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Leadership and Organisational Performance in the Nigeria Small and Medium Enterprises (SMEs)
Current Issue
Volume 2, 2014
Issue 5 (October)
Pages: 121-127   |   Vol. 2, No. 5, October 2014   |   Follow on         
Paper in PDF Downloads: 61   Since Aug. 28, 2015 Views: 1747   Since Aug. 28, 2015
Authors
[1]
Abdulazeez Abioye Lawal, Lagos State Polytechnic, Ikorodu, Lagos State, Nigeria.
[2]
Hakeem Adeniyi Ajonbadi, Department of Business and Entrepreneurship, Kwara State University, Malete, Kwara State, Nigeria.
[3]
Bisayo Oluwatosin Otokiti, Department of Business and Entrepreneurship, Kwara State University, Malete, Kwara State, Nigeria.
Abstract
Leadership is widely recognised as an important function needed to move organisations forward. The study examined empirically the relationship between leadership style and organisational effectiveness in the Nigerian small and medium enterprises. A survey of two hundred and sixty eight small and medium enterprises was undertaken. Data generated were analysed by means of descriptive and inferential statistics. The results found that the Nigerian SMEs are more autocratic and less participative as the power distance between business owner and employees is very wide. The study further revealed an insignificant relationship between leadership style and organisational effectiveness. Hence, it is concluded that leadership style among Nigerian SMEs is not a major factor in determining organizational performance.
Keywords
Leadership, Organisational Effectiveness, Small and Medium Enterprises
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