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European Journal of Applied Sciences – Vol. 12, No. 2
Publication Date: April 25, 2024
DOI:10.14738/aivp.122.16692
Okafor, O. E., Chinenye, M. M., Nwokorobia, C., & Grace, N. O. (2024). Women Participation in Cooperative Leadership and
Cooperative Performance in Isiala Ngwa South, Abia State. European Journal of Applied Sciences, Vol - 12(2). 84-107.
Services for Science and Education – United Kingdom
Women Participation in Cooperative Leadership and Cooperative
Performance in Isiala Ngwa South, Abia State
Okafor, Ogochukwu Esther
Department of Cooperative Economics & Management,
Nnamdi Azikiwe University, Awka, Nigeria
Michael Maureen Chinenye
Department of Cooperative Economics & Management,
Federal Polytechnic Nekede Owerri, Imo State, Nigeria
Chinedu Nwokorobia
Department of Cooperative Economics & Management,
Federal Polytechnic Nekede Owerri, Imo State, Nigeria
Nwafor Obiageli Grace
Department of Cooperative Economics & Management,
Nnamdi Azikiwe University, Awka, Nigeria
ABSTRACT
This study is to ascertain influence of women leadership on cooperative
performance in Isiala Ngwa South, Abia State. The researcher set to examine the
effect of women leadership on cooperative members participation, determine the
effect of women leadership on cooperative members income and ascertain the
effect of women leadership on provision of input for their members in Isiala Ngwa
South. To guide this study, three research questions and three hypotheses was
formulated in line with the objectives of the study. The study was anchored on role
congruity theory proposed in 2002 by Eagly, Alice and Karau Steven. The study
employed a descriptive survey design, the instrument for data collection was
questionnaire constructed for the study and calibrated with the 5-point Likert
ordinal measurement and rating scale. The population of the study was 224
selected cooperatives members in Isiala-Ngwa South of Abia State. The sample size
used was 144 cooperative members using Taro Yamane formular. Adopting a
judgmental sampling technique, 144 questionnaire was distributed and 127 copies
of questionnaire were completed and returned and used for this study which
represent 88.19% response rate. Research hypotheses were tested using Z-Test.
The finding revealed that with a p-value of 0.0187 (p < 0.05), there is a significant
effect of women leadership on cooperative members participation in Isiala Ngwa
South Local Government Area. Abia State; there is a significant effect of women
leadership on cooperative members income in Isiala Ngwa South Local Government
Area. Abia State with a p-value of 0.0185 (p < 0.05). With a p-value of 0.0202 (p <
0.05) there is a strong significant effect of women leadership on provision of input
for their members in Isiala Ngwa South Local Government Area. Abia State. In view
of the findings, the study therefore, recommends among others that further
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Okafor, O. E., Chinenye, M. M., Nwokorobia, C., & Grace, N. O. (2024). Women Participation in Cooperative Leadership and Cooperative Performance
in Isiala Ngwa South, Abia State. European Journal of Applied Sciences, Vol - 12(2). 84-107.
URL: http://dx.doi.org/10.14738/aivp.122.16692
exploration and research into the impact of women leadership on cooperative
members' participation. The existing evidence strongly suggests a significant and
positive effect, making it a valuable avenue for deeper investigation and potential
incorporation of gender-inclusive leadership strategies in cooperative settings; a
focused examination of the observed significant effect of women leadership on
cooperative members' income. This finding underscores the potential benefits of
promoting and supporting women in leadership roles within cooperatives, with
implications for enhancing economic outcomes for members. Further research and
strategic initiatives to encourage gender diversity in leadership may yield positive
financial impacts for cooperative communities.
Keywords: Women, Member’s income, Cooperative leadership & Cooperative
Performance and Gender.
BACKGROUND TO THE STUDY
There are numerous definitions for the subject of leadership, which makes it intrinsically
subjective. In essence, leadership is the skill of motivating others to achieve at their highest
level in order to complete any work, goal, or project (Aikaterini, 2015). It has also been
observed in recent works that there are presumptions about leadership that link gender to
leadership, either overtly or indirectly (Melese, 2021). Numerous studies demonstrate that
male and female leaders have different leadership philosophies (Bajcar & Babiak, 2019). In the
public and private sectors, women are still striving for leadership roles in all areas of
governance. The idea of masculinity has historically been associated with leadership, and the
perception that males are naturally stronger leaders than women persist to this day. Despite
the rise in the number of female leaders, they are frequently mentioned after the fact.
Despite the widespread belief that leadership is a skill that can be acquired, certain leaders
possess specific attributes from birth (Henock, 2021). Leadership performance, according to
Svennerstal (2015), is a means of managing and modifying leadership behaviors, tactics, and
results, including the three crucial components—the achievement of individual, team, and
organizational performance. According to Henock (2021), female leaders who work in
environments that support transformational leadership are liberated from the status
disadvantages examined in environments that are masculinized and are able to demonstrate
leadership in a manner that is comparable to that of men in transformational settings.
Put differently, transformative leadership has the potential to benefit women in the right
circumstances just as much as it does males. According to Hay (2012), transformational leaders
collaborate with their subordinates, emphasize the requirements of the upper order, and
identify novel approaches to achieving corporate goals. An excellent and long-lasting style of
leadership known as transformational leadership helps followers adapt to changing
circumstances, liberates their ideas, and helps them see issues from a different angle. (Kilic &
Uludag, 2021). A niche for women's leadership in both domestic and international arenas has
been created by the nurturing and task-oriented manner, managerial practices, and
organizational orientation, particularly practiced by female entrepreneurs, leaders, and
managers (Kaushik, 2020). In the dynamic social process of leadership, followers are
persuaded to complete duties and meet goals by their leaders. Leaders' conduct is especially
affected by this environment in value-based businesses.
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European Journal of Applied Sciences (EJAS) Vol. 12, Issue 2, April-2024
Cooperatives place a high priority on social goals, and their operations are guided by solidarity,
cooperation, democratic self-management, and self-help. These guidelines should guide a
leader's actions, helping them to recognize and fulfill the requirements of their followers.
However, when leaders fail to apply these principles to the fullest extent possible, governance
problems may occur. Women continue to be oppressed, discriminated against, and have their
human rights violated despite the principle of gender equality being enshrined in numerous
international agreements and treaties.
They can take many different forms, such as limiting women's access to healthcare and
education or committing acts of violence against them (International Labour Organization
(ILO), 2014).
According to Grashuis and Su (2018), cooperative performance is still a difficult notion with a
range of unclear interpretations. The increasing diversity and adaptability of hybrid
cooperatives' ownership and governance features is partly responsible for the complexity
(Grashuis & Cook 2017). Nevertheless, despite advancements in member ownership and
control, capital limits still exist (Cook & Iliopoulos 2016).
The agri-food value chain is seeing heightened competition at every level (Adjemian, Brorsen,
Hahn, Saitone & Sexton, 2016). Consequently, consolidation is made possible by capital
constraints, which enable net asset investments in scale and scope economies (Briggeman,
Jacobs, Kenkel, McKee, 2016). However, Hakelius and Hansson (2016) found that
organizational growth is associated with a greater degree of variety in member attitudes and
goals, which has a negative relationship with a number of cooperative qualities and features
(Hohler and Kuhl 2017).
Engaging in activities is a crucial measure of how well members comprehend the structure of
their cooperative. Participation by members of the society refers to the act of each member of
the society taking part in any activity. A crucial element that sets cooperatives apart from other
business models is the members' active involvement in the organization, which is essential to
its success. In cooperatives, participation entails not only member participation in governance
but also ensuring the participation of non-member stakeholders and the larger community. The
seven cooperative principles, which range from democratic member control and economic
participation to the provision of education, training, and information, are all interwoven with
participation (Michael, 2022).
The cooperative's mandate also includes commercializing member input by pursuing the
greatest price on the market (Manitoba, 2023). Agricultural inputs including seed, fertilizer,
chemical sprays, and other advanced technologies are made easier to obtain, distribute, and sell
through input cooperatives. In this sense, input cooperatives work to close the supply gap that
exists between smallholders and the inputs needed to grow a commodity. Cooperative
participation can lessen some of these issues because smallholders in Southern Africa operate
on a small scale and have limited financial resources at their disposal. (Jordan, Nicolas, Kurt,
Tom, Kathy, 2021).
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Okafor, O. E., Chinenye, M. M., Nwokorobia, C., & Grace, N. O. (2024). Women Participation in Cooperative Leadership and Cooperative Performance
in Isiala Ngwa South, Abia State. European Journal of Applied Sciences, Vol - 12(2). 84-107.
URL: http://dx.doi.org/10.14738/aivp.122.16692
According to Ovute, Dibia, and Obasi (2015), there are numerous definitions of a woman,
including weaker vessel, feeble-minded being, childbearing, emotional being, caregiver, better
half, money preserver, soul mate, and home manager. As mentioned above, the woman is more
than any of the categories she is assigned to. A woman's superior structures are part of her
tremendous creation. She was created by someone who did it flawlessly and distinctively. The
new concept of women's empowerment aims to instill democratic values in the home and
society. (Ovute, Dibia & Obasi, 2015).
Okechukwu & Agbodike (2016) noted that cultural, religious, and other sectoral practices, in
addition to the fact that they doubt themselves, impede women's freedom of movement, access
to employment, ownership of assets and land, access to credit, and representation in high- paying jobs as chief executive officers, particularly among developing nations. All of these result
in a negligible contribution to the development of the country. Governments, nonprofit
organizations, and self-help groups have come to understand the need of empowering and
developing women in order to enable them to make significant contributions to the
development of their country.
According to Azad (2017), women's participation in leadership roles is essential since many of
them possess unique managerial abilities, such as understanding of local contexts, budgeting,
marketing, and trading. For the benefit of cooperatives and women, it is essential to utilize these
unique skills that women possess. It is wise business to include women in cooperative
management, including the board. Women contribute to the dynamic, adaptable workforce that
drives economic development and progress. The fact that males dominate and lead cooperative
organizations is partly a result of gender differences.
Cooperatives that are inclusive and sensitive to gender issues can assist women in overcoming
barriers related to their gender in order to enhance their self-esteem, expertise, and leadership
abilities as well as their income, social network access, and place in value chains. Research
indicates that women's decision-making power in the home and community, as well as their
access to and management of productive assets, are directly and favorably impacted by their
increased economic and social empowerment (Woldu, Tadesse & Waller, 2015).
Statement of the Problem
Despite the fact that women's contributions to total economic growth make them indispensable
to socio-economic development, their fair involvement in various development organizations
is still quite low. Women typically have less access to opportunities and resources, and as a
result, their output is still below what it could be. Women frequently have fewer access to
numerous possibilities; this is a result of patriarchal mindsets in the political, social, cultural,
and economic spheres. Additionally, women's economic empowerment is significantly
impacted by men's domination in a variety of income-generating activities. (Azad, 2017 &
Tegegne, 2012). Historically, men have handled administrative and community issues. The
gender gap in office holders and leaders across local councils, associations, and communities is
clear evidence of this. Due to institutional, socioeconomic, and cultural barriers, women have
not participated in municipal politics and are comparatively inactive in public processes
(Henock Melese, 2021). Because of this, they continue to play a very little part in leadership and
decision-making roles inside these development processes. Not only does this disproportionate