ASSESSMENT OF PERIODIC MARKET LEADERS' ROLE PERFORMANCE IN ONDO STATE, NIGERIA

The study documented the emergence of leaders in the periodic markets; described the leadership characteristics of periodic market leaders; examined the expected and performed roles of periodic market leaders and determined the factors influencing role performance of these leaders in Ondo State, Nigeria. These were with the aim of assessing the role performance of periodic market leaders in Ondo State, Nigeria. The study was conducted in Ondo State, Nigeria. Commodity leaders in periodic markets in the study area were the population for the study. Multi-stage sampling procedure was used for the study. At the first stage, three Local Government Areas (LGAs) were purposively selected from the three senatorial districts based on the high concentration and geographical spread of periodic markets. At the second stage, 50% of the total number of periodic markets in each of the LGAs were selected through proportionate sampling technique to give a total of 26 periodic markets. Finally, 15 respondents (three executives from five market associations) were randomly selected from each periodic market to give a total of 390 respondents. Data was obtained via interview schedule and key informant interview guide and were analysed using means, percentages, frequency, Chi-square, correlation and paired t-test analyses. Result showed that a larger proportion (61.0%) of periodic market leaders were female with mean age of 44±8.39 years. Also, mean years of marketing experience was 20±8.81 years and mean years in leadership position was 6±2.24 years. Emergence of leaders were through election (47.7%) and nomination (35.8%). Majority of the leaders (64.9%) expressed empathy by participating in traders’ social functions and a significant majority (74.6%) exhibited selflessness. More than 90% acknowledged their expected roles and the findings revealed that the major roles performed by periodic market leaders included leading discussion in market meetings ( 2.37), representing the association in general market body ( 2.36), dissemination of market information ( 2.19), resolving conflicts among members and customers ( 2.13) and contribution of resources ( 2.07). 65.6 percent of the market leaders had average performance level in market activities. Factors isolated affecting the performance of periodic market leaders were ‘personal factor’ (3.330), ‘socio-economic factor’ (1.769), ‘leadership factor’ (1.633) and ‘institutional factor’ (1.169). There was a significant association between sex (χ2 = 9.515), religion (χ2 = 26.956), marital status (χ2 = 10.503) and role performance (p ≤ 0.01). At p≤ 0.01, significant relationship existed between dispute resolution (r = 0.251), delegation (r = 0.129), communication (r = -0.166), competence (r = 0.166) and role performance; conversely there was no significant relationship between leaders’ perception and their role performance (r = 0.007; p≤0.05). Also, significant difference existed between expected roles and performed roles (t = 2.844; p≤ 0.05) of periodic market leaders. The study concluded that a significant disparity exists between the roles leaders are expected to perform and the roles they actually perform, highlighting potential areas for improvement in leadership within periodic markets.