Integrating Leadership And Management In Nigerian's Industrial-Organizations (A Test Of The DML Model)

Abstract

The present research tested the significance of the Dynamic Managerial Leadership model in Nigerian Industrial-Organisations. It was hypothesised that DML Organisations will outperform NON-DML Organisations in Assembly times. Quality of products, Profit ratio, Production decisions, Satisfaction and Productivity ratings. The Participants for the main study consisted of 192 University students: 96 males and 96 females, randomly selected form the part three and four classes of Department of Sociology and Anthropology, University of Maidugiri. The Participants were involved in two phases of the research, which comprised of the “Moontent Production” exercise and “Shallow Water Cargo Carrier” (SWCC) production exercise. A total of 96 subjects were involved in the Moontent Production exercise. Ninety-six others were involved in the SWCC Production exercise. Four groups were formed into four mock organisations each for the Moontent and the SWCC exercises. 24 subjects were in each of the four groups, with equal number of males and females. One of the four groups in the Mock Companies was called the Experimental Group xxi with DML principles vis-à-vis with high achievement principle, moderate risk taking, immediate and concrete feedback, personal responsibility for their own success and failures, challenging work, relationships and autonomy. This group represented the High Performance Organisation (HPO). The control groups were three in number based on leadership, management and Non-trained principles. Each representing medium, low and Non-performing organisations respectively. The Analysis of Variance (ANOVA) technique computation was effected separately to find out if there existed a significant difference between the various mock companies, in terms of Assembly times, Quality of products, Profit ratio, Production decisions, Satisfaction and Productivity ratings. The results showed that DML Organisation outperformed all NON-DML Organisation in each treatment. The implication is that Organisations differs in performance not only due to structure but also due to attitude of their leaders and workers. Again the study has justified the fact that an integration of leadership and management styles will lead to maximum performance.