A COMPARATIVE ANALYSIS OF THE PERCEPTION OF MALE AND FEMALE STAFF ON THE ROLE OF LEADERSHIP STYLES IN SHAPING EMPLOYEE ENGAGEMENT IN PURE WATER MANUFACTURING COMPANIES IN CAMEROON

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Companies or organizations are established with specific objectives in mind, such as achieving profitability, ensuring customer satisfaction, addressing environmental concerns, or pursuing economic goals, among others. The role of the human element, particularly leadership, is crucial in striving towards these objectives. Leaders influence organizational members to willingly engage in initiatives aimed at fulfilling predetermined goals and aspirations. Thus, effective leadership primarily involves motivating individuals to perform their duties over time. In today's society, many individuals are appointed or assume leadership roles to address the challenges of the rapidly changing business environment. Amidst intense competition, organizations often find themselves striving for survival, with leadership playing a pivotal role in driving strategic adjustments to navigate these challenges. Managers are expected to influence others in aligning with organizational goals and enhancing employee engagement. According to Shafie et al. (2019), leadership in business is especially valuable as it significantly benefits businesses, particularly employees, who are the most critical resource by driving the organization's goals and vitality. Kenneth and Hersey (2019) emphasized that effective leaders must diagnose situations and adapt their styles accordingly. With advancements in technology and a recognition of employees' potential contributions beyond task completion, leaders are moving away from traditional directive approaches towards fostering collaborative environments. While Niccolò Machiavelli (2020) asserts that successful leaders must adapt to changing times. In the same view, recent research on leadership styles and employee engagement has yielded insights. For instance, studies by Raja & Palanichamy, Kehinde & Banjo(2018), Rasool et al. (2019), Tsigu & Rao, Gimuguni et al.(2016), Aboshaiqah et al. (2020),among others, have explored this relationship. Also, Raja & Palanichamy(2018) revealed that employee performance and the two types of leadership, transformational and transactional were positively correlated, but there was a negative correlation with the laissez-faire style of leadership. The study provided a general understanding of the relationship between employee performance and leadership styles by employing a sample of workers from India's public and private sectors. Ispas (2018) stated in his research that supervisors in the hotel industry primarily use an autocratic leadership style. He also raised the claim that this style of leadership is thought to produce the most important effects.

Additionally, studies in India, Nigeria, Uganda, and Ethiopia corroborate these findings. Pradeep & Prabhu (2018), Ejere & Abasilim, Kehinde & Banjo (2021), Gimuguni et al.  (2018), and Tsigu & Rao (2019) reported positive relationships between leadership styles and employee performance. Most recent studies have emphasized the leader-follower dynamic, particularly focusing on transformational and transactional leadership styles. Transformational leaders inspire subordinates to adopt organizational values as their own while addressing their developmental needs. However, there remains debate about the relative impacts of transactional and transformational leadership styles on employee engagement. Therefore, a survey will be conducted to analyze the perception of male and female staff on the role of leadership styles in shaping employee engagement in pure water manufacturing companies in Cameroon.

1.2 Statement of the Problem

Leadership has long been a subject of interest, with studies dating back to the 19th century.  Efficient leadership management, influence, and enhancement of employee engagement are crucial for achieving organizational goals. However, inadequate implementation, combined with inappropriate leadership styles, can adversely affect employee performance and engagement. The focus of this study is the pure water manufacturing companies in Cameroon, especially in Bamenda, which suffers from inconsistent quality and low productivity, likely due to its leadership style. 

Furthermore, according to Teslim(2020), the impact of leadership on performance should be evident through the managerial approach aimed at motivating employees and addressing specific performance issues to achieve departmental objectives. This approach leads to efficiency, specialization, and strong organizational relationships, as advocated by Armstrong (2018). Hence, it is in the light of these that the study seeks to  analyze the perception of male and female staff on the role of leadership styles in shaping employee engagement in pure water manufacturing companies in Cameroon.

1.3  Objectives of the Study

The main purpose of this study is to  analyze the perception of male and female staff on the role of leadership styles in shaping employee engagement in pure water manufacturing companies in Cameroon. Specifically, the study will;

Assess the perception of male and female employees on leadership styles employed pure water manufacturing companies in Cameroon.

Assess the perception of male and female employees on the relationship between leadership styles and their engagement in pure water manufacturing companies in Cameroon.

Assess the perception of male and female employees on the influence of leadership styles on their engagement in pure water manufacturing companies in Cameroon.

1.4 Research Questions

The following questions have been prepared for the study:

What are the leadership styles employed in pure water manufacturing companies in Cameroon?

Does a significant relationship exist between leadership styles and employees engagement in pure water manufacturing companies in Cameroon?

What is the influence of leadership styles on employees engagement in pure water manufacturing companies in Cameroon?

1.5  Research Hypothesis

H0: There is no significant relationship between leadership styles and employees engagement in pure water manufacturing companies in Cameroon

Ha: There is a significant relationship between leadership styles and employees engagement in pure water manufacturing companies in Cameroon

1.6  Significance of the Study 

After the insight this study will provide on the relationship between different styles of leadership and employee engagement, the company will be able to make use of the results and findings of this study to improve leadership strategies effective for a better organizational performance.also, leaders of public organizations that want to enhance workplace performance can benefit from the study's findings. Additionally, this research will assist various individuals in leadership roles in identifying the most effective and suitable type of leadership to use in circumstances that are critical to higher job quality and productivity.

Further more, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to a comparative analysis of the perception of male and female staff on the role of leadership styles in shaping employee engagement in pure water manufacturing companies in Cameroon

1.7 Scope of the study 

The scope of this study is boarded on a comparative analysis of the perception of male and female staff on the role of leadership styles in shaping employee engagement in pure water manufacturing companies in Cameroon. Geographically, the study will be delimited to employees of some selected pure water manufacturing companies in Bamenda, Cameroon.

1.8 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

 1.9 Definition of Terms

Leadership: The capacity of an individual to affect the competence or motivation of others in a group; to persuade members to realize objectives (Humphrey, 2022). 

Laissez-faire leadership: A leadership approach in which the leader does nothing, cedes control to anyone who wants to use it, doesn't mentor subordinates, and doesn't carry out any leadership duties (Rukmani, Ramesh, & Jayakrishnan, 2020). 

Transactional leader: A leader who checks for errors and uses incentives to get people to comply; a person who can't get staff members to commit to a higher level (McCleskey, 2019). 

Transformational leader: A leader who inspires, motivates, acts with integrity, and encourages others to higher levels of commitment (Onorato, 2018). 

Employee engagement: The level of emotional commitment and dedication employees have towards their organization's goals and objectives

Workplace/Job performance: The work-related activities expected of an employee and how well those activities are executed.