African Journal of Business Management

Vol. 7(36), pp. 3714-3722, 28 September, 2013

DOI: 10.5897/AJBM2013.7165
ISSN 1993-8233 2013 Academic Journals
http://www.academicjournals.org/AJBM

Full Length Research Paper

Management style as a correlate of job performance of

employees of selected Nigerian brewing industries
Abiodun Adekunle Ogunola*, Peter O. Kalejaiye and Chiedu A. Abrifor
Department of Sociology/Psychology, Olabisi Onabanjo University Ago Iwoye, Nigeria.
Accepted 4 September, 2013

This study focused on management style as a correlate of job performance of employees of selected
Nigerian brewing industries. The study made use of two brewing industries in Oyo and Osun States of
Nigeria. A sample of 200 employees was selected from the two industries. Two instruments were used
to generate data for the study namely Supervisory Behaviour Descriptive Questionnaire (SBDQ) and
Role-Based Performance Scale (RBPS). The results of the study indicated that there was a relationship
between management styles and job performance. Also, employees were found to be more responsive
to the autocratic management style due to the nature of the work in the industries. The study
recommended that the manager should ensure that work is designed in a way that improves
employees feeling of satisfaction and commitment to the work which will impact on how well they
perform on their jobs and that an assessment of the type of management style employed can assist in
determining the basis for a successful and effective performance in terms of specific programs and
projects.
Key words: Management styles, job performance, brewing, relationship.

INTRODUCTION
Human beings become members of an organization in
order to achieve certain personal objectives. The extent
to which they are active members depends on how they
are convinced that their membership will enable them
achieve their predetermined objectives. Therefore, an
individual will support/be with an organization if he
believes that through it his personal objectives could be
met, otherwise there will be a decline in the persons
interest. The management style in an organization is one
of the factors that play a significant role in enhancing or
retarding the interest and commitment of the individuals
in the organization. The need for a manager to find his
management style is thus emphasized.
In order to achieve the desired objectives, there must
be an interaction between employers and employees (or
management and staff or leaders and followers). The
management/leadership style that characterizes the inter-

action between managers (or leaders) and their staff

members (or followers) is most important in terms of
employees efficiency and productivity. Jaskyte (2004)
posited that employees perception of leadership
behaviour is an important predictor of employee job satisfaction and commitment. Through their education,
training, and experience, managers develop their personal
leadership style (Hersey et al., 2001). This leadership
style is a fundamental concern of managers and researchers (Wood, 1994) due to its effect on subordinates
who, it is suggested, work more effectively and productively when their managers adopt a specific leadership
style (Mullins, 1998).
The management styles employed by a manager can
either motivate or discourage employees, which in turn
can cause employees increase or decrease in their level
of performance. According to Schyns and Sanders

*Corresponding author. E-mail: [email protected]. Tel: +2347032329181.

Ogunola et al.

(2007), the sources of employee job dissatisfaction

include inadequate salary, conflicting job demands (from
the leadership) and absence of promotion prospects. For
efficiency purposes, an effective management style, one
that positively affects employees satisfaction and results
in better performances, effectiveness and productivity is
clearly desirable (Turner and Muller, 2005).
The brewing industry is one with highly structured
plans, with annual budgets of intentions translated into
explicit targets. The decision board sits towards the end
of the year to deliberate on the report of each divisional
head within the company and how they have fared over
the course of a financial year. Due to the kind of competition that brewing companies face with other companies
within the sector, the various companies desire to
institute remarkable changes in their technical capabilities
to handle the competition. The changes also involve
changes in their in-house capabilities to handle the
market pressure by ensuring that their employees perform
to the highest capacities possible as they are being led
by the various managers under which they are deployed.
Different measures of productivity are used for the
technical division, and other divisions. In the technical
section, productivity is measured in terms of the
efficiency of plant operation and also in terms of capacity
utilization. In other divisions, it is in terms of the
accomplishment of assigned responsibility. In view of
this, the managers in the breweries are expected to lead
a group of workers to efficiency in terms of both
productivity and product quality. On the basis of the
foregoing, the managers therefore adopt styles of
leadership that are intentionally adopted or naturally
evolved either to suit the people or the task at hand, or a
combination of both.

3715

expectations and experiences, for example, employees

who are more knowledgeable and experien-ced may
work well under a democratic management style, while
employees with different experiences and expectations
require a autocratic management style. Some factors in
the organization environment such as organizational
climate, organization values, composition of work group
and type of work can also influence leadership style.
However, leaders can adapt their leadership style to the
perceived preferences of their subordinates (Wood,
1994).
Management styles can be classified according to the
managers power, usage of such power and behaviour as
autocratic, democratic, and laissez-faire, where styles are
distinguished by the influence managers have on
subordinates. More specifically, power has been
considered as: the potential of a process to influence
people (Hersey et al., 2001); a part of the influence
process at the core of leadership (Northouse, 2004); and
the rights that allow individuals to take decisions about
specific matters (Rollinson, 2005). The influence of
leadership will differ according to the type of power used
by a leader over their subordinates (Mullins, 1998). The
extent to which employees of an organization contribute
in harnessing the resources of the organization and
perform on their jobs depends on how well the managers
(leaders) of the organization understand and adopt
appropriate leadership style in performing their roles as
managers and leaders. Thus, efficiency in resources
mobilization, allocation, utilization and enhancement of
organizational performance depends, to a large extent,
on leadership style, among other factors.
Hence, leaders will be more effective when they know
and understand the appropriate usage of power (Hersey
et al., 2001). According to Kavanaugh and Ninemeier
(2001), an autocratic style is embedded in leaders who
have full organizational power and authority for decision
making without sharing it with their subordinates, while a
democratic style implies that leaders share their authority
of decision making with employees and delegate, and
finally a laissez-faire or free-rein style exists where
leaders give their employees most of the authority over
decision making. Owing to the nature of work in the
brewing industries under consideration for this study
being a production sector, the likelihood of the use of
Laissez-faire management style is a rarity and as such
the analysis of the findings of the study is based on both
autocratic and democratic management styles.

Management styles
The term management style can be defined as the
leadership method a manager uses in administering an
organization. It includes controlling, directing, indeed all
techniques and methods used by leaders to motivate
subordinates to follow their instructions. It can be
described as the particular practice used to direct an
organization. Robbins (2003) defined managers as
individuals who achieve goals through other people, who
oversee the activities of others and who are responsible
for attaining goals in these organizations.
According to Kavanaugh and Ninemeier (2001), there
are three factors that determine the type of leadership
(management) style: leaders characteristics, subordinates characteristics and the organization environment. More specifically, the personal background of
managers such as personality, knowledge, values, and
experiences shapes their feelings about appropriate
leadership that determine their specific leadership style;
employees also have different personalities, back- grounds,

Autocratic management style

This is often considered as the classical approach. It is
the one in which the manager retains as much power and
decision-making as possible. The premise of the
autocratic management style is the belief that in most
cases the worker cannot make a contribution to their own

3716

Afr. J. Bus. Manage.

work, and that even if they could, they would not.

Autocratic managers attempt to simplify work to gain
maximum control. Planning of work, including quality
planning, is centralized. A strict top-down, chain-ofcommand approach to management is practiced. Procedures are maintained in exquisite detail and enforced by
frequent audits. Product and process requirements are
recorded in equally fine detail and in-process and final
inspection are used to control quality.The manager does
not consult employees, nor are they allowed to give any
input. Employees are expected to obey orders without
receiving any explanations. The motivation environment
is produced by creating a structured set of rewards and
punishments.

to meet their goals, to deliver the products and services

they specialize in, and finally to achieve competitive
advantage. Performance is also important for the
individual employee. Accomplishing tasks and performing
at a high level can be a source of satisfaction, with
feelings of mastery and pride. Low performance and not
achieving the goals might be experienced as dissatisfying
or even as a personal failure. Moreover, performanceif
it is recognized by others within the organizationis often
rewarded by financial and other benefits. Performance is
a majoralthough not the onlyprerequisite for future
career development and success in the labour market.
Although there might be exceptions, high performers get
promoted more easily within an organization and
generally have better career opportunities than low performers (Scotter and Motowidlo, 2000).
Job performance consists of the observable behaviour
that people do in their jobs that are relevant to the goals
of the organization and that can be scaled (measured) in
terms of each individuals proficiency (that is, level of
contribution) (Campbell et al., 1993). Job performance is
of interest to organizations because of the importance of
high productivity in the workplace. Campbell (1990)
explains that performance is not the consequence of
behaviour, but rather the behaviour themselves. In other
words, performance consists of the behaviour that
employees actually engage in which can be observed.
In the context of work settings, the performance of all
individuals that makes up the organization are targeted
towards the achievement of the goals of the organization.
The overall productivity of the organization is hinged on
the performance of each individual within the organization. Contemporary organizations in todays context are
characterized by such constantly changing dynamics as
complexity of customization and competitiveness,
importance of people rather than strategies; reliance on
technology and the rise of knowledge economy both for
the individual employees and the organization as a whole
among many other organizational issues.

Democratic management style

The democratic management style is also called the
participative style as it encourages employees to be a
part of the decision making. The democratic leader keeps
his/her employees informed about everything that affects
their work and shares decision making and problem
solving responsibilities. This style requires the leader to
be a coach who has the final say, but gathers information
from staff members before making a decision. Typically,
the democratic manager develops plans to help employees evaluate their own performances, allows
employees to establish goals, encourages employees to
grow on the job and be promoted, recognizes and encourages achievement. Under the democratic management
style, the leader wants to keep employees informed
about matters that affect them; the leader wants
employees to share in decision-making and problemsolving duties, and the leader provides opportunities for
employees to develop a high sense of personal growth
and job satisfaction.
Laissez-faire management style
This is also known as the hands-off style. It is the one
which the manager provides little or no direction and
gives employees as much freedom as possible. All
authority or power is given to the employees and they
determine goals, make decisions, and resolve problems
on their own. A laissez-faire manager abdicates
responsibility, delays decisions, gives no feedback, and
makes little effort to help followers satisfy their needs.
There is no exchange with followers of any attempt to
help them grow.

LITERATURE REVIEW
Management style is a contingency variable that
indicates much about the degree of formality of the
organization, the management control process, the
appropriate motivation process, the degree of participation and the level at which decisions are made (Daft,
1998; Larson et al., 1986). Management style affects the
attainment of organizational goals through organizing,
leading, controlling organizational resources (Daft, 1998).
The perceptions of followers are important factors in the
success of the organization's effectiveness. This is one of
the reasons why managers are obviously important to an
individual's career. They can help a person advance or
slow the progress for advancing in his or her careers.

Job performance
Organizations need highly performing individuals in order

Ogunola et al.

Managers serve as important sources of performance

feedback and as leadership models for their subordinates. The best managers are consistent in their
behavior when challenging individuals, trusting them, and
investing time in them. Managers, like all other leaders,
must be convincing to these individuals if they are to
learn and develop in their jobs. Chances are that most
people have had good and bad managers in their
careers. According to Bass (1985), all leaders are in a
network of relationships. They must not only influence
their managers and colleagues but also influence others
within the organization even when they lack formal
authority.
Leadership is the process of influencing the activities of
a group of people by a leader in efforts towards goal
achievement (Nworgu, 1991). It involves a force that
initiates actions in people and the leader (Nwadiani,
1998). It could be described as the ability to get things
done with the assistance and co-operation of other
people within the school system (Omolayo, 2000;
Aghenta, 2001). Leadership style could be described in
various ways. It refers to the underlying needs of the
leader that motivate his behaviour (Siskin, 1994; Okeniyi,
1995). It is the manifestation of the dominant pattern of
behaviour of a leader (Olaniyan, 1999). It is also a
process through which a person or group of persons
influence others in the attainment of group goals
(Akinwumiju and Olaniyan, 1996).
The autocratic leadership style is also known as the
authoritarian style of leadership. Power and decisionmaking reside in the autocratic leader. The autocratic
leader directs group members on the way things should
be done. The leader does not maintain clear channel of
communication between him/her and the subordinates.
He or she does not delegate authority nor permit subordinates to participate in policy-making (Smylie and
Jack, 1990; Hoy and Miskel, 1992; Olaniyan, 1997). The
democratic style of leadership emphasizes group and
leader participation in the making of policies. Decisions
about organizational matters are arrived at after
consultation and communication with various people in
the organization. The leader attempts as much as possible to make each individual feel that he is an important
member of the organization. Communication is multidirectional while ideas are exchanged between
employees and the leader (Heenan and Bennis, 1999). In
this style of leadership, a high degree of staff morale is
always enhanced (Mba, 2004).
Performance could be described in various ways. It
could be an act of accomplishing or executing a given
task (Okunola, 1990). It could also be described as the
ability to combine skillfully the right behaviour towards the
achievement of organizational goals and objectives
(Olaniyan, 1999). Peretemode (1996) argued that job
performance is determined by the workers level of
participation in the day to day running of the organization.
Job performances are typically determined by the

3717

motivation to work hard and high motivation means

greater efforts and higher performances (Mitchell, 1982).
Thus, it can be said that motivation is to push workers
towards improved performance and increased productivity (Tung, 1981). Also the managements concern has
increased for the employees for keep them motivated on
the job (Mitchell, 1973). Employers use a wide range of
motivational techniques including monetary incentives,
goal setting, job enlargement, behavior modification,
participation, award and recognition plans, discipline, and
counseling.
Research hypotheses
Arising from the background of the study and the
subsequent review of literature, the following hypotheses
are generated for testing:There is a significant relationship between management
styles and job performance.
There is a significant difference in the management styles
employed in the brewing industries.
METHODOLOGY
Research design
This study made use of descriptive survey design. It used
questionnaire to collect data on the variables under investigation.
The method was expected to show management styles as a
correlate of job performance.

Population and sample

The study population was employees from the selected brewing
industries which are Seven-Up Bottling Company, Ibadan Depot,
Ibadan and International Breweries Plc, Ilesa. The brewing
companies were selected because they serve the South-west
region of Nigeria and beyond and they are relatively autonomous in
terms of operation and activities. The industries pull a combined
total of above 400 employees from which the sample can be
effectively drawn. The sample was drawn purposively from the
various departments of the selected organizations which is the
universe of this study. The study sample consisted of 50% of the
entire workforce of each of the brewing companies. Selection cut
across the junior, intermediate and senior levels of the organization
using a ratio of 10:7:3 in a stratified manner. The ratio interprets
that more junior employees who work on the factory lines were
selected followed by employees who are the direct heads of the
junior workers which constitute the intermediate level and the few
senior workers who are in the top management of the industries.
That is, 100 respondents were selected from the junior cadre, 70
respondents from the middle cadre, and 30 respondents from the
senior cadre.

Procedure
Pre-survey visits were made to the selected organizations to collect

3718

Afr. J. Bus. Manage.

information concerning the organizations operation and activities.

The visits were used to source for information about the employees
job schedules and to book appointments for the conduct of the data
generation exercise. The questionnaire was administered to the
respondents at their various departments. The questionnaire was
handed down personally to the heads of the respondents
departments by the researcher. For ease of filling their responses,
the respondents were given five working days to complete the
questionnaire after which it was retrieved from them for further
analysis.

percentage with 53.5% (107 respondents). Respondents who are

divorced represent 2% of the sample size (4 respondents) while
0.5% (1 respondent) is separated.
The three categories of levels in the two organizations are the
Junior, Intermediate and Senior levels. Respondents in the Junior
level were 99 (49.5%). The Intermediate level had 71 respondents
(35.5%) while Senior level respondents in the study were 30 (15%).
In the overall, the respondents with primary education were 5
(2.5%) while respondents with Secondary education were 46
(23.0%). OND holders in the study consist of 74 respondents (37%)
while HND holders were 37 (18.5%). Those who possess University
degrees were 30 (15%) with those of Masters/Ph.D as 8 (4%).
Fourteen departments were identified in Seven-Up Bottling
Company, Ibadan Depot. The departments are Security, Engineering, Administration, Accounts, Quality Control, Warehouse,
Merchandizing, Cooperative, Marketing, Sales, Production,
Electrical, and Transport. Security, Accounts, Merchandizing,
Electrical, and Transport departments all had 4 respondents.
Quality control department has the highest number of respondents
from Seven-Up Bottling Company with 15 respondents closely
followed by the Sales department with 14 respondents. Fourteen
departments were also identified in International Breweries Plc,
Ilesa and the numbers of the respondents from each department
are presented in the diagram below. The departments are Security,
Bottling, Administration, Accounts, Audit, Quality Control, Store,
Finance, Marketing, Sales, Electrical, Personnel, Commercial, and
Technical.

Research instrument
The research instrument for the study was the Supervisory
Behaviour Descriptive Questionnaire (SBDQ) and the Role-Based
Performance Scale (RBPS). The SBDQ was developed by
Fleishman (1953) which is a 48-item inventory designed to assess
the kinds of leadership/management that exist at the workplace. It
involves the employees description of their managers, leaders,
supervisors, or bosses on the style of management he/she adopts
in directing the affairs of the organization. The assessment is from
the perspective of the workers, that is, how workers perceive their
leaders behaviour or their manager/ supervisor at work. The
questionnaire measures two styles of management which are
Autocratic and Democratic Styles. Sample questions in the
questionnaire include. He/She demands more than we can do,
He/She resists changes in ways of doing things, He/She offers
new approaches to problem, and He/She backs up his/her
workers in their actions. The questionnaire made use of the Likert
scoring format. Never = 1, Seldom = 2, Occasionally = 3, Often = 4,
and Always = 5.
SBDQ has both direct and reverse scoring items. Direct scoring
items are 1, 2, 3, 4, 6, 8, 10, 14, 19, 20, 22, 23, 24, 25, 26, 27, 28,
29, 30, 31, 33, 33, 34, 36, 37, 38, 39, 40, 41, 43, 44, 45, 46, 47, 48.
Reverse scoring items are 5, 7, 9, 11, 12, 13, 15, 16, 17, 18, 21, 35,
42. Items 1-28 measure the democratic management style while
29-48 measures autocratic management style. The results of both
direct and reverse scoring items are added together to compute the
total score for the scale.
The Role-Based Performance Scale (RBPS) was developed by
Welbourne et al. (1997). This is a 20-item questionnaire designed
to measure job performance on the basis of roles performed by an
individual within the organization as being a composition of Job,
Career, Innovator, Team, and Organization roles. It itemizes
questions under each role. The scoring is a Likert type in which the
responses are scaled from 1 to 5. Needs much improvement = 1,
Needs some improvement = 2, Satisfactory = 3, Good = 4, and
Excellent = 5.
Sample questions from the RBPS include: Quality of work
output, Obtaining personal career goals, Coming up with new
ideas, and Working as part of a team or workgroup. The total
score for the RBPS is 100.

RESULTS
H1: There is a significant relationship between
management styles and job performance.
Hypothesis one states that there is a significant
relationship between management styles and employees
job performance. This hypothesis was tested using
Pearson Product Moment Correlation. The result is
presented in Table 2.
The result in Table 2 showed Pearson correlation
analysis of the relationship between management styles
and job performance. It is shown that management styles
had a significant relationship with employees job
performance [r (2, 198) = 0.324, p<.05]. This value is
significant at 0.05 level and it can thus be said that the
management styles within an organization is significantly
related to job performance. The management style
employed in the way organizational work is directed plays
a critical role in shaping the job performances of
employees within such organization. Every organization
has at its core a management style either consciously
adopted or naturally evolved. Whether autocratic,
democratic or laissez-faire, whether it strives to maintain
the status quo by being reactive or becomes innovative
and proactive, the organizations managerial style has a
direct effect on its employees and on its HR departments
ability to design and implement policies and procedures
for them. The hypothesis that there is a significant relationship between management styles and job performance is therefore accepted.

Data analysis
Table 1 describes the demographic characteristics of the respondents in the study.
There were 137 male respondents (68.5%) and females were 63
respondents (31.5%) of the sample size. 106 respondents (53%)
fell in the category of age 19-30. The age category of 31-40 had 65
respondents (32.5%). There were 24 respondents (12%) in the age
category of 41-50 while the age category of 51-55 had 5
respondents (2.5%). Respondents who are single constitute 44%
(88 respondents). Married respondents have the highest

H2: There is a significant difference in the management

Ogunola et al.

3719

Table 1. Distribution of respondents demographic characteristics.

Variable
Gender

Group
Male
Female
Total

SUBC
72
33
105

IBPLC
65
30
95

FREQ
137
63
200

%
68.5
31.5
100

Age

19-30 years
31-40 years
41-50 years
51-55 years
Total

58
31
15
1
105

48
34
9
4
95

106
65
24
5
200

53.0
32.5
12.0
2.5
100

Marital status

Single
Married
Divorced
Separated
Total

44
59
2
0
105

44
48
2
1
95

88
107
4
1
200

44.0
53.5
2.0
0.5
100

Level in ORG.

Junior
Intermediate
Senior
Total

54
34
17
105

45
37
13
95

99
71
30
200

49.5
35.5
15.0
100

Education level

Primary
Secondary
OND
HND
University Degree
Masters/Ph.D
Total

1
21
41
19
18
5
105

4
25
33
18
12
3
95

5
46
74
37
30
8
200

2.5
23.0
37.0
18.5
15.0
4.0
100

Table 2. Pearson correlation analysis of the relationship

between management styles and job performance.

Pearson Correlation
Management
Sig. (2-tailed)
style
N
Pearson Correlation
Job
Sig. (2-tailed)
Performance
N

t-value of 2.604. The result tested at 5% level of significance shows a significant difference in the management
styles used and from the table above indicates that the
more prevalent management style in the brewing
industries under consideration is the autocratic style. This
means that in the brewing industries, the power and
decision-making resides in the manager, that the
manager directs group members on the ways things
should be done and that he/she does not delegate
authority or permit subordinates in policy-making. The
hypothesis is therefore accepted that there is there is a
significant difference in the management styles employed
in the brewing industries.

mgtstyle jobperf
1
.324**
.000
200
200
**

.324
.000
200

1
200

**. Correlation is significant at the 0.05 level (2-tailed).

styles employed in the brewing industries.

DISCUSSION

Table 3 shows the differences in the styles of management employed in both selected brewing industries. The
analysis shows that autocratic management style had a tvalue of 3.841 while democratic management style had a

The hypothesis which states that there is a significant

relationship between management styles and employees
job performance was accepted. The particular management style utilized by managers has been found to have

3720

Afr. J. Bus. Manage.

Table 3. Difference in management styles employed.

Unstandardized Coefficients Standardized Coefficients

t Sig.
B
Std. Error
Beta
(Constant)
29.619
8.723
3.396 .001
1 autocratic
.215
.056
.260
3.841 .000
democratic
.257
.099
.176
2.604 .010
Model

a. Dependent Variable: jobperf

profound impacts on the organizational and personal

outcomes of followers. This result is consistent with the
findings of Gruneberg (1984) who in a study showed that
the immediate social environment of a worker, that is, the
nature of supervision he/she receives from his/her leader
plays an important role in determining career commitment
and job performance, and indeed productivity. Based on
the findings of this study, it was concluded that managers leadership style is a critical variable in employees
job performance in the selected brewing industries under
consideration. This is evident in the findings of a study by
Adeyemi (2010) on principals leadership style and senior
secondary schools in Ondo State, Nigeria which isolated
the style of leadership used by a principal as a function of
teachers job performance in school. The findings of the
study showed that the principals choice of management
style has a significant relationship with the level and
quality of performance teachers under them put into the
work.
Findings of a study by Omolayo (2007) showed that
workers under democratic style of leadership do not
experience higher sense of community than workers
under autocratic style. This suggests that workers do
have sense of belongingness, identification and attraction
in their organizations irrespective of the leadership style
in operation. The plausible explanation of this is that
leaders are instructors who guides and directs the workers for optimum performance. Workers are aware that
they cannot perform in isolation; therefore they interact
with one another for job efficiency, job effectiveness and
improved performance.
The results for the second hypothesis showed that the
two management styles under consideration in this study
were present in both brewing companies. The respondents from both brewing industries in this study reported
a higher percentage of the autocratic management style
as present in their place of work. This is because employees of such organizations receive directions and
instructions from their managers and carry such out in a
well-orchestrated manner. However, the more prevalent
style of management in a combined analysis of both
brewing companies was the autocratic management style
in which the decision making concerning the job tasks are
made solely by the manager with no input from the
subordinates. This can be explained by the routine nature

of the work undertaken in these industries in which

employees are expected to carry out instructions to the
letter and that the work itself is in a sort of chain order
where tasks when completed are passed to the next level
until it reaches completion. Autocratic management style
involves wielding absolute power, assigning tasks to
members of the group, and maintaining a master-servant
relationship with members of the group.
The significant relationship found in a study by
Adeyemi (2010) between the autocratic leadership style
and teachers job performance is value added. The
finding of this study indicating significant relationship
between autocratic leadership style and teachers job
performance shows that in certain situations, the more
authoritarian a leader is, the more effective the
subordinates. This implies that many teachers need to be
coarse by the principal before they could improve on their
job performance. In some situations, people need to be
forced before they could improve productivity. De Luque
et al. (2008) found that CEOs emphasis on economic
values was associated with followers perceptions of
autocratic leadership, whereas CEOs emphasis on
stakeholder values was associated with followers
perceptions of visionary leadership, which was related to
employees extra effort, which was related in turn to firm
performance. Autocratic management style therefore is
said to produce better job performance for the employees
of the selected brewing industries. It could also be said
that the brewing industries achieve optimal results by
using this management style more as it suits the
procedural pattern with which the industries are run.
RECOMMENDATIONS
It is noted that the management style of the manager is
one in which the manager organizes and defines the
group activities to achieve the organizations goals. Thus
he/she should effectively define the role that each
member is expected to assume, assign task, plan ahead,
and establish ways of getting things done and push for
increase in production. He/She needs to also periodically
review the roles each employee is to perform to
accommodate simpler and effective ways of carrying out
tasks in order to maintain a high level of job performance

Ogunola et al.

3721

administration: The evasive concepts in school management. Ibadan:

Educ. Study Res. Group pp.21-45.
Bass BM (1985). "Leadership: good, better, best", Organ. Dyn. 17:2640.
Campbell JP (1990). Modeling the performance prediction problem in
industrial and organizational psychology. In: Dunnette MD & Hough
LM (Eds.), Handbook of Industrial and Organizational Psychology
1:687-732. Palo Alto: Consulting Psychologists Press.
Campbell JP, McCloy RA, Oppler SH, Sager CE (1993). A theory of
performance. In N. Schmitt, W.C. Borman and Associates Personnel
Selection in Organizations, San Francisco, CA: Jossey-Bass.
Daft RL (1998). Management. Chicago, IL: The Dryden Press.
De Luque MS, Washburn NT, Waldman DA, House RJ (2008)
Unrequited profit: How stakeholder and economic values relate to
subordinates perceptions of leadership and firm performance, Adm.
Sci. Q. 53:626-654.
Fleishman EA (1953). Leadership Climate and Human Relations
Training. Pers. Psychol. 6:205-222.
Gruneberg MM (1984). Satisfaction at Work in Psychological and Social
Problem. Southern Minors University Press.
Heenan DA, Bennis W (1999). Co-leaders. The Power of Great
Partnership. New York: John Wiley and Sons.
Hersey P, Blanchard KH, Johnson DE (2001). Management of
Organizational Behavior: Leading Human Resources. (8th ed.). New
Jersey: Prentice-Hall, Inc.
Hoy NK, Miskel CG (1992). Educational Administration: Theory,
Research and Practice. New York. Randam House.
Jaskyte K (2004). Transformational leadership, organizational culture,
and innovativeness in nonprofit organizations. Nonprofit Manage.
Leadersh. 15(2):153-168.
Johns G (1996). The Organizational Behaviour. Bucharest: Economic
Publishing House.
Kavanaugh RR, Ninemeier JD (2001). Supervision in the Hospitality
Industry. (3rd ed.). Michigan: The Educational Institute of the
American Hotel & Lodging Association.
Larson L, Bussom RS, Vicars W, Jouch L (1986). Proactive Versus
Reactive Manager: Is the Dichotomy Realistic?. J. Manage. Stud.
pp.385-400.
Mba J (2004). Strategic Management Centre. Punch Lagos: Punch
News paper, pp.11-24.
Mitchell TR (1973). Motivation and Participation: An Integration, Acad.
Manage. J. 16(4):670-679.
Mitchell TR (1982). Motivation: New Directions for Theory, Research,
and Practice, Acad. Manage. Rev. 7(1):80-88.
Mullins LJ (1998). Managing People in the Hospitality Industry. (3rd
ed.). Harlow: Addison Wesley Longman Limited.
Northouse PG (2004). Leadership: Theory and Practice. (3rd ed.).
California: Sage Publications, Inc.
Nwadiani M (1998). Educational management for sub-saharanafrican.
Society for Educational Planning. Benin City: Nigeria.
Nworgu BG (1991). Educational Research: Basic Issues and
Methodology. Ibadan: Wisdom Publisher Ltd.
Okeniyi CM (1995). Relationship Between Leadership Problems
andSchool Performance in Oyo State Secondary Schools.
Unpublished. M.ed. Thesis University of Ibadan pp.57-82.
Okunola FA (1990). Motivation: The Workerforce in a Depressed
Economy: A Chief Executives Perspective; Nig. J. Pers. 4(1):65-78.
Olaniyan AO (1999). Principal Preparation, Selection and Leadership
Roles Teachers and Teaching in Nigeria. Benin: Festa Press Ltd.
Olaniyan DA (1997). Employees Job Performance as Affected by
Demographic variables in Nigerian, Educational System in Africa, J.
Educ. Manage. 5(1-2):38-47.
Omolayo B (2000). Psychology of Human Being at Work (An
Introduction). Ado Ekiti: Crown House Publication.
Omolayo BO (2007). Effect of Leadership Style on Job-Related Tension
and Psychological Sense of Community in Work Organizations: A
Case Study of Four Organizations in Lagos State, Nigeria.
Bangladesh e-Journal of Sociology. Vol. 4 Num. 2.
Peretemode VF (1996). Education Administrations Applied Concepts
and Theoretical Perspective. Joja Educ. Res. pp.36-50.
Robbins SP (2003). Organizational Behaviour. New Jersey: Prentice-

for the organization.

The outcome of the study has a number of implications
as it has established the nature of relationship among
management styles, organizational communication, and
job performance. The study has implications for management and directors of organizations as it provides them
with the opportunities of identifying and understanding
better the significant relationship between management
styles and job performance in that it shows that a
manager has to have a good understanding of the
different styles of management and its relative correlation
with the performance of the employees in order to ensure
the improved overall functioning of the organization and
explains that a manager should not be too autocratic or
too democratic but rather be apt in applying the most
suitable style to the most suitable situations as they are
encountered in the organization.
The strategic management process must be continually
evaluated as a series of activities that can operate with
varying degrees of effectiveness. An evaluation of an
organizations performance must begin with a critique of
the management style or approach that has been adopted. The nature and quality of management is largely a
function of systemic concerns, concerns for risk, and time
concerns. An examination of these basic areas can
provide a fuller understanding of the possible attitudes
that managers may adopt in the performance of their
responsibilities. This assessment, in turn, can assist in
determining the basis for a successful and effective
performance in terms of specific programs and projects.
Understanding the implications of leadership styles
differences can be a basis for fostering better working
relationships. Overlooking the impact of leadership styles
differences can lead to interpersonal disagreements and
conflict situations, as people with different leadership
styles and opinions on it may not understand or respect
each other. Thus, to be successful, effective managers
should be aware of their own way to lead and those of
the people that surround them. Dealing with different
types of people is an important developmental task for
managers and as such managers can increase their
effectiveness by working collaboratively with people with
which they work and paying attention to different points of
views, attitudes, behaviours, perspectives, and actual
cognitions of the employees they manage.
REFERENCES
Adeyemi TO (2010). Principals leadership style and teachers job
performance in secondary schools in Ondo State, Nigeria. Journal of
Education Administration and Policy Stud. 2(6):83-91.
Afolabi OA, Obude OJ, Okediji AA, Ezeh LN (2008). Influence of gender
and leadership style on career commitment and job performance of
subordinates. Glob. J. Humanities 7:1&2.
Aghenta JA (2001). Educational planning: A turning point in education
and development in Nigeria. Inaugural Lecture Series 58 University of
Benin, Benin-City, Nigeria.
Akinwumiju JA, Olaniyan DA (1996). Supervision, leadership and

3722

Afr. J. Bus. Manage.

Hall.
Rollinson D (2005). OrganisationalBehaviour and Analysis: An
Integrated Approach. Harlow, Essex: Pearson Education Limited.
Schyns B, Sanders K (2007). In the Eyes of the Beholder: Personality
and the Perception of Leadership. J. Appl. Soc. Psychol.
37(10):2345-2363.
Siskin LS (1994). Realms of Knowledge. Academic Departments in
Secondary Schools. Washington D.C.: Falmer Press.
Smylie MA, Jack WD (1990). Teachers Leadership Tension and
Ambiguities in Organizational Perspective. Educ. Admin.
Tung LR (1981). Patterns of Motivation in Chinese Industrial
Enterprises, Acad. Manage. Rev. 6(3):481-489.
Turner JR, Mller R (2005). The project managers leadership style as a
success factor on projects: A literature review. Project Manage. J.
36(2):49-61.

Van Scotter JR, Motowidlo SJ (1996). Interpersonal facilitation and job

dedication as separate facets of contextual performance. J. Appl.
Psychol. 81:525-531.
Welbourne TM, Johnson DE,
Erez A (1997). The Role-Based
Performance Scale: Validity Analysis of a Theory-Based Measure.
Centre for Advanced Human Resource Studies Working Paper.
Wood RC (1994). Organizational Behaviour for Hospitality
Management. (1st ed.). Oxford: Butterworth- Heinemann Ltd.