Extent Educational Managers’ Leadership Styles Contribute to Job Performance of Office Managers in Colleges of Education
The study was necessitated by the declining job performance of office managers in colleges of education in South-East, Nigeria. The purpose of this study was to ascertain the extent educational managers’ leadership styles contribute to job performance of office managers in colleges of education in South-East, Nigeria. Two research questions guided the study and two null hypotheses were tested. Descriptive survey research design was adopted for the study. The population consisted of 210 office managers in all public colleges of education in the area. The entire population was used without sample size because the population was manageable. The instrument for data collection was a structured questionnaire with five-point rating scale which contained 20-items in two clusters. The instrument was validated by four experts. A pilot test was used to establish the reliability of the instrument and data collected were analyzed using Cronbach alpha to obtained reliability coefficient values of 0.89 and 0.79 with an overall coefficient value of 0.84. Mean and standard deviation were used to answer the research questions while t-test was used to test the null hypotheses at 0.05 level of significance. The findings revealed that democratic leadership styles of educational managers contribute to job performance of the office managers to a great extent while transactional leadership styles contribute to a small extent. Gender did not significantly influence the respondents’ mean ratings on the extent democratic leadership styles of educational managers contribute to their job performance but it significantly influence their mean ratings on the extent transactional leadership style of educational managers contribute to their job performance. Based on the findings, it was concluded that democratic leadership style were adopted by educational managers which contributes positively to the job performance in their colleges of education in South-East, Nigeria. It was therefore recommended among others that educational managers should encourage office managers to work hard and challenge themselves with roles which utilize their full potential, talent and creativity.
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