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NON LEADERSHIP STYLE AND EMPLOYEE MOTIVATION IN NIGERIAN PUBLIC SECTOR
ABSTRACT
Control is one of the most important responsibilities of a leader. However, non-leadership style gives subordinates excessive freedom which may be counterproductive. The study examined the extent to which non-leadership style were related to employee motivation of public servants in Port Harcourt-Nigeria. The study sample size is 176 participants drawn from a population of 315: 28 out of 50 workers in Federal Ministry of Mines and Steel Staff (56%), 36 out of 65 Federal Parastatal (Nigerian Television Authority) staff (55.3%) and 112 out of 200 Federal Agency ( Niger Delta Development Commission) staff (56%). The instrument was questionnaire comprising five parts. Correlation design which is nonexperimental research was adopted in this study. Spearman’s Rank Order Correlation Coefficient was used to test hypotheses using SPSS version 20. The results show positive, but weak relationship (rho=0.118) between Laissez-faire behaviour and outcome-focused motivation, there is a weak relationship (rho=0.232) amidst Laissez-faire behaviour and process-focused motivation and a weak correlation (0.143) between Laissez-faire behaviour and means-focused motivation. The study recommends that non-leadership style should be discouraged because of its weak relationship with employee motivation. The use of correlation design which is non-experimental research design cannot completely eliminate sampling error. This study highlights the effects of Laissez-faire behaviour on employee’s motivation in Nigerian public sector. We conclude that there is a weak correlation amidst non-leadership style and employee motivation in Nigerian public sector and leadership programmes should be implemented Nigerian Public Sector.
Key Words: Laissez-faire behavior, outcome-focused motivation, process-focused motivation, means-focused motivation, and personal satisfaction.