Mba Leadership Years of Theories

Contents 1.0 INTRODUCTION 4 1.1

COMPANY BACKGROUND 5

1.2 BACKGROUND PROBLEM DEFINITIONS

6

1.3 STATEMENT PROBLEM 7 1.4 RESEARCH OBJECTIVE 8 1.5 IMPORTANCE OF THE RESEARCH

8

1.5.1 IMPORTANCE OF THE RESEARCH TO LEADERSHIP

9

1.6 NATURE OF THIS RESEARCH WORK 10 1.7 RESEARCH QUESTIONS 1.8 ASSUMPTION 1.9 SCOPE

10

11

12

1.10 LIMITATIONS

12

1.11 SUMMARY

13

2.0 LITERATURE REVIEW 14 2.1 LEADERSHIP

16

2.2 LEADERSHIP STYLES 19 2.3 THE TRAIT THEORIE

22

2.3.1 THE AUTHORITARIAN/ AUTHOCRATIC LEADERSHIP STYLE

23

2.3.1.1

24

PARTICIPATIVE (DEMOCRATIC) LEADERSHIP STYLE

2.4.1.2 LAISSEZ-FAIR LEADERSHIP STYLE 2.5 CONTINGENCY THEORIES

24

25

2.5.1 CRITICAL VIEW OF HERSEY- BLANCHARD MODEL 2.6 POWER AND INFLUENCE THEORIE 29 2.7 ENTREPRENEURSHIP 32 2.8

LEADERSHIP IN ENTREPREURSHIP

35

28

2.9

CUSTOMER SATISFACTION36

2.10

MEASURING CUSTOMER SATISFACTION 39

2.13

THE LINK BETWEEN EMPLOYEE TURNOVER AND CUSTOMER SATISFACTION 46

3.0 METHODOLOGY49 3.1 POPULATION SAMPLE 50 3.2 DATA COLLECTION

51

3.3 INSTRUMENTS 53 3.4 LEADERSHIP STYLE INTERVIEW QUESTIONNAIRE 54 3.5 EMPLOYEE JOB SATISFACTION QUESTIONNAIRE (ESQ)

54

3.6 CUSTOMER SATISFACTION QUESTIONNAIRE (CSQ)

55

2.15

DATA ANALYSIS

56

3.8 RESEARCH LIMITATION 3.9 RESEARCH ETHICS

57

58

4.0 DATA PRESENTATION AND ANALYSIS

59

4.1 EMPLOYEE JOB SATISFACTION QUESTIONNAIRE (ESQ)

60

4.2 LEADERSHIP INTERVIEW QUESTIONNAIRE ANALYSIS

65

4.3

CUSTOMER SATISFACTION QUESTIONNAIRE PRESENTATION AND ANALYSIS 70

4.4 SUMMARY

79

4.4.1 Leadership interview questionnaire

80

4.4.2 Customer care satisfaction 80 5.0 DISCUSSION

82

5.1 Leadership style

84

5.2 Employee job satisfaction

85

5.3 Customer care satisfaction. 86 6.0 SUMMARY, CONCLUSION AND RECOMMENDATION

88

6.1 Summary of purpose 88 6.2 Summary of procedure 6.3

91

CONCLUSION

91

6.4 Recommendation 7.0 BIBLOGRAPHY 94 8.0 APPENDIX A

106

92

89

CHAPTER 1 1.0 INTRODUCTION Accepting the significance of small scale business in regional economic development has made many economies focus on entrepreneurial actions as a strategy to counterbalance the economic drop brought about by globalization (Allen 2006). In Africa of today, the guiding power in the expansion of African economies is the micro and small scale enterprises (MSEs) where entrepreneurship belongs. Small and medium scale enterprises (SMEs, Small and Medium scale business, SMBs) are organizations whose headcount or staff turnover falls below certain limits. Its definitions classified organizations with fewer than ten numbers of employees as “micro” and fewer than fifty numbers of employees as “small” and those with more than fifty and lesser than two hundred and fifty numbers of employees are regarded as medium scale enterprises. (European commission, 2003). These micro and small scale enterprises are making considerable contributions to the improvement of all African economies. From the government of Ghana report, World Bank report in 2006 shows that the micro enterprises of Ghana employ fewer than five people which represent 70% of its labor force of the country. While the private sector of the Kenyan’s economies engaged thirty- two million employees as well made a contribution of eighteen percent of the country’s GDP in 2003. (OECD, 2005). The effect of these small scale businesses in Nigeria economy is hard to correctly determine but it is considered to be extremely dynamic and important. According to Nwaka (2005) & Ariyo (2005), an estimate of forty five and sixty percent of Nigerian labor force is engaged by the private enterprise which is a reflection of fifty percent of the country’s employment status as well as fifty percent industrial productivity. This project research is investigating the impact of leadership style on customer satisfaction in entrepreneurship. It focuses on Nevon Nigeria Limited as a case study. It is designed to understand if leadership style relates to the extent customers are satisfied with entrepreneurship in Nigeria. Nevon Nigerian Limited is an organization owned and managed by one man hence the word entrepreneurship in this study. The word entrepreneurship is mentioned in this research work only for two reasons:

it was mentioned because the company in focus ( Nevon Nigeria Limited) is owned and managed by one man also to limit the scope of this research COMPANY BACKGROUND

As mentioned earlier, Nevon Nigeria Limited is a company that is own and managed by one man. The company is involved in the importation of various textile materials from China, United Kingdom, Vietnam, and South Korea. It was among the first fifty entrepreneurial businesses in the western part of Nigeria. Its headquarters is located at Breadfruit Street, Victoria Island, Lagos, Nigeria with three branches within the region of Lagos State. The company has staff strength of twenty five in all of its branches including its headquarters. Nevon Nigerian Limited was formed in July 15th 1998.

1.2 BACKGROUND PROBLEM DEFINITIONS

“Entrepreneurship is a fundamental component in economic development” (Stern, 2005), so is leadership style the answer to entrepreneurial success (Bass, 1990) The start up and the closure of small scale business are the determining factor in the local regional economies in Africa of today. (Deskins, Hill, & Rork, 2007; Morris, 2002; SAB, 2004). Swiercz & Lydon (2002), states that there are various rationale responsible why “hot start up” company fails, they fail due to either the innovation of new technologies, introduction of new market or new distribution channels or may be as a consequence of inexperienced administrative team. They stressed that the incontestable “critical factor” responsible for the failure is the leadership ability of the “Entrepreneurial CEO”. Although, Nevon Nigeria limited is not a startup company, it has been in existence for 12 years, but the critical factor presumed to be responsible for its failure to grow as expected is the leadership strength of CEO. There are many studies stressing on the importance of leadership competencies as well as the leadership weight on the operation of the organizations (Bass, 1990). This statement adds more strength on the fact that leadership is a very essential ingredient to the survival of an organization in this fast changing business world of today. Owing to the common influence demonstrated by entrepreneurial actions, leaders of many geographical areas are focusing their energy and resources on efforts to initiate entrepreneurship in hope of gaining the needed economic growth. (Haggerty 2005). Haggerty stressed further that regardless of the hard work to increase

entrepreneurial activities many regions (Lagos region for instance) are not getting the required economic outcome they are expecting to get. This may be either poor customer satisfaction or the style of leadership they are practicing. An assessment of 50 percent of all new entrepreneurial business failed or close down within four years of startup due to their style of leadership . (Haggerty 2005). In addition to the above discussion, customers’ satisfaction is another vital issue in the success of any traditional business makeup like entrepreneurship (Bradley,1994), Satisfying customers has been seen as the one of the most essential hypothetical and practical problem for most market and customer researchers. (Kondo, Higash, & Takyo-ku, 2001). In order to achieve any organizational aims and objectives, understanding the meaning of customers’ satisfaction must be paramount. Zairi (2000), said that “customers are the purpose of doing business. And the overall customer attitude towards a service provider is satisfaction.(Hansomark & Albinsson, 2004). This was the notion that initiated the idea to carry out an investigation on the leadership style on customer satisfaction. 1.3 STATEMENT PROBLEM As the average entrepreneurial business start-up rate within 1989 to 2001 increases, it death rate within the same period increased more on a higher rate, but there is a small or no conformity on the real entrepreneurial failure rate (Lydon 2002). 70% to 80% of entrepreneurial businesses fail within its first year of start up and just 50% of the businesses (entrepreneurship) that survived in its first year remained in business for more than 5 years. This is as a result of the unsuccessful promotion of entrepreneurship in order to increase the economy. (Gugliada 2003). Nevon Nigeria limited the case study of this research work was formerly a big player in the entrepreneurial business, but recently, the company started experiencing a huge set back in their market share, high staff turnover as well as poor customer satisfaction. This study is looking into the impact of leadership style the company is practicing and how customers are been satisfied. This project research is trying to find the impact, the effect of leadership styles on customers’ satisfaction in of entrepreneurship. 1.4 RESEARCH OBJECTIVE Basically the purpose of this research project is to investigate the impact of leadership styles on customers’ satisfaction in entrepreneurship. Actually, it is difficult to find literatures that provide a direct link between entrepreneurial leadership style and the level their customers’ satisfaction. 1.5 IMPORTANCE OF THE RESEARCH

The important aspect of this research work is the need to make available support materials in future that will help guarantee the success and growth of any new and already existing entrepreneurial business in Nigeria like Nevon Nigeria Limited the case study of this research work To create awareness to the entrepreneurial society in Nigeria and the world as a whole that there is a connection between the leadership style they show and the level of customers’ satisfactions. This study will also be of useful to the society in general as it will offer good influence to in growing economic as well as providing firmness in the economic depressed areas by offering the leadership techniques needed to advance the success and growth of entrepreneurship This study may also contribute to the development of the link between leadership customer satisfactions which might initiate successful new business ventures.

1.5.1 IMPORTANCE OF THE RESEARCH TO LEADERSHIP The study of leadership amongst entrepreneurs involves the exploration of the whole varieties of leadership feature in the background of entrepreneurial success. This kind of investigation might offer a leadership framework as regards to entrepreneurs, in turns providing access to a reasonable expansion of leadership awareness. According to Bass et. al, (2003), it is very important to carry out further research always on leadership; so this research work may add to the academic literature in the area of leadership styles as a major contributing factor towards the rate of staff turnover as well as the level of customer satisfaction. The significance of the study to leadership is summarized by Adcroft, Willis, & Dhaliwi (2004) that the case for leadership, innovation and creativity skills of entrepreneurship is made in the “globalization literature”, by administrative expert like Gary Hamael and in the responsibility of private sector management on the unruly public sector. Nevertheless, except the anxiety between acknowledgment and endorsement is settled, the doubt will remain that it is little more than a case of scholarly supply creating an insatiable and impractical public and private sector requirement. 1.6 NATURE OF THIS RESEARCH WORK This is both quantitative and qualitative research work. Linking leadership style to customer satisfaction in entrepreneurship may or may not add to the body of knowledge surrounding the types of leadership characteristics successful entrepreneurs are using and its effect to their customers. Entrepreneurs are faced with the issues of building leadership traits in order to nurture their business as well as to change them into a height of professionalism. (Fernald et.al 2005), thus,

increasing the level of how customers are satisfied. As mentioned earlier, this research work seeks to link leadership styles in entrepreneurship with how customer are satisfied. Obviously, satisfying customers is a major and appreciated result of good marketing practice. This is in agreement with Drucker, (1954) and Anderson, Fornell & Lehman (1994) that the principle purpose of a business is to create a satisfied customer which has been found to be initiator of higher future profitability. The feasible profitability of an organization relies on pleasing customers in the present – retained customer should be seen as profits making asset for the organization. (Anderson & Sullivan,1993; Reichheld 1996) 1.7 RESEARCH QUESTIONS In addressing this research topic, “the impact of leadership style on customer care satisfaction in entrepreneurship” the following questions guided this study to completion This work tries to link the relationship between entrepreneur’s leadership styles and customers’ satisfaction and as well answer the overarching questions like: The following research questions guided this research work to completion. What are the various leadership styles, factors, behaviours, if actually any exist is responsible for entrepreneurial success. Do leadership styles in an organisation relates or connects to how customers’ are satisfied in entrepreneurship? The study answers these questions by creating the link between leadership styles and employee job satisfaction, followed by the link between employee job satisfaction and staff turnover (high and low), and finally the link between employee turnover and customer satisfaction. The rationale behind these links, is employees are more satisfied with leaders who are considerate or supportive than with those who are either indifferent or critical towards the (Yukl 1971), and also, Negative leader- employee relationships reduce productivity and increase absenteeism and the turnover to the organization can be quite high. (Keashly, trott, & Maclean 1994; Ribelin 2003).

1.8 ASSUMPTION The following assumptions were necessary for the completion of this research study. The exactness of these assumptions may affect the validity of this research work. Assumption 1

The reply to the survey and demographic statement shows sincere appraisal by participant. Assumption 2 The Data collection was only from populace who volunteered to offer truthful responses, this is because the data collections will not be by force so the real mindset of the populace regarding the survey will be achieved. Assumption 3 The voluntary data collection would not bias the outcome this research work. Whatever data that is collected will be used without adjustment to suit this research work There will be a guarantee of full privacy of the individuals and the company’s identity of all partakers in the survey so as to smoothen the progress of sincere responses. 1.9 SCOPE The scope of this research work was limited to exploring the impact of leadership styles behaviors to customers’ satisfaction in entrepreneurship in Nigeria particularly in the western region of Nigeria. 1.10 LIMITATIONS

Notwithstanding the authenticity of this research work, some limitations were encountered during the course of undertaking this study. The framework and scope of the research had to be attired in other to create a positive link between the factors under discussion. The timeframe for submission of the final completed work which was brought forward made it almost impossible to fit in all the necessary information pertaining to the research topic. Also responses to the questionnaires may be influenced by the individuals’ mood and by the environmental conditions in the setting at the time the questionnaires are completed. 1.11 SUMMARY According to Swiercz & Lydon (2002), the major driver of success in entrepreneurship is the leadership strength style and manner of the entrepreneur. There have been wide researches on entrepreneurship as well as customer’s satisfaction. But this chapter introduces the relationship of entrepreneurial leadership styles and customers satisfaction. Because the major stake in accomplishing any conventional business makeup is through satisfying the

customers ( Ho & Wo 1999). This chapter also contains the research question and hypothesis as well as the assumption upon which the study is assessed. It also covers the scope and the limitations.

CHAPTER 2 2.0 LITERATURE REVIEW

INTRODUCTION The rising pace of competition in today’s business world has made organizations to pay more attention to how customers are being satisfied. This statement is supported by Zairi (2000) that customers are the main purpose of doing business in recent time: and that the future and security of many organizations will be put in jeopardy if their customers’ satisfaction, loyalty, retention is not fully considered. In as much as customers’ satisfaction is paramount to modern organizations, providing effective leadership is also important for any organizations that want to remain relevant and continue to advance. (Allio, 2009). Strong, effective, and forward thinking leadership can as well provide organizations and professions with opportunities to become more attractive to customers. (Bryant, 2003). This research work considered both internal and external customers satisfaction of the company, but focuses mainly on the External customers of an organization. According Hallowell et al., (1996) ; and Stanley & Winser, (1998), they defined external and internal customers as: External customer are people and organizations who have a need for the goods and services of a particular organization as well as people who are willing to give some of their money in exchange for a solution that meets their needs and expectations. Internal customer are employees and manager within an organization, they give support and help that create external customer satisfaction.

The above definitions of both internal and external customer were the working definition used in this research work. This is because this work tried to established external customer satisfaction through the activities of the internal customers which comprises of employees and managers of Nevon Nigeria Limited and people who are willing to exchange their money for a solution that meets their needs.( the external customers). This research work will not review in details the internal customers but will only show the how they (internal customers) contribute to external customer’s satisfaction. In order to show that internal customer (the employees) have link towards external customer satisfaction, John Smith the former CEO of Marriott Corporation that states that “you cannot have a happy customer served by unhappy employees” (Heskett, et al., 1997) this statement invariable means that’s happy and satisfied employees produces happy and satisfied customers. . Similarly Heskett (1997), supported the following sequential connection to describe well- to – do organizations: “great employee satisfaction begets high employee motivation which begets high level of service quality compared with the level the customer expects which also begets high customer satisfaction begets increased sales volume”. Also, Schneider & Bowen (1985b) and Marshall (2001) explained that high degree of customers satisfaction can only be substantiate by a well- built organizational commitment , low employee turnover alongside a formidable leadership style of the company. Bowen & Schneider (1988), account that a high percentage of when customers report adverse views of goods and services quality, they as well report been served with terrible attitudes or overhearing employees complaining about their jobs and environment. This present chapter reviews the literature and describes the process of leadership style, a broad definition of leadership, entrepreneurship, leadership in entrepreneurship customer satisfaction and its measurement. Also this chapter describes the link between leadership style and employee job satisfaction, the connection between employee job satisfaction and employee turnover and finally the connection between employee turnover and customer satisfaction. This research work created the following links to find out if the leadership style of Nevon Nigeria limited has impact to customer satisfaction. The link between leadership style and employee job satisfaction The link between employee job satisfaction and employee turnover The link between employee turnover and customer satisfaction

2.1 LEADERSHIP Studies on the concept of leadership are very broad. Theoreticians and practitioners of modern management have discussed the issue of leadership at length but no single definition of leadership has been universally accepted. New statements and assumptions regarding leadership come up almost every minute of the day. Though, majority of them are extremely personal and research the subject in an unappreciated cultural structure of standard and suppositions. Before exploring this concept leadership, it is necessary to get the definitions and the meaning clearly. I will list the some definitions of leadership by some researchers in a tabular form and on my own review three separate leadership definitions. The table below shows the various definitions of leadership. Table 1 Definitions of leadership Year

Author

Definition of Leadership

1957 Hemphill & Coons Leadership the personal actions used to direct group to attain a set end. 1957 Stogdill It is a domineering act on subordinates or organizations to accomplish the aim placed by the leader. 1969 Bowers Leadership is an activity process of interpersonal relationship; other’s behavior is influenced through this process to achieve the set target. 1977 Davis Leadership may be defined as an influence on the employees to passionately pursue positive objective. 1982 Morphet, Johns & Reller It is defined in the societal structure, as a personal exploit, manners, confidence use to control others under volunteer agreement. 1986 Richards & Engle The creation of mental picture, value as well as the formation of surroundings that help accomplishes a target. 1990 Sergiovanni Leadership involves the satisfying the demands of the subordinates by a means of discussion, cooperation and concession by a leader in other to get the best out the workers. 1990 Jacobs & Jaques Leadership is an act that helps others to endeavor as well as to improve the desire to realize a goal. 1993 Robbins as to accomplish a set target. 1994

Leadership is the flair to control group of people so

Yukl Leadership is a act of influencing followers, whereby they are motivated to accomplish a target. 2001 Northouse and the followers.

Leadership is the swapping of affiliation between a leader

2003 Fry Leadership is the process of using leading-tactics to give an exciting reason to improve the employees possible for growth and maturity.

Personal review of leadership definition The concept of leadership as pronounced by Druker, (1970): states that leadership is the lifting of man’s vision to higher sights, the raising of man’s performance to high standard the building of man’s personality beyond its normal limitation. According to Alford & Beatty, (1951), leadership is the ability to voluntarily obtain tangible actions and results, without coercion. Finally, Davis, (1967) considered leadership as the persuasive force by which others can be made to enthusiastically adopt per-determined objectives. Consequently according this author it is the human factor that unites and motivates a group towards the achievement of objectives. Management in all business areas and organizational activities are the act of getting people together to accomplish desired goals and objectives efficiently and effectively. (Gomez-Mejia et al., 2008) Although the above three definitions of leadership clearly reveal that there is a difference between leadership and management, but in this research management is part of the definition of leadership. The reason for this is that leadership and management both aim at achieving a goal and also mobilize and utilizes of resources. And also according to, Peter Druke (1970) “the most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product” This brings research working definition of leadership as the ability to bring together the right group of people in order to achieve a common goal with or without coercion. 2.2 LEADERSHIP STYLES

Leadership style is the comparatively reliable method of actions that shows the characteristics of a leader. (DuBrin 2001). According to the U.S. Army hand book (1973), leadership style is the way and approach of offering guidelines, implementing strategy as well as inspiring group of peoples. In today’s economy, organizations call for a competent leader who is aware of the complexities of the fast changing global environment. Organizational efficiency or its performance might be affected by the various styles of leadership it uses (Nahavandi ,2002). From Mahatma Gandhi to Winston Churchill to Martin Luther King to Rudolph Giuliani, there are as many leadership styles as there are leaders. Fortunately, businesspeople and psychologists have developed useful and simple ways to describe the main styles of leadership, and these can help aspiring leaders understand which styles they should use. I emphasized the word style because nowhere in the world, neither in the west nor in the Far East nor in Africa, is there a unique leadership approach that is applicable to all situations and entities. Researchers and practitioners agree that the major role of a leader is to obtain results. However, despite the high number of studies, the diversity in range of training and increased specialty in management, a number of people have not yet adequately grasped what leads to leadership efficiency. In fact, two schools of thought exist on that issue: while one school believes that leadership skills are inborn the other suggests that they can be acquired. Based on research with 3000 American Chief Executives Officers, Daniel Goleman, an American psychologist and consultant and author of several best sellers including Emotional Intelligence, Working with Emotional Intelligence and co-author of leading with emotional intelligent distinguished six leadership styles, each of which is a product of individual emotional intelligence. The leadership styles are: coercive, authoritative, affiliative, democratic, pacesetting, and coaching. However, only four of these six styles consistently have a positive impact on a company’s environment and financial success. Goleman’s research found that leaders who have positive results on the working environment reap better financial benefits than those that have a negative impact. Specifically, leaders who have mastered the four positive styles (authoritative, democratic, affiliative, and coaching) have the most preferred environment and business performance. Furthermore, they are considerate of the impact they have on theirs and adjust their style to the one that is best suited for each situation and employee and customers (Goleman, 2003 ) It is important also to note that not all leaders possess all six styles of leadership. However, these styles can be learned through understanding which emotional intelligence competencies are inlaid in each style. Goleman identified effective leader as having one common trait – a high degree of emotional intelligence. Emotional intelligence include: self – awareness, self- regulation, motivation,

empathy, and social skills. Through repetition, time, desire, and effort, these emotional intelligence competencies can be mastered leaving the leader with great result I would now endeavor to review other leadership styles and states whether they are appropriate to African culture. Although I do not believe that there is an African style of leadership different from that of Europe or America, or of Japan in particular or Asia in general. But I believe there are universal styles of leadership that are applicable, with variations that are specific to a given cultural, ethnic and religious environment. Studies have shown that the most successful leaders are not those that stick to a particular leadership style. They combine several styles within short span of time depending on the circumstances, comparable to a golf player with 13 sticks. Africa is not an exception to this rule. More leadership framework will be review as we explore the leadership theories. Leadership theories Researchers have developed a number of leadership theories over the years, and these theories can be classified into four main types. 1. The Trait theories 2. The behavioral theories. 3. The contingency theories 4. The power and influence theories. 2.3 THE TRAIT THEORIE Before the world war two, leadership theories and research focused on identifying the personal trait of leaders that differentiated them from followers. The trait identified included intelligence, dominance, self –confidence, level of energy and activity, and task relevant knowledge. While reviews of this research suggested that such trait are not reliable predictors of who will emerge into role ( Stogdill, 1948: Mann, 1959), other reviews have shown that trait influence our perception of whether someone is a leader( Lord, 1986). ‘ Level 5 leadership’ by Collins (2001), represents one of the more recent trait approaches to leadership and he proposes that leaders who “ build enduring greatness” for their organizations possess seemingly contradictory characteristics, including modesty, shyness, personal humility, and fearlessness, on the one hand, and professional will, unwavering resolve, ferociousness, and fearlessness, on the other. According to Collins, these characteristics are driven by needs to build, create, and contribute to something larger and longer lasting than oneself(as

opposed to needs for fame, fortune, power and adulation ). In turn, these characteristics promote the implementation of a number of practices associated with building enduring greatness in an organization, including creating and reinforcing a “culture of discipline” In conclusion, trait theories argued that leaders share a number of common personality traits and characteristics, and that leadership emerges from these traits. Trait theories help us identify some qualities that are helpful when leading others. However, none of these traits or any combination of them will guarantee success as a leader.

BEHAVIORAL THEORIES Behavioral theories focus on how leaders behave. Whether they dictate what needs to be done and expect cooperation? Or do they involve the team in decisions to encourage acceptance and support? In 1939 Kurt Lewin led a group of academic researcher to study the different kinds of leadership and they came up with an influential report that was used to establish the three major leadership styles. Kurt Lewin developed a leadership framework based on a leader’s decision-making behavior. He argued that there are three major leadership styles (1) The Authoritarian/ Autocratic leadership styles (2) The Participative/Democratic leadership style and (3) The laissez-fair leadership style.

THE AUTHORITARIAN/ AUTHOCRATIC LEADERSHIP STYLE

This is a leadership style where by leaders instruct their subordinates what they (leaders) want to be done as well as how they want it to be executed, without consulting or seeking the advice of their subject. This type of leadership style is considered appropriate when decision genuinely need to be taken quickly, when there’s no need for input and when team agreement is not necessary for a successful outcome. PARTICIPATIVE (DEMOCRATIC) LEADERSHIP STYLE According to Lewin (1939) this is a type of leadership that always says “let work together to get a solution”. It is a leadership style where the leader and few of its employees put heads together in the process of making decision.(that is trying to

determine what is to be done and how it is to be done). The final authority in the decision making process lies with leader alone. This type of leadership style is important when team agreement matters, but it can be quite difficult to manage when there are lots of different perspective and ideas 2.4.1.2 LAISSEZ-FAIR LEADERSHIP STYLE This is a leadership style where by leaders offer little or no leadership guidance to subordinates. The decision making lies on the followers. Typically this type of leadership style happens when the team is highly capable and motivated and it doesn’t need close monitoring or supervision. That is where the staff knows their job more than their leader and takes possession of their job. Similar to Lewins’s behavioral theories is the Blake-mouton managerial Grid and John Adair’s Action Centered Leadership Model. Blake-mouton managerial Grid’s model helps to decide how best to lead, depending on organizations concern for people versus concern for production. This model describes five different leadership styles: and they are impoverished, country club, team leader, produce or perish, or middle of the road leadership styles. The John Adair’s Action- Centered leadership model is a framework that’s consistent with behavioral theories of leadership. Adair proposes that using this model, the “best” leadership style is determined by balancing task, team, and individual responsibilities he also went further to sate that any leader who spend time managing each of these elements will likely be more successful than those who focus mostly on one element. Cleverly, then, how leaders behave impacts on their effectiveness. Researchers have realized, though, that many of these leadership behaviors are appropriate at different times. So, according to Adair, the best leaders are those who can use many different behavioral styles and use the right style for each situation. 2.5 CONTINGENCY THEORIES The third leadership theories reviewed in this chapter was the CONTINGENCY THEORIES. The realization that there is no one correct type of leader led to theories that the best leadership style is contingent on, or depends on, situations. These theories try to predict which leadership style is best in which circumstance. When a decision is needed fast, which style is preferred? When a leader needs the support of his team, is there a better way to leader? Should a leader be more people oriented or task oriented? These are all the examples of questions that contingency leadership theories try to address. The contingency leadership theory proposes that the organizational or work group context affects the extent to which given leader trait and behaviors will be effective. Contingency theories gained prominence in the late 1960s and the 1970s; for

example Fielder’s contingency model (Fiedler, 1967; Fiedler & Chemers, 1984), the Vroom- Yetton decision- making model of leadership(Vroom & Yetton, 1973), Hersey and Blanchard (1977)’s Situational leadership theory. Fiedler’s contingency model argues that the effectiveness of the leader is dependent upon certain situational criteria. Fiedler assumes leader effectiveness is determined by an interaction between situational characteristics and the leader’s behavior. The focus is on the leader’s ability to change the situational characteristics to accommodate one’s style. While Vroom-Yetton decision making model of leadership assumes that the leader’s decision making style, in interaction with situational characteristics, determines leader effectiveness. The leader attempts to accommodate the situational characteristics. But the major difference between Fiedler’s model and the Vroom-Yetton model is the assumption of a predisposition to a particular style. On the one hand, most of the decision making theorists feel that a leader is not predisposed to using a particular style; that the demonstration of a style of decision –making should be determined entirely by situational criteria.(Vroom & Yetton, 1973). In other words, the leader’s style should be determined by situational characteristics. On the other hand, Fiedler proposes the constancy of leadership style regardless of the situational characteristics. In other words, the effective leader (after appropriate training) changes the situational characteristics to enhance the positive interaction with his or her leadership style. Another management expert Paul Hersey and Ken Blanchard argue that things happen because leaders do not match their style of leadership to the maturity of the person or group they are leading. When style and maturity do not matched, failure is the result. Dr Paul Hersey professor and author of the “Situational Leader” and Ken Blanchard author of the best selling “The One –Minute Manger” created the Hersey-Blanchard leadership theories which states that instead of using just one style, successful leaders should change their leadership style based on the maturity of the people they are leading and the details of the task. According to Hersey and Blanchard using this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationships with the people they are leading depending on what is needed to get done successfully. According Hersey and Blanchard, there are four main leadership styles: Telling (S1) – according to Hersey and Blanchard, leaders in this category tell their people exactly what to do and how to do it. Selling (S2) – in this category, leaders still provide information and direction, but there is more communication with followers. The leaders sell their message to get the team on board.

Participating (S3) - leaders in this group focus more on the relationship and less on direction. The leader works with the team and share decision –making responsibilities. Delegating (S4) – here, leaders pass most of the responsibility onto the followers or group but still monitor how the followers progresses with assigned responsibility. They are less involved in decisions. Hersey and Blanchard also stated that knowing when to use each of the styles is largely dependent on the maturity of the person or group you are leading, and they break maturity down into four different levels. Maturity level 1 (M1) – people at this level of maturity are the bottom level of the scale. They lack the knowledge, skills, or confidence to work on their own, and they often need to be pushed to take the task on. Maturity level 2 (M2) – at this level, followers might be willing to work on the task but they still do not have the skills to do it successfully. Maturity level 3 (M3) – here, followers are ready and willing to help with the task, they have more skills than the M2 group, but they are still not confident in their abilities. Maturity level 4 (M4) – these followers are able to work on their own. They have high confidence and strong skills, and they are committed to the task. This model maps each leadership style to each maturity level, as shown below Maturity Level

Most Appropriate Leadership Style

M1: Low maturity

S1: Telling/Selling

M2: medium maturity, limited skills

S2: Selling and Coaching

M3: medium maturity, higher skills but lack confidence supporting

S3: Participating/

M4: high maturity S4: Delegating

2.5.1 CRITICAL VIEW OF HERSEY- BLANCHARD MODEL This model is one of the best known amongst the various situational theories of leadership and it is widely used in management training. ( Rego, 2004); and it has generated wide interest because it recommends a more dynamic and flexible leadership style instead of static leadership. The motivation, ability and experience

of collaborators can and must be constantly assessed to determine which style or combination of styles that is recommended, taking into account the changes in the need of employees and the characteristics of each situation. From this research point of view this model fails to distinguish between leadership and management. What is called leadership is really management style. Leadership is not primarily about decision making, it is about inspiring people to change direction. Leaders may vary in the way they inspire people to change, but this is when they have decided on the need to change. Hence leadership style dose not reduced to decision making style. Again, this model focuses too exclusively on what the person in charge does. Finally, leaders and managers have to behave differently in different situations, but that is just a trivial fact of life, rather than anything profound in terms of our basic understanding of what it means to lead and to manage. The criticism that have been made of this model cannot be ignored, but it’s intuitive tendency and widespread acceptance shows that it has brought added value to the field of leadership studies (Rego, 2004). 2.6 POWER AND INFLUENCE THEORIE These theories of leadership takes an entirely different approach compared to the three discussed previously. These theories are based on the different ways in which leaders use power and influence to get things done, and the leadership style that emerge as a result. Perhaps the most well known of these theories is the French and Raven’s Five Forms of Power. This model distinguished between using your position to exert power, and using your personal attributes to be powerful. In their original article, French and Raven (1959), identified three types of personal power – Legitimate, reward and coercive and two sources of personal power as expert and Referent (personal appeal and charm) agent “O” can exert on a person “P”. Further bases have been adduced - in particular by Morgan (1986). Who identified 14, while others have suggested a simpler model for practical purposesfor example, Handy (1976), who recommends three According to French and Raven (1959), reward power is defined as power whose basis is the ability to reward. The strength of the power of O/P increases with the magnitude of the rewards which P perceives that O can mediate for him. Reward power depends on O’s ability to administer positive valences and to remove or decreases negative valences. The strength of reward power also depends upon the probability that O can mediate the reward, as perceived by P. Coercive / Punishment power According to French and Raven (1959), coercive power is similar to reward power in that it also involves O’s ability to manipulate the attainment of valences. Coercive

power of O/P stems from the expectations on the part of P that he will be punished by O if he fails to conform to the influence attempt. Thus, negative valences will exist in given regions of P’s life space, corresponding to the threatened punishment by O. the strength of coercive power depends on the magnitude of the negative valences of the threatened punishment multiplied by the perceived probability that p can avoid Expert power Expert power according to French and Raven is an individual’s power deriving from the skills or expertise of the person and the organization’s need for those skills and expertise. Unlike the others, this type power is usually highly specific and limited to the particular area in which the expert is trained and qualified. Legitimate power This is also called positional power. French and raven (1959), states that legitimate power is the power of an individual because of the relative position and duties of the holder of the position within an organization. Legitimate power is formal authority delegated to the holder of the position. Referent Power This is the power or ability of individuals to attract others and build loyalty. it is based on the charisma and interpersonal skills of the power holder. A person may be admired because of specific personal trait, and this admiration creates the opportunity for interpersonal influence. Here the person under power desires to identify with these personal qualities, and gains satisfaction from being an accepted follower. (Montana & Charnov 2008 ) Another valid leadership style that is supported by power and influence theories is Transactional leadership. This leadership style assumes that work is done only because it is rewarded, and it therefore focuses on designing tasks and reward structures. While it may not be most appealing leadership strategy in terms of building relationships and developing a long-term motivation work environment, it does work, and it is used in most organizations on a daily basis to get things done. Within all of these theories, framework, and approaches to leadership, there is an underlying message that leaders need to have a variety of factors working in their favor. Effective leadership is not simply based on a set of attributes, behaviors, or influence. A wide range of abilities and approaches is required to draw upon. Having said this, however, there is one leadership style that is appropriate in very many corporate situations – and it is transformational Leadership style. According to Avolio & Bass (2004), transformational leadership is a leadership style where the leaders inspire their teams constantly with a shared vision of the future. While this leader’s enthusiasm is often passed onto the team, he or she may need to be

supported by detail people. Transformational leaders are exceptionally motivating, and they are trusted. When a leader have a team that trust him and the team is really fired up by the way he/ she leads they will achieve great things. (Bass et. al, 2003; Dvir el. Al 2002; Block, 2003; Lowe et. al 1996; Gardner & Stough 2002). According to Robins, (2003), entrepreneurs demonstrating a transformational leadership style in management create a better employees working performance as well as building a satisfactory working environment for the employees. Again when an employee is satisfied with his job, he/she develops a personal relationship with the organization and this relationship produces a better service which leads to higher productivity as well as higher employee retention, thus low employee turnover.(Mobley et al. 1979). In conclusion, while the transformational leadership approach is often highly effective, there is no one right way to lead or manage that fits all situations (Stiles, 2009). Good leaders often switch instinctively between styles, according to the people they lead and the work that needs to be done.(Stiles, 2009) 2.7 ENTREPRENEURSHIP

As mentioned earlier, Nevon Nigerian limited is a business enterprise owned and managed by one man hence the word Entrepreneurship in this research. Also entrepreneurship is mentioned in order to limit the scope of this research work. Owing to this, this study will briefly review the concept “entrepreneurship” Entrepreneurship is quite a new concept, occasionally it is contentious, and a growing ground for management exploration. Finding a suitable ground for defining the meaning of entrepreneur has posed a serious challenge for many researchers. For up to a decade ago this area of study has been described is “young” i.e. it is in a decisive phase. (Perryman1982; Peterson and Horvath, 1982; Paulin, Coffey & Spaulding 1982; and Sexton, 1982 ). Presently there is no commonly acknowledged definition of the concept entrepreneur. Even, the literature of entrepreneur is completed with criteria staring from imagination and uniqueness to individual characters such as look and technique. There are many models of entrepreneur as there are many researchers researching on entrepreneurs. (Cunningham & Lischeron,1991; Churchill & Lewis,1986). The research on entrepreneurship has shown that it can be defined in two major angles from the “entrepreneurial firm and entrepreneurial people” (Krackhardt, 1995). “Entrepreneurial firm” are diminutive quick rising untreated as well as system-based instead of mechanistic and officious (Aldrich & Austen, 1986; Drucker, 1985; Birley 1986).

In the study of leadership work flow, that is a type of firm level entrepreneurship, entrepreneur is defined in three forms. (Sayles & Stewart, 1995). Entrepreneurship is an action that uses income opportunities with no regard to resources at present controlled. (Stevenson & Jarillo, 1990) Entrepreneurship is the expanding of the existing resources through improved learning, synergies, or bootstrapping. (Burgelman 1983; Leibstein, 1968; Stewart 1989; Venkataraman, McMillan & McGrath, 1992). Promotes change and innovation that leads to merging of resources and an innovative way of executing a business (Burgelman, 1983; Schumpeter 1943) Entrepreneurial people explore opportunities to obtain added value. From this definition, entrepreneurship is seen as a behavioral characteristic of employees and managers in a firm, not as a characteristic of the firm itself Recently the concept of entrepreneur was defined by Deakins & Freel (2009) as someone who has the ownership of a new business enterprise, venture or thought as well as assuming momentous responsibility for the intrinsic risks and the possible result. Entrepreneurs in this modern world have turned out to be the champions in the development of economic as well as the current enterprises. (Sathe, 2003). Many researchers have tried to link the ideas of entrepreneur and leadership into entrepreneurial leadership to explore the concept of entrepreneurship behavior and leadership style. (Gupta et. Al 2004; Tarabishy et.al 2005). They tried to merge entrepreneurship and leadership style to form what is called ENTREPRENURIALLEADERSHIP which is used to demonstrate the leadership style/ behavior in entrepreneurship. (Tarabishy et.al 2005). In an environment that is characterized by dynamism, uncertain competition, and complexity, an entrepreneurial leader who possess a different view from the behavioral style of leader is required. (Cohen 2004). Owing to the fact that previous researcher have tried to merge entrepreneurship and leadership style to form entrepreneurial leadership as mentioned above, this research is aimed to find out the impact of leadership style on customer satisfaction in entrepreneurship, so a review on entrepreneurial leadership was carried out. LEADERSHIP IN ENTREPREURSHIP

There has been too much emphasis on good leadership and management styles stressing on it as if it is the only way to uplift an organization. But in reality there are many successful ways to manage and lead an organization as mentioned

previously. Basically, entrepreneurs will always find themselves using one of the following styles or even combination of two more styles. The most important thing is merging your leadership style with the vision of the organization. According to Merrill & Sedgwick (1995), a lot of entrepreneurs like running their businesses by themselves in order to maintain their sovereignty in the business. The concept of entrepreneurial leadership was formed by those who recognize that a change in the style of leadership is essential for business to competitive world wide. Entrepreneurial leaders undertake a very crucial role in the success of any business enterprise. The perception of entrepreneurial leadership is comprehensible due to the unexplored and extraordinary areas that lies in future for business in this fast change market (Tarabishy, et . al 2005). On the outer level, entrepreneurs may be linked with leadership functions as creating vision for the development of a fresh product, services or administration. An entrepreneur can also be a leader as research has proven that entrepreneurial leadership has to do with concepts and ideas which are not connected to organizational issues (El- Namaki 1992); but it tends to be personal quality or manners which comprises of problem solving, making decision, visualization, and strategic thinking. CUSTOMER SATISFACTION

When we talk about customer care satisfaction, invariably we are talking about creativity. Creativity I think allows us to handle or diffuse problem at hand or may be later on in the process of conducting our daily business activities. According to Hutchens (1989), when discussing on the issue of customer satisfaction it means trying to understand the needs and expectations of the customers. Customer satisfaction can mean virtually anything. It can involve variable such as price, lead time, conformance, responsiveness, reliability, professionalism and convenience; and it is sometimes a complication mix of all of these and more (Craig, 2003). Industry by industry and even across product line, the importance of each variable can differ drastically. In business terminology, customer satisfaction is the measurement of how products and services offered by an organization meet or exceed customers’ expectation. It is also seen as key performance indicator within businesses and also as part of the four of a balance scorecard. (Gitman & McDaniel, 2005). Customers’ satisfaction is viewed as an essential differentiator in a competitive marketplace where businesses compete for customers. As mentioned earlier customer satisfaction is a justification and valued result of high-quality service and marketing practice. The quality of services is extremely difficult to assess, because services are intangible and heterogeneous. It is not feasible to develop well-defined quality standards that will

allow an organization to exercise full control and reject unsuitable services before they are sold to the customers. The direct involvement of customers in the provision of services brings this research to talk of quality not as recruitment of certain objective characteristics corresponding to stated standards, but as quality conceived by the customer. “Quality”= “Customer satisfaction” = “Value”/ “Cost” (Olga , 2009). This definition of quality by Olga, implies a close relationship between the product or service and the consumers. In current market conditions, the consumers play the role of arbiter, so failure will result if customer satisfaction is not taken into consideration. According to Olga, (2009), The potential financial benefits of an increased number of satisfied customers are often quite substantial. The greater the satisfaction of the buyer’s company, the more willing he will be to buy again from the same provider. However, these benefits are not immediately apparent, and the company needs to be able to see the prospects. In contrast, the consequences of customer’s dissatisfaction may be felt much faster and can be very severe. One disappointed customer will talk about the problem he has encountered with another 35 potential customers on average, and this secondary effect may impact future sales of the company. The most obvious reason why companies have to worry about customers’ satisfaction is that they need customers to be ready to repurchase their services in future. A positive evaluation of products that have been purchased helps to retain customers. People who evaluate a product or service negatively are unlikely to use them and pay for them again. It is usually cheaper to retain existing clients than to attract new ones. Therefore, companies focus on ensuring that their customers have a satisfactory experience of using their products and services. In this research work, the customers satisfaction variables that was considered are, Responsiveness, professionalism and understanding the needs of the customers; this is due to the location of the company in focus (Victoria Island Lagos) Victoria Island in Lagos is a place where first and middle class worker resides and from personal experience, customers do of the company care much about how professional they were treated, how does the company understands their needs to matter how they pay for it. So this research will measure the customers satisfactions based on these three variables mentioned above; this will lead us to a brief review of customer satisfaction measurement. CONSEQUENCES OF CUSTOMER SATISFACTION AND DISSATISFACTION

The consequences of not satisfying customers can be severe. According to Hoyer and Maclnnis (2001), dissatisfied consumers can decide to:Discontinue purchasing the good or service Complain to the company or to a third party and perhaps return the item, or Engage in negative word-of-mouth communication. Customer satisfaction is important because satisfaction influences repurchase intensions whereas dissatisfaction has been seen as a primary reason for customer defection or discontinuation of purchase (La Barbera & Mazursky, 1983).

MEASURING CUSTOMER SATISFACTION

In order to keep business moving and also to adapt to the ever changing business environment, companies and organizations need to keep hold of their alreadyexisting customer and the same time aiming the non-existing customers. (John, 2003). Measuring how customers are satisfied shows a sign of how booming an organization is at offering their products and services to the market place. (Oliver, 1980, 1993; Parasuraman, Berry & Zeithmal 1988, 1991). Customer satisfaction is an intangible concept. The true demonstration of the condition of satisfaction differs for individuals to individuals as well as from products and services. The true form of satisfaction is dependent on a number of psychosomatic and physical variables which show a relationship with satisfactory behaviors as “return and recommendation rate”. Comparing products from different organizations can vary the level of customer satisfaction. Having seen the importance and benefits of increasing customer care satisfaction to an organization, how it is measured is still very unclear. Customer satisfaction has been researched from the standpoint of the individual customer and what actually compel their satisfaction and also from industrial point of view to weigh against customer satisfaction score across companies and industries. (Oliver & Swan 1989; Oliver 1993; Fournier & Mick 1999; Fornell 1992; Anderson, Fornell & Lehmann 1994; Fornell et al 1996; Mittal & Kamakura 2001). Customer satisfaction has also been studied in a single business unit or across many. (Schlesinger & Zornitsky 1991; Hallowell 1996; Loveman 1998; DeWulf, Odekerken-schroder & Iacobucci 2001). This shows that there are more than enough literature on which to rely on when trying to measure customers satisfaction as precise tools for measuring the level of customer satisfaction like SERVQUAL have been built up in the past. ( Parasuraman, Belly, & Zeithaml, 1988, 1991). While trying to measure the level of

customer satisfaction, it is likely that perception of quality can have a separate satisfactory implication on different customers and market segments. Anderson, & Mittal (2000), states that market environment, segment population can manipulate customer satisfaction and how the product is been used. When segment specific variation is not taking into consideration, companies may focus on the wrong aspect for a given set of customers. (Anderson & Mittal 2000). Customers with the same level of satisfaction but with dissimilar personality may display different level of how the re-purchase goods and services. (Mittal, & Kamakura 2001). Obviously, it is important market and customer segmentation be considered as a key factor when measuring customer satisfaction and its consequences. The research work by parasuraman, Berry and Zeithaml (1985) and (1988) offers the ground for measuring customer satisfaction with a service by using the “gap” linking “customer expectations of performance and the perceived experience of performance”. There study came up with a satisfactory “gap” that is semi quantitative in nature but Cronin and Taylor (1992), widen the disconfirmation theory by joining the “gap” as explained by Parasuraman et al.,(1988) (two separate measures perception and expectation), as a solitary measurement of performance in connection to expectation. The common measures of customer satisfaction involve a survey with a set of statement using a “likert technique” or scale. Likert scale technique according to Wuensch (2005), is a psychometric scale frequently used in questionnaires. This likert scale is the regularly used scale in survey research. It is used in such a way that the term is frequently interchanging with rating scale despite the fact that the two are not synonymous. Using this technique, customers are expected to judge each statement in terms of their performance and expectation of performance of the service being measured. Although this scaling technique comes with come weakness like central tendency bias – participants may avoid extreme response categories and also may agree with the statement as presented in order to please the experimenter. As mentioned earlier, this research tried to established the impact of leadership style on customer satisfaction by creating three separates links and the links are the link between leadership style and employee job satisfaction the link between employee job satisfaction and employee turnover the link between employee turnover and customer satisfaction The reason behind these links from this research point of view was that organizational leadership styles contributes to how employees are satisfied with their job and how employees are satisfied with their job determine how they stay in

the company as well as how they give their best to the company and to the external customers. THE LINK BETWEEN LEADERSHIP AND EMPLOYEE JOB SATISFACTION Before establishing the link between leadership style and employees job satisfaction, let define job satisfaction briefly. Job Satisfaction Job satisfaction may be defined as a positive emotional response from the assessment of a job or specific aspects of a job (Locke 1976; Smith et al., 1969). It is influenced by many factors such as: the working conditions, the work itself, supervision, policy and administration, advancement, compensation interpersonal relationships, recognition, and empowerment (Castillo and Cano 2004) According to Quick (1998), each person has a different set of goals and can be motivated if he/she believes that: there is a positive correlation between efforts and performance; effective performance will result in a pleasing reward; the reward will satisfy an important needs; and the desire to satisfy the need is strong enough to make the effort meaningful. The relationship between leadership and employee job satisfaction Leadership style is an important determinant of employee job satisfaction. The reactions of employees to their leaders will usually depend on the characteristics of the employees as well as on the characteristics of the leaders. (Wexley & Yukl 1984). The employee job satisfaction is influenced by the internal organization environment, which includes organizational climate, leadership types and personnel relationships (Seashore and Taber 1975). The quality of the leader-employee relationship – or the lack of thereof- has a great influence in the employee’s self esteem and job satisfaction. (Chen & Spector 1991; Brockner 1988; DeCremer 2003). As Wilkinson and Wagner (1993) argued, it is stressful for employees to work with a leader who has a hostile behavior and is unsupportive. If subordinates are not capable of figuring out how to perform the work by themselves they will prefer a leader who will provide adequate guidance and instructions. Also according to Robbins (2003), the employee resign rate with transformational leadership is less than with transactional leadership. Improving the employee’s working situations; fulfilling their needs and helping them perform better are positively related to transformational leadership (Liu et al. 2003).

Therefore, it can be said that employees are more satisfied with leaders who are considerate or supportive than with those who are either indifferent or critical towards subordinates.(Yukl 1971). Negative leader- employee relationships reduce productivity and increase absenteeism and the turnover to the organization can be quite high. (Keashly, trott, & Maclean 1994; Ribelin 2003). THE LINK BETWEEN EMPLOYEE JOB SATISFACTION AND EMPLOYEE TURNOVER. Employee turnover has been of interest for mangers, leaders, and researchers across a wide array of disciplines. In the past two decades, interest in turnover has intensified, as the pressure for the financial performance among recent organizations has increased. Therefore, Employees’ turnover is defined as the rotation of workers around the labor market; between firms, job and occupations; and between the states of employment and unemployment. (Abassi & Hollman., 2000). The term turnover is defined by Price (1977), as the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization within the same period. According to Milman, (2002) higher levels of employees’ turnover can lead to lower levels of customers’ satisfaction. He stressed further that poor working environment may not be the only indicator of employees’ turnover; it may also be a reflection in the loss of experienced employees and established customer relationship, low compensation, inadequate benefits, poor working conditions, poor workers morale as well as job attitudes and improper recruitment and selections. Employees’ turnover may be either voluntary or involuntary. Voluntary employee turnover according to Ito & Brotheridge, (2005) is when the behavior of an employee is seeking for a new job. Also involuntary turnover occurs when the organization takes the initiative to terminate or discharge an employee through firing, layout, downsizing, or rightsizing.(Berger & Berger 1999). In response to employee turnover, particularly voluntary turnover, Mobley and colleagues (Mobley, homer & Hollingsworth, 1978; Mobley, Griffeth, Hand & Meglino, 1979) proposed a theoretical causal process to explain this phenomenon. Their casual process contains four core antecedents of employee turnover. First are demographic characteristics that influence a person’s decision whether to remain with or leave a job. Second, job satisfaction impacts a cognitive withdrawal process stressing turnover intension. Third, work environment factors significantly shape employee job satisfaction. This in turn shapes turnover intension. Finally, turnover intent influences voluntary turnover. These four core areas are still critical in today’s research examining voluntary employee turnover. While it is generally argued that most casual model are meant to explain voluntary employee departure across a variety of organizations, most studies have generally looked at employees in one or only a handful of occupations.

During the past century, a variety of conceptual models for turnover process have been developed. While these models have diverse origins from a wide array of disciplines, many researchers have theorized that job satisfaction is a key antecedent of workers turnover (Mobely et al., 1979; Prince & Mueller, 1986; Williams & Hazer, 1986). Roznowski and Hulin (1992) contend that overall job satisfaction measures are “the most informative data a leader or researcher can have for predicting employee behavior”. Further, it has been theorized that high levels of job dissatisfaction leads to employee withdrawal, particularly in terms of voluntary employee turnover, the explained variation has typically been small (Locke, 1976). As a result of weak to modest magnitudes, Mobley and colleagues (Mobley et al., 1978, Mobley et at., 1979) proposed that the relationship between job satisfaction and turnover moderated by intensions, and most researchers now accept the premise that intension to stay or leave a job with a particular employer is the final cognitive step in the decision making process of voluntary turnover (Steel & Ovalle, 1984). As a result, turnover intension has been integrated in most employee turnover models developed in the past 20 years. This can be concluded by saying that the effect of job satisfaction on turnover, however is only a part of the equation. It is equally important to explore, confirm, and understand the key antecedent of job satisfaction. Identifying factors that influence job satisfaction provides administrators and leaders with necessary, meaningful information to make intelligent decisions regarding intervention aimed at increasing employee job satisfaction (Cranny, Smith & Stone, 1992). Moreover, rather than treating job satisfaction as either an exclusive exogenous variable or the final endogenous variable, it is important to look at both the causes and effects of job satisfaction. THE LINK BETWEEN EMPLOYEE TURNOVER AND CUSTOMER SATISFACTION

In recent times, the connecting relationship between employee satisfaction, employees’ turnover, customers’ satisfaction as well as organizational profitability is a topic of growing academic and managerial interest (Oliver, 1997; Rechheld, 1996; Rust et., 1995). This has lead to a stream of research which helped to conceptualize the notion of a “service profit chain” (Heskett, et al., 1994, 1997), in which company’s profitability is hypothesized to be dependent on the satisfaction level of employees and customers. According to Heskett et al, (1997), the service profit chain assume that higher employee satisfaction levels reduces employee turnover rate which then leads to higher customer satisfaction. This is so because when an employee is satisfied with his job, he/she develops a personal relationship with the organization and this relationship produces a better service which leads to higher productivity as well as higher employee retention, thus low employee turnover.(Mobley et al. 1979).

This link was concluded by reviewing the study of Estelami and Hurley (2003) (does employee turnover predicts customer satisfaction?) in their study, they tested how well employee turnover predicts customer satisfaction. By using two conveniencestore chains they examine four turnover indicators as well as nonlinear transformations of the four indicators. Surveys were used to validate the dimensions being measured and to determine employee satisfaction and customer satisfaction. Their result show that certain employee turnover indicators predict customer satisfaction levels well and that their predictive ability is equivalent to that of singleitem employee satisfaction measures gained through employee surveys. Also as they predicted, the relationship between employee turnover and customer satisfaction is non-liner: when levels of employee turnover are low, improvement in turnover rates (that is, decrease in turnover rates) yield big improvements in customer satisfaction. When employee turnover is high, however, improvements in turnover rates have less impact on customer satisfaction.

SUMMARY This research work is aiming to find out if a leadership style in entrepreneurship has any link to the level of customers’ satisfaction. This chapter reviewed the different definitions of leadership and as well the different the types of leadership theories. (The trait, behavioral contingency and power influence based theories as well as the transformational and transactional leadership theories). From the above discussion in this chapter, Organizations as we understood is a social system where human assets are mainly the most essential indicators of organizational effectiveness and competence, so leadership technique in an organization is very important to both employee and customers’ satisfactions. This chapter also reviewed the link between leadership style and customer satisfaction by reviewing three possible links from leadership style to employee jobs satisfaction and how employee job satisfaction relates to employee turnover and how this turnover predicts customer satisfaction. This chapter was able to conclude categorically that employees are more satisfied with leaders who are considerate or supportive than with those who are either indifferent or critical towards subordinates.(Yukl 1971). Negative leader- employee relationships reduce productivity and increase absenteeism and the turnover to the organization can be quite high. (Keashly, trott, & Maclean 1994; Ribelin 2003). And also when employee turnover is high, improvements in turnover rates (that is decrease in turnover rates) have less impact on customer satisfaction and vice versa.(Estelami & Hurley 2003)

CHAPTER 3 3.0 METHODOLOGY According to old proverb from great philosopher Aristotle, “well begun is half done”. The purpose of this research work is to find out the impact of leadership style on customers’ satisfaction in entrepreneurship and also to analyses and compared the various leadership styles associated with entrepreneurial success. This research work is going to use both qualitative and quantitative research method; this is because Quantitative method is used to answer questions about the relationship among measurable variables with the purpose of explaining, predicting and controlling observable facts, while the Qualitative method is used to answer questions about the complex nature of the observable facts, often with the purpose of describing and understanding the phenomena from the participant point of view. However, there are advantages as well as disadvantages in using the survey method in data collection. One of the advantages of using the survey method is the ability to establish a relationship among variables and to draw data from many respondents and one its major disadvantage is the failure of the method to indicate the direction of the relationship. But in recent studies, the use of quantitative and qualitative approaches has led to the establishment of not only the existence of a relationship but also the direction of the relationship. In academic field of entrepreneurship, many researchers such as Timmons & Spinell, (2004), Sathe (2003), Deakins & Freel (2009), believes that leadership styles of entrepreneurs are vital factors in entrepreneurial success. Leadership research supported the idea that the full range of leadership factor can be quantifiably

measured. (Avolio & Bass 2004). This chapter presents the design of this research work and also described how it will help contribute to the academic field of entrepreneurial leadership. It also addresses appropriateness of the research design as well as the population, data collection, validity and data collections. This study will also use the deductive reasoning approach to draw its conclusion. Deductive reasoning approach works from the more general to the more specific. Sometimes this is casually called the top down approach where the conclusion follows from premises existing facts. 3.1 POPULATION SAMPLE Due to the nature of this research work a random and non random, purposive sampling method of respondent was employed; (Babbie, 1992). Non random sampling method was employed to gather data from the customers because the actual number of the company’s customers cannot be determine. So, the questionnaire was administered to the customer on each customer’s visit to company. While random sampling method was used to collect data from the employees as opinion from the entire employee will do a great deal to this research work. Also, a non random sampling technique was used to gather information from the CEO The idea behind the combination of random and non random sampling technique in data collection is to help this study cover enough respondent’s opinion for quality data analysis. In order to keep this study manageable, focus was made only on the employees of the company, inclusive of all the 3 branches, the CEO and its customers. The main subjects of this research are the Managing Director / Chief Executive Officer of Nevon Nigeria, 3 branch supervisors, 22 employees with about 25 customers of the company.

3.2 DATA COLLECTION This research work will focus on Nevon Nigeria limited because full access to reach the personnel in the organization to conduct the interview and survey was confirmed. This research work used questionnaires administered to the participants through electronic mail and Telephone interview with the managing director of Nevon Nigeria limited as a source of its primary data collection. Journal information from emerald and sources from the internet was the sources of the secondary data collection.

In order to collect data for this research work, questionnaires was administered to the participants through the managing director of the company for the purpose of finding the impact of the company’s leadership styles on the employee job satisfaction, employee turnover and customer satisfaction. The questionnaires were sent through electronic mail because of the research time frame and as a means to get more participants involved in the survey. Questionnaire method is useful in this data collection because the responses are gathered in a standardized way; it is more objective and the quickest way to collect information. However, in some situation they can take a long time not only to design but also to apply and analyze. While administering the questionnaire there was an assurance that all the correspondence from the participants will be and remain confidential. The participant’s correspondence to the survey was on voluntary basis. The questionnaire was distributed to random sample size of 50 participants; the CEO 3 supervisors from the three different branches, the twenty five works in all the branches with at least twenty customers. One week after sending the questionnaires, a confirmatory request e-mail and text was sent to the managing director of the company to confirm if the questionnaires has been sent to all the participants, as well as soliciting questions or comments and requested that the completed surveys be returned as soon as possible. Upon receiving the completed survey, a thank you e- mail was sent to all the participants through the managing director of the company. The survey comprises of a descriptive and non experimental data collection method which is used to draw information from a large sample. It also allows the investigation to derive precise and impartial data to support the conclusion and generalization of this work. This applies in studies requiring the determination and investigation of links or relationships between or among variables. (Cohen, et al., 2003). In this study, 50% of the respondent were contacted ahead of time to seek their willingness to cooperate in the data collection process by explaining to them the purpose of the research work and the need for their participation in gathering of the data to ensure that there responds can validly the support the conclusion of this work. This study follows a timetable that prearranged sufficient time for data collection, because of the need to draw willing customers and wait for their responds to the questionnaires. 3.3 INSTRUMENTS

The instruments of this present research include (1) Questionnaires for employee job satisfaction, (ESQ), (2) customers care satisfaction Questionnaires CSQ), and (3) leadership interview questionnaire. The rationale behind these instruments, is that the location and geographic area covered by this research (Lagos state Nigeria); questionnaires are more familiar to most people and it is easier to administer. Also, questionnaire is a time and cost efficient research instrument. So, this exposes me to a broad range of respondents. Also, as this research work requires responses from the CEO/ Managing director of the company, interview questionnaire to the CEO offers a less intrusive means of access than telephone or face to face survey. Although this type of instrument has some disadvantages. According to Burgess, (2001), “it is reported that it is common for survey response rate to be around 20%”. So this research is designed to produce a high response rate in order to gain sufficient data for meaningful analysis. The employee job satisfaction and customers’ satisfaction questionnaires were used to find out how the leadership style of the company affect the employees and the customers. While the leadership interview questionnaire was used to find out what kind of leader the CEO of the company is as well as his style of leadership. These two quantitative and qualitative approaches were used to make the research more complete in investigating the impact of leadership style on customer satisfaction in entrepreneurship. 3.4 LEADERSHIP STYLE INTERVIEW QUESTIONNAIRE The leadership style interview questionnaire focused on exploring and evaluating recognized leadership style and competencies of the organization. The questions in the interview were administered to the CEO/ managing director of the company in order to assess his leadership skills, style and his leadership potentials. The interview questionnaire is a semi-structured open ended questionnaire with seven questions which requires the CEO to provide examples of how he has demonstrated his leadership competencies and skills. 3.5 EMPLOYEE JOB SATISFACTION QUESTIONNAIRE (ESQ) The objective of this questionnaire is to obtain information from the employees on how the leadership style of organization is affecting their job satisfaction. Employee job satisfaction is an area of complex research and theory. This research work is using employee job satisfaction questionnaire as proposed by Frederick

Herzberg. This type of questionnaire is used because it helps to gather data in two dimensions. The “Hygiene factors” and the “Motivation Factors” The hygiene factors are an essential component of job satisfaction which requires sufficient attention to guarantee employee job satisfaction. The hygiene factors relates to the base level, and administrative factors such as pay, work environment and other benefits or facilities associated with the job. Motivation factors are more aligned with factors such as the degree of autonomy and decision making capacity associated with the job. It also include factors that makes job more intrinsically rewarding that is interesting content, importance of the work, conducive team environment, as well as good leadership relationship. The questionnaire is designed with fifteen questions which if answered fully will indicate the level of employee satisfaction with the company’s leadership style. The participants are expected to respond to each of the questions by ticking in their desire option in box provided beside each of the questions. Where box with 1 represent strongly disagree and box with 10 stands for strongly agree. The sample of the questionnaire is the appendix. A 3.6 CUSTOMER SATISFACTION QUESTIONNAIRE (CSQ) The aims and objective of administering the Customer care satisfaction questionnaire (CSQ) was to gather data from the customers’ point of view in order to find out if the leadership style the company is practicing connects to their level of satisfaction. The questionnaires were designed with a total of seven questions. Questions number 1, 2, and 3 were designed to find out the quality of the company’s products. Questions number 4i, 4ii, 4iii and 5 were designed in order to find out the leadership style of company from the customers point of view. Questions number 6 and 7 were designed to find out if the leadership style of the company links to customers satisfaction. While questions number 8 and 9 were designed to find out from the customers point of view if they think the leadership style of the company has a link to their level of satisfaction. The population sample for this questionnaire was twenty five (25) participants and twenty five (25) questionnaires were administered to the participants. Out of the twenty five administered questionnaires, only fifteen (15) customers returned their questionnaires completed. The data in the questionnaire was analyzed using statistical tools like the bar chart after which the conclusion was made based on deductive reasoning. DATA ANALYSIS

Content analysis technique will be used to analyze the information gathered from the leadership interview questionnaire; this is because Content analysis is a research tool focused on the actual content and internal feature of media. It is used to determine the presence of certain words, concepts, theme, phrases, characters, or sentences within texts or sets of texts and to quantify this presence in an objective manner. Text can be defined broadly as books book chapters, essays interviews, discussions, speeches, etc. (Berelson, 1952). According to Bernard Berelson, content analysis is “a research technique for the objective, systematic and quantitative description of manifest content of communication.” (Berelson, 1952). In order to carryout content analysis on this text, (the leadership interview questionnaire), it will be coded or broken down to a manageable categories on a variety of levels, that is word sense, or sentences and then it will be examined using one of the content analysis methods like the conceptual analysis or inferences analysis. The result will then be used to make inferences about the information in the interview questionnaire. The employee job satisfaction questionnaire (ESQ), will be analyzed using Frederick Herzberg model of 1968. This method entails the participated employees to rate their opinion in the questions from 1 – 5. Where 1 stands for completely disagreed with question and 10 stands for completely agreed. At the end of each question, the rated scores will be added together, which will then be used to find out how the company’s leadership style connects to employee job satisfaction. The customer satisfaction questionnaire was also analyzed based on the customers’ response to each of the questions in the questionnaire. The analyses were done based on the discretion of the researcher that is without using any specified model. This is because the questions that was asked in the questionnaire was simple to analyze and it was a straight forward question. After analyzing all the questionnaires, the result was presented in a graphical and tabular form for easy understanding. 3.8 RESEARCH LIMITATION The known limitation of this research is finance and time factor. The time required to produce this project is too small compared to various activities to undergo. Due to the short time frame in gathering all the necessary information I was not able to travel down to the company. I initially wanted to travel down to the company in Nigeria to organize a session in the company where all the participants will be present and I will personally give out the questionnaire and conduct face to face interview where necessary as well as give clear details on the aims and objectives of the research.

Another major limitation considered when conducting the survey was the assurance of an adequate and representative sample of the population being surveyed. 3.9 RESEARCH ETHICS The group that will participate in this research work that is in the interview and the survey will be given understandable explanation of the purpose, scope as well as the future result of the research. Also the type of information that is needed for this research work will be obviously stated as a will of policy for privacy and anonymity. This research works will be carried in such a way that it will guarantee the participant’s (the employees, customers and senior staff of Nevon Nigeria limited) privacy in the interview and questionnaires. The interview and the questionnaire were designed in such a way that it examines how the organizational leadership link with customers’ satisfaction with no intention of including any confidential or private matter in the process. There will be no expected adverse effects from the completion of the questionnaire; therefore, the risk will be negligible. Participants have the right to fair treatment, privacy, confidentiality and informed consent. (Polit & Hungler, 1999; Fain, 1999).

CHAPTER 4 4.0 DATA PRESENTATION AND ANALYSIS This study is designed to investigate the impact of leadership style in customer care satisfaction in entrepreneurship. The following research questions below was asked What are the various leadership styles, factors, behaviours, if actually any exist is responsible for entrepreneurial success. 2. Do leadership styles in an organisation relates or connects to how customers’ are satisfied in entrepreneurship? In order to analyze these research questions, data for this research works was collected in two different ways. Firstly by interviewing the CEO/managing director of the company using interview questionnaire and also by administering questionnaires to the employees and the customers. These data collected will be analyzed in the following ways: Presenting and analysing the employees job satisfaction questionnaire Presenting and analysing the leadership style interviewed information

Presenting and analysing the customers satisfaction questionnaire 4.1 EMPLOYEE JOB SATISFACTION QUESTIONNAIRE (ESQ) The information in the employee job satisfaction questionnaire was presented in a tabular form and was analyzed using the Frederick Herzberg model of 1968 as mentioned earlier. Although it is an old model but still effective. Frederick Herzberg model was chosen because the questions in the survey comprises of two important elements useful for this research study, that is the hygiene factors elements and the motivation factors element. These elements were described at the beginning of this chapter. A sample size of twenty five employees was originally marked for this research work. Twenty employees returned their completed questionnaire and out of the twenty returned questionnaires Seventeen employees answered all the questions in the survey and the three employees answered 14 questions each. Employee number 5, 7, 8 in the questionnaire left questions number 7, 8 and 14 unanswered respectively on reasons best known to them. This depicts that 85% of the total number of employees answered the entire question in the questionnaire while 15% did not, may be they were not able to decode the questions or it was intentionally or reasons best know to them as said earlier. Table 1: tabulated results of the data in the employee job satisfaction questionnaire. Questions number 1 13

2 14

3 15

4 5 Total score

6

7

8

9

10

11

12

Employee 1 5

4 4

3 5

4 3

3 66

5

6

4

5

5

5

5

2 4

3 4

5 3

5 3

5 63

4

6

4

4

4

5

4

3 4

5 4

4 4

5 4

5 60

3

5

4

3

3

3

4

4 5

4 3

5 5

5 5

5 68

5

6

4

4

3

4

5

5 5

3 4

5 3

5 3

4 58

5

8

*

2

3

3

5

6 3

5 5

5 3

5 3

5 67

4

7

5

2

6

4

5

7 4

3 6

6 5

3 4

3 61

4

7

4

*

5

4

3

8 4

3 5

7 2

4 4

4 61

4

5

4

2

5

5

3

9 4

4 5

4 *

4 3

4 59

4

5

3

5

5

5

4

10 5

4 5

4 3

6 2

4 64

3

7

3

5

5

5

3

11 4

4 5

3 3

4 2

3 60

6

6

4

5

5

3

3

12 5

3 5

3 2

5 2

3 55

4

6

4

3

4

4

2

13 5

5 5

3 2

5 1

4 58

4

6

4

4

4

4

2

14 3

4 6

6 6

5 3

4 74

5

5

5

5

5

4

5

15 4

5 5

5 5

6 5

4 73

6

4

5

4

6

4

5

16 4

4 5

6 5

4 1

6 62

3

4

4

5

5

3

3

17 5

5 6

7 4

8 5

5 71

4

3

4

5

3

4

3

18 5

5 6

5 4

4 5

5 71

5

4

5

4

5

5

5

19 5

4 5

4 5

4 5

5 72

5

6

5

6

5

5

5

20 5

5 5

6 5

4 4

4 68

5

4

4

4

6

4

4

Employee number 21 to 25 did not participate in the survey.

According to Frederick Herzberg mode, employee whose total score is greater than 130 means that the employees working conditions are acceptable or better. They are highly motivated and engaged in the company’s work, with confidence that their (employees) contributions to the organizational goals are significant and unique. The employees are likely to be a part of a highly effective and cohesive team and have close professional friendship within the work place, as well as more broadly in their field. For employee with total scores between100 – 129, their working conditions are acceptable or better. It also entails that the employee job is rewarding and their contributions to the company’s goals are significant. For the employees, work is a positive aspect of their life and they probably enjoy a high degree of friendship within their team. They may want to explore strengthening unique areas of expertise to increase their influence on work outcomes. For employees whose total score fall between 70 – 99 means their working conditions are acceptable. Their job is rewarding and their contributions to the organizational goals are recognized. Most times, they have a sense that they could be replaced reasonably easily with someone else if they fail to perform up to expected.

Generally, to this group of employees, work is “OK”, but weekends or days off seem to look pretty good. Finally, employees whose total score is less than 70, entails that their working conditions are probably between poor and just acceptable. Their job priorities and methods are likely to be determined by someone else and they may feel completely dispensable. Getting up on working days is a chore and they are counting the days to a better times or retirement. There are many possible reasons (both external and particular to the employees as an individual) that their job does not attract the autonomy they would like.

Table 2 statistical findings of Frederick Herzberg model Herzberg number

Number of employees

Above 130

0

0

100 - 129

0

0

70 -99

6

0 – 70 14 Total 20

Percentage %

30

70 100

Graph No.1: graphical representation of the statistical findings of Frederick Herzberg model From above statistical analyses 14 participant’s total score fall within 0 – 70. While the total score of the remaining 6 participants fall within the total score of 70 – 99, representing 70% and 30% respectively of the total respondents. No respondent’s scores falls within the total score of 100 – 129 and 130 and above. From the statistical findings of Frederick Herzberg model in table figure 1 above, this research can broadly say that the employees of Nevon Nigeria Limited working conditions are probably between poor and just acceptable. Their job priorities and methods are likely to be determined by someone else and they may feel completely dispensable. They are not totally satisfied with their working conditions, getting up on working days is a task and they are counting the days to a better times or retirement.

Table number 3 analysis of Question number 16: The level of my job satisfaction has a link to the leadership style of the company This question was asked in order o find out from the employees’ point of view if they think their job satisfaction has a connection to the way they are being led. Number of employees Strongly agreed

10

50

Somewhat agreed 4

20

Strongly disagreed 2

10

Somewhat disagreed

3

Neither agreed nor disagreed Total 20

100

Percentage %

15 1

5

Graph number 2. Graphical representation of the rate at which the employee believe their job satisfaction is linked to the leadership style of the company

From the chart above 50% of the employees strongly agreed that their job satisfaction has a link to the leadership style of the CEO. 20% somewhat agreed that their job satisfaction has a link with style of leadership the organization is practicing. 5%, 10%, and 15% of the employees neither agreed nor disagreed, strongly agreed, as well as somewhat disagreed respectively that their overall job satisfaction is linked to the leadership style of the company. 4.2 LEADERSHIP INTERVIEW QUESTIONNAIRE ANALYSIS The aim of this questionnaire was to find out the leadership style the company is practicing from the Chief Executive Officer/ managing director of Nevon Nigeria Limited. The returned interview questionnaire is in appendix B The data in the questionnaire was analyzed using the content of the responses of CEO as stated in the previous chapter. The questionnaire contains eleven items which the analysis was base upon Table number 4: The CEO responses to the questionnaire RESEARCHER

CEO RESPONSES

I am an MBA student of the University of Wales writing a dissertation on the impact of leadership style on customer satisfaction in entrepreneurship in Nigeria. And I am using your company Nevon Nigeria Limited as a case study. Thank you for sparing your time to honor this interview

You are utmost welcome

the ability to persuade and influence, demonstrate integrity, communicate and motivate, innovate and implement strategic vision, demonstrate drive and tenacity are all recognized leadership skills

How would your staff and colleagues describe your leadership style? it all lies on their own opinion and judgment. Everybody is entitling to their own opinion.

First and foremost what are the most important values and ethics you have demonstrated as a leader? Integrity, being truthful and trustworthy as well as having conviction- is an essential leadership competency which I have being demonstrating. As an effective leader, I have being demonstrating values and ethics in my personal behavior which I have also integrates into the company’s practice and activities. A good leader, acts with the courage of his /her convictions. Leaders to my opinion should be open, transparency, inspire, motivate and be fair with their employees but should not violate confidence or reveal potentially harmful information

To your own opinion what are the factors responsible for leadership failure? Has been a time when you failed as a leader? A number of factors can be responsible for leadership failure such as the available skill pool in the organization, time constraints, and economic climate.

For example if employees are sluggish and unenthusiastically orientated, it can create a situation ripe for leadership failure. Actually, to your second questions, I can’t really say I have ever failed as a leader, but in difficult situations I try to be courageous by putting on the skill of resilience and making sure I constantly work towards improving the situation by re – examination of the organizational purpose, structure and culture.

What role does leadership play for their subordinates? And have you demonstrated these roles to your workers? The roles leaders’ play to their subordinates to me is to communicate the company’s strategic vision with clarity. Also, translate the strategic vision into concrete direction and plans.

You asked if I have ever demonstrated these roles to my subjects. The reply is yes, I identify and communicate priorities, short term objectives, create timelines, measure performance, clear accountabilities and performance agreements to management. Also I inspire my worker and as well provide quality judgment and advice.

Have you ever gone through tough times in your organization? how did you rally the support of your staff and build their morale? couple of times

Yes I have,

Good leaders build a sense of common purpose by promoting the organizational vision both internally and externally. Like I said earlier, I develop and implement effective communication strategic within the organization which helps to remove barriers to collaboration. I also ensure a clear and honest feedback is given out to inspire trust. These and many more I think are the way I implore to win back my employees trust and support.

What method of leadership did you use to gain commitment from your subordinates? From what I know, all good leaders whether entrepreneurial leader or not, they gain commitment from their subjects by influencing and persuading them to set objectives and as well buy into the process. Leaders establish a spirit of cooperation and cohesion for goal attainment. For me personally, I inspire a commitment to success and excellence by demonstrating passionate personal commitment and promote a productive culture by valuing individuals and their contributions.

: how have you influence your employees to follow your strategic vision for the organization? By involving employees in the decision making and planning process. Secondly by providing resources to facilitate employee success, empowering the employees by devolving authority to get things done efficiently As an entrepreneur, what leadership style do you think guarantees success in entrepreneurship?

leadership is the process through which an entrepreneur is able to influence employees to achieve the objective of the organization, so to guarantee success in entrepreneurship; the leader must build trust and confidence among employees and communicate to them effectively.

Seek self improvement; as every great leader will always seek to become even better. Finally accepting responsibility for every action, as well as making good and timely decision Finally, how would you describe your leadership style?

To me I see myself as a democratic leader. I always believe in “we can make it” slogan

From the CEO responses on item number 3 which requires him to demonstrate the most important ethics and value a leader is suppose to have as an entrepreneur. According to the CEO, he demonstrated values and ethics in his personal behavior which reflect as transparency (Ts) motivational inspiration (Ms) in the organizational practice. Also from questions number 4 and 5 he believes that the role of a good entrepreneurial leader is to establish a good communication (Ct) channel which will always reflect the organization strategic vision, (Sv), as well as transmitting a sense of joint mission and ownership by allowing the employees to participate in the decision making process and the provision of quality judgment and advice when easing group tensions in critical situation. From this conversation these coded words Ts = transparency, Ms = motivational inspiration, Ct = good communication, Sv= strategic vision depicts that the leadership style the CEO is practicing is transformational leadership style as according to Tracey & Hinkin (1998), transformational leadership is a leadership style that motivates (Mt) people by appealing to higher ideas and moral values, defining and articulating a vision (V) of the future, and forming a base of credibility. Also Burns (1978) described transformational leadership as when leaders and followers make others to advance to a higher level of moral and motivation through the strength of their vision and personality and also inspire followers to change expectations, perception and motivation to work towards common goals. Form the definitions of transformational leadership and the responses of the CEO in the leadership interview questionnaire these coded words Motivation (M), inspirational, Transparency (T), Vision (V) , communications appeared to be common which depicts that according to the CEO of the company he is practicing transformational leadership style.

CUSTOMER SATISFACTION QUESTIONNAIRE PRESENTATION AND ANALYSIS

Table 5: findings from the customer satisfaction questionnaire Questions 1

2

3

4

5

6i

6ii

6iii

7

8

9

1

6yrs/above 40-49yrs Business poor Somewhat agreed Poor

F. Good

Likely SWS

SWD SWD

2

“ poor

F. Good

Likely

SWD

3

“

good

“

40-49yrs “ Poor

Public servant

50/above

Others

F. Good

“

VS

“

SWD “

“ fairly

Fairly

Good 4

4 – 6 yrs “ poor

5

“

Good

“

30-39yrs “ Poor

40-49yrs SWD SWD “

6

“ 40-49yrs Strongly agreed

7 8

SWS

SWD

F. poor

Strongly agreed

F .Good

Poor poor

6yrs/above 40-49yrs Business fairly good “ fairly good

F. Good

Likely SWS

SWS

“

0 – 3 yrs very good

V. Good

Likely SWD SWS

“

“

20-29yrs Student “ very good

20-29yrs SWD poor

Student F. Good Strongly agreed Poor

Preferred not to say

SWD

0

“ 30-39yrs Public servant Somewhat agreed Poor 11

“

WSD SWD “

“

“ Poor

F .Good

Not Likely

9 1

“

Public servant

0–3yrs “ “ “ Somewhat agreed very good

“

Likely SWS

Likely SWD SWS SWS

SWS

SWD poor

very good

12

4–6yrs

Good Not Likely

40-49yrs VDS

Others

SWD SWD poor

F Somewhat agreed Poor

13

4–6yrs 40-49yrs SWS fairly good “

14

4 – 6yrs 30-39yrs Business poor Somewhat disagreed Poor

F. Good

“

SWD SWD SWD

15

4 – 6 yrs poor “

F. Good

“

SWD SWD SWD

30-39yrs Poor

Public servant fairly good

business

V. Good

Likely SWD SWD

Key: SWS = somewhat satisfied; SWD = somewhat dissatisfied; VDS = very dissatisfied; VS = very satisfied.

Customers’ occupation Extract from the table above shows that out of the entire 15 respondents, 4 were business persons, 7 were public servants, 2 were student and the remaining 2 were on the category of other profession. Table number 6: customer’s occupation Occupation Number of customers Business Person

4

27%

Public servant

7

46%

Student

13.5%

2

Other profession Total 15

100%

2

13.5%

Percentage

Graph number 3: Graphical representation of customers’ occupation

Table 7: length of customers’ patronage Length of patronage 0 – 3 years

4

4 – 6 years

7

6 years and above Total 15

Frequency

Percentage

27 46 4

27

100

Table 4 depicts how long respondent have being patronizing the company’s product. From the table above most of the customers that patronized the company are those who have being doing business with company for 4 – 6 years. It constitute 46% of the total number of respondents, it is followed by customers with patronage length between 0 – 3 years and 6 years and above with 27%

Graph number 4: length of customer patronage

Table 8: level of customer satisfaction on employee Responsiveness, Professionalism, Understanding customer’s need Level of satisfaction Very dissatisfied Somewhat dissatisfied Somewhat satisfied Very satisfied Responsiveness

1

8

0

Professionalism

0

10

0

Understanding customer’s need

5

1 5

0

Neither satisfied nor dissatisfied

13

0 0

2

0

The percentage representation of customer satisfaction of the company’s rate responsiveness 1 15 8 15 5 15

For professionalism: 10 15 5 15 For understanding the customers’ needs: 13 15 2 15

Representing this information in a bar chart, the Graph below shows the level of customers’ satisfaction with the company level of responsiveness, professionalism, and understanding customers need.

Graph number 5: graphical representation of the level of customer satisfaction on employee Responsiveness, Professionalism, Understanding customer’s need

Table 9: Overall customer satisfaction Overall customer satisfaction Satisfaction rate

Number employees Percentage %

Outstanding

0

0

Very good

2

13

Fairly good

3

20

Poor Total

10 15

67 100

Graph number 6: Graphical representation of the overall customer satisfaction.

From the data collected on the overall customer satisfaction with company and its sales representative 2 respondents representing 13% of the total respondents indicate that they are very satisfied with company’s customer service. 3 respondents representing 20% of the total participants are fairly satisfied with customer service they received. 13 respondents representing 67% of the total participants are not satisfied with company’s customer service. No respondent indicates an outstanding satisfactory experience in the company’s customer’s service.

Table 10: Link between customer satisfaction and leadership style This question was asked in order to find out from the customers’ point of view if they believe the leadership style of the company determines their satisfaction.

Link between customer satisfaction and leadership style Number of customers Strongly agreed

5

33

Somewhat agreed 8

54

Somewhat disagreed

2

Strongly disagreed 0

0

Neither agreed nor disagreed Total 15

Percentage %

13

0

0

100

Graph number 7: graphical representation of the Link between customer satisfaction and leadership style

Table number 7 shows how customers relate their satisfaction level to the leadership style of the company. From table 7 above, 5 out of 15 respondents representing 33% of the total respondents strongly agreed that their level of overall satisfaction has a linkage to the leadership style of the company. Then 8 respondents depicting 54% of the total number of respondents somewhat agreed that their overall satisfaction has a connection with the leadership style of the company. Only 2 respondents representing 13% of the total respondents somewhat disagreed that their overall satisfaction with the company has any connection with the leadership style of the company. From the above information, all the respondents either strongly agreed or somewhat agreed that their satisfaction level is connected to the leadership style of the company except 2 who somewhat disagreed with fact.

4.4 SUMMARY This chapter presented the statistical findings from the data collected in all the questionnaires. The employee job satisfaction questionnaire was to find out from the employees views leadership style of the organization and if it affects their job satisfaction. The data from the employee job satisfaction questionnaire in this research work shows that 87% of the participated employees answered all the questions in the questionnaire while 13% did not answered all. The questionnaire (ESQ) was analyzed using Herzberg Frederick model of 1968. From the statistical findings, 14 respondent’s total score from the questionnaire fall within 0 – 70 representing 70% of the entire population sample. 6 respondent’s total score fall within 70 – 99 depicting 30% of the entire participants. There were no scores for 100 – 129 and 130 and above as no employee score falls within the ranges. From the analysis of the model, half of the employee population sample strongly agreed that their satisfaction has a connection to the CEO leadership style while the rest of the population sample shared the view of somewhat agreed, strongly disagreed, somewhat disagreed and neither agreed nor disagreed. From the above analysis (Frederick Herzberg and statistical), employees of the company in focus in this research work (Nevon Nigeria Limited) are working under a poor and just acceptable working conditions. Majority of the participated employees were not fully satisfied their working conditions. More about this will be discuss in the next chapter.

4.4.1 Leadership interview questionnaire Due to the short time frame in gathering all the necessary information for this work, leadership interview questionnaire was used to in place of the interview that was supposed to be administered to the CEO. This questionnaire was used in order to find out the leadership style of the CEO. From the result of the analysis, there was traces of transformational leadership style been used by the use of the CEO. The interview questionnaire as administered to the CEO alone. It was analyzed based on the content of the CEO responses on the questions asked in the questionnaire which was then concluded with a theoretical support from Tracey & Hinkin (1998) and Burns (1978) 4.4.2 Customer care satisfaction Out of the 25 customers marked for the customer care satisfaction questionnaire, only 15 returned there completed questionnaire. From the 15 respondents, 4 were business persons, taking a portion of 27% of the total customer population sample. 7 of the customers were public servants, 2 were student and 2 were other profession not mentioned in the questionnaire. These numbers of employees 7, 2 and 2 represents 46%, 13.5% and 13.5% of the total customer population sample respectively. 46% of the customers have being patronizing the company’s product and services for as long as 4 to 6 years while 27% of the customers have being patronizing the company for 3years and 6 years and above respectively. Greater percentage of customers was not satisfied with company’s rate of responsiveness, employees’ professionalism as well as how the employees understand customers’ needs. With this, a total of 10 out of 15 customers rated their overall satisfaction with company product and services as poor (67%), 3 customers as well rated their overall satisfaction as fairly good (20%), 2 customer depicting 13% rated their overall satisfaction as very good. While none of the customers rated their overall satisfaction as outstanding. Finally, from the customer perspective, 54% of the entire respondents somewhat agreed that their satisfaction has a connection with the leadership style of the company. 33% strongly agreed while 13% somewhat agreed that their satisfaction level has a link with the leadership style of the company. This is because most a times the customers deal with the CEO directly and they must have known the way he relates to them.

CHAPTER 5 5.0 DISCUSSION

This chapter presents a brief discussion on the major findings of this research work. This discussion of the following sub headings: leadership styles, employees satisfaction and customer satisfaction. This research work focuses on only one organization Nevon Nigeria Limited aiming to find the impact of the company’s leadership styles on their customer satisfaction. In order to find out the leadership style the organization is practicing; questionnaires were administered to the CEO of the company and to the employees. This study also tried to find out if the company leadership style has anything to do with customers’ satisfaction by also analyzing the questions administered to a selected number of customers. From the literature review of this research work, it was confirmed that leadership style has a link to customer’s satisfaction. From the link created (leadership – employee job satisfaction and customer satisfaction) in the literature review this research noticed that leadership style has an impact to employee job satisfaction, which also determine the rate of employee turnover. Also this research confirmed that employee turnover determines customer’s satisfaction and business performance.

From Goleman’s research work, this study noticed that leaders who mastered the four positive leadership styles (authoritative, democratic, affiliative, and coaching) out of the six he identified produces the most preferred working environment and

business performance; and also from Robins, (2003), point view leaders demonstrating a transformational leadership style in management create a better employees working performance as well as building a satisfactory working environment for the employees in turns reducing employee turnover rate creating great business performance. Again from Estelami and Hurley (2003), research work, (does employee turnover predicts customer satisfaction?) it was confirmed that the relationship between employee turnover and customer satisfaction is non-liner: when levels of employee turnover are low, improvement in turnover rates (that is, decrease in turnover rates) yield big improvements in customer satisfaction. When employee turnover is high, however, improvements in turnover rates have less impact on customer satisfaction. From all the information in the literature review, this research also confirmed that leadership style has an impact to customers’ satisfaction. Relating the result of the literature review to the company in question Nevon Nigeria limited and all the research carried out, it was noted that (from the leadership interview questionnaire), theoretically the CEO understands how to create a better working environment for his employee in order to achieve a better business performance as most of his responses were decoded as Ts, Ms, Ct, Sv, which are words that a leader that wants to achieve great this uses. (The code Ts, Ms, Ct, and Sv is interpreted below) but from the employees’ perspective, almost all of them are not happy with their job due to the leadership style of the company. And also from the customers’ point of view, 87% of the sampled customers think the leadership style of the organization has a link to how they are satisfied. This is because most of the customers interact with the employees and the CEO almost every time before a business transaction is completed, so, they are in position to know if the company leadership style has an impact to their satisfaction. In as much as we have proved from the literature review and the findings from the questionnaires, that transformational leadership approach is often highly effective to produce both better working environment and business performance, it also good to know that there is no one right way to lead or manage that fits all situations (Stiles, 2009). Good leaders often switch instinctively between styles, according to the people they lead and the work that needs to be done.(Stiles, 2009) Below is brief discussion of the leadership style, employee job satisfaction and customer satisfaction.

5.1 Leadership style

The data gathered from the leadership interview questionnaire administered to the CEO shows that the CEO theoretically understands what a good leader should do in an organization. Most of the words in his responses to the questions depict a transformational leadership style. Words like Ts = transparency, Ms = motivational inspiration, Ct = good communication, Sv.= strategic vision which are the strong words of a transformational leader., transformational leadership is a leadership style where the leaders inspire their teams constantly with a shared vision of the future (Avolio & Bass 2004). Also, according to the CEO there is no one particular leadership style that can guarantee success in entrepreneurship, but for a minimum an entrepreneurial leader must build trust and confidence among employees and communicate to them effectively. And also seek self improvement; as every great leader will always seek to become even better. Accepting responsibility for every action, as well as making good and timely decision. The above explanation was the outcome of this research, but from my experience in the company, the CEO actually has no definite leadership style, but most predominantly in his leadership style was autocratic leadership style. He gives command without even considering the effect of whom and what is at stake. This I believe was due to high power distance culture in Nigeria and this makes most of the employees to be unsatisfied with their job.

5.2 Employee job satisfaction

According to research, the benefits of transformational leadership style includes job satisfaction, less stress, happier resident and improvement in quality of care and safety practices which in turns increases customers satisfaction. (Tracey & Hinkin 1998). Also from the result of Robbins (2003) research on the relationship between leadership style and employee job satisfaction shows that leaders exhibiting a transformational leadership style in management create a better employee working performance as well as triggering their superiors to allow them with more job promotion opportunities. He stressed further that employees under a transformational leadership shows signs of high satisfaction and are very productive. This is what every prospective the employees anticipate of including employees of Nevon Nigerian Limited. But the finding from the employee job satisfaction questions shows that majority of the employees are not happy with their working conditions. 14 out of 20 sampled employees from the Herzberg model show that their working conditions are poor and just acceptable may be due to the economic situation of Nigeria.

The analysis of question number 16 of the employee job satisfaction questionnaire shows that 50% of the employees strongly agreed that their job satisfaction has a link to the leadership style of the CEO. 20% somewhat agreed that their job satisfaction has a link with style of leadership the organization is practicing. 5%, 10%, and 15% of the employees neither agreed nor disagreed, strongly agreed, as well as somewhat disagreed respectively that their overall job satisfaction is linked to the leadership style of the company.

5.3 Customer care satisfaction.

In business terminology, customer satisfaction is the measurement of how products and services offered by an organization meet or exceed customers’ anticipation. It is also seen as key performance indicator within businesses and also as part of the four of a balance scorecard. (Gitman & McDaniel, 2005). From the experience I got while working with Nevon Nigeria limited, many consumers of products and services in Nigeria particularly Lagos where the company Nevon is situated do not expect more on satisfaction but pay attention to some basic needs like; rate of responsiveness and how their needs are been understands, this I believe is due to the economic situation in Nigeria, The levels of customer satisfaction in this research were determined by their responses to the employees’ rate of responsiveness, how they (customers) are being treated professionally and how their need is being understood. This research found out that 20 percent of the company’s customers were public servant followed by business persons which takes 27%. And a total of 60% of the customer respondents were not satisfied with the company rate of responsiveness and 67% and 87% of the customers to some extent was not satisfied with the employees’ professionalism and how the company understands customers need respectively. This was due to poor leadership style as Fleiss (1989), states that the possibility of success is increased if employees are allowed to take personal accountability of their actions in the areas of communications, performance and customer care satisfaction. In order to support the above statement, this research findings show that 33% of the customers population sample strongly agreed that their overall satisfaction in connected to the leadership style of the organization 54% somewhat agreed, bring the total of customer who have a question mark on the leadership style to 87% which is enough to make a conclusion. 13% somewhat disagreed that their overall satisfaction has a connection to the leadership style of the company.

CHAPTER 6 6.0 SUMMARY, CONCLUSION AND RECOMMENDATION

This chapter addresses the summary, conclusion and recommendation of the study. It contains a summary of purpose, summary of procedure, descriptive data and major findings. The chapter ends with conclusion, implication and recommendations for future research. 6.1 Summary of purpose

The purpose of this research work was to investigate the impact of entrepreneurial leadership style on customer care satisfaction. The findings of this study may be of important to the chief executive officer / managing director of Nevon Nigeria Limited the case study of this research as it will help redirect the company back on track on how to treat their employees to be able to satisfy their customers. Finally, this study will be of important to the entrepreneurial society of Nigeria and the world as a whole as it will create awareness of the link between leadership style and customer satisfaction. The following research question guided this research study What are the various leadership styles, factors, behaviours, if actually any exist is responsible for entrepreneurial success. Do leadership style in an organisation relates or connects to how customers’ are satisfied in entrepreneurship?

6.2 Summary of procedure

The population sample of this study consisted of both probability and non probability convenience sample consisting of the CEO of the company in focus, employees of the company as well as selected customers. The research population was kept in a manageable size by limiting it to only the CEO of the organization, a total of 25 employees with an estimation of 25 customers. Three data collection tools were utilized by the researcher. First was the leadership interview questionnaire designed by the researcher to obtain information that will describe the style of leadership the organization is practicing Secondly, was the Frederick Herzberg model of 1968 employees’ job satisfaction questionnaire which was used to gather data in two dimensions, the Hygiene factors and the motivation factors. This was used to determine how employees were satisfied under the leadership style of the CEO. The third tool was the customer satisfaction questionnaire. This questionnaire was used to rate the customer customers satisfaction level and to find out from the customer perspective if the CEO leadership style is has a connection to their overall satisfaction.

6.3 CONCLUSION

Concluded from this research was that leadership style has an impact on customer care satisfaction in entrepreneurship. The connection between leadership style and customers satisfaction was established by the creation of link between leadership styles and employees satisfaction; employee job satisfaction and employee turnover and the link between employee turnover and customer satisfaction. From the literature review it was noticed that leadership style has a link with employees’ job satisfaction as evident by Robbin (2003) that Leaders exhibiting a transformational leadership style in management create a better employee working performance and that transformational leadership is positively correlated with the improvement of their employee’s working environment, the satisfaction of demand as well as executed performance. This research is in agreement with Robbin (2003). Which was linked to nevon Nigeria limited and the finding was in agreement with the literature review. From the research finding, 70% of the employee population sample working condition was poor and just acceptable this as backed up with the result of question number 16 of the employee job satisfaction questionnaire which shows that fifty percent 50% of the population sample blamed their poor working conditions on the leadership style of the organization while twenty percent (20%), to some extent agreed that the leadership style of the organization is connected to their satisfaction level. 20 % strongly, as well as to some an extent disagreed that their satisfaction has anything to do with the leadership style of the company. 5% neither agreed nor disagreed to the fact. Also greater percentage of customers was not satisfied with company’s rate of responsiveness, employees’ professionalism as well as how the employees understand customers’ needs. as 10 out of 15 customers rated their overall satisfaction with company product and services as poor (67%), 3 customers as well rated their overall satisfaction as fairly good (20%), 2 customer

depicting 13% rated their overall satisfaction as very good. While none of the customers rated their overall satisfaction as outstanding. This depicted that the company was far away from practicing transformational leadership as presumed by the CEO. From all the finding in this study, this research is concluding that leadership style actually does have an impact on customer satisfaction. Employees is ready to give their best including a better service to the customers if they are happy with their job.( Ribelin 2003).

6.4 Recommendation

This study provided some insight into specific leadership style, factors and behavior common to entrepreneurs in general. The preliminary nature of the study, coupled with a design that linked the description of leadership, entrepreneurship and education gave rise to the need for a wide range of follow – on research. The following are some recommendations for consideration by those conducting research in discipline associated with this study. It is recommended that for future research work associated with this present study that additional testing should include demographic factor which is not included in this present work. Also full range of leadership frame work is recommended for future replication of this present research work. The establishment of the leadership style of company with the extrapolation of descriptors of successful entrepreneurs in this present study was from the leadership interview questionnaire presented to the CEO of the organization in focus only. Needed is testing to validate other full range of leadership models against all leadership typologies. This research work is also recommending for any future study associating with this present work to carry out more analysis on customer satisfaction measurement, employee satisfaction as the model used for the employee satisfaction is an old model proposed by Frederick Herzberg in 1968. Finally, this present study focuses only on one organization in order to find out the impact of the leadership style on customer satisfaction, therefore is recommending for additional organization in order to obtain a more convincing data for analysis.

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8.0 APPENDIX A

CUSTOMER SATISFACTION QUESTIONNAIRE Thank you for taking your time to participate in this survey. Please select the one item on each of the questions below that best describes your opinion. The aim and objective of this questionnaire is to gather data to analyze if Nevon Nigeria limited leadership style connects to customers’ satisfaction from the customers’ point of view.

For how long have you done business with this company Nevon Nigeria limited?

1 – 3 years

4–6

less than a year

Please select your age group

Below 20 years

20 – 29

30 -39

40 – 49

50 and above

What is your occupation?

Civil servant

student

businessman/ woman

others

How could you rate the quality of the product and services of this company?

Outstanding

very Good

fairly Good

Poor

How likely is it that you will recommend the company’s products to a friend or a colleague?

Very likely

Likely

not likely

prefer not to say

Please rate your level of satisfaction with the company’s customer services in the following areas using the key bellow.

Key:

Very dissatisfied

somewhat dissatisfied

Neither satisfied nor dissatisfied satisfied

somewhat satisfied

very

Responsiveness

Professionalism

Understanding my needs

How could you rate your overall satisfaction with the company’s sales representative?

Outstanding

very Good

fairly Good

Poor

From the level of my satisfaction as a customer i feel the leadership style of the company has a link with the way overall satisfactions.

Strongly agreed

somewhat agreed

somewhat disagreed

Strongly disagreed

neither agreed nor disagreed.

Rate your overall satisfaction dealing with the company.

Outstanding

very Good

fairly Good

Poor

APPENDIX B

RESEARCHER|: I am an MBA student of the University of Wales writing a dissertation on the impact of leadership style on customer satisfaction in entrepreneurship in Nigeria. And I am using your company Nevon Nigeria Limited as a case study. Thank you for sparing your time to honor this interview.

CEO/ MANAGING DIRECTOR: you are utmost welcome

RESEARCHER: you are the CEO/ Managing Director of your organization

CEO/ MANAGING DIRECTOR: By the special grace of God almighty I am the CEO/ Managing Director of Nevon Nigeria Limited.

RESEARCHER: the ability to persuade and influence, demonstrate integrity, communicate and motivate, innovate and implement strategic vision, demonstrate drive and tenacity are all recognized leadership skills How would your staff and colleagues describe your leadership style?

CEO/ MANAGING DIRECTOR: it all lies on their own opinion and judgment. Everybody is entitling to their own opinion.

RESEARCHER: first and foremost what are the most important values and ethics you have demonstrated as a leader?

CEO/ MANAGING DIRECTOR: Integrity, being truthful and trustworthy as well as having conviction- is an essential leadership competency which I have being demonstrating. As an effective leader, I have being demonstrating values and ethics in my personal behavior which I have also integrates into the company’s practice and activities. A good leader, acts with the courage of his /her convictions. Leaders to my opinion should be open, transparency, inspire, motivate and be fair with their employees but should not violate confidence or reveal potentially harmful information

RESEARCHER: to your own opinion what are the factors responsible for leadership failure? Has been a time when you failed as a leader?

CEO/ MANAGING DIRECTOR: A number of factors can be responsible for leadership failure such as the available skill pool in the organization, time constraints, and economic climate. For example if employees are sluggish and unenthusiastically orientated, it can create a situation ripe for leadership failure. Actually, to your second questions, I can’t really say I have ever failed as a leader, but in difficult situations I try to be courageous by putting on the skill of resilience and making sure I constantly work towards improving the situation by re – examination of the organizational purpose, structure and culture.

RESEARCHER: what role does leadership play for their subordinates? And have you demonstrated these roles to your workers?

CEO/ MANAGING DIRECTOR: The roles leaders’ play to their subordinates to me is to communicate the company’s strategic vision with clarity. Also, translate the strategic vision into concrete direction and plans.

You asked if I have ever demonstrated these roles to my subjects. The reply is yes, I identify and communicate priorities, short term objectives, create timelines, measure performance, clear accountabilities and performance agreements to management. Also I inspire my worker and as well provide quality judgment and advice. RESEARCHER:

Have you ever gone through tough times in your organization?

CEO/ MANAGING DIRECTOR: Yes I have, couple of times. RESEARCHER:

how did you rally the support of your staff and build their morale?

CEO/ MANAGING DIRECTOR: Good leaders build a sense of common purpose by promoting the organizational vision both internally and externally. Like I said earlier, I develop and implement effective communication strategic within the organization which helps to remove barriers to collaboration. I also ensure a clear and honest feedback is given out to inspire trust. These and many more I think are the way I implore to win back my employees trust and support.

RESEARCHER: What method of leadership did you use to gain commitment from your subordinates? CEO/ MANAGING DIRECTOR: From what I know, all good leaders whether entrepreneurial leader or not, they gain commitment from their subjects by influencing and persuading them to set objectives and as well buy into the process. Leaders establish a spirit of co-operation and cohesion for goal attainment. For me personally, I inspire a commitment to success and excellence by demonstrating passionate personal commitment and promote a productive culture by valuing individuals and their contributions. RESEARCHER: how have you influence your employees to follow your strategic vision for the organization? CEO/ MANAGING DIRECTOR: By involving employees in the decision making and planning process. Secondly by providing resources to facilitate employee success, empowering the employees by devolving authority to get things done efficiently.

RESEARCHER: As an entrepreneur, what leadership style do you think guarantees success in entrepreneurship? CEO/ MANAGING DIRECTOR: leadership is the process through which an entrepreneur is able to influence employees to achieve the objective of the organization, so to guarantee success in entrepreneurship; the leader must build trust and confidence among employees and communicate to them effectively. Seek self improvement; as every great leader will always seek to become even better. Finally accepting responsibility for every action, as well as making good and timely decision

RESEARCHER: Finally, how would you describe your leadership style?

CEO/ MANAGING DIRECTOR: to me I see myself as a democratic leader. I always believe in “we can make it” slogan

APPENDIX C

EMPLOYEE JOB SATISFACTION QUESTIONNAIRE Please in responding to each of these question below, rate each statement according to how strongly you agree with them. Just circle your desired response. 1 = completely disagree; 10 = completely agree.

I am provided with adequate facilities to do my job. I believe that the working atmosphere of my company is friendly 1

2

3

4

5

6

7

8

9

10

I am given adequate freedom to do my job efficiently. 1

2

3

4

5

6

7

8

9

10

7

8

9

10

7

8

9

10

I know what is expected of me at work

1

2

3

4

5

6

At work, my opinion seems to count 1

2

3

4

5

6

My supervisor , that is the person I report to, seems to care about me as a person 1

2

3

4

5

6

7

8

9

10

7

8

9

My supervisor encourages my development 1

2

3

4

5

6

I have received appraisal for my good work in the last 7days 4 5 6 7 8 9 10

10

1

In the last 3months, my supervisor has talked to me about my progress 1

2

3

4

5

6

7

8

9

10

The purpose of my company makes me feel that my job is important. 1

2

3

4

5

6

7

I am satisfied with my monthly salary/wages

8

9

10

2

3

1

2

3

4

5

6

7

8

My associate are committed to doing quality work 6 7 8 9 10

9

10

1

2

3

4

5

This last year, I have had opportunities at work to learn and grow 1

2

3

4

5

6

7

8

9

10

The best people in my profession are keen to work with my organization 1

2

3

4

5

6

7

8

9

10

I am kept informed about the activities that goes on in my organization 1

2

3

4

5

6

7

8

9

10

The level of my job satisfaction is in agreement with the leadership style of the company

Strongly agreed

somewhat agreed

Somewhat disagreed

strongly disagreed

neither agreed nor disagreed

APPENDIX D INFORMED CONSENT INFORMATION

Thank you for accepting to participate in this research work. This form outlines the objectives of the study and provides a description of your involvement and rights as a participant. This research work is part of the requirements for the award of masters of Business Administration at the University of Wales UK. It purposes is to find out the impact of leadership style on customer care satisfaction in entrepreneurship. The outcome of the study: the information from this survey will be used to complete the research work. Also the report of this research work may be used as a reference for student at the University of Wales for their dissertation. Participants are guaranteed that their anonymity is fully assured and that your participation in this research is voluntary; and you have the right to withdraw out at any point of the study. INFORMED CONSENT FORM Confirm that i have read and understood the purpose of the above study and have had the opportunity to ask questions I understand that my participation is voluntary and that i am free to withdraw at any time without giving any reason I agree that the information i give can be anonymous in academic paper

........................................................... Name of participant

.......................................................... signature

........................................................ date