INFLUENCE OF DEMOCRATIC LEADERSHIP STYLE PRACTICES OF PROVOSTS ON MANAGEMENT OF RESOURCES IN COLLEGES OF EDUCATION
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- NGN 3000
Background to the Study
Existence of organization predated modern civilization. Man has been managing his time, shelter, consumable resources and family members for the achievement of set goal of personal security, food security and live long security of the members. The modern time organization is more advance in nature and its approach to the management of resources can be said to be sophisticated. Extension in knowledge and understanding on how nature of leadership shapes ones‘ behavior has made the study of Democratic leadership style practices of provosts on the management of resources in Colleges of Education more pronounced. The atmospheric tranquility of the democratic leadership style practices of provosts is said to have direct influence on how various resources are being managed. More researches in this age such as Cheng (2013), Fayo, (1999), Gonder & Hymes (1994) among others have conducted researches for the sole aim of diagnosing Democratic leadership style practices and its influence on resource management in an organization. A democratic Provost in the Colleges of Education synergistically maintains the organization‘s sensitivity. Effective communication is one in which customer service, employee diversity, and organizational justice are all recognized as critical imperatives that will determine the effectiveness of the organization in the long run. Democratic administrative nature of the provost is passively described as energetic, lively organization which is moving toward its goals, and which provides satisfaction for the staff members‘ social need Hoy and Sabo (2008) stated that democratic leadership reflects the head and the followers‘ cooperative, supportive and receptive attitudes to each other‘s idea and their commitment to work‖. Democratic Leadership acts emerge easily and appropriately from both the group and the leader. The members are preoccupied disproportionately with neither task achievement nor social needs satisfaction; on both counts seem to be obtained 2 easily and almost effortlessly. The main characteristic of democratic leadership is the authenticity of the behavior that occurs among all the staff members. Democratic leadership nature is the favorable and internal quality that is unique and peculiar to an organizational resource management. Democratic leadership is the way in which organizational members perceive and characterize their environment in an attitudinal and value-based manner (Dorathi, 2011; Kao, 2015). In the view of West (2002), democratic leadership is a set of attributes specific to a particular to a leader that may be induced from the way and manner he democratically deals with its members and its environment. In generalized term, democratic leadership prevails in social and psychological satisfaction and conducive atmospheric condition that characterizes a particular organization. This implies that democratic leadership style practices comprises sharing of responsibilities and perceptions about organizational norms, beliefs, values, practices, and procedures that can be observed at general or specific levels (Sinha and Guldenmund, 2015). It is therefore not an aberration to examine the influences of democratic leadership style practices of provosts on the management of resources in Collages of Education in North-West, Nigeria. The Colleges of Education in Nigeria as organizations exist for the sole purpose of planning, managing and coordinating various educational resources of its environment towards the achievement of some predetermined educational goals. For the Colleges of Education to carry out their functions effectively there is the need to efficiently manage its entire resources at various units to enable it harness the various resources towards achieving its optimal goal of educating the society. Also, for the educational administrators of the Colleges of Education in Nigeria to efficiently coordinate the various activities highlighted above it is mandate to them to prevail a democratic leadership style practices of provosts within their managerial activities. 3 Resources are all kinds of organizational inputs comprising of human, material, financial, time and curriculum resources (Hoy & Sabo, 2008). These resources are very necessary in any educational management; they are indeed needed for a strategic approach for their management and utilization. For instance, human resource management and how it relates to the management process, and how it is changing in response to trends in the workplace (Hoy & Sabo, 2008). It illustrates how all managers can use human resources concepts and techniques, human resources role in strategic planning and improved organizational performance, the competencies required of human resources managers, and the plan of the book. Human resources play a key role in helping organization to meet the challenges of global competition. Strategic objectives to lower costs, improve productivity, and increase organizational effectiveness are changing the way every part of the organization, including the human resources department, does business (Sinha & Guldenmund, 2015).
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