The Effect of Leadership Styles on Employee’s Productivity in the Nigerian Oil and Gas Industry

  • Adegboyega Olayisade University of Roehampton, London
  • Olawumi D. Awolusi University, Kampala

Abstract

The purpose of this study is to examine the effect of leadership style on employee productivity in the Nigerian oil and gas industry using Chevron Nigeria Limited as a case study. The study used a five-point Likert scale questionnaire consisting of forty questions covering autocratic, democratic, bureaucratic, laissez-faire, transactional, charismatic leadership styles and employee productivity variables. The questionnaire was deployed to one hundred and twenty-five respondents (125) and received ninety-three (93) valid responses. Statistical Package for the Social Sciences (SPSS) was used to analyze respondent responses. Demographic analysis, normality test, homoscedasticity, multicollinearity, reliability test (Cronbach’s Alpha) were presented; results affirm the validity and reliability of research findings. The results of the descriptive and regression analysis indicate that the autocratic leadership style is the most predominant leadership style in the Nigerian Oil and Gas followed by laissez-faire, bureaucratic, transactional, democratic and charismatic leadership styles. The study concludes that leadership styles significantly influence employee productivity albeit different leadership styles have varying effects on employee productivity and varying leadership styles can co-exist within the same organization. The study highlighted various policy implications and recommendations. This study adds to the existing literature on leadership practice and is intended to be a reference point to scholars and researchers for further studies on leadership practices in the oil and gas industry.

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Published
2021-07-10
How to Cite
Olayisade, A., & Awolusi, O. D. (2021). The Effect of Leadership Styles on Employee’s Productivity in the Nigerian Oil and Gas Industry. Information Management and Business Review, 13(1(I), 47-64. https://doi.org/10.22610/imbr.v13i1(I).3194
Section
Research Paper