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

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  • Adegboyega Olayisade
  • Olawumi D Awolusi

Abstract

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

Suggested Citation

  • Adegboyega Olayisade & Olawumi D Awolusi, 2021. "The Effect of Leadership Styles on Employee’s Productivity in the Nigerian Oil and Gas Industry," Information Management and Business Review, AMH International, vol. 13(1), pages 47-64.
    • Handle: RePEc:rnd:arimbr:v:13:y:2021:i:1:p:47-64
    DOI: 10.22610/imbr.v13i1(I).3194
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    References listed on IDEAS

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    1. Obasan Kehinde A . & Hassan Banjo A., 2014. "A Test of the Impact of Leadership Styles on Employee Performance: A Study of Department of Petroleum Resources," International Journal of Management Sciences, Research Academy of Social Sciences, vol. 2(3), pages 149-160.
    2. repec:hur:ijaraf:v:5:y:2015:i:1:p:15-22 is not listed on IDEAS
    3. Kristelle Marjori Matira & Olawumi Dele Awolusi, 2020. "Leaders and Managers Styles towards Employee Centricity: A Study of Hospitality Industry in United Arab Emirates," Information Management and Business Review, AMH International, vol. 12(1), pages 1-21.
    4. Andreia ISPAS, 2012. "The Perceived Leadership Style and Employee Performance in Hotel Industry – a Dual Approach," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 13(2), pages 294-304, May.
    5. Rego, Arménio & Sousa, Filipa & Marques, Carla & Cunha, Miguel Pina e, 2012. "Authentic leadership promoting employees' psychological capital and creativity," Journal of Business Research, Elsevier, vol. 65(3), pages 429-437.
    6. Saira Hassan, 2016. "Impact of HRM Practices on Employee’s Performance," International Journal of Academic Research in Accounting, Finance and Management Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Accounting, Finance and Management Sciences, vol. 6(1), pages 15-22, January.
    7. Clarisse Blazi & Olawumi D Awolusi, 2020. "Employee Engagement in Multinational Diverse Organization in Difficult Terrain: A Study of Non-Family Station Organization," Information Management and Business Review, AMH International, vol. 12(1), pages 45-62.
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    Cited by:

    1. Peter Fofuh & Olawumi Dele Awolusi, 2021. "Corporate Social Responsibility in Cameroon: Practices and Environmental Impact," Journal of Education and Vocational Research, AMH International, vol. 12(1), pages 1-18.
    2. Oluwafemi Aladejuyigbe & Olawumi Dele Awolusi, 2021. "Global Energy Poverty: Nigeria as a Case Study," Information Management and Business Review, AMH International, vol. 13(3), pages 14-29.
    3. Adrien Fariala & Olawumi Dele Awolusi, 2021. "An assessment of Key Success Factors for Construction Projects in the Democratic Republic of Congo," Information Management and Business Review, AMH International, vol. 13(2), pages 16-34.
    4. Olawumi Dele Awolusi & Shirley Shamen Jayakody, 2022. "Exploring the Impact of Human Resource Management Practices on Employee's Retention: Evidence from the Food and Beverage Industry in the State of Qatar," Journal of Social and Development Sciences, AMH International, vol. 12(4), pages 39-58.
    5. Abraham Ansu Kanneh & Olawumi Dele Awolusi, 2021. "Staff Assignment Rotation and Project Sustainability in South Sudan," Journal of Education and Vocational Research, AMH International, vol. 12(1), pages 38-56.
    6. Aflinda Mokhtar & Noor’ain Mohamad Yunus, 2023. "Staff Burnout and Leadership Styles towards Job Performance during Critical Period," Information Management and Business Review, AMH International, vol. 15(2), pages 173-185.

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