Leadership styles of maintenance managers and supervisors Its relation to rank-and-file employees work performance and efficiency /
Lazaro, John Paulo L.
Leadership styles of maintenance managers and supervisors Its relation to rank-and-file employees work performance and efficiency / [manuscript] : John Paulo L. Lazaro. - Balanga City : BPSU, 2017. - 156 leaves ; 28 cm.
Includes bibliographical references.
The purpose of this study was to assess the leadership styles used by maintenance managers and supervisors in Bataan Oil Refinery and its relation to rank-and-file employees' performance and efficiency. The descriptive correlational method of research was employed. Research instruments were used in reference to Oates (2010) and Bass and Avolio (2004). Rank and file employee's work performance and efficiency was identified with reference to Yousef (2000) in addition to their most current appraisal rating. Thirty seven (37) plant managers and supervisors and sixty five (65) rank and file employees were selected as respondents of the study. All the data were retrieved and these were tabulated, analyzed and interpreted using appropriate statistical tools. Findings revealed that positive and significant correlation to performance and efficiency were evident to all stated leadership styles except for laissez fair which has negative significant correlation. In addition, it shows that profile of the respondents shows no significant differences except for the position group, thus, rejecting the null hypothesis which in this case was considered a positive connotation, since it only shows that the most perception of each group coincide with each other. The study also reveals that for the dominantly used leadership style, the outcome was that the chosen setting leans towards Transformational leadership style followed by the Bureaucratic leadership. Moreover, results of the study shows most superiors from Bataan Oil Refinery maintenance department have engineering degree with specialization in different engineering areas, while for the age group and length of service, rank-and-file employees have younger age and have lesser working experience, but, it reveals that they were well guided by senior superiors having more than 15 years of maintenance work experience.
Leadership styles of maintenance managers and supervisors Its relation to rank-and-file employees work performance and efficiency / [manuscript] : John Paulo L. Lazaro. - Balanga City : BPSU, 2017. - 156 leaves ; 28 cm.
Includes bibliographical references.
The purpose of this study was to assess the leadership styles used by maintenance managers and supervisors in Bataan Oil Refinery and its relation to rank-and-file employees' performance and efficiency. The descriptive correlational method of research was employed. Research instruments were used in reference to Oates (2010) and Bass and Avolio (2004). Rank and file employee's work performance and efficiency was identified with reference to Yousef (2000) in addition to their most current appraisal rating. Thirty seven (37) plant managers and supervisors and sixty five (65) rank and file employees were selected as respondents of the study. All the data were retrieved and these were tabulated, analyzed and interpreted using appropriate statistical tools. Findings revealed that positive and significant correlation to performance and efficiency were evident to all stated leadership styles except for laissez fair which has negative significant correlation. In addition, it shows that profile of the respondents shows no significant differences except for the position group, thus, rejecting the null hypothesis which in this case was considered a positive connotation, since it only shows that the most perception of each group coincide with each other. The study also reveals that for the dominantly used leadership style, the outcome was that the chosen setting leans towards Transformational leadership style followed by the Bureaucratic leadership. Moreover, results of the study shows most superiors from Bataan Oil Refinery maintenance department have engineering degree with specialization in different engineering areas, while for the age group and length of service, rank-and-file employees have younger age and have lesser working experience, but, it reveals that they were well guided by senior superiors having more than 15 years of maintenance work experience.