This study examines the impact of leadership approaches on organizational management and economic growth, focusing on the roles of autocratic, laissez-faire, servant, transformational, and transactional leadership. Data was collected from 84 employees across the 34 public sector institutions in Nigeria. The respondents cut across senior and Junior level officers. The research explores how these leadership styles influence resource management, employee engagement, and overall organizational performance. The findings reveal that autocratic and laissez-faire leadership negatively affect organizational outcomes, including service delivery and economic growth, while transformational and transactional leadership fosters better management practices and enhanced performance. This study explored the impact of leadership styles on organizational management and economic growth within the context of Nigeria’s public sector. Through an analysis of data collected from 84 employees across various public sector institutions, the findings indicated that leadership styles significantly influence organizational performance and economic outcomes. The study recommends adopting leadership styles that encourage innovation, collaboration, and accountability to promote organizational effectiveness and contribute to broader economic development.
Cite this paper
Owotemu, A. E. , Bernardi, R. and Nwosu, C. (2024). Effect of Leadership Approaches on Organisational Management & Economic Growth. Open Access Library Journal, 11, e2548. doi: http://dx.doi.org/10.4236/oalib.1112548.
Essel, E. (2023) Impacts of Female Managers’ Leadership on Teamwork and Organisational Performance in Food Service Industries in Ghana. Open Journal of Leadership, 12, 29-36. https://doi.org/10.4236/ojl.2023.121003
Antonakis, J. and House, R.J. (2014) In-strumental Leadership: Measurement and Extension of Transformational-Transactional Leadership Theory. The Leadership Quarterly, 25, 746-771. https://doi.org/10.1016/j.leaqua.2014.04.005
Osiri, J.K. (2020) Igbo Management Philosophy: A Key for Success in Africa. Journal of Management History, 26, 295-314. https://doi.org/10.1108/jmh-10-2019-0067
Karauri, L.G. and Kyongo, J. (2024) Impact of Effective Leadership on Organisational Performance: An Empiri-cal Investigation. Open Journal of Leadership, 13, 30-38. https://doi.org/10.4236/ojl.2024.131003
Profiroiu M. and Profiroiu A. (2001) Public Sector Performance Analysis Framework. Theoretical and Applied Economics. http://store.ectap.ro/articole/180.pdf
Handler, H., Koebel, B., Reiss, P. and Schratzenstaller, M. (2004) The Size and Performance of Public Sector Activities in Europe. Work Prepared by the Authors for European Commission’s Competitive-ness Report 2004. http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1861528
Mihaiu, D. (2014) Measuring Per-formance in the Public Sector: Between Necessity and Difficulty. Lucian Blaga University of Sibiu, Faculty of Economic Sci-ences in Its Journal Studies in Business and Economics.
https://econpapers.repec.org/article/blgjournl/v_3a9_
3ay_3a2014_3ai_3a2_3ap_3a40-50.htm
Newcomer, K.E. (2007) Measuring Government Performance. International Journal of Public Administration, 30, 307-329. https://doi.org/10.1080/01900690601117804
Ştefănescu, A., et al. (2010) Approaches of the Role of Performance into the Public-Sector Entities from Romania. TIBISCUS, Annals Economic Science Series (XVI/2010).
https://www.semanticscholar.org/paper/APPROACHES-OF-
THE-ROLE-OF-PERFORMANCE-INTO-THE-FROM-%C8%98tef%C4%83nescu-
Calu/4c26a3e30cc43afee922bf63fdcba83112dafbc1
de Bruijn, H. (2002) Performance Measurement in the Public Sector: Strategies to Cope with the Risks of Performance Measurement. International Journal of Public Sector Management, 15, 578-594. https://doi.org/10.1108/09513550210448607
Rohm, H. (2014) Improving Gov-ernment Performance Using the Balanced Scorecard to Plan and Manage Strategically.
https://balancedscorecard.org/wp-content/uploads/2019/09/BSI-improving-government-performance.pdf
Colm, K. and Sheppard, B. (2017) Realigning Business, Economies and Society.
https://www.global-solutions-initiative.org/wp-content/upload
s/2022/11/Realigning-Business-Economies-and-Society.pdf
Avery, G.C. and Jing, F.F. (2008) Missing Links in Understanding the Relationship between Leadership and Organi-zational Performance. International Business & Eco-nomics Research Journal, 7, 67-78.
Obiwuru, T., Okwu, A.T., Akpa, V.O. and Nwankwere, I.A. (2011) Effects of Leadership Style on Organizational Performance: A Survey of Selected Small-Scale Enterprises in Ikosi-Ketu Council Development Area of Lagos State, Nigeria. Australian Journal of Business and Management Research, 1, 100-111.
Ojokuku, R.M., Odetayo, T.A. and Sajuyigbe, A.S. (2013) Impact of Leadership Style on Organizational Performance: A Case Study of Nigerian Banks. American Journal of Business and Management, 2, 202-207. https://doi.org/10.11634/216796061706212
Lim, B. and Ployhart, R.E. (2004) Transformational Lead-ership: Relations to the Five-Factor Model and Team Performance in Typical and Maximum Contexts. Journal of Applied Psy-chology, 89, 610-621. https://doi.org/10.1037/0021-9010.89.4.610
Tideman, S.G. (2016) Gross National Happiness: Lessons for Sustainability Leadership. South Asian Journal of Global Business Research, 5, 190-213. https://doi.org/10.1108/sajgbr-12-2014-0096