Effect of Manager Personality on Employee Effectiveness in Information and Communication Technology Companies: A Case of Interra Networks Limited, Abuja, Nigeria

Abstract

The purpose of this study is to examine the effect of manager personality on employee effectiveness in Information and Communication Technology Companies in Abuja, Nigeria. The study was guided by the following research questions namely: how does a manager’s openness to experience influence employee effectiveness; what is the influence of a manager’s conscientiousness on employee effectiveness; and what influence does a manager’s extraversion have on employee effectiveness? Explanatory research design was used because the research sought to understand if there is a positive or negative relationship between a manager’s personality and employee effectiveness. The target population was employees of Interra Networks in Abuja from different departments and managerial levels, and sample frame was obtained from the Human Resources Management Department of the company. The population size was 189 and the sample size was 127 respondents. The sampling techniques used were stratified sampling and a simple random sampling. Primary data was collected using a structured questionnaire. A pilot test was conducted and minor corrections were made to the instrumentation. Inference was made using Ordinary Least Squares (OLS) Regression and the data was analyzed using Statistical Package for the Social Sciences (SPSS). Data was presented in figures and tables. Results from the study revealed that manager openness to experience had a significant effect on employee effectiveness in Interra Networks Limited, accounting for 15.40% of variation in employee effectiveness. This personality trait in managers led to a significant improvement in employee effectiveness in the company. Results revealed that most managers in the company were perceived to score high in openness to experience because this personality trait is directly related to the company’s core business, which is a soft skill in the ICT sector. It revealed that 82% of the managers were perceived to have vivid imagination and 89% were excited by new ideas from their employees. The study also revealed that manager openness to experience cannot be used to predict employee effectiveness in the company. The study showed that manager conscientiousness did not have a significant effect on employee effectiveness in Interra Networks Limited, and accounted for 0% variation in employee effectiveness. The managers in Interra Networks were perceived to score high in conscientiousness. However, it did not lead to any significant improvement in employee effectiveness in the company. Results showed that 93% of the managers were perceived to make good use of their time, while 76% were reliable. However, it cannot be used to predict employee effectiveness in the company because being conscientious is a personal commitment, and these behaviors could only be enforced and not influenced by the managers. The study revealed that manager extraversion did not have a significant improvement in employee effectiveness. Manager extraversion accounted for only 0.70% variation in employee effectiveness. Results showed that the company had more managers who were highly extraverted with 78% of managers perceived to be very friendly, and 85% who were perceived to be team players. The study showed that manager extraversion cannot be used to predict employee effectiveness because the level of extraversion does not affect how an employee thrives in an ICT firm. It concluded that the manager openness to experience had a positive impact on employee effectiveness and it is a significant personality trait in ICT companies which is capable of improving employee effectiveness. Manager conscientiousness had a negative effect on employee effectiveness in the company. Though the personality is not highly significant in ICT, it is necessary in order to promote efficiency in employees. Manager extraversion had a positive effect on employee effectiveness in the company, even though the level of extraversion is of little significance to ICT companies. It was recommended that personality traits of managers must be considered in the process of recruitment. Managers should support their employees to be creative in order to encourage their desire to be open to new experiences in the workplace. Managers should be trained to influence conscientious behaviors in employees, rather than enforce them. Companies should not focus on any particular level of extraversion but ensure that there are both introversive and extraversive manager personalities.