Appraisal of Leadership Styles of Female Managers and Employees' Performance in the Nigerian Manufacturing Sector

Abstract

Variations in employees’ performance remain a global challenge despite the continuous effort to close the gaps with leadership styles and leadership gender identified as contributory factors. Against this backdrop, this study examined female managers’ leadership styles and employees’ performance in the Nigerian manufacturing sector. To achieve the purpose of the study, a descriptive survey was conducted comprising employees who at any point in their career worked under female managers in the manufacturing sector. The source of data was primary data, which was collected through a structured questionnaire, and one hundred and thirty-eight respondents participated in the survey. The data gathered were analyzed using descriptive and inferential statistics. The study established that female managers democratic leadership style has a significant effect on employees’ performance; female managers autocratic leadership style affects employees’ performance; there is a significant relationship between female managers use of laissez-faire leadership style and employees’ performance and transformational style of leadership adopted by female managers significant determine employees’ performance. The study concludes that female managers' leadership styles, considered in this study, contribute to employees’ performance, but with variation. Female managers with transformational leadership styles contribute more to employees’ performance and followed by those female managers who adopted a democratic leadership style