Research article · 2026
LEADERSHIP STYLES AND JOB PERFORMANCE OF LIBRARY STAFF IN ACADEMIC LIBRARIES IN IMO STATE, NIGERIA
Abstract
Purpose: This paper examined leadership styles and job performance of library staff in academic libraries in Imo State, Nigeria.
Design/Methodology/Approach: Correlation and survey designs were adopted for the study. The study’s population comprised 267 library staff in institutions in Imo State which was also used as sample. Hence the adoption of census sampling technique. The data for the study were collected using researcher-designed rating scales titled: Job Performance of Library Staff (JPLS) and Leadership Style Rating Scale (LSRS). Descriptive statistics such as mean and standard deviation were used to answer research question one while Pearson’s (r) was used to answer the other research questions. T-test statistics for significance of ‘r’ was used to test the hypotheses at 0.05 level of significance.
Findings: Results showed that: the extent of job performance of library staff in academic libraries in Imo State, Nigeria is to a high extent; there is a low, positive and significant relationship between autocratic leadership style and job performance of library staff in academic libraries in Imo State, Nigeria; the relationship between democratic leadership style and job performance of library staff in academic libraries in Imo State, Nigeria is moderate and positive and significant and there is a very low, positive and non-significant relationship between laissez-faire leadership style and job performance of library staff in academic libraries in Imo State, Nigeria.
Implications: The study concluded that job performance is not influenced by a single leadership approach in isolation; rather, it is shaped by a complex interplay of various behavioural styles. A leader's capacity to blend vision with participation (democratic) and, when strictly necessary, structural enforcement (autocratic), creates a robust administrative framework. By implication, educational management training should move away from promoting a single perfect style, and instead focus on developing situational agility. To optimize performance, administrators must understand when to inspire, when to collaborate, and when to enforce institutional regulations.
Originality/Value: This work has not been published before. Its value lies in its ability to identify that leaders need to blend aspects of the various leadership styles for optimal job performance of library staff.
Key Words: Leadership styles, Autocratic, Democratic, Laissez-faire, library staff, Academic libraries
Keywords
Key Words: Leadership styles, Autocratic, Democratic, Laissez-faire, library staff, Academic libraries
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