Leadership and Performance in Ministry of Housing Oman Table of Content

1. Introduction:.................................................................................................2 2. Objective of research...................................................................................3 3. Literature Review.........................................................................................3 4. Research Methodology.................................................................................5 4.1 Sample of population:.............................................................................5 4.2 Methods of data collection:.....................................................................5 4.2.1 Primary Data: ...................................................................................6 4.2.2 Secondary Data:...............................................................................6 5. Ethical Implication of the Research..............................................................6 6. Analysis and Interpretation: ...................................................................7

7. Conclusion:.................................................................................................11 8. References:................................................................................................12

1. Introduction:
Leadership can be defined as the setting direction and ensuring that that direction is followed. Leading can apply to leading oneself, other individuals, groups, organizations and societies. The nature of leadership is all about how leading is done depends on the context of the situation, one one's side and on the nature and needs of those involved. The leader is the entity one who creates working environment. The success of an organization depends upon the efficiency of the leader. Leader should be able to turn the hopeless situation in favor. Leadership is the process of influencing the activities of an individual or a group in efforts towards goal achievement in a given situation. The leadership is the force influencing people so that they will strive freely and enthusiastically towards achievement of goals. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. This definition is similar to Northouse's (2007, p3) definition he defined Leadership as a process whereby an individual influences a group of individuals to achieve a common goal. Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982). This guide will help you through that process. Warren Bennis defined leadership as I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation. (Warren, 2000). To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels. Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership (Jago, 1982). However, we know that we have traits that can influence our actions. This is called Trait

Leadership (Jago, 1982), in that it was once common to believe that leaders were born rather than made. (Northouse, 2007, p5):

2. Objective of research
To identify the leadership and how it effect the performance of the organization.

3. Literature Review
In the literature, leadership has been identified as an important subject in the field of organizational behaviour. Leadership is one with the most dynamic effects during individual and organizational interaction. In other words, ability of management to execute collaborated effort depends on leadership capability. Lee and Chuang (2009), explained that the excellent leader not only inspires subordinates potential to enhance efficiency but also meets their requirements in the process of achieving organizational goals. Stogdill (1957), defined leadership as the individual behaviour to guide a group to achieve the common target. Fry (2003), explained leadership as use of leading strategy to offer inspiring motive and to enhance the staffs potential for growth and development. Several reasons indicate that there should be a relationship between leadership style and organizational performance. The first is that todays intensive and dynamic markets feature innovationbased competition, price/performance rivalry, decreasing returns, and the creative destruction of existing competencies. Studies have suggested that effective leadership behaviours can facilitate the

improvement of performance when organizations face these new challenges (McGrath and MacMillan, 2000; Teece, Pisano and Shuen, 1997). The leaders job is primarily of a moderator, even though he makes the final decision and he alone is responsible for the results. The management recognizes that the subordinates are equipped with talents and abilities and that they are capable of bringing new ideas and new methodologies to work setting. This ensures better management-labor relations,
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higher morale and greater job satisfaction. This type of leadership is specially effective when the workforce is experienced and dedicated and is able to work independently with least directives, thereby developing a climate which is conducive to growth and development of the organization as well as the individual personality. The feasibility and usefulness of the participative decision making style is dependant on the following factors. (Matteson, 2007). Mehra, Smith, Dixon and Robertson (2006) argued that when some organizations seek efficient ways to enable them outperform others, a longstanding approach is to focus on the effects of leadership. Team leaders are believed to play a pivotal role in shaping collective norms, helping teams cope with their environments, and coordinating collective action. This leader-centred perspective has provided valuable insights into the relationship between leadership and team performance. Guzzo (1996), explained that the strategic role of leadership to investigate how to employ leadership paradigms and use leadership behaviour to performance. Purcell (2004), Elaborated that the intangible assets such as leadership styles, culture, skill and competence, and motivation are seen increasingly as key sources of strength in those firms that can combine people and processes and organizational performance. Fenwick and Gayle (2008), in their study of the missing links in understanding the relationship between leadership and organizational performance concluded that despite a hypothesised leadership-performance relationship suggested by some researchers, current findings are inconclusive and difficult to interpret. From this review of related literature, it is evident that although some scholars believe that leadership enhances organizational performance while others contradict this, different concepts of leadership have been employed in different studies, making direct comparisons virtually impossible. Gaps and unanswered questions remain. Consequently, the current study is intended to re-examine the proposed leadership-performance relationship and, thus, improve organizational

contribute meaningfully to the body of growing literature and knowledge in this area of study.

4. Research Methodology
This research follows a survey design, and analysis is based on primary data generated through a structured questionnaire administered on respondents. Survey instrument used in data generation is the Questionnaire comprises of five different questions. This instrument is by far the most widely used instrument for measuring leadership styles and outcomes or effects. The independent variables are the transformational and transactional leadership styles, while the dependent variables are the outcomes: extra effort, effectiveness and satisfaction as disaggregate performance measures of transformational leadership behaviour; effort, productivity and loyalty as disaggregated performance measures of transactional leadership behaviour in the selected Ministry of Housing. Therefore, questions in the questionnaire are those relating to leadership styles or behavoiurs and performance as measured by extra effort, effectiveness and satisfaction; effort, productivity and loyalty/commitment. This study operationalizes these variables to evaluate the effect of leadership style or behavior on performance in Ministry of Hosing.

4.1 Sample of population:

Our sample is derived from the Ministry of Housing Oman survey with the employees. Ministry of Housing Oman is one of the biggest ministries in the Sultanate of Oman and appointed a large number of employees with different branches or categories of them working under head quarter. The sample of population comprises of ten employees.

4.2 Methods of data collection:

The survey is conducted in Muscat Ministry head quarter. Choosing the proper method of data collection is so vital that the quality of the information collected totally accounts on the correct way of data collection method. The questionnaire is distributed among the ten employees at the ministry and asked them to answer the questions.

4.2.1 Primary Data:

As primary methods of collecting data depend on questionnaire and the data is collected from the employees by distributing the questionnaires copies of the questionnaire were distributed to the respondents with instructions on how to fill them out. Altogether, 10 questionnaire survey forms were distributed, all were returned filled out, giving a return rate of 100%. The reason for the high return rate was that the researcher personally visited the enterprises, explained and convinced the participants on the purpose of the research and the need for participation for the analysis which will be made on the responses.

4.2.2 Secondary Data:

Most of the secondary data will be collected from books, news papers and magazine which include related information to the subject research also I might use websites to get necessary information that require for the research . The reason of choose these method is to find some opinion, idea and information from other writers which can help to provide more information in the research.

5. Ethical Implication of the Research

The research study is being conducted on the approval and permission by the supervisor. There is no misconduct in proposing, performing, or reviewing research or in reporting research results. Also, the ethical form of provided by the college is filled up and submitted to the supervisors assuring that the rules which are set out for this research will not be violated and the whole research will be carried out as same as in the form. It is believed that the data after interpretation and statistical calculation it is intact and accurate.

6. Analysis and Interpretation:

Q1. Leadership defines mission, objectives, and goals which reflect highest principles. Statistics N Valid Missing 10 0

Frequency Table Question1 Leadership defines mission, objectives, and goals which reflect highest principles. Options (a) (b) (c) (d) Frequency 2 3 4 1 Percent 5.71 8.57 11.43 2.86

Question1
15.00 Percent 10.00 5.00 0.00 (a) (b) (c) (d) Response Percent

The above table shows that each of the respondents agrees that, on the average, the leadership defines the mission, objectives and goals clearly to the workers and there is clear understanding of the goal to each and team member.

Q2. Do you think the leader motivates the people to do their best on the job? Statistics N Valid Missing 10 0

Frequency Table Question2 Do you think the leader motivates the people to do their best on the job? Options (a) (b) (c) (d) Frequency 1 3 4 2 Percent 2.86 8.57 11.43 5.71

Question2
15.00 Percent 10.00 5.00 0.00 (a) (b) (c) (d) Response Percent

The above table shows that each of the respondents agrees that, on the average, the leadership behaviour is charismatic and inspirationally motivating most of the time. But while other respondents agree that, on the average, the leadership behaviour also stimulates intellectually and considers followers on individual basis most of the time.

Q3. How often the constructive feedback is done to optimize the productivity of coworkers? Statistics N Valid Missing 10 0

Frequency Table Question3 How often the constructive feedback is done to optimize the productivity of coworkers? Options (a) (b) (c) (d) Frequency 1 5 1 3 Percent 2.86 14.29 2.86 8.57

Question3
15.00 Percent 10.00 5.00 0.00 (a) (b) (c) (d) Response Percent

The above table shows that the frequent often the constructive feedback is done by the leadership to make the effective progress and optimize the productivity. Most of the respondents feel that the effective way to make the effective progress and optimize the productivity.

Q4. Is your leader recognizing optimal performance and express appreciation in a timely manner? Statistics N Valid Missing 10 0

Frequency Table Question4 Is your leader recognizing optimal performance and express appreciation in a timely manner? Options (a) (b) (c) (d) Frequency 5 2 2 1 Percent 14.29 5.71 5.71 2.86

Question4
15.00 Percent 10.00 5.00 0.00 (a) (b) (c) (d) Response Percent

The above table shows that each of the respondents agrees that, on the average, the leadership exhibits constructive or contingent reward behaviour most of the time. While other respondents also agree that, on the average, the behaviour is equally corrective or management by exception. However, all respondents agree that the leadership displays constructive or contingent and corrective or management by exception behaviour most of the time. Therefore, it can be concluded that the leadership style is transactional.

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7. Conclusion:
This study has evaluated the effect of leadership styles on organizational performance in selected Ministry of Housing Oman. The analysis has shown that each of charisma and intellectual stimulation/individual consideration traits of leadership exerts positive but insignificant effect on followers and performance. The other trait, inspirational motivation, exerts negative but insignificant effect on performance, and. The traits are weak in explaining variations in performance. On the other hand, each trait of leadership considered in this study, constructive/contingent reward and corrective and management by exception has significant positive effect on followers and performance, and both jointly explain very high proportion of variations in performance. The study concludes that leadership is more appropriate in inducing performance in Ministry of Housing Oman. Consequently, the study recommends that Ministry of Housing Oman should adopt leadership style to transit to develop, grow and mature.

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8. References:
1. Bolman, L. & Deal, T. (1991). Reframing Organizations. San Francisco: JosseyBass. 2. Blake, R. R. & Mouton, J. S. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Co. 3. Bass, Bernard (1990). From transactional to transformational leadership: learning to share the vision. Organizational Dynamics, 18, (3), Winter, 1990, 19-31. 4. Ivancevich, J., Konopaske, R., Matteson, M. (2007). Organizational Behavior and Management. New York: McGraw-Hill Irwin. 5. Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management Science, 28(3), 315-336. 6. Kouzes, James M. & Posner, Barry Z. (1987). The Leadership Challenge. San Francisco: Jossey-Bass. 7. Lamb, L. F., McKee, K. B. (2004). Applied Public Relations: Cases in Stakeholder Management. Mahwah, New Jersey: Lawrence Erlbaum Associates. Routledge. 8. Mischel, W. 1968. Personality and Assessment . New York: Wiley. 9. Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill. 10. Northouse, G. (2007). Leadership theory and practice. (3rd ed.) Thousand Oak, London, New Delhe, Sage Publications, Inc. 11. Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications 12. Stogdill, R. M.(1989). Stogdill's Handbook of Leadership: A Survey of Theory and Research. Bass, B. (ed.) New York: Free Press.

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