts;

First part general questions about the interviewee such as information on gender,

age, number of years in the organization and position of the employees.

Second part will ask 26 questions among them open and closed questions in

order to retrieve the impact of various kinds of leadership approaches.

This approach relates to both subordinates and managers questionnaires

43

3.4 The source of data

The main source of the research data was generally obtained using various sources such

as on online search, library and literatures review based on various sources of

researchscholars have done on different aspects of leadership and factors that affect each

one of them and how they can be used effectively to impact organizational leadership on

employees motivation and creativity that will spur organizational innovation.

Some primary data were collected from CFU website andcorporate managers on the

objectives of this organization and the leadership structure and how effectively they use

their leadership structures to manage subordinates who will entailstir change to their

target group in order to ensure objectives of the organization are fulfilled. The essence

of this approach was to help in gettingfirst-hand information on the organizational

leadership and management skills of the selected case study.

43Regin,C.C& Robinson C (2011) Comparative methods, International encyclopedia of political science,

Sage pub: London

114

Other secondarysources included questionnaires, personalinterview, observations and

librarysearch as alluded to in the introduction. However field study involving the use of

questionnaires and schedules of interviews were applied in order to obtain, reinforcing

and cross checking the relevance of the data collected before a final report was written.

These questions were designedrelating to the objectives of the research approved by the

ResearchSupervisor.

The interviews were two fold in nature for the randomly selected junior employees 5 out

of 23 employees and 2 out of a representation of 7 Leaders core group in the CFU

regional Management. The collection of this data through personal interviews were done

in Kabwe when all the Regional Staff met for Staff meeting. A copy of this

questionnaire is on appendix 2 for junior employee’s questionnaire with 25 questionsand

appendix 3 for Managers or leaders’ questionnairewith 30 questions so as to compare

the results.

3.5 The sampling size technique

The criteria of sampling included the following:

1) Conservation Farming Unit a service providing organization.

2) It involves the employment of 23 staff in the Region and also 2 Managers.

3) The organization uses technical methods to promote Climate Smart

Agricultural techniques.

4) This company is located in Kabwe Zambia were the case study was done at

CFU Regional office. This ensured adequate coverage of participants in the

survey.

115

3.6 The determinant sample size

A random sample was selected by listing the names of all the 23 staff in the box

on separate small pieces of paper and pick names randomly after shaking the

container each time when picking by a blindfolded independent person. This was

a simplest, convenient and bias free selection method.

The Chi-Square Test was selected to judge significance of the population

variance of the sample size selected according to Kothari (1990).

The formula is: n = N

1 + N (e) 2

Where:

N =desired sample size

N = Size of the population

E = Limit of error tolerance which is assumed to be 5% (0.05)

116

Computing with the above formula, the number of questionnaires to be

administered was obtained as follow based on 23 as total number of

subordinates employees:

N =23

E = 5% or 0.5

N = 23

1 + 23 (0.05)2

N = 5.29

N = 5

Thus we administered 5 questionnaires In order to arrive at a statistically valid

conclusion.

Following the same formula questionnaires to be administered to the

managers/Leaders were:

N = 7

E = 5% Or 0.5

N = 7

1 + 7 (0.05)2

N = 0.49

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N = 1

Thus total number of questionnaires to be administered to the Managers/Leaders

is one.

CHAPTER 4: EMPIRICAL ANALYSIS

4.1 Introduction

The previous chapter presented the procedure through which the research methodology,

searchdeign, sources of data, the sampling size technique and the determinant sample

size were carried out. However this chapter will focus on the empirical analysis of the

data, the instruments of data collection, techniques of data analysis, methods of data

presentation and the data analysis from respondents.

4.2.The Data analysis

This chapter provide a comprehensive analysis of the findings retrieved from theresearch

methodology undertaken in two ways in order to drive at the right conclusion. As earlier

118

alluded to the findings were retrieved in two ways after using a Chi-Square test

methodology to come up with a sample size. The two phases are:

1) Action research directed to five subordinates who were selectedrandomly. A

questionnaire was designed to assess organizational leadership on employee

motivation and creativity. This analysis with set of guidelines was designed to

respond to the hypothesis and objectives of the research.

2) A comparative research analysiswas designed directed to the Managers/leaders

to propose the most appropriate leadership style for employee motivation and

creativity and identify any problems that will arise to poor methods of

organizational leadership comparing to the subordinatesresponse. A total of 1

Manager out of two Managers were interviewed and 1 supervisor out of three

also were interview based on the determination of the sample size using Chi-

Square method.

4.3 The instruments of data collection

The following were instruments used in the collection of data in this research:

25 item questionnaires. This included fill in questions and multiple choice

questions and ranking of answers.

The questionswere designed in a simplified and self-administered manner to

avoid ambiguity and any technical details.

The questionnaire was drawn to help assess the motivation levels and creativity

of subordinates also the leadership styles of managers and supervisors and also

general information on aspects of employee’s motivation.

119

The research population of this research is composed of 23 employees of a

selected private company CFU.

4.4 The techniques of data analysis

Table 4.1:The list of selected categories of interviewee and company

The table below categorizes the phases of the survey and number of persons and

questionnaires administered in each category.

Category NO.of

Interviewee

Name of company Nature of Business

1 Subordinates 5 CFU Western Region Climate smart

technologies

2 Manager/Supervisor 2 CFU Western Region Climate smart

technologies

Table 4.2: The number of questionnaires administered and collected

Category of

Interview

No issued No

collected

Total Percentage

Subordinates 5 5 5 100%

Manager/Supervisor 2 2 2 100%

The table above shows the total number of 7 questionnaires administered and distributed

to 7 persons. The total number administered was returned and the analysis will be based

on the 7 respondents

4.5 The methods of data presentation

120

Simplified tables containing statistical records in row and column formation was

used.

The Chi-Square technique was used to test the hypotheses for the difference

between a set of observed frequencies and a corresponding expected frequency.

Theformula is as started below:

X2 = (0-e) 2

E

Translating as:

X2 = CHI square

O = Observed data

E = expected data

4.6 The data analysis from respondents

This data will be presented in this way. This section will analyses each question and the

response from every participants sampled. This will be in two phases the first section

will analyses 5 respondents from the subordinates and in the other section analysis from

2 Managers/supervisor respondents. The essence is for the researcher to determine the

extent of motivational and creativity levels of the subordinates and what factors

determine that motivation. The managers/leaders survey is to consolidate the research

findings by analyzing the kind of leadership that impact on subordinates motivation and

creativity.

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SECTION A

SURBODINATES RESPONDENT

4.7 Introduction:

This section summarizes responses from every individual questionnaire administered to

junior employees.

Question 1: Sexof the employee

Table 4.3 Sex of Staff respondents

NO OF RESPONDENTS

SEX %

Female 2 40

Male 3 60

Total 5 100

2 respondents representing 40% of the total respondents are female while 3 are male

respondents represents 60%.More males than females were captured in the interview.

Question 2: Age of employee

The age group is mixed the organization is composed with age distribution from those

from 18-20 at 20%, then 30-40 as well at 20% and 40-50 years at 60% as the table

below indicates:

Table 4.4: Age distribution of workers

NO OF RESPONDENTS

122

AGE %

18-29 1 20

30-40 1 20

42-50 3 60

51-60

61-70

TOTAL 5 100

Question 3: Education background of interviewee

College 20% is account for those possessing secondary or high school certificates and 80% of

the sampled account for College level Diploma as the table below shows:

Table 4.5: Education possessed by respondents

NO OF RESPONDENTS

LEVELS %

Secondary certificate 1

College Diploma 4

Degree

Others

Total 5 100

Question 4; Position

All the officers sampled at 100%, a representative of 5 respondents surveyed are Field officers as

the table indicates below:

Table 4.6: Position held in the organization

NO OF RESPONDENTS

POSITION %

5 Field Officers 100

123

Question 5: Period of service

This deals with longevity of staff in the organisation.60% of the sampled are under one

year and 1 -3 years account for 20% and 4-5 years account for 20%.This shows there is a

more entrants of new staff in the organizations due to its expansion programs as the table

below shows the sampled respondents

Table 4.7: Longevity of staff service

NO OF RESPONDENTS %

YEARS

Under 1 year 3 60%

1-3 1 20%

4-5 1 20%

Above 5

Total 5 100

Question 6: Training

Out of the 5 sampled a representative of 100% confirmed theorganization has been

conducting internal trainings to equip the staff with the latest information and technical

expert in the promotion of Smart farming activities. The table below gives more details:

Table 4.8: On job training of respondents

NO OF RESPONDENTS

Yes 5 %

124

NO

Total 5 100

Question 7: Motivation

The ranking are as follow 0 is for no motivation at all, 1 Poor motivation, 2 is average

motivation, and 3 account for good motivation while 4 is very good motivation and 5

excellent or satisfactorily motivation. The table 4.9 shows 80% of the sampled

respondents level of motivation is good.20% account at very good motivation level. This

indicates there is no staff who is completely demotivated or dissatisfied with the

organization:

Table 4.9: Rating level of interviewee motivation

NO OF RESPONDENTS

Ranking Levels of

motivation

%

0

1

2

3 4 80%

4 1 20%

5

Total 5 100

Question 8: Delegation

100%of those sampled and shown in the table 4.10 account for those who agree that

managers/Supervisors delegate them to do certain duties. This creates confidence in the

staff operations and dedication to the organization. Check the table below:

125

Table 4.10: Managers/Supervisors duty delegation

NO OF RESPONDENTS

Do the managers delegate? %

Yes 5 100

No 0

Total 5 100

Question 9: Authority

Delegation is not good enough it has to be backed up by authority. This entails

subordinates are entitled to make independent decisions on behalf of the organization

meant to meet the objectives and goals of the organisationa.These table 4.11 indicates

100% of those sampled agreeing to the fact that delegation is accompanied by authority

within their jurisdiction.

Table 4.11 Delegation backed by authority

NO OF RESPONDENTS

Delegation with authority %

Yes 5 100

No 0

Total 5 100

Question 10: Managers/Supervisors involvement in daily work

The ranking are as follow 0 is for no Involvement, 1 Poor Involvement, 2 is average

Involvement, and 3 account for good Involvement while 4 is very good Involvement and

5 excellent or satisfactorily Involvemet.Thus, the table 4.12 indicates 40% of the samples

indicates that the managers/Supervisors rate of involvement is good while 40% sampled

also indicates the involvement in daily activities of managers and supervisors at very

good and at 20% indicates excellent or satisfactorily.

126

Managers/Supervisors of organizations are supposed to be involved in daily activities of

their staff in order to lead as example and build confidence and give direction to their

staff. This compel staff to work with focus and realize the dreams of the

organisation.One of the respondents chose the scale,0-2 indicating that the leaders are

strongly involved in daily activities of the organisationa.These affirms leaders dedication

to their organization.

Table 4.12 Managers/Supervisors involvement in daily work

NO OF RESPONDENTS

Ranking levels of

involvement

%

0

1

2

3 2 40

4 2 40

5 1 20

Total 5 100

Question 11: Relationships

The ranking is as follow 0 being NO relationships or worst relationship and 5 being the

best or excellent relationships. The table 4.12 shows 20% sampled indicating good

relationships with managers/Supervisors, 80% is rated as very good. This is an indication

of cordiality and is very cardinal in the success of any business. This promotes warm

relations that impact highly on the results. None of the sampled staff hinted on worst

127

relationships which is a very good indicator for the organisation.Good relationships

promotes effectiveness and readiness of workers to take up responsibilities at work

effectively.

Table 4.13 Staff relationships with managers/Supervisors

NO OF RESPONDENTS

Ranking levels of cordiality %

0

1

2

3 1 20

4 4 80

5

Total 5 100

Question 12: Work environment

The ranking is as follow 0 is for worst or unsuitable environment while 5 is for best or

satisfactorily or suitable working environment.40% of the workers sampled indicated

that their working environment is good,20% indicated working environment as very

good then 40% indicated working environment at its best. This is a two way kind of

looking at the situation. This environment could mean internal or external environment

of which the latter is the focus of the question such that internal may deal with

relationships and matters patterning to emoluments however the specific indication of

this question is the target group of operations. The rural communities or the environment

of the operational areas. None of the sampled indicated the environment they work in as

unsuitable this is an indicator that promotes motivation and creativity of the staff. See

table 4.14 below:

Table 4.14 Conduciveness of work environment

NO OF RESPONDENTS

Ranking levels of %

128

conduciveness

0

1

2

3 2 40

4 1 20

5 2 40

Total 5 100

Question 13: Salary

1 respondent representing 20% is dissatisfied with wages of the organization while 60%

feel the wages are good, and 1 representing 20% indicated salaries are at their best. So in

total 80% are satisfied with present salaries the organization offers. Based on non-

satisfaction, unsatisfied workers may not perform their jobs credibly and these no doubt

would affect the objectives and efficiency of the organization. Check table 4.15.

Table 4.15 Salary satisfaction of workers

NUMBER OF

RESPONDENTS

Ranking levels of salary

satisfaction

%

0

129

1 1 20

2

3 3 60

4

5 1 20

Others 5 100

Question 14: Have you been Promotion since joining this Organization?

Many staff are at different levels of working for this organization. Earlier sampled

results on staff longevity at the organization indicated 60% of the sampled are less

than a year and 40% sampled are between 3- 5 and above 5 years. However all the

sampled staff indicated that they have not been promoted since joining this

organisation.It could be either they are new in the organization or vacancies for

promotion are limited? Check table 4.16.If this not checked for deserving staff it can

lead to demotivation of staff and affect efficiency and performance levels in the

organization.

Table 4.16 Promotion of staff in the company

NUMBER OF

RESPONDENTS

Have you been promoted

since joining this

%

130

organization?

Yes 0

NO 5 100

Total 5 100

Question 15: What decides who to be promoted?

20% of the staff sampled were of the opinion that promotion of staff is based on

years of service and input to the organization at 80%.This is a good indicator as

opposed to using favoritism and tribalism to be the main anchors of

organisationa.These leads to a dissatisfaction of the staff meaning no set goals or

objectives of the organization can be met in that situation. Check Table

4.17.However, no chief executive discretionwas mentioned though he plays a major

role in assessing the staff deserving promotion based on the input to the organization

in meeting its objectives.

Table 4.17 Factors that determine promotion

NUMBER OF

RESPONDENTS

131

Scale Ranking Scale of

determination(0-5)

%

Year of service 1 20

Input to the company 4 80

Favoritism 0

Chief Executive

discretion

0

Others 0

Total 5 100

Question 16: Describing the general performance of the company

60% of respondents surveyed indicated that the company performance is very good

and 20% further agree that their company performance is exceptional. Check Table

4.18.If the company performance is outstanding is an indication that the staff is

motivated and creative enough to meet the company objectives.

Table 4.18 Company performance ranking

NUMBER OF

RESPONDENTS

Ranking levels of

Company performance

%

0

1

2

3

4 3 60

5 2 40

Total 5 100

Question 17: What is responsible for this level of Company performance as in

question 16?

132

Table 4.19 responses are based on how good or bad leadership affect the

organisaton.However the exceptional performance of the organization is attributed to

team work as cordial working environment enhances responsibility. Participatory

kind of leadership approach were every staff is given due respect to contribute freely

to the performance of the organization is a good leadership approach. Training of

staff is another important aspect in improving the skill of the staff. However there

are many other factors that contribute to good performance of its subordinates based

on good leadership principles as discussed in the literature review.

Table 4.19 Company Performance evaluation

NUMBER OF

RESPONDENTS

General observations %(respondents)

1. Team work

2. Participatory extension

approach

3. Inclusiveness of staff

4. Staff involvement

5. Training and staff

participation

Total 5 100

Question 18: How do you describe Leadership style of the Company?

133

100% of the surveyed respondent attested to the fact that the leadership style of the

sampled Region is participative. Each staff is given roles or room to contribute

positively to meeting the objectives of the organization.

Table 4.20 Description of the leadership style of the company

NUMBER OF

RESPONDENTS

Style of leadership %

Autocratic

Participative 5

Total 5 100

Question 19: Do you think your fellow staff are motivated in response to

their contributions and effort?

This is through observation and interaction staff have with each other can help

tell a story about their motivation level. The table 4.21 shows 1respondent

representing 20% indicating that other staff may not be motivated. While 80%

indicates that the staff motivation level is good. Check Table 4.21.This calls for

leaders not to leave anyone behind. Through the performance measurement

systems in place management should detect lagging behind and demotivated staff

and find means of motivating them so as to meet their individual expectations.

Motivation may not be only in the areas of monetary it could be an issue of

relationship or poor working environment or indeed personal matters. The leader

should be skillful enough to help the staff and move together as a team in

meeting objectives and goals of the organization.

Table 4.21 General staff motivational level

134

NUMBER OF

RESPONDETS

Ranking of general staff

motivational level

%

0

1

2 1 20

3 4 60

4

5 1 20

Total 5 100

Question 20: Is there Performance measurement system existing in the

company?

Table 4.22 indicates that 100% of respondents agreed to the fact that CFU has an

existing performance measurement system administered to each staff periodically.

Each staff has to assess themselves and then supervisors give feedback to each staff

based on individual assessments. It is a user friendly tool to motivate operational

optimum of the staff.

Table 4.22 Performance measurement system 0f the company

NUMBER OF

RESPONDENTS

%

Yes 5 100

NO 0

Total 5 100

Question 21: Are these measurements as indicated in Q20 effective?

135

This is a follow up question from the previous question. The 100% of the sampled

staff indicated that the measurement tool is effective because staff themselves assess

their performance level. Howeverfollow up questions may be looked at by the

researcher what measures does the organization take as follow up on these

performance measurement tools? Are letters of appreciation or small presents or

promotion done as a result of following up on those whose performance is

outstanding or these are just mere measures without impact?

Table 4.23 Effectiveness of the measurement system

NUMBER OF

RESPODENTS

%

Yes 5 100

NO 0

Total 5 100

Question 22: What factors would enhance performance in your organization?

80% of the sampled responded by ranking that participation leadership and proper

motivation of staff can enhance performance in the organization while 20% also

responded that free flow of information and personal recognition of staff contributions

to meeting objectives of the organizations are factors that enhance performance as

opposed to recruitment of educated and experienced managers/leaders outside the

organization or research and development of its own organizational staff.However

besides these factors the research also alludes to the fact that development of staff is the

best way to build a team that can do much in making a difference in their work

environment. See Table 4.24

136

Table 4.24 Factors enhancing organizational performance

NUMBER OF

RESPONDENTS

Factors Ranking factors %

Recruitment of well-

educated experienced

managers/leaders

Participative leadership

and proper motivation of

staff

80

Research and

development

Free flow of information

and personal recognition

20

Improved technology

application

Total 5 100

Question 23: Do your manager/Supervisor motivate you?

Table 4.25 shows a 100% of respondents indicating that managers/Supervisors

motivate them. It is however the responsibilities of managers/Supervisors to provide

a kind of leadership that spur greatness in their followers. Leaders who are not self-

centered but promote a team spirit by working through the team in order to fully

realize the expectations of the organization.

137

Table 4.25 Manager/Supervisor motivation

NUMBER OF

RESPONDENTS

%

Yes 5 100

NO

Total 5 100

Question 24: What can the manager/Supervisor do in order to improve the

employee’s level of creativity and innovation?

100% of respondents gave views on how they feel on ways they feelcan promote

creativity and innovation in the work environment of the staff. These below are

views as tabled on Table 4.26 below:

Enhancing training: This should be need tailored to fill gabs of technical

exparties.Training develops the skills of the staff in a long run provide

efficiency.

Motivating and delegation skills: Leaders should come up with motivating

incentivesin order to stir positive competition among the staff.

Staff appreciation for work well done is another incentive that promotes hard

work. Peopleare paid for work done but management going an extra mile in

recognizing personal effort in a good leadership skill.

Staff exposure visits is another incentive that can create enthusiasm for

creativeness and innovation in the staff. Learning experiences from other

environments is an important aspect in motivating staff.

138

Table 4.26: The role of managers/Supervisors in improving employee’s

creativity and innovation

NUMBER OF

RESPONDENTS

General Suggestions %

1. Enhancing training

2. Motivating and delegating

3. Delegating and

appreciating staff for

work well done

4. Enhancing staff training

and exposure visits

5 More training and

exposure visits

Total 5 100

Question 25: In your own view what impacts organizational leadership on

employees’ motivation and creativity?

The respondents gave personal views on what impacts organizational leadership on

employees’ motivation and creativity as shown in the Table 4.27.The following are the

responses:

Improved productivity

,Improved performance leading to higher productivity,

improved productivity and efficiency,

Hard work and commitment of staff

However, the researcher understanding of the above points is that as result of a

motivated and creativeness of staffin turn become productive and efficient in their work

output.

139

Table 4.27: Employee motivation and creativity

NUMBER OF

RESPONDENTS

General suggestions %

1. Improved productivity

2. Improved performance

leading to higher

productivity

3. Improve productivity and

efficiency

4. Improved efficiency

5. Hard work and

commitment of staff

Total 5 100

SECTION B

MANAGERS/SUPERVISORS RESPONDENTS

4.8 Introduction

This section summarizes responses from questionnaires administered

toManagers/Supervisors.

Question 1: Sex of Manager/Supervisor

The table 4.28 indicated that the total number of managers selected for the survey were

two a representative of 100% response.

140

Table 4.28 Sex of interviewees

NUMBER OF

RESPODENTS

SEX %

Male 2 100

Female

Total 2 100

Question 2: Education standard of interviewee

The highest form of education attained by manager/supervisor respondent was a

representative of 50% a diploma and another representative of 50% a degree. There are

no managers/Supervisors that recorded a high school certificate or a college certificate

among respondents as Table 4.29 shows: Education is important it enables managers to

understand things easily. Nature and nurtured leaders is an important aspect as born

leaders may be they need to be schooled in order to improve their skill and meet the

demand of today’s management skills.

Table 4.29 Highest Education attainment of the manager/Supervisor

NO OF RESPODENTS

LEVELS %

High school certificate

College certificate

Diploma 1 50

Degree 1 50

Others

Total 2 100

141

Question 3: How long have you been with this organization?

Duration or longevity of staff working for the organization is imperative because it

shows the stability of the company in returning staff as well the experience of staff as a

result of sticability.50% of the manager/Supervisors have been with the organization

between 4-5years and 50% have worked for over 5 years. Check Table 4.30:

Table 4.30 Years of service in the company

NUMBER OF

RESPODENTS

Years %

1-3

4-5 1 50

5 above 1 50

Total 2 100

Question 4: Are your junior staff motivated according to your observations?

The ranking are as follow 0 is for no motivation at all, 1 Poor motivation, 2 is average

motivation, and 3 account for good motivation while 4 is very good motivation and 5

excellent or satisfactorily motivation. Thus the results on Table 4.31 shows 100% is

very good ranked at 4 according to their observations and experience with the staff.

142

Table 4.31: Junior staff motivation assessment

NUMBER OF

RESPONDENTS

Ranking level of

motivation

%

0

1

2

3

4 2 100

5

Total 2 100

Question 5: Mention factors supporting your answer in question 4?

The factors supporting the answer in question 4 on junior staff motivation being

satisfactorily are:

That the organization wages are competitive

The staff are provided with gadgets such as phones, tablets to easier their

communication and work.

The staff are provided with conducive transport to help in meeting their targets.

Fuel is provided timely.

These are incentives that improve the motivation of staff. See Table 4.32

143

Table 4.32 Factors enhancing motivation in the staff

NUMBER OF

RESPONDENTS

POSITION General observations %

Manager Good salary scale

Supervisor Salary,transport,phones are

incentives for motivation

Total 2 100

Question 6: The manager/Supervisor involve one or more Staff in decision making

however they make final decision.

The manager ranked 0 as for No involvement of staff and 5 as highly involving staff in

making decisions for the organization of which managers give a final decision.100% of

managers a representative of 2 selected for the survey agreed that managers involve the

staff in decision making however they make a final decision. See Table 4.33:

Table 4.33 Staff involvement in decision making ranking

NUMBER OF

RESPODENTS

Ranking levels of staff

involvement in decision

making

%

0

1

2

3 1 50

4

5 1 50

Total 2 100

144

Question 7: I always make decisions on my own without support from my

subordinates.

Table 4.34 shows a follow up question were a representation of 100% of managers

selected for the survey indicated that they don’t make decisions on their own without

engaging their staff.

Table 4.34 Manager/supervisor make own decisions without anyone support

NUMBER OF

RESPONDENTS

%

Yes

NO 2 100

Total 2 100

Question 8: I guide my employee on what has to be done and how to do it

The managers rank highly indicating that they guide employees on what is to be done

and how to do it.These are good practices of fervent leadership. Thus, 100% of

managers/Supervisors support their staff in their daily activities. Check Table 4.35.

The principle of behind guiding the staff is to give them confidence and support to do

what is right. A leader walks through with their staff.

145

Table 4.35 Staff Guidance

NUMBER OF

RESPONDENTS

Ranking levels of

guidance

%

0

1

2

3

4 1 50

5 1 50

Total 2 100

Question 9: I ask employees for their vision of where they see their jobs going and

then use their vision where appropriate.

100% of respondent’s managers and Supervisor agree to the fact that they ask for

employee’s vision of where they see their jobs going and use their vision where

appropriate. The researcher feel a good leader broadcast his or her vision and their

subordinates should carry the Vision. Strategic management formulate the vision of the

organisation.Leadership or managers role is to simplify that vision so that their staff

would be able to attest and run with it.Therefore, it may not be a good management

practice to ask the vision of their subordinates where they are going and how they see

their jobs. Check Table 4.36:

146

Table 4.36 Seeking staff Vision and direction

Number of Respondents

%

Yes 2 100

No

Total 2 100

Question 10: I base my work to motivate employee’s creativeness and innovation.

The managers/Supervisors ranked very good that they base their work to motivate

employees’ creativeness and innovation. Managers ask employees to perform certain

tasks. It takes leaders to show employees how best to do it in an environment to create

motivation in the staff to realize the objectives and goals of the organization. See Table

4.37:

Table 4.37 Work based on motivation

Number of Respondents

Ranking work based on

motivating staff

creativity & innovation

%

0

1

2

3

4 2 100

5

Total 2 100

147

Question 11: Each individual staff is responsible to define their job

The managers/Supervisors rate highly the fact that they let each of their staff to define

their jobs. This entails that the junior staff are allowed to expand on what they are

expected to do in such a way that it makes them to meet their objectives as opposed to

red type of management were staff stick to rules and stipulations of the organization has

to be done within the acceptable norms without injuring the reputation of the

organisation.See Table 4.38:

Table 4.38 Staff defining their job

Number of Respondents

Ranking level of staff

defining their job

%

0

1

2

3 1 50

4 1 50

5

Total 2 100

Question 12. I like the power that my leadership position holds over my

subordinates.

50% of a respondent ranked low to the fact that theydon’t like the power given. It is not

enough to carry out their decisions in improving the warfare of the staff. The other 50%

of the managers feel the power they have is good enough to enable them carry their

duties effectively. However it has to be accepted by managers/supervisors that power is

not to be abused but used to improve the working environment of the staff. When leaders

abuse their power subordinates work in fear and when that happens they will be

demotivated and no tangible results can be realized under such a climate.

148

Table 4.39 Sufficiency of Power over subordinates

Number of Respondents

Ranking levels of power

over subordinates

%

0

1 1 50

2

3

4 1 50

5

Total 2 100

Question 13. I closely monitor my employees on what has to be done and how to

do it.

100% a representative of 2 managers surveyed agreed to the fact that they monitor

on what is to be done and how to do it.Monitoring is an important aspect in

leadership. A leader has to know what their staff are doing and whether they are

doing right or not. It is not wise for a manager to yell at the subordinates who fail to

perform to their expectations when they were not there to give them support in the

initial stage. A leader monitor and give feedback to their staff timely. See Table

4.40:

149

Table 4.40 Employees monitoring

Number of Respondents

Ranking levels of

employee monitoring

%

0

1

2

3

4 1 50

5 1 50

Total 2 100

Question 14. Is the work environment conducive for your staff rank the level of

conduciveness?

Ranking 0 as worse or not conducive while as 5 stand for very conducive or

satisfactorily environment.100% managers indicated that the work environment is

good or conducive for the staff. Check Table 4.41

Table 4.41 Conduciveness of work environment

Number of Respondents

Levels of conduciveness %

0

1

2

3

4 1

5 1

Total 2 100

150

Question 15. What is your relationship with your subordinates?

Ranking the relationship levels.100% of managers/Supervisors shows that they have

a cordial relationship with their surbodinates.The is imperative in that personality

should not be the center of focus in management but work. People are different as

each one may have different temperatments.This may not be the basis of judging the

employees. Managers should separate individuals from work and center on building

relationships that will help build the organisation.See Table 4:

Table 4.42 Manager/Supervisor relationship with subordinates.

Number of respondents

Ranking level of

relationships

%

0

1

2

3

4 1 50

5 1 50

Total 2 100

Question 16. Are you motivated in your organization?

The ranking are as follow 0 is for no motivation at all, 1 Poor motivation, 2 is

average motivation, and 3 account for good motivation while 4 is very good

motivation and 5 excellent or satisfactorily motivation.50% managers indicates that

they motivation level is good and the other 50% also indicates that the motivation

level is excellent or satisfactorily. Check Table 4.43:

151

Table 4.43Self-Motivation assessment

Number of Respondents

Levels of motivation %

0

1

2

3

4 1

5 1

Total 2 100

Question 17. What decides who to promote in your organization.

Table 4.44 indicates responses from respondents on what factors determine staff

promotion in the organisation.The highest rank was Input to the organization as opposed

to year of service, favoritism or directors discretion .100% of the managers/Supervisors

were of the view that above all what an employee put into realizing the objectives of the

organization is far much more important than any other aspects. This calls for every

employee to be motivated, Creative and innovative because there input would not be left

UN compensated eventually.

152

Table.4.44:What decides staff promotion in your organization?

Number of respondents

Scale Scale determining

promotion of staff

Rank 0-5

%

Year of service

Favoritism

Directors discretion

Input to the organization 2 100

Total 2 100

Question 18. How do you describe the general performance of your company?

0 is ranked as poor or worst performance while 5 is ranked as excellent or satisfactorily

performance.5O% of the respondent representing one respondent indicated that the

performance of the organization is very good while the other 50% of the respondent

indicated that the performance is excellent or satisfactorily. Meaning that the

organization is meeting the intended objectives and goals as set.

Table 4.45 Performance of the Organization

Number of Respondents

Scale of performance %

0

1

2

3

4 1 50

5 1 50

Total 2 100

153

Question 19. What do you think may be responsible for this level of performance

indicated in question 18?

The managers/Supervisors indicated the following reasons below as being the factors

motivating performance of employees as indicated in question 18:

Hard work of staff they put in.

Management by objective

Team work

Agriculture is a source of livelihood hence initiatives taken towards this sector

receives much more support. Check Table 4.46:

Table 4.46 Factors affecting company performance

Number of respondents General Observations % Respondents

1. Hard work,reliable,team

work, management by

objective

2. Agriculture is a reliable

industry that feed nations

and we are found in all the

most producers provinces

of maize

Total 2 100

154

Question 20. Are there performance measurement existing in your company for all

staff?

100% of respondents representing 2 managers/supervisors agree that the organization

has staff measurement system where staff are assessed of their performance they put in

periodically. See Table 4.47:

Table 4.47 Existence of staff performance system

Number of Respondents %

Yes 2

NO

Total 2 100

Question 21. Are these performance measurement effective if Yes or No support

your answer?

100% of the surveyed managers/supervisors agreed that the performance measurement

system is effective due to the following reasons:

This is a continues staff appraisals were staff are given feedback timely.

Staff evaluate themselves and managers give them feedback.

This is essential in that for work to be done effectively the staff have to be well

versed with the technical know-how and motivated enough to move forward in

meeting the objectives of the organization. Check Table 4.48:

155

Table 4.48 Effectiveness of Performance measurement of staff

Number of Respondents General Observations %

1. We have continuous staff

appraisals

2. Staff evaluate themselves

and feedback given

Total 2 100

Question 22. What factors will enhance organizational performance in your

company?

100% respondents gave view on factors that enhance organizational performance in the

organization such as the following:

Defined objectives and goals.

A hard working motivated, creative and innovative force.

Collaboration with other similar organization doing having similar objectives

and goals.

Employing more staff to meet the demand of service on the ground.

Table 4.49 Factors enhancing organizational performance.

Number of Respondents Personal views % Respondents

1. Defined objectives and

goals, Having a hard

working workforce

2. Collaborating with other

organizations, employing

more staff to impact more

coverage

Total 2 100

156

Question 23. What do you think the managers/Supervisors can do to improve the

level of creativity and innovation in your staff?

There are many things managers/Supervisors can do to improve the level of creativity

and innovation in the staff. Therespondent’ssurvey gave the following views as cardinal:

To allow employees excise freedom to explore things outside the box in ensuring

their targets or objectives are met.

To allow staff contribute ideas to the objectives and goals of the organization.

This is pointing to one important style of leadership participative leadership.

Table 4.50 Improving staff levels of creativity and Innovation evaluation

Number of Respondents Personal views % respondents

1. To allow staff to think out

of box in addition to

guidance given

2. Allow staff contribute

ideas to the objectives and

goals of the organization

Total

2 100

157

Question 24. What factors demotivate you as a manager?

Managers/supervisors are humans. They get tired offended even depressed as a result of

the process of leadership. The following were factors outlined by managers as to what

demotivate them:

Failure in meeting objectives set.

Catchment areas are so big some supervisors require a car as opposed to

motorbike. That is a demotivating factor. See Table 4.51:

Table 4.51 Factors demotivating Managers/Supervisors performance

Number of Respondents Personal views % of respondents

1. Failure in meeting my

goals and objectives

2. Catchment area is big

transport mode not

conducive

Total 2 100

Question 25. In your own view what impacts organizational leadership on

employee motivation and creativity?

The managers indicated the following factors below that impacts organizational

leadership:

All staff should be treated same

Tribalism and favoritismshould be avoided.

Staff should be allowed to contribute and make decisions to theirlevel.

Provide adequate equipment for staff to use in line with their duties.

Attractive incentives and salaries. See Table 4.52:

158

Table 4.52 Personal Views on factors that impact organizational leadership on

employee motivation and creativity.

Number of Respondents Factors enhance

Organizational

leadership motivation

and creativity

%

1. To avoid tribalism every

staff should be treated

same

2.

Allowing junior staff to

make decisions to their

level, Giving them

attractive emoluments and

providing equipment to

support their work.

Total 2 100

159

CHAPTER 5: RESEARCH FINDINGS AND INTERPRETATION

5.1 Introduction

This chapter intends to give a comprehensive analysis of the research findings retrieved

from the research method. These findings are presented into two phases through:

1) Descriptive research study analysis, which intended to find the problem was

directed to subordinates in order to give views on leadership employee

motivation and creativity through guided questionnaires provided.5 employees

were marked for this sample.

2) Comparative and descriptiveresearchanalysis, which wasdirected to

managers/Supervisor which intended to propose the most appropriate leadership

style exhibited by these leaders and how it impacts on employee motivation and

creativity in the organisation.One manager and one Supervisor were marked for

this survey.

3) Literature review and findings of this research will provide additional or

appropriate methods of leadership that will inspire confidence and motivation in

the subordinates that will result in the staff creativity and innovation.

4) In order to address the study’saims, research questions and objectives. The data

collected from each question are presented together with research findings in this

section in detail

160

5.2 Discussion of Research Purpose, aims and objectives

As earlier alluded to in the introductory of this research as well in the literature review.

The Primary aim of this research is to assess the impact of organizational leadership on

employees motivational and creativity.For every organization to meet its objectives it

needs a motivated team through innovative leadership that applies relevant

leadership approaches that are centered on building team spirit an organization

structure that brings about a motivated and creative work force.

The research purpose, aims and objectives are aimed to address challenges faced by

leadership failure to motivate and instill creativity in the surbodinates.The results of

this case study would help improving of companies operations in meeting their goals

and objectives. Leadership plays a major role in any sector in order to meet their

objective.

This researchwas directed to assess the motivational levels of subordinates and what

could be the best leadership model to enhance employee creativity and motivation.

Strategies and factors that will improve operations of a given organization.

The literature review has provide a wider theories on leadership so as to help explore

impact of leadership style on organizational factors such as motivation, creativity

and innovation. However a comparable method was used for leadership survey

compared to responses of surbodinates.As survey so as to come up with solutions to

a motivated team of work force. The findings however shows participative kind of

leadership resolves most of the problems that cause a demotivated team. It possess a

danger if surbodinates.As lose trust in the leader’s ability and organizational

performance.

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5.3 Discussion of research questions, results and findings

This discussion of searchquestions and findings will be linked to the data collected from

the survey and the literature review in order to provide answers to the proposed research

questions. The main purpose of any theoretical study is to provide answer to its research

question. Thus this section will discuss the results and findings gathered from both used

research methods to answer the prevailing research questions:

5.2.1 Question 1

What is the role of organizational structure to instill a motivational behavior?

Based on the results shows that the company is composed of both female and male

counterparts in the promotion of Resilient farming methods to improve livelihood

among farmers in Zambia and across the borders. The company is not restrictive to

males however based on the qualifications both male and female qualify to work for this

organisation.CFU has an open door policy in order to absorb women in this company.

These survey captured a represantive of 40% respondents representing female.

The age distribution of employee varies from18-20 at 40%, 30-40 at 20% and 40-50 at

6o% an indication that the organization caters for both youth’s graduates from learning

institutions also returns experienced adults who have been in the system for some time.

The young men and women ought to learn from the experienced. The adults also have a

possibility to learn from the young onesability. To be a motivated team that is creative

and innovative experience matters. The young and the old have to work together as a

team. All male and female staff are part of the organizational structure. As indicated in

the introduction to this thesis, organizations' structural setup may importantly influence

leadership processes within organizations.

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Thus, an organization structure defines how job tasks are formally divided,

grouped and coordinated. Jobsaregrouped into departments, and departments are

linked to form the organization structure.Organisational structure is the formal

pattern of interactions and coordination designed by management to link the

tasks of individuals and groups in achieving organizational goals. The word

formal in this context refers to the fact that organization structures typically are

created by management for specific purpose related to achieving organizational

goals and hence are official or formal outcomes of the organization function.

Organizations also have informal structures, or patterns of interaction, which are

not designed by management but which emerge usually because of common

interests or friendship.Organisational structure provides leadership model that

provides guidelines(Branch,2002 such as clear definition of

objectives(Crane,1976),holds employees accountable(Branch,2002) and

information sharing(Landsdale,2000).

Organizational structure plays an important role in instilling motivational

behavior in the sense that the structure is imperative to prevent chaos through an

orderly set of reporting relationships and communication channels.Undrestanding

the key design processes and organizational structure helps a person to

understand the larger working environment and may prevent confusion in the

organization.According to John Child alluded to that organizational structure

consist mainly of four elements:

1) The assignments of tasks and responsibilities that define the jobs of

individuals and units.

2) The clustering of individual positions into units and of units into

departments and larger units to form an organizations hierarchy.

3) The various mechanism required to facilitate vertical coordination, such

as the number of individuals reporting to any given managerial position

and the degree of delegation of authority.

4) The various mechanisms needed to foster horizontal coordination, such as

task forces and interdepartmental teams.

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5.2.2 Question 2

What is the role of the organizational structure to instigate creativity among

employees?

According to the company results of the survey 80% of the sampled have college

level diplomas and degress.Besides a20% possesshigh schoolcertificates. Again it

is imperative to understand that 60% of those sampled are under one year of

service meaning that the organization is still expanding and absorbing those flesh

from colleges and also 20% represents those above 1-53years and 20% account

for 4-5 years also that on managers/supervisors response others have served

above 10 years.

These results shows that the staff attained at this organization are educated and

well informed about their expectations. Others are new and others have served

for many years in the organisationa.These essence of this is to bond the team

through participatory leadership approaches awell bonded staff and through

information sharing management create a reward system (Lawler et al, 1998),

Knowledge development and training help to build a creative team (Ledford,

1993), powersharing (Branch 2002) could be useful in the successful

implementation of the organization goals and objectives.

The organizational leadership structure instigates creativity in that way that the

leader provides a lot of guidance about how tasks can be completed while being

highly considerate of employee needs and wants. The best leader is one with high

consideration and a high level of initiative structure (Brooks, 2009.169).Through

CFU management structure, training department provides periodical training to

all staff in order to acquaint them with latest technical information that they need

to disseminate to all intended parties.

164

Training is an important aspect that builds confidence and builds the skill of the

staff and future development of the organisation.It takes a well-informed staff to

become creative by using the same information acquired and think outside the

box in order to provide strategies that enables the staff to meet easily the set

objectives of the company. It is through the leadership structure a leader sets out

a clear and inspiring purpose of the organization so that when employeesare

communicated to clearly they feel there is a greater purpose with their work.

Through this structure employees are recognized of their effort and by so doing

in the end they will be create effective and productive employees. In this relation,

communication and feedback is very important. This builds trust and respect in

the organization.

Moreover it is important for the leader to show involvement with the employees

and their work. When the leader is involved, listens to employees ideas and

understands their needs, it will increase the quality of the work and it will have a

positive effect on the organisation.Studies have shown that there is a positive

relationship between Organizational structure and creativity.

Transformationalleaders use intellectual stimulation and inspiration motivation to

foster organizationalcreativity and innovation (Elkins and Keller, 2003).This

shall be further analyzed in the next question to be discussed.

5.2.3 Question 3

What is the best leadership model to increase the employee motivation?

This study explored various leadership models and theories as you can see on

chapter 1 and 2 and how each one of them have an implication on employees

motivation and creativity that would spur innovation in the organisation.Through

the past decades various scholar have researched on impact of participative

leadership on motivation.Khotimah and Basukki(2005) survey on employees

millennium Hotel in Jakarta showed that there is a significant relationship

between participative leadership and motivation.

165

Their research showed that employees want their bosses to discuss their

decisions with them, to share responsibility and authority, and provide them

with an opportunity to share their ideas in decision making.Wynn(2004)

research numerous open source projects confirmed that most of the studies have

affirmed the significance relationship between participation and both external

and internal motivation.Garcia-Goni,Marotoand Rubalcaba(2007)survey on

health professionals in public health institutions located in six Europeans

countries(Ireland,Isreal,Spain,Sweeden,Netherlands,UnitedKingdom),showed

that it is crucial to make all types of professionals at public health institutions

feel participative and motivated in order to foster innovation to maximize the

benefits in the provision of health service.

In tandem with the above findings this research recorded 80% ranking of

motivational levels of staff at good and 20% as very good. Meaning there is no

staff who is demotivated working for CFU.This entails that there is a cordial

working relationships among staff and their managers. Cordiality is an important

ingredient in the success of the organisation.Good relationships promotes

effectiveness and enhance motivational levels. This study also proves also that

money may not be the only means of motivation but working environment both

internal and external plays a major role in motivating the staff.

The results also shows that incentives that are given to staff to help in their duties

such as phones, tablets to easy collection of data and communication, also mode

of transport and availableresources for fuel also plays a major role in motivating

the staff. About 60% of the surveyed are satisfied with the wages the company

offers and 20% are disatified.Based on the dissatisfied workers may not perform

their jobs credibly and that’s where the best leadership model employed by CFU

comes in with the performance measurement system periodically to assess the

input of the staff and to determine their motivation level and offer solutions.

166

In view of these findings MC Shane(2004) argues that the relationship between job

satisfaction, motivation and performance has been a subject matter of empirical research

for many years, various factors such as

pay,communication,feedback,motivation,coworkerrelations, supervisorystyle, leadership

and many more can have an impact on employees level of motivation.Watson (2009)

argues that even though factors such as pay and benefits are initially important, the most

important determinant factor impacting continued motivation is the positive relation

between employees and leaders. According to Miles and Mangold (2002) job

satisfaction or motivation is facilitated by leaders’ effective supervisory interaction with

followers

“Once employees feel that their work environment is safe, their job is secure and

the pay is adequate, the relationship among peers and leaders affect job

satisfaction and organizational commitment to a larger degree.”

5.2.4 Question 4

What is the best leadership model to enhance employee creativity?

According to the survey findings 100% of respondents agreed that participative

leadership model is the best when appropriately used. This is the model CFU uses in

order to capture all the staff on board and be involves in discussing, analyzing and

giving direction to their day to day activities with the support of their supervisors.CFU

does not exhibit one way sided autocratic kind of management but allows staff to

participate in so doing inculcate a sense of responsibility and such staff become creative

and respond favorably to the tasks ahead of them. Other factors sighted in both studies

directed to subordinates and managers indicated the following:

167

Enhancing need tailored trainings for staff.

Delegation of staff with authority to make decisions.

Appreciating staff where they deserve.

Exposure visits to learn from other situations

And many more are ingredients that can trigger creativity.

Various scholars argues that participative leadership style is the only true humanistic

model to leadership Jong and Hartog (2007).The increasing rate of dynamic changes

inside and outside organizations has encouraged leaders/Mangers to shift the paradigm

of their leadership with focus on employees empowerment in order to achieve

organizational goals (Brown, 2003).

These scholars argues that leaders ability to properly implement participative styles such

as consultation,empowerment,joint decision-making and power sharing, together with

consultative approaches for instance appreciation of followers opinions and ideas in

goals settings and task assignments in planning organizational functions directed to

increase creativity and innovation.

However it is imperative to mention that even though, participativemodel,

employee’smotivation, commitment and creativeness are distinct, and they are highly

interrelated. This means that leaders who are able to implement participative leadership

model effectively will strongly motivated employees to commit to the organizationand

this may lead to higher job satisfactiom.The growth of firms in today’s highly and

competitive business world depends critically on organizations capacity to be creative

and innovative.

Managers in order to remain competitive they need to motivate their employees to be

actively involved in their work in order to generate appropriate and novel processes,

products and approaches. Creativity and innovation is considered as strategic option for

improving the organization and making it more competitive (Morale, 2005).Factors such

as leadership, employee involvement and learning are considered as link between

leadership and creativity.

168

The main reason for this scholars believe leaders need to take an active role in fostering,

encouragement, supporting ad setting the culture of creativity and innovation among the

employees.To effectively raise a motivated and innovative employees leaders need to

ensure that the structure of work environment, the human resource

practices,eg.rewards,resources,goals,and expected evaluations, and the climate and

culture are in place in a way that creative outcomes can occur is crucial(Mumford,2000)

44

44 Brown B.B (2003) Employees organizational commitment and their perception,

Garcia Goni(2007) Innovation motivational in public health professionals,

Wynn ED (2004) Leadership and motivation in open source projects.

Jong &Hartong (2007) How leaders influence employees innovative behavior,Europen journal

management,V10,41-64

169

CHAPTER 6: SUMMARY,CONCLUSSION AND RECOMMENDATIONS

6.1 Introduction

Theresearch was designed to assessing the implications of organizational leadership on

employee motivation and creativity in NQOs in Zambia, case study CFU Central

Region. Throughliterature study available on the subject matter and using comparative

and descriptive research methods. The major objective of this study was four fold to

analyze the extent of organizational leadership model that has affected performance of

the selected organization in this study. To determine the relationship between

leadership and employees relating to enhanced motivation and creativity. To analyze

factors that impact motivation and creativity among employees in the selected case

study. To suggest alternative strategies or modifications necessary to improve

leadership effectiveness.

6.2 Summary of the main findings

The data gathered from literature review was supported in both comparative descriptive

research partsof this qualitative research. Returning to the research questions at the

begging of this study on page 3.It is now possible to state that Participative leadership

may be the most suitable leadership model for improving the level of motivation and

creativity among employees. The findings points out to the fact that there are problems

with vertical styles such as transformational leadership and the autocratic nature of

vertical leadership may negatively impact on motivation eventually no creativity could

be evidenced in workers.

170

6.3 Implications of the findings

Times are changing even if vertical leadership was considered effective in those days it

is possible it cannot be applied and induce expected results in today’stimes. This has to

do with notable changes in social, political and organationalvalues. It is important as

well to note that whether the leader uses rewards and incentives to motivate employees

transactional leadership tries to manipulate supporters to act upon the will of

management which is not a good way of motivating staff. The current trends may reject

any form of manipulation.

Because of factors such as globalization, socialchanges, demographic changes

individualization and digital lifestyle, mightdramatically change leadership in the future

as leadership is dynamic.Thus,leadership of successful organizations should focus on

cultivating a participative decision making environment and setting the culture for

participation if their set goals and objectives have to be met.Horizotal leadership styles

based on democratic decision making not only because these leadership are supported

by the majority of subordinates.

But that better results from other case studies have proved that management engaging

their staff in making their own final decisions have excelled far much better than

autocratic way of doing things that has failed in both political organizationcontexts. For

better results this study has found participative approach to leadership as the only

means to yield better results for a motivated and creative employees.

171

6.4Recommendationsof the study:

This study together with data gathered in the literature view can provide a number of

management implications for organizational improved productivity due to leadership

model that motivate staff and bring about creativity and innovation. Having said sothis

section provides recommendations of the study addressing the challenges recognized in

this research:

1) Strategic management should provide training to its managers and

supervisors tailored on management aspects so that they improve their

working culture and climate of the organisation.Training, learning and

knowledge development plays an important role in relationship in the

leadership and innovation of staff. It is critical for managers to realize

they have to adjust their behavior to social and organisationa.These

are values that will cause the leadership paradigm shift from

individualism to collective, control to learning, self to self in relation

and power over power.

2) The information gathered through the literature review and the survey

conducted indicates that participative leadership may be the most

suitable model for motivating the staff.Subordinatesshould be

empowered with knowledge bank other than on specific

Conservation/agriculture techniques but also in other Agriculture

basics so as toappreciate Agriculture as a whole for those who may

not have these basics. Employees who are well motivated and know

what they are doing will be creative and innovative in their

dispensation of duties. Hence manager need to study horizontal

leadership styles such as participative and use these leadership styles

were applicable in order to enhance the existing levels of motivation

and innovation in the organization.

172

3) Participative leadership sets the culture for participation. This means

that a company under this leadership model should run by its

culturenot a single leader.Therefore Human Resource should do more

in visiting regions in order to promote cordiality among staff and deal

with other pertinent issues patterning to staff welfare as they say

prevention is better than cure. Theresearch has shown that factors

such as clear definition of objectives, creating systems of rewards,

holding employees accountable, informationsharing, knowledge

development and training, power sharing and active participation the

leader are useful in the implementation of participative leadership.

Hence managers need to research more on other factors that can help

them become better managers.

4) The study has proven that every member across the hierarchy

oftheorganizationmanagers, supervisors and field officers use

participative decision making in order to reach the best possible

solution that are supported by the majority. Valued such as personal

accountability, open access to information, commitment to continuous

improvement, teamwork, andtwo way communication system must be

encouraged to continue.

6.5 Recommendations for the future study:

Further research on Participative leadership need to be carried out and contextualized in

Zambian industrialization or business sector so as to assess its effectiveness. A lot of

literature need to be written on this aspect to back up scholarly understanding on this

new approach to management and leadership.Futherresearch should be carried out on

how motivation, creativity and innovation could be enhanced using participative

leadership

173

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CHRESO UNIVERSITY

School of Business and Management

studies

Post Graduate

Lusaka, Zambia

APPENDIX 1

QUESTIONNAIRE

1stJune, 2017

Dear Sir/madam,

I am the Master’s degree student of this University involved in a research work on

the Assessing of the Impact of Organizational leadership employee motivation and

creativity in NGOs in Zambia a proposed case study on CFU, Kabwe.

This is in partial fulfillment of the MBA-Organizational leadership requirements.

The questionnaire is strictly to provide important information regarding this research

work purely educational.

I assure full confidentiality of all information given and participants involved.

Yours sincerely,

Oliver Kandela Bulaya

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Student No: SU 1502326

APPENDIX 2

QUESTIONNAIR

NB: Mark (X) in the boxes appropriately unless otherwise stated.

1. Sex: Male ( ) Female ( )

2. Age group: 18-29 ( ),30-40 ( ),41-50 ( ),51-60 ( ) ,61-70 ( )

3. Highest Level of Education: Secondary ( ), College certificate ( ), Diploma

( ), Degree ( ), others, specify…………………………………………….

4. What position do you hold in your organization? ………………………….

5. How long have you been with this Organization? Under one year ( ),

1-3 Years ( ), 4-5 years ( ), above 5 years ( )

6. Do you receive a job training in your organization? Yes ( ), No ( ).If yes

specify kind of training………………………………………………………

7. How do you rate the level of your motivation to perform daily tasks in your

organization? Rank the level of motivation using the scale(0-5) with 0 being no

motivation ( )

8. Do managers /supervisors delegate duties to subordinates? Yes ( ),NO ( )

9. If yes, is the responsibility backed up by adequate authority? Yes( ), No ( )

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10. How will you rate the Management /Supervisor involvement in day today work

environment? Rank the level of involvement using a scale of (0-5) with 0 being

no involvement ( )

11. What is the relationship with your managers/supervisors? Rank using scale 0-5(

with 0 being worst or no relationship ( )

12. Is the work environment conducive for you? Rank the level conduciveness

using the scale of 0-5(with 0 being no conducive) ( )

13. Are you satisfied with your current salary level? Rank the level of satisfaction

using a scale of 0-5(with )being not satisfied) ( )

14. Have you been promoted since you joined this organization?

Yes ( ), No ( )

15. What decides who to be promoted? Rank using a scale 0-5( with 0 being not

important)

Year of service ( )

Input to the company ( )

Favoritism ( )

Chief ExecutiveDiscretion ( )

Others……………………………………………………………………………

……………………………………………………………………………………

16. How do you describe the general performance of the company so far? Rank the

level performance using scale of 0-5(with 0 worst performance). ( )

17. What do you think may be responsible for this level of performance indicated

inquestion 16

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……………………………………………………………………………………

……………………………………………………………………………………

……………………………………………………………………………............

............................................................................................................

18. From the experience with the company, how do you describe the leadership

style? Autocratic ( ),Participative ( )

19. Do you thinkworkers (Others besides you) are motivated in response to their

efforts and contributions? Ifyes, rank the level of motivation using the scale of

0-5(Where as 0 being no motivation) ( )

20. Are there any form(s) of performance measurement existing in your company?

Yes ( ),No ( )

21. Are these measurements effective in your view? Yes ( ),No ( ) If No

what’s your

suggestion………………………………………………………………………

……………………………………………………………………………………

…………………………………………………………………………………

22. What factor(s) will enhance organizational performance in your company?

Rank the following in order of importance using 0-5(As 0 will be of less

importance)

a) Recruitment of well-educated experienced managers and leaders ( )

b) Participative leadership and proper motivation of staff ( )

c) Research and development ( )

d) Free flow of information and personal recognition ( )

e) Improved technology application ( )

23. Do your Manager/Supervisor motivate you? Yes ( ), No ( )

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24. What do you think the manager/supervisor can do in order to improve the level

of creativity and innovation in

you?........................................................................................................................

................................................................................................................................

................................................................................................................................

........

25. In your view what Impacts organizational leadership on employee motivation

and creativity?

……………………………………………………………………………………

……………………………………………………………………………………

……………………………………………………………………………………

Thank you for participating God bless you!!!!!!

Oliver Bulaya MBA-Organizational leadership student

188

APPENDIX 3

LEADERSHIP STYLE QUESIONNAIR

Mark x where appropriate unless otherwise stated:

NB: This questionnaire consists of statements about leadership style. Next to each

statement, you can choose the number that represents how strongly you feel about the

statement by using the following scoring system.

5 Almost always true

4 – Frequently true

3 – Occasionally true

2 – Seldom true

1 – Almost never true

0 – Absolutely never

The rest write general answers as spaces indicates.

QUESTIONS

1. Sex: M ( ), F ( )

2. Highest level of Education: High school certificate ( ),

College Certificate ( ), Diploma ( ), Degree ( ), Others……………………

3. How long have you been with this organization?

1-3 years ( ), 4-5 ( ), 5-10 (), 10 above ( )

189

4. According to your observation are your staff motivated? Use scale 0-5 to state the

level of motivation ( ).

5. Mention one factors supporting your answer for question 4

……………………………………………………………………………………

…………………………………………………………………………………......

6. I always involve oneor more employees in determine what to do and how to do it,

however I maintain the final decision. Use scale 0-5 to answer ( )

7. I always make decisions on my own without support from subordinates. Choose

Yes ( ) or NO ( )

8. I guide my employees to what has to be doneand how to do it. Choose scale 0-5

( )

9. I ask employees for their vision of where they see their jobs going and then use

their visionwhere appropriate. Chose scale 0-5 ( )

10. I base my work to motivate employee’s creativeness and innovation. Choose

scale 0-5 ( )

11. Each individual staff is responsible to define their job. Choose scale 0-5 ( )

12. I like the power that my leadership position holds over my surbodinates.Choose

scale 0-5 ( )

13. I closely monitor my employees on what has to be done and how to do it.Choose

scale 0-5 ( )

14. Is the work environment conducive for your staff rank the level of

conduciveness? Scale 0-5 ( )

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15. What is your relationship with your surbodinates.Rank 0-5 ( )

16. Are you motivated in your organisation?Rank using 0-5 ( )

17. What decides who to promote in your organization. Rank using 0-5.

Year of service ( ), Favoritism ( ), Directorsdigression ( ), Input to the

company ( )

18. How do you describe the general performance of yourcompany? Rank 0-5 ( )

19. What do you think may be responsible for this level of performance indicated in

question 18?

……………………………………………………………………………………

……………………………………………………………………………………

20. Are there performance measurement existing in your company for all staff?

Yes ( ), No ( )

21. Are these performance measurement effective if Yes or No support your answer?

……………………………………………………………………………………

…………………………………………………………………………………

22. What factors will enhance organizational performance in your company?

..................................................................................................................................

..................................................................................................................................

..................................................................................................................

23. What do you think the managers/Supervisors can do to improve the level of

creativity and innovation in your staff?

191

……………………………………………………………………………………

…………………………………………………………………………………….

24. What factors demotivate you as a manager?

……………………………………………………………………………………

……………………………………………………………………………………

25. In your own view what impacts organizational leadership on employee

motivation and creativity?

……………………………………………………………………………………

……………………………………………………………………………………..

Thank you for participating in the survey. God bless you!!!

Oliver Bulaya- MBA Organizational leadership Student

THE END

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