Main Article Content
Influence of managerial beliefs and personality on the leadership styles of managers in manufacturing and service organisations
Abstract
The study examined the influence of managerial beliefs and personality on leadership styles of managers in manufacturing and service organizations. Two hundred and three (203) managers participated110. (54.2%) were males and 93 (45.8%) were females. Managers from service organizations were 115 (56.7%) and those from manufacturing organizations were 88 (43.3%). Their ages ranged between 22 to 58 years, with a mean of 36.13 years.
Three hypotheses were tested in the study. The results revealed that, there was a significant difference between male and female managers on transformational style (t (201, 2) = -2. 636; P<.05) managerial belief [F (1, 199) = 87. 251, P<.01), and authoritarian personality [F (1, 199) = 284. 192, P<.01] had significant main effects on transactional leadership style. Similarly, there was significant interaction effect of managerial belief and authoritarian personality on transactional leadership style [F (1, 199) = 78. 406, P<.01]. Managerial belief did not have a significant main effect on transformational leadership style [F (1, 199) = .348, P>.05], also authoritarian personality had [F (1, 199) = 9. 871, P<.01]. Further, there was a significant interaction effect of managerial beliefs and authoritarian personality on transformational leadership style. [F (1, 199) = 17.975, P<.01]. The result suggest training programmes for male and female managers using transformational leadership styles in Nigeria Industries.
African Journal for the Psychological Study of Social Issues Vol. 8(2) 2005: 292-305
Three hypotheses were tested in the study. The results revealed that, there was a significant difference between male and female managers on transformational style (t (201, 2) = -2. 636; P<.05) managerial belief [F (1, 199) = 87. 251, P<.01), and authoritarian personality [F (1, 199) = 284. 192, P<.01] had significant main effects on transactional leadership style. Similarly, there was significant interaction effect of managerial belief and authoritarian personality on transactional leadership style [F (1, 199) = 78. 406, P<.01]. Managerial belief did not have a significant main effect on transformational leadership style [F (1, 199) = .348, P>.05], also authoritarian personality had [F (1, 199) = 9. 871, P<.01]. Further, there was a significant interaction effect of managerial beliefs and authoritarian personality on transformational leadership style. [F (1, 199) = 17.975, P<.01]. The result suggest training programmes for male and female managers using transformational leadership styles in Nigeria Industries.
African Journal for the Psychological Study of Social Issues Vol. 8(2) 2005: 292-305
