LEADERSHIP STYLE AND PERFORMANCE OF GROCERY STORE IN KWARA STATE

BY

PETER

16/HHHHJJJ

BEING A RESEARCH PROJECT PROPOSAL SUBMITTED

IN PARTIAL FUFILLMENT OF THE REQUIREMENTS
FOR THE AWARD OF BACHELOR OF SCIENCE (B.Sc.) (Hons).
IN BUSINESS ADMINISTRATION, IN THE FACULTY
OF BUSINESS AND ENTREPRENEURSHIP,
SCHOOL OF BUSINESS AND GOVERNANCE,
COLLEGE OF HUMANITIES, MANAGEMENT
AND SOCIAL SCIENCES,
KWARA STATE UNIVERSITY, MALETE

DATE; AUGUST, 2021

SUPERVISOR:

DR. RAHMAN MUSTAPHA

 Abstract

In today’s dynamic and competitive global environment, the survival of an organization is only
possible through effective and efficient management of organization resources. Generally, most
businesses, organizations and their managers are faced with numerous challenges. One of such
challenges is in the area of management which refers to the utilization of resources effectively
and efficiently in order to achieve an organizations goals and objectives. However, this study
aims at investigating the leadership style and performance of grocery store in Kwara state. The
research questions provide answer to how leadership style can affect the performance of
selected Grocery Store in Kwara state. The population of the study comprises (i.e. 250) in which
sample size was gotten and also distributed out of which 154 copies of the questionnaire were
returned. Multiple Regression was employed in analyzing data collected with the aid of
Statistical Package for Social Science (SPSS) version 20. The findings revealed that the
independents variables which are Autocratic leadership style and democratic leadership style
are significant with Dependent variables which are operational efficiency and service quality of
grocery store of grocery store. Also, the study recommends that grocery store in kwara state
should assist in taking the issue of leadership style serious as this will lead to an improvement in
the market share and service quality of grocery store in kwara state

Key terms: Leadership style, Service quality, autocratic leadership style, democratic leadership
style
 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

In today’s dynamic and competitive global environment, the survival of an organization is only possible
through effective and efficient management of organization resources. Generally, most businesses,
organizations and their managers are faced with numerous challenges. One of such challenges is in the
area of management which refers to the utilization of resources effectively and efficiently in order to
achieve an organizations goals and objectives. The improvement in productivity leads to employee’s
better behavior and commitment as norms, values and objectives helps in improving culture of an
organization. Most organizations are set up to achieve some set goals. In order achieve these goals and
objectives; the human factor is of utmost importance. Top on the human factor list is the leader. A leader
influences organizational members to contribute efforts willingly towards the accomplishment of pre-
determined goals and objectives. Thus, leadership is first and foremost the ability to influence people to
perform tasks. But each leader is unique with his or her style depending on the situation and inclined
paradigm.

Leadership style is viewed as a combination of different characteristics, traits and behaviors that
are used by leaders for interacting with their subordinates. (Mitonga-Monga & Coetzee, 2012).
Leadership style is considered as the pattern associated with managerial behavior, which is
designed to integrate the organizational or personal interest and effects for achieving particular
objectives. Leadership is one of the factors that play a significant role in enhancing and
retaining the interest and commitment of employees in organization. Organization, group,
institutions developed or even the emerging economies of the world face leadership problems.
The success or failure of any organization depends on the leadership and the styles. A leader has
several leadership styles such as autocratic, bureaucratic, charismatic, and democratic and
laissez faire (Nwachwukwu, 2012). According to Basse (2009), there are leaders with only one
leadership style.

However, most leaders have a combination of those five leadership styles, although they can
only be classified in various ways. Leadership style have a great impact on the organization’s
operation. Effective leadership style can increase productivity, bring about empowerment, boost
up employees morale, motivation and contributes positively to organization and so on.
Leadership happen to be the core and of course the Nervous system in organizational solvency.
(Hogan & Curphy, 2011). Leadership leads to more productivity and profitability, but the extent
of success depends on the style of the leader and the systematic environment created for staff
functionality. In business, there appear to be as many ways to lead organizations as there are
leaders. The most successful leaders have integrity, they inspire people with a shared vision of
the future, they set clear goals and motivate people towards them, they manage delivery, and
they communicate well with their teams. However, leadership is not "one size fits all" thing, and
styles vary significantly among the successful leaders. Leadership has a direct impact on
effective organizational performance.

Leadership is the very big toll or the weapon of the organization to accomplish its goals and its necessary
objectives and without it, it is impracticable for the organization to attain its main target. Without the
leadership the implementation of tasks and their achievements are impossible (Quinn, 2015). The
concept of leadership has generated lively interest, debate and occasional confusion as management
thought has evolved. The concept and definition of leadership and style may differ from one person, or
situation, to the other. Leadership is a key component of all organizations (Punnett, 2009). Thus,
leadership is first and foremost the ability to influence people to perform tasks. Leadership styles are
very effective in right driving of the employees for organizational purposes. Use of the best style of
leadership will lead to increased organizational effectiveness and efficiency. This research is therefore
necessary to take steps to improve employee performance, because the type of employee performance is
perquisites to organizational effectiveness. In fact, if the manager has the skills and techniques to
effectively manage the relationship with employees, motivation and Job satisfaction levels of the
employees are also higher and given that the engine of an organization is its employees, this can
effective help to improve the performance of total organization. The overall objective of this study is to
determine the impact of leadership style on performance of Grocery Store in Kwara State.

1.2 Statement of Research Problem

Organizational performance is an aspect of the organization that is very delicate in the sense that any
wrong move by the leader to manipulate it may have negative impact on work performance. Most often,
the relationship between the leadership styles and organizational performance in an is vague. The
problems of poor leadership have led organizations to shut-down operations. Poor leadership styles have
also reduced productively and the welfare of human resources management of an organization. It is
therefore imperative to know which leadership style best suit the management of an organizations
workforce so as to improve performance and attain organizational performance. Among the leadership
problems confronting organizations in Nigeria are: Inconsistent use of transformational leadership style
which have affected the welfare and productivity of employees in their work performance, Inappropriate
use of transactional leadership style to enhance increase in productivity I Small Scale Business Enterprise,
Lack of measuring indices to know how the respective leadership styles exact significant effect on the
productivity of small business organizations.

Also the extent to which members of an organization contribute in harnessing the resources of the
organization equally depends on how well the managers (leaders) of the organization understand and
adopt appropriate leadership style in performing their roles as managers and leaders. It therefore means
that efficiency in resources mobilization, allocation, utilization and enhancement of organizational
performance depends to a large extent on leadership style among other factors.

1.3 Research Objectives

The primary objective of this research is to;
i To investigate if Autocratic Leadership has any significant effect on the service quality of
Grocery Store in Kwara state.
ii To know the extent to which Autocratic Leadership affect the Operational efficiency of
Grocery Store in Kwara state.
iii To examine if the Democratic leadership style has any effect on the service quality of
Grocery Store in Kwara state.
iv To find out if the Democratic leadership style affects the operational efficiency of Grocery
Store in Kwara state.

1.4 Research Questions

The following questions guide the study and some of which are.
i What is the effect of Autocratic Leadership on the Service Quality of Grocery Store in Kwara
state?
ii How Autocratic Leadership style has affects the operational efficiency of Grocery Store in
Kwara state?
iii To what extent has Democratic leadership style affects the Service Quality of Grocery Store
in Kwara state?
iv What is the effect of Democratic leadership style on the operational efficiency of Grocery
Store in Kwara state?

1.5 Research Hypothesis

The following research hypothesis will be formulated for the study.
H01: Autocratic Leadership style does not affect the Service Quality of Grocery Store in Kwara state.
H02: There is no significant effect of Autocratic Leadership style on the operational efficiency of
Grocery Store in Kwara state.
H03: Democratic leadership style does not affect the Service Quality of Grocery Store in Kwara state.
H04: Democratic leadership style does not affect the operational efficiency of Grocery Store in Kwara
state.

1.6 Significance of Study

The study investigates the impact of Leadership Style and Performance of Grocery Store in Kwara State.
The research tends to reveals the extent to which leadership style affects the performance of grocery store
in Kwara State. Therefore, this research will be serving as an insight to what leadership style is all about
and what state it is among the Grocery store in Kwara State. This will guide owners of businesses,
managers, researcher, students and government in the area of leadership style. Organization
managements will be having understanding of impacts of leadership style on product towards the overall
performance in an organization and also will put policy in place to promote leadership style in an
organization and also among business in Nigeria. It will also contribute knowledge as to how business in
Nigeria could create and refine their capacity to establish.
The major contribution of this research work will base on the performance of properly directing,
controlling, inducing, and inspiring employees to achieve the desired results, appropriate leadership style
that will assist organizations to succeed in a turbulent business environment, and also will it assist them to
make a profit in order to be a going concern.s

1.7 Scope of Study

Although the topic of this research offers great research opportunities, it is necessary to define its scope in
order for the research to remain manageable. The research study limits Autocratic Leadership style and
Democratic Leadership Style as variable in measuring Leadership Style where there are still other
variables such as personal Laizes Fair etc. This scope is as a result limited resource. Also, this research
study limits improved Service quality and Operational Efficiency as variable to measure Performance of
grocery Store where there are other variables such as market share, e.t.c. The research study is base in
Nigeria but will limits its scope to Selected Grocery stores in Kwara State,, from year 2017-2020.
This groceries stores will include Edunwo Supermarket, Ace supermarket, Safeway foods and lastly,
Savemore.

1.8 Chapterization
This research work is mainly concerned with the impact of leadership style on performance of Grocery
store in Kwara State. To achieve this, this study is divided into five chapters.
Chapter one; dealt with the Background of the Study, Statement of the Problem, Objectives of the Study,
Questions of the study Justification of the Study, Limitation of the Study, Scope of the Study, Outline of
the Study, Operationalization and Definition of Terms.
Chapter two: Literature Review, Conceptual Review, Theoretical Review, and Gaps in literature
and Chapter three: focused in Research Methodology, Instruments that will be used in Data Collection.

1.9 Definition of Terms

AUTOCRRATIC LEADERSHIP STYLE:
Autocratic leadership is a management style wherein one person controls all the decisions and takes
very little inputs from other group members. Autocratic leaders make choices or decisions based on their
own beliefs and do not involve others for their suggestion or advice.

DEMOCRATIC LEADERSHIP STYLE

Democratic leadership, also known as participative leadership or shared leadership, is a type of leadership
style in which members of the group take a more participative role in the decision-making process.

LEADERSHIP
Leadership is the art of motivating a group of people to act toward achieving a common goal. In a
business setting, this can mean directing workers and colleagues with a strategy to meet the company's
needs. Here's what you need to know about leadership, and some examples of how it can benefit
businesses.

LEADERSHIP STYLES 
Leadership styles are classifications of how a person behaves while leading a group. Lewyn's leadership
styles are authoritarian (autocratic), participative (democratic), and delegate (laissez-faire).
SERVICE QUALITY:
Service quality generally refers to a customer's comparison of service expectations as it relates to a
company's performance

OPERATIONAL EFFICIENCY
Operational efficiency is a measure of how much costs are incurred during a given economic or financial
activity, where lower costs equal greater efficiency
 CHAPTER TWO

LITERATURE REVIEW

2.0 Preamble

The chapter presents a review of the literature related to the study. Past studies are important as
they guide the researcher on other studies done on the same topic. From this review, a conceptual review
using the dependent and the independent variables in the survey is developed, which lays a framework
for the study. The chapter has four parts; conceptual definitions, the theoretical review, the empirical
review, and Gaps in Literature.

2.1 Concept of Leadership Style

2.1.1 Leadership style
Leadership can be defined in different ways that it is hard to come up with a single working definition.
Leadership is not just a person or group of people in a high position. Leadership is a process in which
leader is indulged in various activities to achieve any goal. Leadership does not have a single definition
as it has been defined differently by different writers and scholars. Another definition most appropriate
to this paper and worth mentioning is the one given by the Investopedia. According to the Investopedia,
“Leadership is the ability of a company's management to set and achieve challenging goals, take swift
and decisive action, outperform the competition, and inspire others to perform well.” The ability of a
leader to inspire and motivate followers to achieve organizational goals is very essential for achievement
of holistic organizational performance.

The Leadership Styles are the behavioral patterns that a leader adopts to influence the behavior of his
followers, i.e. the way he gives directions to his subordinates and motivates them to accomplish the
given objectives. Leadership style is viewed as a combination of different characteristics, traits and
behaviors that are used by leaders for interacting with their subordinates. (Mitonga-Monga & Coetzee,
2012). MitongaMonga and Coetzee (2012) consider leadership as the pattern associated with managerial
behavior, which is designed to integrate the organizational or personal interest and effects for achieving
particular objectives. Leadership style is viewed as a combination of different characteristics, traits and
behaviors that are used by leaders for interacting with their subordinates. (Mitonga-Monga & Coetzee,
2012). Leadership is seen as the pattern associated with managerial behavior, which is designed to
integrate the organizational or personal interest and effects for achieving particular objectives. Harris et
al (2007) also postulated that leadership style can be defined as the kind of relationship that is used by an
individual so as to make people work together for common goal or objective.

2.1.2 Types of leadership

Style of leadership is the manner in which the leader goes about communicating with those whom
he or she leads. There are many things to be taken into account when determining what style of
leadership is appropriate for a given situation (Akerele, 2007). Various styles of leadership were defined
as a result of these studies of leader behaviors. In response to this problem, this study compares four
leadership styles: authoritarian, democratic, Transformational and laissez-faire.

2.1.2.1 Democratic leadership style

Democratic leadership style also referred to as interactive or participatory leadership is
characterized by cooperation and collaboration. This leadership style refers to situations where a leader
seeks for the opinion of the subordinate before making a decision. In this leadership style the leader seeks
opinion of the subordinates on a tentative plan of action and then makes decisions or the leader may ask
for group input in formulating plans before making a decision. The style decentralizes power and
authority (Okumbe, 1998). Cole (2005) advocates for the leadership of a head teacher to be democratic
combining self-confidence, friendliness, firmness and tact and should not merely consist of issuing
orders. The head teacher should be aware of the techniques that work in which situations and those that
backfire. Democratic style of leadership practiced by head teachers, proper delegation of duties relieves
the school administrators from their many tasks and secondly it inculcates a sense of responsibility,
hardworking and commitment among the subordinates which in turn enhances teacher performance.
Democratic style of leadership means that leaders work together with others, including discussing matters
with the teachers before taking decisions. “Leadership is distributed among the teachers. This helps to
create a co-operative atmosphere in the schools. Schools become more democratic through the practice of
participative decision making and actions. Leadership requires participation from everyone so that all
members are engaged in creating a meaning and acting on that meaning (Harris, 2002).

2.1.2.2 Laissez -faire leadership

The laissez-faire leadership style is also known as the hands-off ̈ style . It is one in which the
manager provides little or no direction and gives employees as much freedom as possible. Basically, this
style looks simple and easy-going between leaders and subordinates. Leaders who adopt the laissez-faire
leadership style exercise little control over the followers and let the followers have freedom to carry out
their assigned tasks without direct supervision (Wu and Shiu, 2009). According to Mbiti (2007), laissez-
faire leadership style refers to style as a free-reign style where the leader doesn’t lead but leaves the
group entirely to itself. Such a leader allows maximum freedom to subjects. They are given a free hand in
deciding their own policies and methods”. The leaders who use this style of leadership believe that there
should be no rules and regulations since everybody has inborn sense of responsibility. Laissez-faire
leadership style is not suited for use by head teachers because complete delegation without follow-up
mechanisms creates performance problems. “Teachers and students are motivated when they are afforded
opportunities to make their own decisions. The acceptance of their opinions and ideas, together with the
monitoring of their performance by head teachers is a healthy way of enhancing discipline in secondary
schools (Wu and Shiu, 2009).

2.1.2.3 Authoritarian leadership

Wu and Shiu (2009) explained that, Authoritarian leadership is gained through punishment,
threat, demands, orders, rules, and regulations. The functions of authoritarian leadership include
unilateral rule-making, task-assignment, and problem solving while the roles of authoritarian followers
include adhering to the leader's instructions without question or comment. Authoritarian leadership is
appropriate in settings with a constant stream of new employees, limited decision-making time or
resources, and the need for large-scale coordination with other groups and organizations. Authoritarian
leaders receive aggressive or apathetic behavior from their subordinates. Productivity is slightly higher
under the authoritarian leader than under the democratic one. However, it is the lowest under the laissez-
faire leader’s supervision” (Lunenburg and Ornstein, 2012). In authoritarian leadership, the leaders make
most or all of the decisions, without the involvement or input of the employees. Authoritarian leaders
inform their subordinates on what must be done, how it should be done and when it must be completed.
This kind of leader is likely to ignore suggestions made by staff members. Where quick decision making
is a key factor, this particular leadership style might work well because there might not be any time to
consult with staff for their involvement anyway.

2.1.2.4 Transformational leadership

According to Sergiovanni (2004), Transactional leadership is another type of leadership. It is
sometimes called bartering. It is based on an exchange of followers’ services in lieu of various kinds of
tangible rewards (such as a salary) that the leader controls. It is also based on the conviction that people
desire to be led rather than be liable for their own actions and decisions. As a result, the leader relies on
top down decision processes to control staff, allocate resources and initiate the process of change.
Transactional leadership is often viewed as being complementary with transformational leadership. In a
study conducted by Bateh and Heyliger (2014) on Academic Administrator Leadership Styles and the
Impact on Faculty Job Satisfaction and self-esteem in Florida, the results of logistic regression analysis
revealed that faculty members who identified transformational leadership as dominant had increased
performance, while faculty members who identified transactional leadership as dominant had increased
job satisfaction, and faculty members who identified passive/avoidant leadership as dominant had
decreased job satisfaction. Demographics did not appear to predict satisfaction. Using this model,
academic leaders can take further action by refining their leadership styles on the basis of their faculty
members’ indicated preferences. The study results may contribute to social change at the departmental
level by making academic administrators aware of effective leadership models that promote higher job
satisfaction among faculty in universities.

2.1.2.5 Charismatic Leadership

Charismatic leadership style is considered to be the most successful and valued trait driven
leadership style. Charismatic leaders have a vision, as well as a personality that motivates followers to
execute that vision. This style provides fertile ground for creativity and innovation, and is often highly
motivational. However, a problem arises when they leave the organization – it can appear rudderless and
without direction for long because charismatic leaders rarely develop replacements. Their leadership is
based upon strength of personality. As a result, charismatic leadership usually eliminates other
competing, strong personalities (Michael, 2010).

2.1.2.6 Bureaucratic Leadership

Bureaucratic leaders create, and rely on, policy to meet organizational goals. Policies drive
execution, strategy, objectives and outcomes. Bureaucratic leaders are most comfortable relying on a
stated policy in order to convince followers to get on board. In doing so they send a very direct message
that policy dictates direction. Bureaucratic leaders are usually strongly committed to procedures and
processes instead of people, and as a result they may appear aloof and highly change adverse. The
specific problem or problems associated with using policies to lead are not always obvious until the
damage is done. The danger here is that leadership’s greatest benefits, motivating and developing people,
are ignored by bureaucratic leaders (Michael, 2010). This leadership style is appropriate for work
involving serious safety risks or with large sums of money such as banks or when managing employees
who perform routine tasks. This style is much less effective in teams and organizations that rely on
flexibility, creativity, or innovation.

2.1.2.7 Transactional Leadership

Effective transactional leadership style is characterized by transactions or exchanges – the
promise of reward for good performance, and discipline for poor performance (Bass, Avolio, Jung and
Berson, 2003) Transactional leadership, present in many businesses, may help clarify everyone's roles
and responsibilities, and because team members are judged on performance, ambitious people motivated
by external rewards often thrive. Some of its measures can also de-motivate employees. For example,
itdoesn’t offer much in terms of inspiration, to motivate people to go beyond the basics; therefore
employees might get complacent and develop a tendency to achieve minimal expectations that only
would help them avoid penalties (Bass, 1990). Howell and Avolio (1993) observe that if managers do not
effectively follow-up on the contingent reward promises, they display behavioral inconsistency and are
therefore viewed as ineffective leaders. Bass, et al. (2003) mention that transactional leaders are
counterproductive in an evolving work environment. Likewise, Howell and Avolio's (1993) study
suggests that transactional leadership style is negatively related to unit performance.

2.1.3 Qualities of leaders

Research shows that there is a consistent set of traits, characteristics and qualities of good leadership that
people look for in their leaders. 75,000 people, on six continents over a period of 15 years were asked to
identify the characteristics and qualities of good leadership (J M Kouzes & B Z Posner, 2002, San
Francisco: Jossey-Bass). These were the results:

2.1.3.1 Honesty:

The number one quality identified by this researcher is honesty. The respondents explain that a good
leader must be honest to the oath of office that saw him to power and also to his numbers of followers.
They added that a good leader must be morally upright, unpretentious, reasonable in situations and
impartial.

2.1.3.2 Forward Oriented:

A good leader must be forward oriented. He must always see the goal to be achieved and the challenges
ahead. He must have the ―Can Do‖ behaviour within him. This quality is very close in comparison with
the Conceptual skill of leadership. This means seeing things before others and the ability to predict or
forecast what tomorrow will bring.

2.1.3.2 Competence:

A good leader must be competent technically, human relation wisely. He must not be a specialist in a
field but a generalist. He must be able to lead others to the very rightful part. He must have the ability to
propel others to achieve results.

2.1.3.3 Inspiring:
A good leader must be able to inspire his followers to attain goal and objectives. He must be able to
stimulate others to do things and make things happen.

2.1.3.4 Intelligent:

A good and effective leader must be intelligent. He must be sensible and rational. He must be a first class
decision maker; he must be able to correct anomalies within his team.

2.1.3.5 Fair Minded:

He must be able to keep a par between rigidity and flexibility. That is, he must not be too hard in his
policies and decision and not be too easily discourage to change his painstakingly predetermined made
decisions.

2.1.3.6 Self -control:

Another very important quality of a good leader is self-control or self-discipline. He must train himself to
have a comfortable and proper behaviour which will carry others along and sustain the module operandi
of the organization.

2.1.4 Leadership Style and Performance of Grocery Store

The body of research on the relationship between leadership style and organization performance
continues to grow. Most research show that leadership style has a significant relation with organizational
performance, and different leadership styles may have a positive correlation or negative correlation with
the organizational performance, depending on the variables used by researchers (Fu-Jin et al., 2010).

McGrath and MacMillan (2000) are of the view that there is a significant relationship between leadership
styles adopted by managers and performance of the organizations. Effective leadership style is seen as a
potent source of management development and sustained competitive advantage, leadership style helps
organization to achieve their current objectives more efficiently by linking job performance to valued
rewards and by ensuring that employees have the resources needed to get the job done. Sun (2002)
compared leadership style with the leadership performance in schools and enterprises, and found that
leadership style had a significantly positive correlation with the organizational performance in both
schools and enterprises.
Fu-Jin et al. (2010) opine that when executives use their leadership style to demonstrate concern, care
and respect for employees, it would increase interest of employees in their work and enable them to put
up better performance, thereby affecting their job satisfaction positively. Understanding the effects of
leadership on performance is also important because leadership is viewed by some researchers as one of
the key driving forces for improving a firm’s performance. Effective leadership is seen as a potent source
of management development and sustained competitive advantage for organizational performance
improvement (Avolio, 1999; Lado, Boyd and Wright, 1992; Rowe, 2001)
2.2 Theoretical Review
This section would highlight some theories to explain the impact of leadership style on performance of
groceries store in Kwara State. Some of which are Great man theory, Trait, Contingency and Behavior
theory
2.2.1 Trait Theory
The aforementioned theorists preached that whatever the case the leader is born and gifted with certain
kind of physical appearance and personality character and could shine as a leader from those of non-
leader. The failure in identifying such illusion traits that all leader had in mutual, be the reason to the
emergence of trait theory. After falling into unpopularity of the theory. In the late 1940s, scholars
attempted to examine the traits of military and non-military leaders respectively and the research result
found out that there were significance of certain traits developing at certain times.

However, trait theory proponents don’t match worried about that such leadership trait were hereditary or
learnt. One of the well-known contributors of the trait theory come up with identifying two kind of traits
that could be possessed by a leaders: i.e. emerging traits those traits are heavily rest up on heredity
examples of such traits are height, intelligence, attractiveness, and self-confidence. The second kind of
trait is called effectiveness traits this trait is championed through experience and learning such trait
comprises mainly charisma as main component of leadership (Ekvall and Arvonen, 1991). As Max
Weber coined the meaning and definition of charisma as followed the a power of all the time that can
generate totally new approach by subordinates and completely has been personal commitment to leaders,
the followers accept the charisma as blessed with almost supernatural or superhuman intelligence, quality
and power. After many studies conducted emphasized on intellectual, physical and personality traits that
distinguished non-leaders from leaders, scholars came up with a findings of research that show only
insignificant variance exist amongst subordinates and leaders (Burns, 2003).

2.2.2 Contingency (situational) Theories

The advocator of this situation theory preached that there is no single and best fit to all leadership style.
This leadership style highly rest upon many factors for examples the setting, the environment, the
background of subordinates and other variables. Furthermore, there is no one single best way direct,
because there some many dimension of the environment that need to adjust to specific leadership style.
The birth of the situational leadership approach was 1969, pronounced that there is no single and best fit
to all leadership style to lead and The leader must be able to adapt to the situation and transform their
leadership style between task-oriented and relationship oriented. Many leaders attempt to change
employees within the organization, they not only change the dynamics of settings of the organization
indeed the employees also. As many academic and scholars stated that and identified in a common sense,
the theories of contingency are fall under behavioral theory that challenges that there is no one finest way
of leading and that the style of leadership that is operative in some circumstances may not be effective in
others (Greenleaf, 1977). Many pioneer of the situation theorists pronounced that the leader only
emphasized on the interaction of leader-subordinate and preached that the subordinate engaged in
significant role explaining the interaction. Even though, this leadership mostly emphasized on the leader,
it also makes subordinates to signify the focus into group dynamics this theory scholar and advocator
mostly pronounced that the style of leadership highly vested on the hands of the maturity of the followers
of the leader (bass, 1997).

2.2.3 Style and Behavior Theory

Proponents of the style and behavior theory pronounce the significance of certain essential leadership
capacity that facilitate and serve as enabler for the leader in order to help the leader to act in accordance
with the previous capacity of a leader. Consequently before specific acting announce that every single
leaders has different style of leadership that give most pleasant for most leaders. This leadership style
highly rest upon many factors for examples the setting, the environment, the background of subordinates
and other variables. Furthermore, there is no one single best way direct, because there some many
dimension of the environment that need to adjust to specific leadership style. In the late 1990s Yukl
came up with completely different kind of leadership three. The first one is that democratic leadership
under such leadership employees practiced and possess high degree of fulfilment, visionary, creativeness;
work in with high degree of encouragement despite leaders close supervision; practically show high
degree of association between leaders and subordinates. The second of type of leader is oppressive
leaders mostly motivated on higher amount of yield. The third one is Laissez faire leadership and was in
the contemporary world merely it considered as most valuable while leading a team of comprising most
experts and interested employees who has outstanding track record in the past (Yukl, 1989).

The other prominent scholars were Feidler and House come up with two brandy new (at least for their
time) type of extra leadership styles those emphasized on the success of the leadership. The first one is
named deliberation more emphasized and worry for publics and relation manners and the second one
called inauguration structure emphasized and worry for yield and job behaviors were very main role
variables (Feidler and House, 1994). The focus of those two leadership were as mentioned to the sureness
and relationship, a leader produce to his fellows. While, stating structure, on the other hand, show the
degree, to which the leader assembles, guide and describe his/her own and the fellows‟ roles as they have
the partaking role concerning managerial performance, earnings and achievement of the assignment.
Many scholars and academics expertise pronounced the three kind of leaders’ style, namely; autocratic,
democratic and laissez-faire. Under autocratic leadership there are deprived of participating the followers
and subordinates and this leader pass conclusion without feedback, whereas under laissez-faire

2.3 Empirical Review

Bizhan, Saeid and Vahid (2014), conducted a research which aim of study was to determine the
relationship between leadership style and employees performance in the Real Estate Registration in
Tehran province. This research used descriptive correlation method. The study population comprised all
staff in Tehran Real Estate Registration with 1000 number. Cochran method was used to determine the
sample size and the sample number was calculated 277 one. Simple random sampling is used in this
research. Data collection instruments included two questionnaires of leadership style and employees
performance. To test the hypotheses, correlation method using SPSS software was used. And the results
showed that development-oriented and pragmatic- oriented leadership style has a positive impact on
employee performance and leadership style and noninterference is a negative impact.
In view of Neha (2014), in his study which was directed to investigate the effects of leadership
style on organizational performance in Brick Kilns in Jammu region. Transformational and transactional
leadership styles were considered in this study. Transformational leadership behaviors and
performance/outcome considered relevant in the study were charisma, inspirational motivation and
intellectual stimulation/individual consideration; and effectiveness, extra effort and satisfaction,
respectively. Transactional leadership behaviors and performance/outcome variables were
constructive/contingent reward and corrective/management by exception; and effort, productivity and
loyalty/commitment, respectively. Analysis was based on primary data generated through a structured
Multifactor Leadership Questionnaire (MLQ) administered on respondents. The result showed that while
transactional leadership style had significant positive effect on performance, transformational leadership
style had positive but insignificant effect on performance. The study concluded that transactional
leadership style was more appropriate in inducing performance in Brick Kilns than transformational
leadership style and, therefore, recommended transactional leadership style for the Brick Kilns with
inbuilt strategies for transition to transformational leadership style as the enterprises developed, grew and
matured.
 In a study conducted by Rahmisyari (2015), which major objective is to find the effect of
leadership style, organizational culture, and employees’ development on industrial performance of PT.
PG. Gorontalo. Sample of this study consists of 266 employees at PT. PG. Gorontalo. Data collection
techniques are interview with questionnaire model and observation technique. In order to test model
correlation, it is used analysis tool which capable to explain simultaneous correlation by Structural
Equation Model (SEM) with AMOS program. This study result has proved that leadership style has
significant effect on organizational culture with coefficient value of 0.908,. Leadership style has also
significant effect on employee development with coefficient value of 0.398,. Organizational culture has
significant effect on employee development with coefficient value of 0.952. Leadership style has
significant effect on performance with coefficient value of 0.250. Organizational culture has insignificant
effect on performance with and coefficient value of 0.174. It showed that organizational culture has
indirect contribution on performance. It is seen from analysis result that organizational culture has
indirect effect on performance through employee development with coefficient value of 0.774. Employee
development has significant effect on performance with coefficient value of 0.250.

Another study by Ann, (2015) which main objective was to identify the leadership
style(s) practised in UNEP and to examine its effects on organisational performance. The study
addressed the following specific objectives: To determine the effect of transformational
leadership style on organisational performance at UNEP; To investigate the effect of democratic
leadership style on organisational performance at UNEP; and, To determine the effect of
charismatic leadership style on organisational performance at UNEP. The researcher adopted
descriptive research design since the information gathered involved administering
questionnaires. The population for this study therefore comprised of all staff working at UNEP
as at 31st December 2014. For this study, forty-one (41) respondents was selected using stratified
random sampling, which represented ten percent (10%) of the employees of UNEP. This
comprised of Supervisors (G-7) and Managers (P-D level) of UNEP. Primary data was used for
the study which was achieved by the use of a structured questionnaire containing closed ended
questions. Quantitative data was edited, coded and analyzed using descriptive statistics such as
percentages, frequencies, cumulative frequencies and mean. In addition, data analysis method
was also based on Pearson correlation analysis and a multiple regression model. Research
findings illustrated that majority of the respondents (36.59%) indicated that the respondents
practised transformational leadership. Findings also illustrated that majority of the respondents
(82.93%) indicated that management had no elaborate ways and methods to make many people
work together for a common task. The researcher therefore concluded that transformational
leadership style significantly affects organisational performance at UNEP. The researcher
recommended that management should strive at using specific ways and methods to make many
people work together for a common task which should be aimed at achieving UNEP’s mission
and vision. That its leadership focuses on the development of staff members and their needs as
this had the highest significance with regard to its effect on organisational performance.
Linjuan (2016), examines the impact of organizational leadership on public relations
effectiveness from an internal perspective. Specifically, it builds links between leadership style,
employee empowerment, and employees’ perception of organizational reputation. The results
showed that transformational leadership positively influences employee’s perception of
organizational reputation, not only directly but also indirectly, through empowering employees.
Transactional leadership represented by contingent reward behavior has a significant negative
direct effect on employee perception of organizational reputation. Transformational leaders are
more likely to delegate power to employees and involve them in decision making than
transactional leaders. Employees who feel more empowered in terms of competence and control
tend to have a more favorable evaluation of organizational reputation. Significant theoretical and
practical implications of the findings are discussed.
Eran (2016), in his study, which aims to examine perceptions of politics among public sector
employees as a possible mediator between the supervisor’s leadership style and formal and informal
aspects of employees’ performance (Organizational Citizenship Behavior – OCB).
Design/methodology/approach – The Multifactor Leadership Questionnaire (MLQ) was distributed to
employees of a public security organization in Israel (N ¼ 201), asking them to evaluate their
supervisor’s style of leadership. Employees were also asked to report their perceptions of organizational
politics using the scale developed by Kacmar and Ferris. In addition, supervisors provided objective
evaluations of the levels of their employees’ in-role performance and OCB. The intra-structure of the
leadership variable was examined by exploratory factor analysis (EFA) and confirmatory factor analysis
(CFA) with structural equation modeling. Two alternative models were examined: first, a model of
mediation and second, a direct model with no mediation. Findings – The research resulted in mixed
findings that only partially support the mediating effect of organizational politics on the relationship
between leadership, in-role performance and OCB. The implications on causality are also limited.
Practical implications – Managers should recognize the advantages and disadvantages of different
leadership styles as these may affect organizational politics and eventually, formal performance and
organizational citizenship behaviors. Originality/value – The findings of this paper contribute to the
understanding of the relationships between leadership, performance, and politics in the workplace and in
the public sector in particular.

Vadyba (2017), opines that the Leadership style is the most prevalent factors that
influence employees’ attitudes and behaviors including organizational commitment.
Organizations need employees who are committed in their work so that they can contribute to the
survival of the organization in the marketplace competition. The emphasis is on how managers in
organizations can get effective leadership style to achieve set goals. The study has examined the
leadership style and their effect on employee performance. The purpose of this study is to
understand the effect of different leadership styles on employee performance in an organization.
This paper is intended to identify which leadership style achieves positive influence on
employee’s performance. The population of the study were the private enterprise manager
(Medium and Large sized enterprise) in Kosovo. Data collection was made through
questionnaires, and the constructs used were adapted from prior research and already tested for
reliability. For the study we used a structured questionaries’ and the data analyses where made
through statistical package for social sciences. Finally analysis will be made to identify which
leadership style achieves best in terms of employee’s performance.
In another study by Augustine (2017), which study was intended to investigate the effects
of leadership styles on organizational performance in Ahantaman Rural Bank from 2013 to 2016.
The study also sought to investigate any relationships between leadership styles and overall
performance of the Bank. The main objective of the study was to investigate what type (s) of
leadership style (s) led to improved organizational performance in the Bank. The specific
objectives of the study were to investigate the relationship between leadership styles and
organizational performance and the type of leadership style (s) that lead to improved
organizational performance. The study adopted a total population sampling approach to data
collection. Among the leadership styles investigated, transformational leadership style obtained
the highest raw score of 350 representing 22 percent of the total population investigated.
Transactional, democratic, autocratic and laisez-faire leadership styles followed in that order.
Thus, it was found that the most dominant and preferred leadership style in the Bank was
transformational leadership style. This leadership style led to improved and consistent
performance of the Bank. The study concluded that there was a direct relationship between
leadership styles and performance of the Bank. Assessment of the key performance indicators of
the Bank and the consistent improvements in these indicators supported the assertion that there is
a direct relationship between organizational performance and leadership styles. It is suggested
that the scope of this study should be expanded by future researchers who intend to investigate
the same subject. The expansion will lead to generalizability of the findings.
Odunlami, Awosusi & Awolusi (2017), in their research which objective of the study was to
investigate the influence of leadership style on employees’ performance in selected private universities in
Ogun State, Nigeria. Descriptive survey research design was adopted as the study guide. Multi stage
sampling technique was used for this study due to the varied characteristics of the institutions. Five
hundred (500) copies of questionnaire were administered to academic and non-academic staff in the
selected private universities out of which four hundred and thirty five (435) copies were filled and
returned. Pearson Product Moment correlation was used to analyse the data gathered from the
respondents. The study revealed that only transactional leadership style have no significant influence on
employees’ performance while charismatic and transformational leadership styles has positive and
significant influences on employees’ performance in selected private universities in Ogun State, Nigeria.
The validation of charismatic and transformational leadership styles, by our model, as the key leadership
styles that influenced employees’ performance in our study, therefore provides predictive implications on
improved employees’ performance, given the activities of these leadership styles.

In another study by Ebenezer & Stephen (2017), which study examines leadership style on
employee performance in the Public Sector of Ghana. The research used mixed method approach with
descriptive linear regression method to determine the effect of leadership styles on employee
performance. The full range leadership styles of transformational, transactional and laissez faire were
considered with employee performance of In-Role Performance (IRP) and Organizational Citizenship
Behavior (OCB).The population of the study is comprised of all the 921 staffs of the Ghana Atomic
Energy Commission (GAEC). Simple random sampling as well as purposive and convenience sampling
techniques were used in this research. Three questionnaires were used to collect data on leadership style
and employee performance both quantitatively and qualitatively. SPSS software was used to calculate
simple linear regressions to test the hypothesis. Themes were also developed from the interview
transcriptions. The results from both analysis show that all the leadership styles do not have any effect on
employee performance. However, the leaders were found to be exhibiting a mixture of transformational
and transactional leadership attributes.

In view of Samuel (2019), in his study which was directed to examine the impact of leadership
styles on employees’ work performance in some selecte South-western Nigerian private Universities. For
employees’ to perform at their utmost best, Universities need leaders who can adapt to different situations
and possess various leadership styles that fit in ever situation and at any given point in time. Purposive
sampling technique was adopted in selecting 10 private universities majorly in Ondo, Ekiti and Osun state
respectively out of the 36 private universities in south–west, Nigeria. To measure transformational,
transactional and laissez-faire leadership styles, a subordinate’s perception of his/her superior’s leadership
style was collected by reviewing Multi-factor leadership questionnaire (MLQ-Form 5X) by Bass and
Avolio, (2000). The researchers personally designed questions to measure the impact of autocratic
leadership style. Data collected were analysed based on descriptive analyses of demographic information.
The four hypotheses presumed for this study were tested using linear regression and Pearson correlation.
All the hypotheses are examined at 0.01 and 0.05 alpha levels of significance. The study concluded that
Universities driven by the desire to achieve better performance from his/her employees should try to
exhibit more of transformational and transactional leadership styles and less of laissez-faire and autocratic
leadership styles. This study recommends that good and effective leadership style is what Universities
need to survive in this competitive and hostile business environment. Therefore, Universities should
implement leadership training and development programmes in order to meet the essential knowledge and
skills necessary in developing the leadership capabilities of employees.
Jamsari and Nik (2019, in their research titled the role of transformational leadership style in
enhancing employees’ competency for organization performance opines that the transformational
leadership style as practiced by the organization leaders was examined in their role to enhance
employees’ competency for organization performance. A quantitative approach is used in this study using
a survey approach through the distribution of a set of questionnaires. In this study, the sample comprised
of 232 supervisors from three food manufacturing industries in various supervisory levels, departments,
and sections within the production line. The hypotheses were analyzed using IBM Statistical Package for
the Social Sciences (SPSS) and partial least squares (PLSSEM) SmartPLS version 3.0. The statistical
analysis results confirm that there was a significant relationship between transformational leadership
styles, employees’ competency with organizational performance. The study also confirmed that the
transformational leadership styles as practiced substantially contributed to employee competency. Based
on the PLS-SEM’s results, this study provides evidence that transformational leadership styles also
substantially contributed to organization performance. The study also found that employee competency
has contributed to organization performance. Based on the mediation analysis results, the study finds that
employee competency mediates the relationship between transformational leadership style and
organization performance. These results add to an understanding of the role of transformational
leadership style and employee competency in contributing to a higher productivity and organization
performance.
 In a study by Mahendra, Mahir, Syarifuddin, & Yozi (2020), titled Leadership style and its
impact on employee performance at Indonesian national electricity company which main objective was to
determine the effect of transformational and transactional leadership styles on employee performance at
the Indonesian National Electricity Company (PT PLN) main office. This research uses a quantitative
method with a descriptive-causality research type. Sampling was done by a non-probability sampling
method of saturated sample type, with the number of respondents being 73 people. The data analysis
techniques used are descriptive analysis and multiple linear regression analysis. Our result shows that the
transformational leadership style is influential and significant to performance, while the style of
transactional leadership has no effect and no significance to the performance of employees.

2.4 The gap in the literature

From the careful examination of several studies made by researchers in the preceding sections, there are
vast literatures on leadership style, but none has been written on grocery stores by placing this study
within the review of existing literature, most of this literature focuses on general business but this study
noted that the results of most of these researches conducted have not been all conclusive. This study also
found that in Nigeria effort has not been made in the past, particularly in Kwara states. Therefore, this
study aims at assessing leadership styles on grocery stores from 2017 to 2020 in order to fill up this gap.
 CHAPTER THREE
METHODOLOGY

3.0 Preamble
This chapter outlines the methodology that the researcher shall employ in the study. The
following sections will be discussed; research design, sampling procedure and techniques, data
collection procedure and techniques, and data analysis and tools that will be used in the study.
Research design refers to the overall strategy that you choose to integrate the different
components of the study in a coherent and logical way, thereby, ensuring you will effectively
address the research problem, it constitutes the blueprint for the collection, measurement, and
analysis of data.
3.1 Research Design
The research design employed for this study is descriptive and explanatory. These design
is appropriate for this study because the study aims at collecting information from respondents
on their opinions in relation to the leadership style on performance of Grocery store. It seeks a
description of the situations on the ground. This is the arrangement of conditions for collection
and analysis of data in a way that combines their relationship with the purpose of research, it’s
the overall plan of conducting the study, it will help to answer the research questions and achieve
the objective of the study. However, primary and secondary sources of data collection will be
employed during the course of this project.

3.2 Population of the Study

The population of the study consist of the selected grocery store. The grocery store will be
considered necessary for the study in order to have adequate and relevant information on the
impact of leadership style on performance grocery store. The population consist of Two hundred
and Fifty (250).
3.3 Sample Size Determination

Since the population is a finite one, application of statistical formula becomes imperative in
determining the sample size. To study the entire population is not usually feasible due to some hindering
factors such as limited time frame, financial limitation, scarce resources and other holding back factors.

Using scientific measure in arriving at the sample size. The researcher adopts Taro Yamane
Formula: - Hence the formula entails a 95% confidence level at a point of 5% assumption

n = N
1 + N (e) ²
Where n = Sample size
N = Population of the study
e = Level of precision or Sampling Error or Tolerable error (5%) is
assumed

For example n = 98
1 + 98 (0.05)²

n = 98
1 + 98 (0.0025)
n = 98
1 + 0.245

n= 98 = 153.84 n = 78
1.245
3.4 Research Method
For this study the researcher will make use of quantitative method i.e. information will be collected with
the aid of quantitative method and Interview. Data will be collected through a well structure close ended
questionnaire. The questionnaire will be divided into two segments; the first segments will reflect the
demographic information of respondents while the other segments will show the drafted questions from
the research variables.

3.4 Research instrument

During the course of this research work, a combination of tools will be used to gather the required
data. This consists of list of questions specially prepared to seek information from the respondent.

Copies of questionnaire will be delivered to the respondent both by hand. This questions contains in the
questionnaire will be asked in simple and clear response to aid respondents and understanding.

Observation, this method will involve watching the procedures and system being adopted in carrying out
certain activities as it relates to subject. The main advantage of this method is that it enables the
researchers with response to the subject matter

3.5 Sampling Techniques

A survey instrument in the form of close-ended questionnaire was developed for the
purpose of collecting the main data for the study. This study will be conducted in some selected
areas in Kwara state, and factors such as precision, population, size, time and cost constraints
will be taken into consideration in selecting sample size.
A sample size determination is the act of choosing the number of observations or replicates to
include in a statistical sample.
The sample size consists of Two hundred (153). The Researcher made use of Taro Yamani
formula to get the sample size.

3.6 Method of Data Collection

The data or information gathered in the course of this research work and will be presented in a
tabular form. The tabulation will be used on the questionnaire, interview and observation administered by
the researchers.

However, during the course of this research work, a combination of tools will be used to gather the
required data. This consists of list of questions specially prepared to seek information from the
respondent.

3.7 Research Instruments

 Closed-ended Questionnaire and interview method will be adopted by the researcher to
collect the data. This is done to ensure that the required questions are in accordance with the
stated objectives and also to avoid ambiguities in the questions as well as validate the instrument
to be used. This different way of gathering information will supplement each other, hence boost
the validity and reliability of the research instruments. The items of the questionnaires will be
developed based on the research objectives and hypotheses

3.8 Validity of Research

Validity is regarded as the extent to which a measuring instrument achieved its primary purpose
which is to authenticate its correctness and cogency. However, content validity will be adopted in the
research work, as this explains the degree to which a test measures a representative sample of subject
matter and the behavioral changes under consideration. Asika (2006) stated that validity can be defined as
the extent to which a measuring instrument measures what it is designed to measure. Hence, the study
ensures that all variables will be given utmost and fair representation in the questionnaire as they will be
grouped in different subheadings for clarity purpose.

3.9 Reliability of research instrument

Reliability of an instrument on the other hand is being able to measure whatever it is to measure
over and over. In order to maximize the reliability of the instrument the researcher with the help of
experts in measurements and evaluation ensured that the questions in the questionnaire are not
ambiguously presented to the respondents. In other words, to ascertain the reliability of the instrument,
questionnaires have been used by several researchers who have come out with reliable solution to the
problems.

3.10 Method of Data Analysis

Data will be analyzed using Statistical Package for Social Sciences (SPSS) version 20.0 through a
combination of both descriptive and inferential statistics. The data preparation will involve data coding
and presentation. Descriptive statistics will be used to analyze data on scope of operations. Multiple
standard regression will provide the proportion of variance in the dependent variable (Leadership Style)
accounted for by the combination of independent variables (Performance of Grocery Store) and for
contribution of each independent variable. This will enable the coefficients to explain the extent to which
an independent variable influenced the dependent variable.

3.11 Ethical Consideration

 In this research the researcher will pay attention to these four ethical considerations, namely;
informed consent, right to privacy, protection from harm and involvement of the researcher in the study
the necessary permission will be obtained from the respondents will be assured of their right to privacy
and they will be informed that their identity will remain anonymous. The research will ensure that no
unethical tactics and techniques will be use. Respondents will be treated with dignity and respect.

3.12 Model Specification

Topic: Leadership Style and Performance of Grocery Store in Kwara State

The two construct include:

1. LEADERSHIP STYLE
2. PERFORMANCE OF GROCERY STORE

Y=f (X)

Where Y = Dependent Construct (Variable)

Where X = Independent Construct (Variable)

Where:

X (Independent Variable) Y (Dependent Variable)

Leadership Style Performance of Grocery Store

1. Autocratic Leadership 1. Service Quality
2. Laissez faire leader 2. Market Share
3. Democratic leader. 3. Operational Efficiency

Selected Variables
Social Media Network Performance of SMEs
1. Autocratic Leadership 1. Service Quality
2. Democratic 2. Operational Efficiency
CHAPTER FOUR

Data Presentation, Analysis and Interpretation of Results

4.1 Preamble

This chapter addressed the analysis of data gathered for the purpose of the study. Hence, it was divided
into the following sections as; presentation of data, data analysis, test of hypotheses, interpretation of
results and finally discussion of results.

Consequently, the total of 154 copies of questionnaire that was distributed among selected groceries
stores in Kwara state, 136 questionnaires amounting to 88.3% were correctly filled and returned, 18 of the
questionnaires were either not returned or not correctly filled amounting to 11.6%

4.2 Questionnaire’s Response Rate

Table 4.1 Questionnaire Response Rate

Questionnaire Frequency Percentage

Returned 136 88.3 %

Not Returned 18 11.6 %

Total 154 100%

Source: Researcher’s Field Survey, 2021

The table 4.2.1 showed that the responses from the distributed copies of questionnaire was very
encouraging, that is to say out of one hundred and fifty four (154) copies of questionnaire administered
and distributed among the selected groceries stores in Ilorin, out of which One hundred and thirty six
(136) copies of questionnaire were correctly filled and returned to the researcher, this is recorded at
approximately ninety-four percent (88.3%) success rate while the rest with (11.7%) copies of
questionnaire was either not returned to the researcher or not properly filled which rendered it invalid for
analysis. Hence, the copies of questionnaire collected was deductively analyzed and represented in tables,
percentage, and simple linear regression was employed in hypotheses testing.
4.3 Presentation of Data

Table 4.3.1 Distribution table for Demographic of the Respondents

S/N Factor Factor Level Frequency Percentage %

1. Gender Male 83 60.7

Female 53 39.3

Total 136 100.00

2. Age 30 years and below 51 37.6

31-39 48 35.9

40-49 25 18.5

50years and above 12 7.8

Total 136 100.00

3. Marital Status Single 78 57.0

Married 52 38.0

Separated 6 5.0

Total 136 100.00

4. Educational O/L 25 18.6

Background
OND/NCE 16 11.9

B.Sc./HND. 95 69.5

Total 136 100.00

5. Length of Service Less than 5years 57 41.7

5-10 61 45.1

11years and above 18 13.2

Total 136 100.00

Source: Researcher’s Field Survey, 2020

Table 4.2 above presents the demographic questions of the respondents. Hence, the first section analyzed
the gender of the respondents which states that 83 of the respondents representing 60.7% were Male and
also 53 respondents representing 39.3% were female. This by implication means that there are statistically
more male respondents than their female counterpart.

Furthermore, the distribution above shows that 51 of the respondents representing 37.6% falls in the age
bracket of 30years and below, 48 of the respondents representing 35.9% are between 31-39 years. In
addition, 25 respondents with 18.5% are between the ages of 40 - 49 years, while 12 of the respondents
representing 7.8% are between the ages of 50years and above. This by implication means that employees
with the highest Age number are in the age bracket of 30 years and below which constitute 37.6%.

Also, the table states that 78 of the respondents representing 57.0% are single, 52 of the respondents
representing 38.0% are married, while 6 of the respondent representing 5.0% are widow, This implies that
most of the respondents to the questionnaire are single with a percentage 57.0%

Additionally, the table shows that 25 of the respondents representing 18.6% have O’Levelas their highest
qualification, 16 of the respondents representing 11.9% have OND/NCE, 95 of the respondents
representing 69.5% has B.Sc./HND as their highest qualification. This means that most of the respondents
to the questionnaire are B.Sc./HND holders with a percentage of 69.5%.

Also, the table indicates that employees who have spent less than 5years with the ban are 57 with 41.7%,
while employees with 5-10years stay are 61 with 45.1%, 11-20 years of stay are 18 with 13.2%,
Therefore, employees with the highest length of service are 5 – 10years which is percentage as 45.1%.

Table 4.3.1 AUTOCRATIC LEADERSHIP STYLE

S/N Factor Factor Level Frequency Percentage %

1. The best leadership style in SA 107 78.5

running the organization is
A 29 31.5
autocratic leadership style
Total 136 100.00

2. Engaging employees in their SA 50 36.4

work role voluntarily is best
A 86 63.6
achieve through autocratic
 leadership style Total 136 100.00

3. One of the flexible means of SA 58 43.0

reaching employees targets focus
A 78 57.0
is by autocratic leadership style.
Total 136 100.0

4. Autocratic leadership style SA 78 57.0

becomes the flexible means to
A 49 36.0
reach the organization.
U 9 8.7

Total 136 100.00

Source: Researcher’s Field Survey, 2021

From the distribution table 4.3 above, 107 of the respondents representing 78.5% said they strongly agree
to the statement that the best leadership style in running the organization is autocratic leadership style,
and 46 of the respondents representing 31.5% said they agree to the statement. Therefore the largest
populations strongly agreed that the best leadership style in running the organization is autocratic
leadership style.

In addition, the distribution table, 50 respondents choose strongly agreed which is equivalent to 36.4%, 86
of the respondents representing 63.6% said they agreed that engaging employees in their work role
voluntarily is best achieve through autocratic leadership style. Therefore the largest population agreed to
the statement.

Also, the distribution table shows that 58 of the respondents representing 43.0% said they strongly agreed
to the statement that one of the flexible means of reaching employees targets focus is by autocratic
leadership style, 78 of the respondent agreed. Therefore, the largest population agreed the statement.

Furthermore, the distribution table shows that 78 respondents strongly agreed representing 57.0% while
49 of the respondents representing 36.0% said they agreed and 9 respondents are undecided to the
statement that autocratic leadership style becomes the flexible means to reach the organization.

Table 4.3.2 DEMOCRATIC LEADERSHIP

S/N Factor Factor Level Frequency Percentage %

1 Democratic leadership style has SA 55 40.5

 been the approach to fasten job 38
roles
A 22 27.7

U 21 16.1

SD 136 15.7

Total 100.00

2 Employees tends to be reactive SA 57 41.7

when been led by a democratic
A 51 37.2
leader
SD 27 19.8

D 1 1.2

Total 136 100.00

3 In my organization, democratic SA 70 51.7

leadership is an important means
A 56 40.9
gaining higher service.
U 10 7.4

Total 136 100.00

4 There is a presence of additional SA 59 43.4

value in relation to customer
A 64 47.1
service since the presence of
democratic leadership style U 13 9.5

Total 136 100.00

Source: Researcher’s Field Survey, 2021

From the distribution, 55 of the respondents representing 40.5% said they strongly agreed to the statement
that democratic leadership style has been the approach to fasten job roles, 38 of the respondents
representing 27.7% said they agreed to the statement, 22 of the respondents representing 16.1% said they
undecided to the statement and 21 of the respondents representing 15.7% said they strongly disagree to
the statement. Therefore, the largest population strongly agreed and agreed that democratic leadership
style has been the approach to fasten job roles.
Also, the distribution table above shows that 57 of the respondents representing 41.7% said they strongly
agreed that employees tends to be reactive when been led by a democratic leader, 51 of the respondents
representing 37.2% said they agree to the statement that employees tends to be reactive when been led by
a democratic leader, 27of the respondents representing 19.8% said they strongly disagree to the statement
and 1 of the respondents representing 1.2% disagree to the statement. Therefore, the largest population
strongly agrees that employees tends to be reactive when been led by a democratic leader.

The table states that 70 of the respondents representing 51.7% said they strongly agreed to the third
statement, 56 of the respondents representing 40.9% said they agreed to the statement, 10 of the
respondents representing 7.4% said they undecided to the statement. Therefore, the largest in my
organization, democratic leadership is an important means gaining higher service.

Also, the distribution table shows that only 59 respondent responded to the questionnaire as strongly
agreed with 43.4%, 99 of the respondents representing 47.1% agreed to the statement that there is a
presence of additional value in relation to customer service since the presence of democratic leadership
style, 13 of the respondents representing 9.5% said they were undecided to the statement, Therefore the
largest population agreed that there is a presence of additional value in relation to customer service since
the presence of democratic leadership style.

Table 4.3.3 Distribution for Service Quality

S/N Factor Factor Level Frequency Percentage %

The service quality of the SA 109 80.1

1
organization are best achieved
A 17 12.8
through better leadership style.
SD 12 7.0

Total 136 100.00

2 Re-occurrence of weak SA 56 40.9

effectiveness in service quality is
A 74 54.5
due to implementation of weak
leadership style. D 6 4.5

Total 136 100.00

3 When it comes to our company’s SA 51 37.8

 product, leadership style best 85
describe it in a unique style than
A 136 63.2
other medium.
Total 100.00

4 Adequate implementation of the SA 56 40.9

right leadership style is the best
A 74 54.5
tools to give their customer best
service quality. SD 6 4.5

Total 136 100.00

Source: Researcher’s Field Survey, 2021

From the distribution table 4.4 above, 109 of the respondents representing 80.1% said they strongly
agreed to the statement that the service quality of the organization are best achieved through better
leadership style, 17 of the respondents representing 12.8% agreed, 12 respondents representing 7.0%
said they strongly disagreed to the statement. Therefore, the largest population strongly agreed that the
service quality of the organization are best achieved through better leadership style.

In addition, the table 4.4 above shows that 56 of the respondents representing 40.9% said they strongly
agreed that re-occurrence of weak effectiveness in service quality is due to implementation of weak
leadership style, 74 of the respondents representing 54.5% said they agreed to the statement that re-
occurrence of weak effectiveness in service quality is due to implementation of weak leadership style, 6
of the respondent representing 4.5% disagree to the statement. Therefore, the largest population agreed
that re-occurrence of weak effectiveness in service quality is due to implementation of weak leadership
style.

In addition, the table above indicates that 51 of the respondents representing 37.8% said they strongly
agreed that when it comes to our company’s product, leadership style best describe it in a unique style
than other medium, 85 of the respondents representing 63.2% said they agreed to the statement that
when it comes to our company’s product, leadership style best describe it in a unique style than other
medium. Therefore, the largest population agreed to the statement.

The table above also depicts that, 56 respondents with 40.9% Strongly agreed to the statement that when
it comes to our company’s product, leadership style best describe it in a unique style than other medium,
74 respondents representing 54.5% agreed to the statement, and 6 respondent represents 4.5% strongly
disagreed to the statement, Hence, this implies that when it comes to our company’s product, leadership
style best describe it in a unique style than other medium.

Also, shows that 90 of the respondents representing 65.9% said they strongly agreed that adequate
implementation of the right leadership style is the best tools to give their customer best service quality,
44 of the respondents representing 32.5% said they agreed to the statement that adequate
implementation of the right leadership style is the best tools to give their customer best service quality, 2
of the respondent representing 1.6% strongly disagree to the statement that adequate implementation of
the right leadership style is the best tools to give their customer best service quality. Therefore, the
largest population strongly agreed that adequate implementation of the right leadership style is the best
tools to give their customer best service quality.

Table 4.3.4 Distribution table for Operational Efficiency

S/N Factor Factor Level Frequency Percentage %

1. Leadership style has a positive SA 59 43.4

effect on the operational
A 77 57.6
efficiency of the organization.
Total 136 100.00

2. The major types of leadership SA 82 60.3

style implemented has been
A 37 26.9
considered as the major tool that
affects organizational efficiency U 8 6.2

SD 9 6.6

Total 136 100.00

3. Leadership style has been SA 72 52.9

considered as the best strategy
A 61 44.6
used to give resolution to
 efficiency to meet the set SD 3 2.5
organization target and service
Total 136 100.00
quality

4. Leadership style has been the SA 70 51.7

approach used in carrying out
A 51 37.4
and solving lack of efficiency in
my organization. U 11 7.9

SD 4 2.9

Total 136 100.00

Source: Researcher’s Field Survey, 2021

From the distribution table above 59 of the respondents representing 43.4% said they strongly agree that
leadership style has a positive effect on the operational efficiency of the organization, 77 of the
respondents representing 57.6% said they Agree to the statement that leadership style has a positive effect
on the operational efficiency of the organization. Therefore, the largest population agreed that leadership
style has a positive effect on the operational efficiency of the organization.

In addition, the table distribution above shows that 82 of the respondents representing 60.3% said they
strongly agree that the major types of leadership style implemented has been considered as the major tool
that affects organizational efficiency, 37 of the respondents representing 26.9%, 8 of the respondents
representing 6.2% said they undecided to the statement that the major types of leadership style
implemented has been considered as the major tool that affects organizational efficiency 9 of the
respondents representing 6.6% said they strongly disagreed. Therefore, the largest population strongly
agreed that the major types of leadership style implemented has been considered as the major tool that
affects organizational efficiency.

Consequently, the table above illustrates that 72-respondent representing 52.9% strongly agreed to the
question, 61 of the respondents representing 44.6% said they agreed to the statement that leadership style
has been considered as the best strategy used to give resolution to efficiency to meet the set organization
target and service quality, 3 respondents representing 2.5% strongly disagree to the statement. Therefore,
the largest population strongly agreed that leadership style has been considered as the best strategy used
to give resolution to efficiency to meet the set organization target and service quality.

Also, 70 respondents with 51.7% Strongly agreed to the statement leadership style has been the approach
used in carrying out and solving lack of efficiency in my organization, 51 respondents with 39.5% Agreed
to the statement, 11 respondents with 7.9% undecided to the statement, 4 of the respondents strongly
disagree to the statement. Hence this implies that most of the respondents agree to the statement that
leadership style has been the approach used in carrying out and solving lack of efficiency in my
organization.

4.4 HYPOTHESIS TESTING

4.4.1 Test for Hypothesis 1

H0: Autocratic Leadership style does not affect the Service Quality of Grocery Store in Kwara state.
H1: Autocratic Leadership style does affect the Service Quality of Grocery Store in Kwara state.
4.4.1.1 Model Summary

Std. Error of the

Model R R Square Adjusted R Square Estimate

1 .752a .566 .563 1.74717

a. Predictors: (Constant), Autocratic leadership style

The model summary as indicated in table 4.3.1.1 above shows that R Square is 0.56; this implies that 56%
of variation in the dependent variable (Service Quality of Grocery Store) were explained by the
Independent variable (Autocratic leadership style) while the remaining 44% is due to other variables that
are not included in the model. This mean that the regression (model formulated) is useful for making
predictions since the value of R2 is close to 1

4.4.1.2 ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 584.595 1 584.595 191.506 .000b

Residual 448.734 147 3.053

Total 1033.329 148

a. Dependent Variable: Service Quality of Grocery Store

b. Predictors: (Constant), Autocratic leadership style

The table above summarized the results of an analysis of variation in the dependent variable with large
value of regression sum of squares 584.595) in comparison to the residual sum of squares with value of
448.734 (this value indicated that the model does not fail to explain a lot of the variation in the dependent
variables. However, the estimated F-value (191.506) as given in the table above with significance value
of 0.000, which is less than p-value of 0.05 (p<0.05) which means that the explanatory variable elements
as a whole can jointly influence change in the dependent variable (Service Quality of Grocery Store).

4.4.1.3 Coefficientsa

Unstandardized Coefficients Standardized Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) 2.235 .436 5.126 .000

Autocratic leadership style .739 .053 .752 13.839 .000

a. Dependent Variable: Service Quality of Grocery Store

Interpretation

The dependent variable as shown in the table 4.1.3.3 was Service Quality of Grocery Store. This was
used as a yardstick to examine the relationship between the two constructs (i.e. Autocratic leadership
style and Service Quality of Grocery Store). The predictors is Autocratic leadership style, as depicted in
the table above, it is obvious that there is a direct relationship between Autocratic leadership style and
Service Quality of Grocery Store

According to the result in the table above Autocratic leadership style t-test coefficient is 13.839 and the P-
value is 0.000 which is less than 0.05 (i.e. P<0.05). This means that these variables are statistically
significant at 5% significant level.

Decision Rule

As a result of the outcome, the Null Hypothesis (H O1) is rejected on the basis that the p-value is less 0.05.
Hence the alternative hypothesis is accepted, that Autocratic leadership style has significant effect on
Service Quality of Grocery Store. Hence, it explains how significant hypothesis one is to be
recommended to Organization Performance.

Hypothesis Two

HO: There is no significant effect of Autocratic Leadership style on the operational efficiency of Grocery
Store in Kwara state

H2: There is a significant effect of Autocratic Leadership style on the operational efficiency of Grocery
Store in Kwara state

4.4.2.1 Model Summary

Std. Error of the

Model R R Square Adjusted R Square Estimate

1 .758a .574 .571 1.84438

a. Predictors: (Constant), autocratic leadership style

The model summary as indicated in table 4.4.21 above shows that R Square is .574; this implies that 57%
of variation in the dependent variable (Autocratic leadership style) were explained by the Independent
variable (Operational efficiency of grocery store) while the remaining 43% is due to other variables that
are not included in the model. This mean that the regression (model formulated) is useful for making
predictions since the value of R2 is close to 1

4.4.2.2ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 614.401 1 614.401 180.613 .000b

Residual 455.834 134 3.402

Total 1070.235 135

a. Dependent Variable: Firms Value

b. Predictors: (Constant), Autocratic leadership style

The table above summarized the results of an analysis of variation in the dependent variable with large
value of regression sum of squares (614.401) in comparison to the residual sum of squares with value of
455.834 (this value indicated that the model does not fail to explain a lot of the variation in the dependent
variables. However, the estimated F-value (180.613) as given in the table above with significance value
of 0.000, which is less than p-value of 0.05 (p<0.05) which means that the explanatory variable elements
as a whole can jointly influence change in the dependent variable (Firms Value).

4.4.2.3 Coefficientsa

Standardized
Unstandardized Coefficients Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) 1.586 .488 3.248 .001

autocratic
leadership .801 .060 .758 13.439 .000
styled

a. Dependent Variable: autocratic leadership styled

Interpretation

The dependent variable as shown in the table above was firms value. This was used as a yardstick to
examine the relationship between the two construct (i.e. autocratic leadership style and Firms value). The
predictors is autocratic leadership style, as depicted in the table above, it is obvious that there is a direct
relationship autocratic leadership style and Firms value

According to the result in the table above Autocratic leadership style t-test coefficient is 13.439 and the
P-value is 0.000 which is less than 0.05 (i.e. P<0.05). This means that these variables are statistically
significant at 5% significant level.

4.4.3 Hypothesis Three

HO: Democratic leadership style does not affect the Service Quality of Grocery Store in Kwara state

H3: Democratic leadership style does affect the Service Quality of Grocery Store in Kwara state

4.4.3.1 Model Summary

 Std. Error of the
Model R R Square Adjusted R Square Estimate

1 .776a .603 .600 1.74325

a. Predictors: (Constant), Democratic leadership style

The model summary as indicated in table 4.4.21 above shows that R Square is .603; this implies that 60%
of variation in the dependent variable (service quality of groceries stores) were explained by the
Independent variable (service quality of grocery store .) while the remaining 40% is due to other variables
that are not included in the model. This mean that the regression (model formulated) is useful for making
predictions since the value of R2 is close to 1

4.4.3.2 ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 618.165 1 618.165 203.415 .000b

Residual 407.217 134 3.039

Total 1025.382 135

a. Dependent Variable: service quality of grocery store .

b. Predictors: (Constant), Democratic leadership style

The table above summarized the results of an analysis of variation in the dependent variable with large
value of regression sum of squares (618.165) in comparison to the residual sum of squares with value of
407.217 (this value indicated that the model does not fail to explain a lot of the variation in the dependent
variables. However, the estimated F-value (203.415) as given in the table above with significance value
of 0.000, which is less than p-value of 0.05 (p<0.05) which means that the explanatory variable elements
as a whole can jointly influence change in the dependent variable (service quality of grocery store).

4.4.3.3 Coefficientsa

Standardized
Unstandardized Coefficients Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) 1.517 .464 3.271 .001

Bill Board
.812 .057 .776 14.262 .000
Advert

a. Dependent Variable: service quality of grocery store

Interpretation

The dependent variable as shown in the table above was Democratic leadership style. This was used as a
yardstick to examine the relationship between the two constructs (i.e. Democratic leadership style and
service quality of grocery store). The predictors is democratic leadership style, as depicted in the table
above, it is obvious that there is a direct relationship billboard advert and service quality of grocery store

According to the result in the table above Internet advert t-test coefficient is 14.262 and the P-value is
0.000 which is less than 0.05 (i.e. P<0.05). This means that these variables are statistically significant at
5% significant level.

Decision Rule

As a result of the outcome, the Null Hypothesis (H O1) is rejected on the basis that the p-value is less 0.05.
Hence the alternative hypothesis is accepted, that billboard advert has significant effect on the service
quality of grocery store. Hence, it explains how significant hypothesis one is to be recommended to
Organization Performance

4.4.4 Hypothesis Four

HO: Democratic leadership style does not affect the operational efficiency of Grocery Store in Kwara
state.
H4: Democratic leadership style does affect the operational efficiency of Grocery Store in Kwara state.
4.4.4.1 Model Summary

Std. Error of the

Model R R Square Adjusted R Square Estimate
1 .764a .584 .581 1.75321

a. Predictors: (Constant), Democratic leadership style

The model summary as illustrated in the above table above indicates that R Square is 0. 584. This
however implies that 58% of variation in the dependent variable (operational efficiency of grocery store)
was explained by the Independent variable (Democratic leadership style) while the remaining 42%
perhaps due to other variables that is not included in the model. Hence, this analytical result of the
regression (model formulated) is found useful for making predictions since the value of R 2 is
significantly close to 1

4.4.4.2 ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 577.935 1 577.935 188.024 .000b

Residual 411.881 134 3.074

Total 989.816 135

a. Dependent Variable: Organizational brand loyalty

b. Predictors: (Constant), Democratic leadership style

The estimated F-value (577.935) as given in table above with significance value of 0.000, which is less
than p-value of 0.05 (p<0.05); this by implication means that the explanatory variable elements as a
whole can jointly influence change in the dependent variable (Organizational brand loyalty). Furthermore,
the table above further summarized the results of an analysis of variation in the dependent variable with
large value of regression sum of squares (411.881) in comparison to the residual sum of squares with
value of 188.024, this value indicated that the model does not fail to explain a lot of the variation in the
dependent variables.

4.4.4.3 Coefficientsa

Model Unstandardized Coefficients Standardized t Sig.

Coefficients
 B Std. Error Beta

1 (Constant) 1.913 .489 3.916 .000

Democratic
leadership .775 .057 .764 13.712 .000
style

a. Dependent Variable: Organizational brand loyalty

The dependent variable as shown in the table above was Organizational brand loyalty. This was used as a
scale to examine the existing nexus between the two variables (i.e. Democratic leadership style and
Organizational brand loyalty). As stated in the analysis, the predictor is Democratic leadership style
depicted in table above and it is obvious that there is a direct link Democratic leadership style and
Organizational brand loyalty.

According to the result in the table above Democratic leadership style t-test coefficient is 1.913and the P-
value is 0.000 which is less than 0.05 (i.e. P<0.05). This means that these variables are statistically
significant at 5% significant level. The overall summary of this regression outcome in relations to the
coefficient of Democratic leadership style is among the best method to increase the Organizational brand
loyalty.

Decision Rule: As a result of the outcome, the Null Hypothesis (HO4) is rejected on the basis that the p-
value is 0.000 which is far less than 0.05. Hence the alternative hypothesis is accepted, that
Organizational brand loyalty may positively affected by Democratic leadership style.

4.5 Discussion of Result

This study examines the ‘leadership style and performance of grocery store in Kwara State’’ The X
construct is leadership style in which four variables were to demystify the concept of leadership style and
performance which includes three variables which are Autocratic Leadership style, Democratic
leadership style and Laissez faire leader while Y construct also consists of three variables which include
service quality, operational efficiency and marker share. The findings however shows a linear
relationship between variables used to measure the two constructs after the postulation of four
hypotheses which invariably declares that autocratic leadership style and democratic leadership style and
service quality, operational efficiency and marker share plays an important role in contributing to
performance of the organization among sleeked groceries stores in Ilorin also from information gathered
through questionnaires distributed within the staffs of this organization.

Chapter Five

Summary of Findings, Conclusions and Recommendations

5.1 Preamble
This chapter is the final part of this study and it is divided into summary of findings, conclusions made in
the course of this study, recommendations made to the case study, sector, regulating body and other
interested bodies. In addition, this chapter addresses the areas in which further studies can be conducted.

5.2 Summary of findings

This section presents the summary of the study as related to the set hypotheses; hence, the following are
the summary of the findings.

Hypothesis one states that autocratic leadership style and democratic leadership style does not affect the
service quality of grocery store in Kwara state. However, the null hypothesis was rejected and alternate
accepted which states that autocratic leadership has an effect on consumer perception. Also, the study
revealed that autocratic leadership has affected the perception of consumer significantly in the past years
and this has brought continuous improvement in profit making of my organization is as a result of the
adoption. In addition, the perception of customer is embedded in the autocratic leadership of selected
groceries stores in Ilorin. Hence, it can be stated that autocratic leadership of selected groceries stores in
Ilorin does significantly affect the perception of consumers. This aligns with the study of Costa and
Menichini (2013) where it was revealed that autocratic leadership sing has a significant influence on
service quality

Hypothesis two states that Autocratic Leadership style does not affect the operational efficiency of
grocery store in Kwara state. The study also revealed that implementation of autocratic leadership style
by grocery store in Ilorin has helped in maintaining its organizational efficiency. also, the adoption of
autocratic leadership style among grocery store in ilorin often assists in building stability for the service
provision of the organization. in addition, autocratic leadership style has helped in assisting the
organizational value which in turn affects the operational efficiency of the organization. Therefore, the
study found that the value of the organization may be affected by the type of leadership style adopted.
This study supports the findings of Islam (2012) and Jenkins (2014).

Hypothesis three states that democratic leadership style has no significant effect on the operational
efficiency of grocery store. Conversely, the null hypothesis was rejected and alternate accepted. The
result then revealed that democratic leadership style adopted by selected groceries stores in Ilorin assists
in improving the effectiveness and also, the output of selected groceries stores in Ilorin is often
influenced by the type of leadership style adopted. In addition, the study revealed that increase in the
organization operational efficiency is as a result of democratic leadership style, is as a result of
democratic leadership style dopted. This study also aligns with the study of Asemah, Okpanachi, and
Edegoh, (2013) where it was revealed that one of the most effective leadership style used in enhancing
organizational effectiveness is democratic leadership style.

Hypothesis four states that democratic leadership style does not affect the operational efficiency of
grocery store in kwara state. . However, the study rejected the null and accepts the alternate hypothesis
which states that there is a significant impact of democratic leadership style on organization brand
loyalty. The study also revealed the organizational continuous improvement in brand loyalty is
influenced by the democratic leadership style implemented. Also, organizational tends to have a stable
customer base due to the implementation democratic leadership style. In addition, Democratic leadership
style often positively influence the stable market share of selected groceries stores in Ilorin. Hence the
study found that democratic leadership style does significantly affects the organizational brand loyalty.
This supports the findings of Omubo-Pepple and Briggs-Kamara, (2014).

5.3 Conclusion

For the purpose of this research, the study concludes that;

1. Autocratic leadership style has an effect on service quality. Also, the study concludes that
continuous improvement in service quality towards Selected groceries stores in Ilorin is
as a result of the adoption of autocratic leadership style .
2. Autocratic leadership style does significantly affect the effectiveness of selected groceries
stores in Ilorin. Also that the output of selected groceries stores in Ilorin is often
influenced by the type of leadership style adopted.
3. Democratic leadership style of selected groceries stores in Ilorin may be affected by the
internet advert adopted by selected groceries stores in Ilorin in Ilorin. Furthermore, it was
concluded that use of democratic leadership style among selected groceries stores in
Ilorin often assist in building service quality of the organization.
4. Lastly the study concludes that democratic leadership style may significantly affect the
operational efficiency of grocery store in Kwara state.

5.4 Recommendations

In relations to the above findings and conclusion, the study recommends that;
 i. Autocratic leadership style should be further intensified as finding has shown how
significant it is to Selected groceries stores in Ilorin as this will eventually tell on the
service quality of the organization.
ii. Selected groceries store in Ilorin should also align their operational efficiency in line with
the autocratic leadership style in order to assist the organization performance generally.
iii. Selected groceries store in Ilorin should step up the level of their democratic leadership
style as the consumers sees the impact directly than any other type of leadership style and
this will help the effectiveness of the organization.
iv. Selected groceries store in Ilorin should increase the tempo of their leadership style as this
affects some of the intangible product of the organization such as brand loyalty.

5.5 Contribution to Knowledge

This study will contribute to knowledge by shedding more light into the fundamental goal of any
leadership style which is to empower the business performance, straightforwardly or by implication by
attempting to make grand claims about item execution. When leadership style is fruitful, it has a direct
impact on operational efficiency and service quality. The study has checked through various theories such
as the trait theory, great man theory among others and each have it factors of influence on decision made
by organization.

The primary contribution of this has deduce an attempt to enable managers and directors of companies to
appreciate the importance of leadership styles by using the knowledge gained to advance in their fields of
interest. This can lead to improved performance of companies.

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