PACESETTING LEADERSHIP STYLE AND ITS INFLUENCE ON ORGANIZATIONAL COMMITMENT
CHAPTER ONE
INTRODUCTION
1.1 Background of the study
There are numerous resources that are critical to an organization's success; however, the most valuable asset is human capital, as no resource can function without it. The amount of human capital required varies depending on the nature of the work (labor intensive vs. machine intensive) and the organization's technology adoption (Givens, 2008). Meyer and Maltin (2010) have previously shown that employees who are more committed to the business are more loyal, productive, and responsible. They also claimed that organizational commitment may predict employee performance and turnover accurately. Organizational commitment is also seen to be one of the most consistent and long-term determinants of employee absenteeism, turnover, productivity, efficiency, and work satisfaction. Becker (Becker, 1960). According to Robbins and Coultar (2012), leadership is the "process of influencing a group toward the attainment of objectives," and a leader is "someone who has administrative responsibility and can influence others." In today's corporate climate, leaders and leadership talents must be distributed across the firm. When individuals get together as a group to complete a goal, leadership is a crucial prerequisite.
The pace-setting leadership style is noted for establishing extremely high performance standards and even exceeding the established targets. (Givens,2008). This leadership style is important because it focuses on reaching perfection and excellence in the workplace. (Boyatzis & Goleman, 2008). Although, by pushing individuals to their limitations, it fosters a work climate where work gets done quickly and efficiently. It may also have disadvantages. (Givens,2008). The fact that the leadership style stresses leading by example is the most inspiring feature for the workforce. This often results in a beneficial effect in terms of work output. Mayer et al., 2010.
1.2 Statement of the problem
When a leader provides an example of high performance, high speed, and high quality, this is known as pacesetting leadership. Team members are expected to follow suit, and the pacesetter places a premium on outcomes (Bass,1997). This leadership style may be effective in achieving short-term objectives, but it may be damaging to staff engagement and motivation over time. relies on the organization's pace being set by the leader using a "Do as I do. Now." approach. Team members pay attention to the pacesetter's speed, performance, and quality of work. Since the pacesetting leader sets an example for others to follow, the team is expected to produce the same results. As the team works, disaster lurks if the final product isn't delivered on time and fails to satisfy the leader's high standards. The Influence of Pacesetting Leadership Style on Organizational Commitment is presented against this backdrop (Robbins,2012).
1.3 Objective of the study
The primary objective of this study is as follows
1. To examine the kind of leadership styles most used by organizations.
2. To evaluate how pacesetting leadership style can bring about organizational commitment.
3. To find out if there is a relationship between pacesetting leadership style and employee commitment to an organization.
4. To make recommendation on how the pacesetting leadership style can be improved.
1.4 Research Questions
The following questions have been prepared for this study
1) What are the type of leadership styles been used in organizations?
2) How can pacesetting leadership style can bring about organizational commitment?
3) Is there is a relationship between pacesetting leadership style and employee commitment to an organization?
4) What are your recommendation on how the pacesetting leadership style can be improved?
1.5 Significance of the study
This study focuses on pacesetting leadership styles and how it promotes organizational commitment. Hence this study will be beneficial to both private and public organizations as it will expose the need for an organization to practice the leadership style which will make the organization grow.
This study will be beneficial to the academic community as it will contribute to the existing literature on this topic.
1.6 Scope of the study
This study will examine the kind of leadership styles most used by organizations. The study will also evaluate how pacesetting leadership style can bring about organizational commitment. The study will further, find out if there is a relationship between pacesetting leadership style and employee commitment to an organization. Lastly this study will make recommendation on how the pacesetting leadership style can be improved. Hence this study will be delimited to Nasco group of company Jos.
1.7 Limitation of the study
This study was constrained by a number of factors which are as follows:
Just like any other research, ranging from unavailability of needed accurate materials on the topic under study, inability to get data.
Financial constraint , was faced by the researcher ,in getting relevant materials and in printing and collation of questionnaires.
Time factor: time factor pose another constraint since having to shuttle between writing of the research and also engaging in other academic work making it uneasy for the researcher.
1.8 Definition of terms
Pacesetting leadership style: a style of leadership when a leader leads from the front, constantly sets high standards for their team and expects them to exceed with minimal management
Organizational commitment: a view of an organization's member's psychology towards his/her attachment to the organization
REFERENCES
Bass, B. (1997), does the transactional transformational leadership paradigm transcend organizational and national boundaries? Journal of American psychologist 52(2), pp, 130-139
Becker, H., S. (1960), Notes on the concept ofcommitment. American Journal of Sociology66: 32-42.
Givens, R., J. (2008), TransformationalLeadership: The Impact on Organizational and
Meyer, J. P & Maltin, E. R. (2010), Employeecommitment and well-being: A critical reviewtheoretical framework and research agenda.Journal of Vocational Behavior 77 (2010) 323–337
Robbins, S. & Coultar, M. (2012).Managementeleventh edition. Diego state university
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