Leadership and employee performance in the petroleum industry of Saudi Arabia

Table of Contents

List of tables

Abstract

1 Introduction
1.1 Introduction
1.2 Context
1.3 Study Hypotheses
1.3.1 Hypothesis 1
1.3.2 Hypothesis 2
1.3.3 Hypothesis 3
1.3.4 Hypothesis 4
1.4 Aims & objectives
1.5 Study significance

2 Literature Review
2.1 Concept of leadership
2.2 Leadership process
2.3 Leadership theories
2.3.1 Trait theory
2.3.2 Behavioural theory
2.3.3 Likert Leadership theory
2.3.4 Situational theory
2.3.5 Fielder’s contingency theory
2.3.6 Fielder’s revised theory
2.3.7 Criticism on Fielder’s theory
2.4 Leadership in Saudi Arabia
2.5 Summary

3 Methodology
3.1 Methodology and research design
3.2 Data sources
3.3 Data collection instrument
3.4 Population and Sampling
3.5 Sample size determination
3.6 Data analysis

4 Data Presentation
4.1 Introduction
4.2 Gender
4.3 Age
4.4 Education
4.5 Longevity of workers in company
4.6 Business ownership
4.7 Involvement of directors
4.8 Reporting to managers
4.9 Relationship between heads and subordinates
4.10 Degree of freedom to the section heads
4.11 Working environment
4.12 Satisfaction with current salary
4.13 Recent promotion
4.14 Promotion factor
4.15 Motivation level of workers
4.16 Employees’ level of motivation
4.17 Job training facilities in companies
4.18 Types of training facilities
4.19 Delegation of subordinates
4.20 Delegation of duty backed up by the authority
4.21 Performance evaluation
4.22 Reasons for the level of performance
4.23 Leadership style
4.24 Motivation based on employees’ contribution
4.25 Performance measurement
4.26 Forms of performance measurement
4.27 Factors enhancing Organisational performance
4.28 Factors impacting organisational performance

5 Chapter: Data Analysis
5.1 Hypothesis 1
5.2 Hypothesis 2
5.3 Hypothesis 3
5.4 Hypothesis 4
5.5 Interpretation and meaning
5.5.1 Hypothesis 1
5.5.2 Hypothesis 2
5.5.3 Hypothesis 3
5.5.4 Hypothesis 4
5.6 Relevant theories

6 Discussion & Findings
6.1 Poor delegation of power and spread of managerial expertise
6.2 Leadership by one man

7 Conclusions & recommendations
7.1 Conclusions
7.2 Recommendations

8 References

9 Appendix A: Questionnaire