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INTRODUCTION

It is generally believed that no organization in todays competitive world can

perform at peak levels unless each employee is committed to the organizations

objectives and works as an effective team member. Equally it is no longer good

enough to have employees who come to work faithfully everyday and do their jobs

independently. Employees now have to think like entrepreneurs while working in

teams, and have to prove their worth. However they also want to be part of a

successful organization which provides a good income and the opportunity for

development and secure employment (Coetzee, 2005).

In the past, organizations secure the loyalty of their employees by

guaranteeing job security. However, many organizations have responded to

competitive pressures by downsizing, restructuring and transformation, and thus

created a less secure organizational climate. A growing number of employees

therefore feel that they are victims of broken promises. One of the challenges

facing modern organizations involves ensuring that employees job involvement is

maintained in the current business environment (Coetzee, 2005).

Leadership style no doubt plays a prominent role in actualizing effective

employees job involvement. That is why it will be necessary to consider specific

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and vital aspect of behavioural leadership style; precisely initiative structure and

consideration style. Initiative structure is tasks oriented leadership style, and is the

degree to which a leader defines and organizes his roles and roles of followers

toward attainment and establishes well defined patterns and channels of

communication (Rehman, Mansoor & Rafi, 2012). While consideration leadership

style means degree to which a leader shows concern and respect for followers, look

out for their welfare and expresses appreciation and support (Rehman et al, 2012).

Self efficacy plays a predominant part in determining the job involvement of

workers (Compeau & Higgins 2001). This is understandable in its central role in

the cognitive regulation of motivation.

PURPOSE OF THE STUDY

The study is intended to determine the influence of leadership

style and self-efficacy on job involvement of employees in Nigeria

work organizations.

It is meant to develop better understanding of job involvement

for employees in Nigeria work organizations.

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METHOD

PARTICIPANTS:

The participants will comprised of males and females workers.

INSTRUMENT:

Three sets of instrument will be used to elicit responses associated with

leadership style and self-efficacy on job involvement of employees of the work

organizations.

Leadership Behaviour Description Questionnaire (LBDQ)

This scale was developed by Fleishman (1953), and it consists of a 48-item

questionnaire aimed at assessing supervisors leadership styles by their

subordinates.

Self-Efficacy Scale (SES)

This scale was developed by Schwarzer and Jerusalem (1993) and was

revalidated in Nigeria by Onighaiyie (1996). It is a 10-item scale that is designed

to assess optimistic self belief to cope with a variety of difficult demands in life.

Job Involvement Scale (JIS)

This scale was developed by Lodahl & Kejner (1965), adapted and

revalidated by Ejiogu (1986) to measure an employee degree of participation and

involvement towards his job. It is a 20 item questionnaire

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PROCEDURE

The researcher will visit many work organizations in course of this study.

DESIGN/STATISTICS

This design of the study will be a survey design with two levels of

leadership style (considerate/initiative) and self-efficacy (High/Low), 2x2x1

factorial design. A two-way Analysis of variance (ANOVA) will be used for

statistical analysis since the study had two independent variables each operating at

two levels.

CONCLUSION

In conclusion, the study will examine the role of leadership style and self-efficacy

on employee job involvement in Nigeria work organizations.

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REFERENCES

Coetzee, M. (2005) Employee Commitment University of Pretoria etal.

Rehman, Mansoor & Rafi, (2012). Journal of Business and Management Review.

Ejiogu, K.C, (1986). Reward Preference, Marital Status and Sex as

Predictors of job Involvement Unpublished M.Sc Thesis University of
Nigeria, Nsukka

Fleishman, E.A (1953). The Description of Supervisory Behaviour, Journal

of Personnel Psychology, 37, 1 6.

Fleishman, E.A & Harris E.F, (1962). Patterns of Leadership behaviour

related to employee grievances and turnover. Personnel psychology, 15, 43
56.

Lodahl, T.M & Kejner M. (1965). The Definition and Measurement of job
Involvement. Journal of Applied Psychology, 49, 24 - 33.

Schwarzer, R. & Jerusalem .M (1993) General perceived self-efficacy in 14

Cultures. http//www.yorku.ca/faculty/academic/schwarze/world 14. Htm

Schwarzer, R. (1997). The assessment of Optimistic self beliefs.

Comparison of the German, Spanish & Chinese versions of the general self-
efficacy Scale: Applied psychology; an International review 46 (1) 69 88.