Running a small business has always required grit, creativity, and stamina—but today’s entrepreneurs also need an ever-evolving digital toolkit to stay competitive. As technology moves faster and customer expectations rise, the modern business owner must wear multiple hats while still making time to grow, pivot, and adapt.
According to a 2023 report from the U.S. Chamber of Commerce, 93% of small business owners use at least one digital tool to run their operations, and those using advanced tech are nearly three times more likely to see revenue growth than those who don’t. Whether you’re just starting out or looking to scale, understanding what belongs in your modern toolkit is essential.
Essential Tools for Managing Operations
Gone are the days of managing everything in notebooks or desktop folders. Cloud-based platforms have transformed how small businesses handle day-to-day logistics, allowing owners to stay organized and responsive no matter where they are.
Core tools for operations:
Accounting software like QuickBooks or Xero for managing finances
Project management platforms such as Trello or Asana to keep tasks on track
Scheduling tools like Calendly for seamless client booking
POS systems (Square, Shopify POS) that sync inventory, sales, and customer data
Cloud storage (Google Drive, Dropbox) for accessible file sharing and backup
These systems don’t just keep your business running—they free up time so you can focus on higher-impact tasks.
Smart Marketing Tools That Actually Work
Effective marketing doesn’t require a huge budget, but it does require the right tools. The digital landscape allows small businesses to compete with bigger brands—if you know how to use your channels strategically.
Marketing essentials:
Email marketing software like Mailchimp or ConvertKit
Social media scheduling platforms such as Buffer or Later
Basic graphic design tools like Canva for branded visuals
CRM systems (HubSpot, Zoho) to track leads and nurture relationships
Website analytics (Google Analytics, Hotjar) to see what’s working—and what’s not
Tools that provide real-time business insights can help you fine-tune your message, measure results, and adjust campaigns before wasting time or money. Knowing your numbers is as important in marketing as it is in finance.
Financial Tools That Go Beyond the Basics
Staying financially healthy means more than balancing the books. Today’s entrepreneurs need tools that provide visibility, forecasting, and smart automation to stay ahead of expenses and surprises.
Finance-forward additions to your toolkit:
Expense tracking apps (Expensify, FreshBooks)
Cash flow forecasting tools to spot potential gaps
Invoice and payment software like Stripe or PayPal
Budgeting platforms to model different growth scenarios
Tax planning tools to stay compliant and avoid end-of-year surprises
When your financial house is in order, you can make faster, better-informed decisions—and avoid sleepless nights.
People and Productivity Tools to Scale Smarter
Whether you’re hiring your first freelancer or managing a growing team, people-related tools help you stay organized and keep your business culture strong—even if you’re all remote.
Helpful systems include:
Payroll platforms like Gusto or ADP
Time-tracking software (Toggl, Harvest)
Collaboration tools like Slack or Microsoft Teams
HR and onboarding software to manage documents and compliance
Surveys and feedback tools to gauge employee and customer satisfaction
The modern small business owner isn’t just managing a shop, service, or product—they’re managing an ecosystem. And that ecosystem needs tools that are agile, accessible, and adaptable.
Whether it’s unlocking sharper business insights, automating your finances, or engaging customers across channels, your toolkit should grow with your business. The right tools don’t just make life easier—they make growth possible.
Because in a world that changes by the week, the businesses that thrive aren’t the ones doing everything—but the ones using the right tools to do what matters most.
In the digital age, where inboxes are full and ads are everywhere, physical branding still holds power—especially when it’s personal. One of the smartest ways to boost customer retention and deepen brand loyalty is through thoughtful, custom print media. Unlike digital marketing, print is tactile, memorable, and often saved rather than scrolled past.
According to a study by the Direct Marketing Association, direct mail has a response rate of 4.4%, compared to just 0.12% for email, making it over 35 times more effective in grabbing a customer’s attention. That kind of staying power can be a game-changer for small businesses looking to stand out.
Here’s how you can use creative print strategies—from postcards to photobooks—to make your brand more memorable and meaningful.
Start with Purpose: What Are You Really Saying?
Before you invest in print media, clarify what message you’re trying to send. Print isn’t just about looking good—it’s about leaving a lasting impression that digital alone can’t provide.
Ask yourself:
Are you saying thank you or celebrating a customer milestone?
Are you showcasing your product or service in a more tangible way?
Do you want your customer to share your brand with someone else?
Is the print piece educational, commemorative, or promotional?
Every piece of printed material should serve a purpose and reinforce your brand values.
Personalized Print That Stays With Them
The more tailored your print media is, the more likely it is to resonate—and stick around. Customers love feeling seen and appreciated, and personalized print has the power to do just that.
Effective personalized print ideas:
Thank-you cards after a purchase with a handwritten message
Loyalty postcards with a discount code for repeat buyers
Mini lookbooks or style guides based on previous purchases
Birthday or holiday cards with exclusive offers
Milestone rewards like a surprise gift at the 10th order
Want to take it a step further? Design a photobook that captures a customer’s journey with your brand—showcasing user-submitted photos, product timelines, or behind-the-scenes looks. It’s part scrapbook, part brand story, and it turns customers into part of your community.
Use Print to Tell a Story
In marketing, stories sell. And print allows you to create rich, visual narratives that digital platforms often compress or overlook. Use brochures, zines, or inserts to share your “why,” introduce your team, or take customers behind the scenes.
Ways to craft a compelling brand story through print:
Founder’s letter about why the business was started
Timeline booklet of your product development journey
Customer features or testimonials with real photos
Spotlight on your process (e.g., sourcing, sustainability, craftsmanship)
Interactive formats like foldouts, checklists, or activity pages
Storytelling builds trust and emotional connection, which leads to long-term loyalty.
Make It Shareable
The best print materials don’t just stay with one person—they get passed around. When you create something visually compelling and useful, customers are more likely to share it with friends, family, or their own audiences online.
Tactics to make your print media shareable:
Eye-catching design and packaging
Branded hashtags or QR codes for social engagement
Inserts that invite participation (e.g., contests, feedback prompts)
Printables with value like checklists, recipes, or how-to guides
Limited-edition prints customers can collect or display
A beautifully printed piece can also double as a subtle advertisement sitting on someone’s coffee table or pinned to a bulletin board.
Final Thoughts
Creative print media isn’t just about marketing—it’s about building relationships. Whether it’s a heartfelt thank-you card, a custom loyalty booklet, or an invitation to design a photobook, print gives your brand weight—literally and figuratively.
As more brands chase digital clicks, the ones that slow down and connect through thoughtful, tangible experiences are the ones customers remember. And remember, loyalty isn’t just about what you sell—it’s about how you make people feel. Custom print makes it personal.
As academic standards rise and classrooms grow more crowded, students are under increasing pressure to perform—often with limited one-on-one support. In this environment, private tutoring is no longer just a resource for struggling students—it’s become a strategic tool for academic growth and confidence-building across all ability levels.
According to a report by the National Center for Education Statistics, students who receive personalized instruction are more likely to demonstrate higher academic performance and improved test scores, particularly in math and reading. With today’s flexible learning models, more families are turning to the best online tutoring platforms to give their children a competitive edge—without adding overwhelming structure to already busy schedules.
Here’s why private tutoring is playing such a vital role in supporting student success and how families can use it to meet their specific educational goals.
Individualized Learning at the Student’s Pace
Unlike a classroom setting, private tutoring is tailored to the student’s learning style, pace, and unique academic challenges. This individual attention allows the tutor to quickly identify gaps in understanding, adjust the teaching approach, and reinforce concepts in ways that resonate with the student.
Benefits of a personalized learning experience:
Concepts are explained using relatable examples
Students can ask questions freely without peer pressure
Tutors can slow down or accelerate topics based on progress
Confidence improves as students master material on their own terms
Progress is measurable and easy to track over time
This approach not only helps students catch up—it helps them get ahead.
Boosting Confidence and Reducing Anxiety
Academic pressure can weigh heavily on students, especially when they fall behind. One-on-one tutoring can act as a confidence booster, turning self-doubt into self-assurance.
Private tutors often serve as mentors as well as instructors, offering encouragement and tools for better study habits. Over time, students gain the belief that they can succeed—and that mindset often carries over into other areas of their education and life.
Signs tutoring is helping with confidence:
Willingness to attempt harder problems
Improved class participation
Reduced anxiety before tests
Better organization and focus on assignments
Greater interest in the subject matter
Confidence leads to more engagement, which leads to better academic outcomes—creating a positive feedback loop.
Flexibility That Fits the Family
Unlike traditional classroom or after-school programs, private tutoring—especially online—offers scheduling flexibility that works for families juggling multiple commitments. Sessions can be scheduled around extracurriculars, dinner, or even vacation time.
Many of today’s best online tutoring platforms also allow you to match your child with a tutor based on subject area, availability, and even personality. That means the learning environment is not only productive, but enjoyable.
Reasons families love online tutoring:
No commute—sessions happen from the comfort of home
Wide selection of tutors and specializations
Affordable pricing compared to traditional centers
Access to homework help or test prep on short notice
Greater consistency and fewer missed sessions
For students who prefer learning at their own pace—or who need extra support before a big exam—online tutoring is an especially useful tool.
Final Thoughts
Private tutoring isn’t just about fixing poor grades. It’s about creating an environment where students can thrive academically and emotionally. Whether your child needs help grasping math fundamentals, preparing for standardized tests, or building stronger study habits, the best online tutoring options offer convenience, customization, and proven results.
In a time when academic success often hinges on access to the right support, private tutoring is more relevant than ever. It meets students where they are—and helps them grow beyond where they thought they could go.
In the modern manufacturing landscape, inefficiency remains an unfortunate constant across the industry. Production facilities worldwide struggle with outdated equipment, manual documentation processes, and reactive approaches to maintenance. These persistent inefficiencies translate directly into increased costs, reduced productivity, and diminished competitive advantage. Many manufacturing operations find themselves caught in costly cycles of unplanned downtime and emergency maintenance, significantly limiting their potential in an increasingly demanding market.
The solution to these widespread challenges lies in comprehensive digitalisation. Far beyond simply being an industry buzzword, digitalisation represents a transformative approach that can convert traditional manufacturing operations into streamlined, data-driven powerhouses of productivity.
According to this detailed analysis from GlobalReader, manufacturers can follow a structured five-step process to achieve digital transformation. This methodical approach helps factories harness the power of data and smart technologies to optimize processes, anticipate problems before they occur, and maximize overall operational efficiency.
Before diving into the digitalisation process, it’s important to distinguish between digitisation and digitalisation—terms often used interchangeably despite their significant differences. Digitisation simply refers to converting analog information into digital formats, like scanning paper documents or implementing basic sensors. Digitalisation, by contrast, involves leveraging digital technologies to fundamentally transform business models and create new value-generating opportunities through process optimization and intelligent system integration.
The 5-Step Path to Manufacturing Excellence Through Digitalisation
Step 1: Establishing the Foundation with Manufacturing Data Collection
Every successful digitalisation journey begins with comprehensive data collection. This critical first step provides the foundation upon which all subsequent improvements are built. Without accurate, real-time data, identifying inefficiencies and improvement opportunities remains virtually impossible.
Overall Equipment Effectiveness (OEE) emerges as a vital metric during this initial phase. This multifaceted measurement evaluates manufacturing efficiency through three critical components: availability (uptime), performance (production speed), and quality (defect rate). Together, these indicators provide a comprehensive view of operational effectiveness.
Modern data collection systems utilize advanced sensors and monitoring devices that integrate seamlessly with existing equipment. These technologies capture real-time information on machine performance, production rates, downtime incidents, and other key operational metrics. Whether measuring production quantities, monitoring operating times, or tracking environmental conditions, these systems provide the essential raw data needed to drive improvement.
The implementation of robust data collection infrastructure transforms previously invisible or delayed information into immediately accessible insights, creating the necessary foundation for data-driven decision making throughout the organization.
Step 2: Transforming Raw Data into Actionable Intelligence
With data collection systems established, the second step focuses on analytics capabilities that transform raw information into meaningful, actionable intelligence. While data collection is essential, the real value emerges from interpretation and analysis that reveals operational patterns and improvement opportunities.
Real-time performance dashboards that offer instant visibility into production metrics
Customized reporting tools tailored to specific operational requirements
Trend analysis capabilities that identify patterns invisible to human observation
Automatic notification systems that alert management to anomalies or deviations
These analytical capabilities enable management teams to understand operational realities with unprecedented clarity, supporting faster, more informed decision-making. Rather than relying on intuition or delayed reports, leaders gain access to objective, real-time insights into every aspect of production.
The cultural impact of this transition cannot be overstated—organizations move from opinion-based to evidence-based decision making, establishing data as the foundation for continuous improvement efforts.
Step 3: Building Transparency and Collaboration Through Real-Time Information Sharing
The third digitalisation phase focuses on creating operational transparency and enhancing cross-functional collaboration. With data collection and analysis capabilities in place, information must become accessible to everyone involved in the production process, from operators to executives.
Modern operator interfaces and information-sharing systems enable:
Real-time visibility into machine performance, quality metrics, and production targets
Interactive visual dashboards that communicate complex information in intuitive formats
Digital documentation of quality issues, maintenance needs, and process improvements
Collaborative problem-solving across departments and management levels
This transparency eliminates traditional information silos, creating a single source of truth that aligns all stakeholders around common objectives and shared understanding. By replacing paper records and disconnected spreadsheets with integrated digital systems, manufacturers create environments where problems are identified quickly and addressed collaboratively.
Enhanced transparency leads directly to improved quality control, reduced waste, and more efficient troubleshooting when production issues arise. The collaborative aspect proves critical—success requires coordinated effort across organizational boundaries and hierarchy levels.
Step 4: Developing Predictive Capabilities Through Intelligent Scheduling
After establishing what happened historically and why it occurred, manufacturing organizations must develop forward-looking capabilities to anticipate future scenarios. This fourth step focuses on production scheduling and maintenance planning systems that optimize resource allocation and prevent problems before they occur.
Advanced scheduling platforms provide:
Intelligent production planning that balances capacity, demand, and resource constraints
Real-time schedule adjustments based on changing conditions or priorities
Preventive maintenance scheduling that minimizes unplanned downtime
Inventory optimization to ensure material availability without excess carrying costs
These predictive capabilities transform operations from reactive to proactive, allowing manufacturing teams to anticipate challenges and optimize resources accordingly. The transition from calendar-based to condition-based maintenance represents a particularly significant improvement, reducing both maintenance costs and equipment downtime.
By integrating historical data with predictive algorithms, manufacturers can optimize production flow, maintenance activities, and resource allocation—creating more resilient and adaptable operations capable of responding quickly to changing market demands.
Step 5: Creating an Integrated Smart Factory Environment
The final digitalisation step involves integrating all previous elements into a cohesive Smart Factory ecosystem. This comprehensive approach combines data collection, analytics, transparency, and predictive capabilities into a unified system that continuously optimizes every aspect of production.
A fully realized Smart Factory incorporates:
Interconnected systems where all machines, processes, and departments share information seamlessly
Advanced predictive maintenance capabilities that virtually eliminate unplanned downtime
Continuous improvement mechanisms powered by machine learning and artificial intelligence
Integrated resource planning that optimizes material flow, energy usage, and labor allocation
This integration delivers value across organizational levels—from executives gaining strategic insights to operators receiving real-time guidance. The resulting environment enables unprecedented levels of efficiency, quality, and responsiveness to market demands.
While Smart Factories significantly enhance operational performance, they don’t eliminate all challenges. New complexities may emerge, including:
Identifying new types of bottlenecks that become visible only after obvious inefficiencies are addressed
Managing increased supply chain demands as production capacity and efficiency improve
Addressing scaling limitations as productivity growth creates new resource constraints
Understanding that digitalisation represents a journey rather than a destination helps manufacturers maintain realistic expectations while pursuing continuous improvement through technological evolution.
Embracing the Digital Manufacturing Future
The five-step digitalisation journey—from basic data collection through integrated smart factory creation—offers manufacturers a clear path toward operational excellence. This structured approach transforms traditional production facilities into data-driven, highly efficient operations capable of meeting increasingly demanding market requirements.
Advanced solutions incorporating artificial intelligence and machine learning further enhance these capabilities, enabling sophisticated anomaly detection and process optimization beyond human analytical capabilities. These technologies help identify subtle production deviations and resolve emerging bottlenecks before they impact overall system performance.
For manufacturers ready to embrace digitalisation, the path forward involves strategic implementation of these five steps, creating a foundation for sustainable growth and competitive advantage in an increasingly digital manufacturing landscape. The journey may present challenges, but the potential rewards—increased efficiency, reduced costs, improved quality, and enhanced market responsiveness—make digitalisation an essential strategy for manufacturing excellence in the modern era.
Emmanuella, O., & Oluwasola, I. J. (2026). Leadership Styles and Employees’ Performance of Private Tertiary Institutions in Ibadan, Oyo State. International Journal of Research, 12(4), 559–588. https://doi.org/10.26643/ijr/2026/21
The study investigates the relationship between leadership style and employees’ performance of tertiary institutions in Ibadan, Oyo state. Four (4) variables of leadership style were examined, autocratic leadership style, democratic leadership style, transformational leadership style and transactional leadership style in relationship with the dependent variable employees’ performance. Cross sectional survey research design was used for this study with population of 585 using stratified random probability sampling technique and a sampling size of 238 while 205 respondent’s questionnaire were retrieved for analysis. From the result of the analysis carried out using Robust Ordinary Least Square Regression (ROLS), it was discovered that Democratic Leadership Style (DELS) and Transformational Leadership Style (TFLS) were positively and significantly related to Employees’ Performance (EP) while, Autocratic Leadership Style (AULS) shows a positive but insignificant relationship with Employees’ performance (EP) and Transactional Leadership Style (TSLS) shows a negative and insignificant relationship with Employees’ Performance (EP) of private tertiary institutions in Ibadan, Oyo state. The study concludes transformational leadership style should be practiced because of its creativity as well as performance and supportive nature also, knowledge can easily be shared amongst employees when organizations are using a transformational leadership style and thus promoting organizational culture and improving overall performance.
Adekunle (2020) posited that leadership is an important factor in every human activity and the realization of human aims and objectives but, Zamin and Hussin (2021) argue that the adopted leadership style and work climate impact commitment levels of the employees and influence job performance. Anyaegbunam and Anekwe (2021) posited that the success or failure of any organization depends on the leadership and the styles. Different leadership styles contribute to improving organizational performance and the capacity to overcome leadership challenges encountered in organizations. These styles include autocratic, bureaucratic, charismatic, laissez-faire, participative, transformational and transactional leadership styles which allow a leader to connect employees’ or organizational performance (Onwuegbuna, 2022). Leadership style is the most important factor for the development of any private or governmental organization or any educational institution. Thereby creating influence, and motivation to lead employees to achieve pre-determined goals and objectives (Wase & Jeyaprabha, 2022).
1.1 Statement of the Problem
In today’s business world, the flow of life depends mostly on the effectiveness of leadership styles such as survival of the organization, development as well as effective performance. Though, the present global economy is driven by profitability, innovation and performance (NawoseIng’ollan & Roussel, 2017). The Nigerian university system has been overwhelmed with numerous challenges which have seen the nation’s universities being ranked below 100th worldwide. Also, despite all these challenges, administrative and leadership direction have continually gathered these challenges (Yusuf-Habeeb & Yusuf, 2017). Currently, most organizations stress creating the workflow and team to improve efficiency in their organizational performance (Al-Malki & Wang, 2018).
According to Agarwal (2020) Leadership style is an important area as it enables employees to work effectively and efficiently in an organization and leadership styles adopted by managers in an organization promote organizational objectives and goals. Although, there are progress and understanding of leadership styles in Nigeria and especially the impacts of democratic leadership style on employees’ performance at tertiary institutions in Nigeria and how some tertiary institutions are yet to realize goals due to challenges related to leadership style (Idowu, 2019; Manza, et al., 2020; Onwuegbuna, 2022). Though the issue leading to this study may be listed as rising from unsuitable applications of leadership styles responsible for a poor working relationship that ties employees and management of tertiary institutions. And most studies have been carried out as regards leadership style and employees’ performance in developed countries but in Africa especially Nigeria studies carried out are mostly in the area of banking, and companies but research carried out in Nigeria on tertiary institutions is not much.
Though, most researchers have worked on leadership style and employees performance in Nigeria such as Ajibade, et al., (2017); Orji, et al. (2017); Kalu and Okpokwasili (2018); Ekpenyong (2020); Amussah, et al. (2020); Nwagbala, et al. (2021); Adegboyega and Awolusi (2021); Akpoyibo (2022) and Onwuegbuna (2022). But few researchers have been able to work on tertiary institutions in Nigeria recently such few scholars are Yusuf-Habeeb and Yusuf (2017); Odunlami, et al. (2017); Kalu and Okpokwasili (2018); Idowu (2019); Manza, et al. (2020); Onwuegbuna (2022). It was observed that these researchers mainly used transformational, transactional, charismatic, participatory, and laissez-faire as components of leadership style while autocratic, and democratic amongst others were not used in measuring leadership style and employees’ performance of tertiary institutions in Nigeria. Another aspect is the methodology where the questionnaire was not measured based on a multi-factor leadership questionnaire. Therefore, this study made use of this scaling factor by Bass (1995) and Yousef (2000) scale of measuring employee performance. Also, the study emphasized an understanding of leadership style the underlying factors, issues and influence on employees’ performance at private tertiary institutions in Ibadan, Oyo State, Nigeria.
1.2 Research Questions
The study investigates the following
What is the impact of autocratic leadership style on employees’ performance at private tertiary institutions in Ibadan, Oyo State?
Does democratic leadership style influence employees’ performance at private tertiary institutions in Ibadan, Oyo State?
What is the relationship between transformational leadership style and employees’ performance at private tertiary institutions in Ibadan, Oyo State?
How does transactional leadership style impact employees’ performance at private tertiary institutions in Ibadan, Oyo State?
1.3 Research Hypotheses
To provide answers to the research questions derived from this study, the following hypotheses were formulated:
H01: There is no significant impact of autocratic leadership style on employees’ performance at private tertiary institutions in Ibadan, Oyo State.
H02: There is no significant influence of democratic leadership style on employees’ performance at private tertiary institutions in Ibadan, Oyo State.
H03: Transformational leadership style has no relationship with employees’ performance at private tertiary institutions in Ibadan, Oyo State.
H04: There is no significant impact of transactional leadership style on employees’ performance at private tertiary institutions in Ibadan, Oyo State.
1.4 Scope of the Study
The study investigated the relationship between leadership styles and employees’ performance at private tertiary institutions in Ibadan, Oyo State. The choice of Lead City University, Ibadan was conceived because of the closeness of the area to the researcher and the fact that it is one of the largest private universities in Ibadan, Oyo State, Nigeria. The population was based on the academic and non-academic staff of the school. The study used four (4) leadership style components (autocratic, democratic, transformational and transactional leadership styles) which serve as the independent variables and described their impact on employees’ performance which is the dependent variable. The study used a stratified random probability sampling technique in selecting the sampling size of the population while Robust Ordinary Least Square regression analysis was carried out in determining the significance level of each variable and the timeframe for the study was September 2023 to January, 2024.
2.0 Literature Review
2.1 Employees’ Performance
Employee performance is important for an organization as a measure of success in running any business, because the higher the performance, the higher the chance to achieve organizational goals (Pradana, et al., 2020). Though the company expects employees to have good performance given the importance of employee performance, it can be said that performance improvement is one of the important aspects of human resource management for the company which can be carried out if employees have good quality work so that employees can work competently and can complete work on time according to predetermined standards (Fakhri, et al., 2020). Organizations as well need to pay massive attention to their employees and their welfare, because happy and motivated employees are the sole channel through which organizations can become successful organization (Insan & Masmarulan, 2021). Furthermore, employee performance is focused on examining how well an individual employee performs at their job over a given period. Employee performance is also a critical review of the jobs that have been done and completed by an employee over some time by analyzing how the job is done either promptly or otherwise (Alheet, et al., 2021; Amegayibor, 2021).
Belete (2020) argued that leadership styles refer to the pattern of leaders’ behaviour that characterize a given leader or various patterns of behaviour favoured by the leader during the process of directing and influencing employees (Efendi & Graduate, 2020; Amussah, 2020). It is a style that invites and directs followers or employees to achieve common goals by creating a work environment that is more authoritative, controlled, effective and directed (Abadiyah, et al., 2020). Bastari, et al. (2020) stated that a leader’s influence is known to make improvements to employees in achieving company goals. while, leadership style is associated with the actions of a leader when leading and providing guidance (Rohman et al., 2020). Through leadership style, an effort can be formed to influence or direct employees or followers by mobilizing available human and material resources effectively and efficiently throughout the management process to achieve the desired objectives or goals (Purnomo et al., 2020). Leadership style in an organization is one of the factors that play a significant role in enhancing the interest and commitment of employees in the organization (Zamin & Hussin, 2021; Clinton & Ogbor, 2021). Leadership styles determine the level of employee participation in decision-making and the way an organization is run administratively (Akpa, et al., 2021; Wase & Jeyaprabha, 2022). For this study, autocratic, democratic, transformational and transactional leadership styles are used in measuring leadership style.
2.1.3 Autocratic Leadership Style
This type of leadership is often best used in situations where crisis arises when decisions must be made quickly and without dissent. It is valuable when organizations face a crisis or when an urgent problem arises that requires immediate attention (Al-Khajeh, 2018). This kind of style sometimes irreparably hinders organizational growth because there is a tendency to force their direct reports to perform tasks in a constricted manner (Belete, 2020). Also, in this leadership style, there is no collective vision and slight motivation among leaders and employees. Also, commitment, innovation and creativity are eliminated (Amussah, 2020; Wase & Jeyaprabha, 2022). Thus, the autocratic leadership style is a classical leadership approach, and the corporate equivalent of dictatorship or tyranny and which is marked by the leader having complete authority and the subordinates obeying the instructions of the leader without questioning and without receiving an explanation or rationale for such instructions (Khudhair, et al., 2022).
2.1.4 Democratic Leadership Style
According to Priarso, et al. (2018) in a democratic leadership style, leaders dynamically encourage and stimulate group decisions and group discussions. Some characteristics of the democratic leadership style are the fact that group members are encouraged to share ideas and opinions, even if the leader retains the final say over decisions, members of the group feel more engaged in the process and innovative ideas are welcome and encouraged as well as rewarded. And because it yields a lot of benefits, employees are encouraged to share their thoughts which can lead to better ideas and more innovative solutions to issues (Sadia & Aman, 2018). This type of leadership style is the opposite of the autocratic leadership style and in this leadership style, the leaders are generally more people-oriented and the feelings of their subordinates or employees (Derese, 2020). Democratic leadership style is a very open and collegial style of running a team and researchers have found that this learning style is usually one of the most effective and leads to higher performance (Belete, 2020; Saputra, & Mahaputra, 2022).
2.1.5 Transformational Leadership Style
Transformational leadership style according to Idowu (2019) is the process of influencing major changes in attitudes and assumptions of organizational members and building commitment to the organization’s mission or objectives (Eliyana, et al., 2019). Transformational leaders or managers do encourage their subordinates or employees to view the problem from a new point of view, provide support and encouragement communicate vision, and stimulate emotions and identification (Bastari, et al., 2020; Derese, 2020).
Amussah (2020) stated that transformational leaders motivate their followers in such a way that it goes beyond the usual rewards and monetary exchanges (Alheet, 2021; Patzelt, et al., 2021; Udin, 2021; Baig, et al., 2021). Osano (2022) opined that the importance of this leadership style, leaders in an organizational workplace cannot be over-emphasized as this set of leaders have the capacity and needed skills to solve problems, transform the organization and take the organization to greater heights to achieve better results for the organization (Dey et al., 2022). Thus, the transformational leadership style creates valuable and positive change in the followers with the end goal of developing followers into leaders (Wase & Jeyaprabha, 2022; Weber, et al., 2022).
2.1.6 Transactional Leadership Style
The transactional leadership styleentails the interchange process that results in the compliance of employees or subordinates. Though the leader made the request, it is unlikely to inspire excitement for or devotion to the mission’s goal and concentrates on having internal players complete the necessary duties to enter the organization’s desired outcomes (Idowu, 2019). Transactional leaders exhibit behaviours related to both corrective and constructive aspects where the constructive behaviour style is labelled contingent reward and the corrective style is labelled management by exception (Chang, 2019). Managers in this leadership style fulfil their obligations solely by creating good working conditions, without paying attention to meeting objectives or goals (Daniels et. al., 2019). Transactional leader work according to the principle of good performance and the employee will receive a sufficient reward (Aun, et al., 2019). The transactional leadership style involves an exchange relationship between managers and employees in the direction of establishing goals thereby clarifying the role and task required (Udovita, 2020). Transactional leaders focus mainly on maintaining the status quo and they are oriented to enhance the present way of doing things (Wahyuni, et al., 2020). Therefore, the transactional leadership style is the process whereby leaders can entice subordinates to perform and thereby achieve desired outcomes by promising rewards and benefits for the accomplishments of tasks and administering punishments when the task is not well accomplished (Kabiru & Bula, 2020; Holbert, et al., 2021).
AUTOCRATIC LEADERSHIP STYLE
DEMOCRATIC LEADERSHIP STYLE
TRANSFORMATIONAL LEADERSHIP STYLE
TRANSACTIONAL LEADERSHIP STYLE
EMPLOYEES’ PERFORMANCE
LEADERSHIP STYLE
2.4 Conceptual Framework
Figure 2.1: Conceptual Framework of the Study
(Researchers Computation, 2024)
Based on the review of available literature, a conceptual framework is shown in Figure 2.1. The focus of the framework is to investigate the relationship between leadership style and employees’ performance. Where leadership style is the independent variable which is measured with autocratic leadership style, democratic leadership style, transformational leadership style and transactional leadership style while the dependent variable is employees’ performance.
2.5 Theoretical Review
2.5.1 Transformational Leadership Theory
This theory (also known as relationship theory) focuses on the connections formed between leaders and followers (Bass & Avolio, 2000). This theory is premised on a leadership style that inspires followers to improve performance by focusing on the wants and needs of the organization as well as the personal concerns of its members (Munir & Aboidullah, 2018). Leadership effectiveness under this theory is dependent on individualized consideration, intellectual stimulation, inspirational motivation and idealized influence (Ewell, 2018; Getachew & Erhua, 2018). Idealized influence refers to when transformational leaders act as role models to their subordinates such that the followers identify themselves with a high level of morale and enthusiasm to fulfil the demands of leader whom they respect, admire and trust (Bass & Avolio, 2000). Leaders using this approach can motivate others, to want to change, improve and be led (Hall, 2002; Ewell, 2018) and possess high ethical and moral standards (Getachew & Erhua, 2018),
2.5.2 Path-Goal Theory
The path-goal theory was developed by Martin Evans in his 1970 paper, “The Effects of Supervisory Behaviour on the Path-Goal Relationship” and was refined by Robert House in his 1971 paper, “A Path-Goal Theory of Leader Effectiveness”. The theory is based on specifying a leader’s style or behaviour that best fits the employee and work environment to achieve a goal (Malik, 2013). Also, this theory can be explained as a leadership style whereby a leader exhibits certain contextual behaviours that align the follower’s goals with the organization’s goals and direct the followers to choose the best paths to achieve these goals (Malik, 2013). The goal of this leadership style is the improvement of employee productivity by focusing on employee satisfaction and motivation (House, 2015). The Path-Goal leadership theory is based on the Vroom expectancy theory in which an individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual (Ghiasi & Limoni, 2015). The Path-Goal theory posits that leaders may not only use varying behaviours with different subordinates but might use different behaviours with the same subordinates in different situations (Rego et al., 2012; Malik, 2013).
In relating this theory with leadership style, leaders that lead utilizing a Path-Goal leadership style reward and encourage their followers for goal achievement and also provide their followers with the necessary direction, clarity and assistance with the elimination of obstacles for them to attain their goals (Malik, 2013). House (2015) identified four leadership styles namely directive, supportive, participative and achievement-orientated leadership (Ewell, 2018). The directive leader is a type of leader that schedules the tasks of the followers and directive leaders also provide guidance to the followers and let them know exactly what is expected from them (Rohman et al., 2018). Achievement-oriented leaders expect their followers to perform at their highest level by setting goals for them to reach (House, 2015). Supportive leaders aim to show concern for the needs of the followers by employing friendly interaction and participative leaders use collective decision-making by consulting the followers and using their suggestions before making any decisions (Priyashantha, 2016). The theory posits that leaders may use different behaviours with subordinates in a similar situation and or employ varying behaviours with the same subordinate in different situations and this theory suggests that depending upon subordinates, and situations, different leadership behaviours will increase acceptance of leader by subordinates, level of satisfaction and motivation to improved performance (Ghiasi & Limoni, 2015).
2.6 Empirical Review
Clinton and Ogbor (2021) examined the impact of a strategic leadership approach on organizational performance. The findings reveal that democratic and laissez-faire leadership styles have a significant relationship with the performances of staff while the autocratic leadership style has no significant relationship with the performances of staff of GTB in Asaba. Anyaegbunam and Anekwe (2021) examined the effects of leadership styles on employee performance with particular reference to Life Breweries Plc, Onitsha. The study revealed among others that there is a positive and significant relationship between the leadership style in the organization and employees’ performance. Nwagbala, et al. (2021) examined the relationship that exists between transformational leadership style and participatory leadership style on employee performance in Stanel World, Awka, Anambra State. The findings were that there is a significant relationship between leadership style and employee performance by showing a positive relationship between participative leadership style and employee while showing a positive relationship between transformational leadership style and job satisfaction. Adegboye and Awolusi (2021) examined the effect of leadership style on employee productivity in the Nigerian oil and gas industry using Chevron Nigeria Limited as a case study. Results of the descriptive and regression analysis indicate that the autocratic leadership style is the most predominant in the Nigerian Oil and Gas followed by laissez-faire, bureaucratic, transactional, democratic and charismatic leadership styles. Udin (2021) provides new insights into uncovering the black box related to the relationship between transformational leadership and employee performance. Using a literature review from various previous studies in the last five years (2017-2021), the result of this study justifies that transformational leadership, in various organizational settings and sizes, has a significant effect on employee performance. Iman, et al. (2021) explained the influence of leadership and work motivation on employee performance at private universities within the province of Southeast Sulawesi which is mediated by knowledge-sharing behaviour. A survey approach and explanatory research method were used. The results obtained showed that leadership has a positive and significant effect on employee performance and knowledge-sharing behaviour. Negash, (2021) examined the effect of leadership styles such as transformational, transactional, laissez-faire, democratic and autocratic on employees’ performance at Debre Berhan wood processing PLC. Descriptive and explanatory research designs were applied to cross-sectional data collected from 202 sample respondents. Results revealed that transformational leadership exerted the highest positive influence on employee performance followed by democratic, transactional, and laissez-faire leadership styles respectively, while autocratic leadership style had a negative significant effect on employee performance. Amegayibor (2021) explored the association between leadership styles and employee performance in a family-owned manufacturing business. A quantitative approach and a correlational design were adopted with a census technique of sampling 400 employees, an interview schedule, multiple linear regression, and SPSS 16.0 version were carried out for analysis. The results revealed that autocratic, charismatic, and paternalistic leadership styles influence employees’ performance. Also, autocratic, charismatic and visionary leadership styles influence error reduction. Furthermore, paternalistic and visionary leadership styles influence employees’ quality of work. Osano (2022) investigated the influence of leadership style on employee performance in Kenya. A descriptive design and survey design were adopted for the study. The result indicated that the transformational leadership style influences employee performance, the transactional leadership style showed that it has a positive and significant influence on employee performance, the participatory leadership style influences employee performance and the autocratic leadership style influences employee performance. Wase and Jeyaprabha (2022) assessed the practices of leadership styles that influence employees’ job performance. The results of the research were mixed which revealed positive results and negative results. The result of the analysis carried out showed that transformational and servant leadership behaviours positively and significantly influence employees’ performance at the workplace. While autocratic and transactional leadership behaviours are not significant in influencing employees’ performance. Khudhair, et al. (2022) identified the impact of leadership style on employee performance using a sample size of 100 from one private organization in Selangor, Malaysia conducted with a convenience sampling technique. From the result, regression coefficient analysis shows that there is a significant and positive impact of democratic and laissez-faire leadership styles on employee performance. While autocratic leadership style shows a negative significant impact on employee performance. Imam and Sopiah (2022) explored a systematic literature review on the influence of leadership style on employee performance. The results of the study revealed that the leadership style of a leader is to solve the problem by approaching each employee to build an emotional approach so that the relationship between leaders and employees can run well.
Onwuegbuna (2022) examined the impact of the democratic leadership style on employees’
performance in selected private universities in Ota, Ogun State, Nigeria. The findings show that the democratic leadership style has an impact on employees’ performance in Nigerian private universities. Akpoyibo (2022) investigated leadership style and employees’ performance in the Nigerian banking industry with particular reference to GTB Plc. Survey design was carried out using both primary and secondary sources. It was resulted that the staff of GTB are familiar with different leadership styles of which several are practiced by management towards employees and that the leadership styles practiced at GTB include the participatory style, democratic as well as the charismatic leadership style that the team leaders GTB create a conducive work environment which that helps employees do their jobs also, that the management of GTB provides sufficient assistance to employees who go through hard times and that the type of leadership style adopted by top management at GTB motivates employees in performing their jobs.
2.7 Research Gap
Most studies have been carried out as regards leadership style and employees’ performance in developed countries but in Africa especially Nigeria studies carried out are mostly in the area of banking, and manufacturing companies but research carried out in Nigeria on tertiary institutions is not much. Though, most researchers have worked on leadership style and employees performance in Nigeria such as Ajibade, et al. (2017); Orji, et al. (2017); Kalu and Okpokwasili (2018); Ekpenyong (2020); Amusa, et al. (2020); Nwagbala, et al. (2021); Adegboyega and Awolusi (2021); Akpoyibo (2022) and Onwuegbuna (2022). But few researchers have been able to work on tertiary institutions in Nigeria recently such few scholars are Yusuf-Habeeb and Yusuf (2017); Odunlami, et al. (2017); Kalu and Okpokwasili (2018); Idowu (2019); Manza, et al. (2020); Onwuegbuna (2022). It was observed that these researchers mainly used transformational, transactional, charismatic, participatory, and laissez-faire as components of leadership style while autocratic, and democratic amongst others were not used in measuring leadership style and employees’ performance of tertiary institutions in Nigeria. Another aspect is the methodology where the questionnaire was not measured based on a multi-factor leadership questionnaire. Therefore, this study made use of this scaling factor by Bass (1995) and Yousef (2000) scale of measuring employee performance. Also, the study emphasized an understanding of leadership style the underlying factors, issues and influence on employees’ performance at tertiary institutions in Ibadan, Oyo State, Nigeria.
3.0 METHODOLOGY
This study makes use of a cross-sectional survey research design to investigate the relationship between leadership style and employees’ performance at private tertiary institutions in Ibadan, Oyo state. The main reason for this survey was to gather the proper information to provide insight into leadership style and employees’ performance of private tertiary institutions in Ibadan, Oyo State, Nigeria. This study focused on Lead City University because it is one of the largest, most populated and most well-known private universities in Ibadan amongst other private universities. The population of this study consists of a staff of Lead City University in Ibadan, Oyo State, Nigeria. The total population for this study is 585 (five hundred and eighty-five). Table 3.1 illustrates the selected outcome alongside the number of staff of both academic and non-academic staff of the school.
3.1: Distribution of staff of selected branches
S/N
ITEM
NUMBER OF STAFF
1
Academic Staff
347
2
Non-Academic Staff
238
TOTAL
585
Source: Field Survey, 2023
The sample size for this study was approximately 238 using the Slovin’s formula which is illustrated below.
3.1 Reliability of Instrument
Table 1: Alpha Test for Reliability, Consistency and Validation
The table above shows Cronbach Alpha test for reliability, consistency and validity of the study instrument which is the questionnaire. The minimum acceptable value for Cronbach’s alpha is 0.50; Below this value the internal consistency of the common range is low. Meanwhile, the maximum expected value is 0.90; Above this value is perceived as redundancy or duplication. Alpha values between 0.55 and 0.90 is usually preferred. In this study, the Cronbach Alpha test results as seen from the table above shows a value of 0.61 which makes the instrument for this study reliable and valid.
3.2 Method of Data Analysis
The method of data analysis was of two parts. The first part consists of the frequencies, means and percentages which were used to describe the characteristics of the sample. The second part was the regression analysis used to infer meaning about the entire population from the sample findings. Also, analysis of variances, model summaries and regression coefficients were used to describe the characteristics of the population of study while STATA version 14 and Microsoft Excel were used as the principal data analysis tools.
3.3 Model of Specification
This comprises the elements used in measuring the independent variable (Leadership Style) which are Autocratic Leadership Style (AULS), Democratic Leadership Style (DELS), Transformational Leadership Style (TFLS) and Transactional Leadership Style (TSLS) on the dependent variable which is employees’ performance.
The model for the study is functionally stated below:
β1 – β3 > 0 = Coefficient of AULS, DELS, TFLS and TSLS
Ɛⅈ = Error term
ⅈ = Samples of Lead City University Ibadan, Oyo State, Nigeria.
The a priori expectation for this study is stated:
β1, β2, β3, β4 > 0, the reason is that the variables used here are a process dimension
4.0 Data Presentation and Analysis
Particularly, a total of 240 questionnaire were sent out to the respondents for data generation as shown in the table below:
Table 1: Analysis of Questionnaire
Questionnaires
Copies
Percentage
Retrieved
205
85%
Un-retrieved
35
15%
Sent copies
240
100%
Source: Author Compilation from field work, 2024
The result from the analysis of the retrieved questionnaire shows that out of the 240 questionnaire that were sent, 205 of them were retrieved. This represented 85% of the total questionnaire sent and this was the number that was used for analysis in the subsequent sections that will follow. 35 of the questionnaires could not be retrieved, representing 15% which is not significant.
4.1 Data Analysis
Correlation Analysis
In examining the association among the variables, we employed the Spearman Rank Correlation Coefficient (correlation matrix), and the results are presented in the table below.
Table 4.7: Correlation analysis
| ep auls dels tfls tsls
————-+———————————————
ep | 1.0000
auls | 0.1418 1.0000
dels | 0.5966 0.0306 1.0000
tfls | 0.6561 0.2370 0.4046 1.0000
tsls | -0.0431 -0.0089 -0.0701 0.0144 1.0000
Author’s computation (2024)
In the case of the correlation between leadership styles and employee performance, the above results show that there exists a positive and weak association between autocratic leadership style and employee performance (0.1418). There exists a positive and moderate association between democratic leadership style and employee performance (0.5966). There exists a positive and high association between transformative leadership style and employee performance (0.6561). There exists a negative and weak association between transactional leadership style and employee performance (-0.0431). However, to test our hypotheses a regression results will be needed since correlation test does not capture cause-effect relationship.
Regression Analysis
Particularly, to examine the cause-effect relationships between the dependent variables and independent variables as well as to test the formulated hypotheses, we used a robust regression analysis since our results reveal the presence of heteroskedasticity. The robust regression and the OLS results obtained is presented and discussed below.
Table 2: Regression Result
EP Model(OLS)
EP Model(Robust Regression)
CON
0.42{0.549}
0.86{0.239}
AULS
0.10{0.452}
0.18{0.216}
DELS
0.44{0.000} ***
0.40{0.000} ***
TFLS
0.50{0.000} ***
0.44{0.000} ***
TSLS
-0.01{0.945}
-0.09{0.536}
F-statistics Wald Statistics
20.32 (0.00) ***
14.95 (0.00) ***
R- Squared
0.53
0.53
VIF Test
1.14
Heteroscedasticity Test
5.62 (0.0177) **
Note: (1) bracket {} are p-values
(2) **, ***, implies statistical significance at 5% and 1% levels respectively
In the table above, we observed from the OLS pooled regression that the R-squared value of 0.53 shows that about 53% of the systematic variations in employee performance for the period of interest was jointly explained by the independent variables in the model. This implies that employee performance cannot be 100 percent explained by the leadership style variables. The unexplained part of employee performance can be attributed to the exclusion of other independent variables that can impact on employee performance but were excluded because they are outside the scope of this study. However, there are captured in the error term. The F-statistic value of 20.32 and its associated P-value of 0.00 shows that the OLS regression model on the overall is statistically significant at 1% level, this means that the regression model is valid and can be used for statistical inference.
Test of Hypotheses
Following the above, the discussion of the robust regression results became imperative in testing our hypotheses. The below is a specific analysis for each of the independent variables using the robust regression for the models.
Hypotheses 1: There is no significant impact of autocratic leadership style on employees’ performance at private tertiary institutions in Ibadan, Oyo State.
The results obtained from the robust regression reveals that the variable of autocratic leadership {0.18 (0.216)} as an independent variable to employee performance appears to have a positive insignificant impact on employee performance. This therefore means we should accept the null hypothesis and reject the alternate hypothesis. Hence, there is no significant impact of autocratic leadership style on employees’ performance at private tertiary institutions in Ibadan, Oyo State. This implies that autocratic leadership style insignificantly improves employees’ performance at private tertiary institutions in Ibadan, Oyo State during the period under study.
Hypotheses 2: There is no significant influence of democratic leadership style on employees’ performance at private tertiary institutions in Ibadan, Oyo State.
The results obtained from the robust regression reveals that the variable of democratic leadership style {0.40 (0.000)} as an independent variable to employee performance appears to have a positive significant influence on employee performance. This therefore means we should reject the null hypothesis and accept the alternate hypothesis. Hence, there is no significant influence of democratic leadership style on employees’ performance at private tertiary institutions in Ibadan, Oyo state. This implies that democratic leadership style significantly improves employees’ performance at private tertiary institutions in Ibadan, Oyo state during the period under study.
Hypotheses 3: Transformational leadership style has no relationship with employees’ performance at private tertiary institutions in Ibadan, Oyo State.
The results obtained from the robust regression reveals that the variable of transformational leadership style {0.44 (0.000)} as an independent variable to employee performance appears to have a positive significant impact on employee performance. This therefore means we should reject the null hypothesis and accept the alternate hypothesis. Hence, transformational leadership style has no relationship with employees’ performance at private tertiary institutions in Ibadan, Oyo State. This implies that transformational leadership style significantly improves employees’ performance at private tertiary institutions in Ibadan, Oyo State during the period under study.
Hypotheses 4: There is no significant impact of transactional leadership style on employees’ performance at private tertiary institutions in Ibadan, Oyo State.
The results obtained from the robust regression reveals that the variable of transactional leadership style {-0.09 (0.536)} as an independent variable to employee performance appears to have a negative insignificant effect on employee performance. This therefore means we should accept the null hypothesis and reject the alternate hypothesis. Hence, there is no significant relationship of transactional leadership style on employees’ performance at private tertiary institutions in Ibadan, Oyo State. This implies that transactional leadership style insignificantly decreases employees’ performance at private tertiary institutions in Ibadan, Oyo State during the period under study.
5.0 CONCLUSION AND RECOMMENDATIONS
The managing style of a leader is essential to the success of teamwork which leads to organizational growth. In many cases, leaders are not aware of the essential wants and needs of their employees or subordinates, or they fail to understand the difference between the individuals involved in the team. A successful organization is a reflection of excellent leadership. Hence, we investigate the relationship between leadership styles on employees’ performance in private tertiary institutions in Ibadan, Oyo State. Based on the findings of the study, we conclude that autocratic leadership style insignificantly improves employees’ performance at private tertiary institutions in Ibadan, Oyo State during the period under study. However, we also conclude that democratic leadership and transformation leadership style significantly improves employees’ performance at private tertiary institutions in Ibadan, Oyo State during the period under study. Finally, we conclude that transactional leadership style insignificantly decreases employees’ performance at private tertiary institutions in Ibadan, Oyo State during the period under study.
5.3 Recommendations
This study has sufficiently established different positions on the impact of leadership styles on employees’ performance in private tertiary institutions in Ibadan, Oyo state. Based on the findings of this study, we carefully recommend that:
Transformational leaders as well as democratic set of leaders have the capacity and needed skills to solve problems, transform the organization and take the organization to greater heights to achieve better results for the organization.
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Managing money isn’t always easy—especially when juggling bills, debt, savings, and spending. Many Americans find it hard to keep up, and that’s where Albert comes in. Designed as an all-in-one finance assistant, Albert makes budgeting and money tracking simple and stress-free.
It works from your mobile phone, giving you access to your finances anytime, anywhere. From creating a smart budget to helping you pay bills and reduce debt, Albert packs everything into one clean platform. You can get started at https://albert.com/ and learn more. Albert might be your best bet if you’re looking for a tool that simplifies your money life.
Albert is built for users who want to manage their finances without feeling overwhelmed. Many other apps only focus on money manager expense tracking or savings. Albert does more. It combines key features that help handle money, build a budget, and plan long-term financial goals.
One of Albert’s standout features is the personalized spending plan. After connecting your bank accounts, Albert looks at your monthly income, fixed expenses, and spending habits. Then, it creates a plan that fits your lifestyle. The app breaks down what you can safely spend and what you should save. With clear visuals and a friendly layout, you get a real understanding of where your money goes.
How Albert Stands Out Among Many Best Budgeting Apps
There are several budgeting apps out there, but very few offer the flexibility and intelligence that Albert does. While some apps only track expenses, Albert offers deeper control through custom spending categories and a real-time, empowered personal dashboard.
Albert also includes features like automatic savings, credit reports, and insights on your full cash flow. You’ll see how much you earn, spend, save, and owe—all in one place. The app doesn’t just show numbers—it helps you make decisions. That’s why Albert ranks among the best budgeting tools and finance apps in the U.S.
Online Budgeting Tools That Actually Help
Regarding useful budgeting features, Albert covers all the basics and goes further. It includes:
Real-time expense tracking
Zero-based budgeting approach to give every dollar a job
Automatic sorting to categorize expenses
Suggested ways to save based on your past habits
Albert’s tools feel less like software and more like a smart assistant that learns from your patterns. It’s one of the few personal finance tools for budgeting that helps you act smarter with your money instead of just recording it.
Albert’s Free Version
Not everyone wants to pay for a finance app, especially starting out. Albert offers a free version that gives access to core budgeting tools. You can monitor spending, set savings goals, and get personalized insights without spending a dime.
The free app option allows people to try Albert before deciding if they want more advanced features. This is great for young adults, students, or anyone starting to build their financial knowledge.
Tackling Debt and Improving Your Net Worth
According to the Federal Reserve, over 45% of American households carry credit card debt. Albert helps reduce that burden. The app provides clear suggestions for debt repayment, often based on your available cash and spending habits. You’ll see how much to pay when to pay, and which balances to prioritize.
Albert also tracks your net worth in real-time. It pulls in all your accounts—from checking and savings to loans and investments—and gives you a snapshot of your current position. This big-picture view can be a powerful motivator to save and spend less.
Making Capital Budgeting Easier for Personal Use
While formerly personal capital budgeting analysis tools are often used by businesses, Albert brings similar logic to your everyday money decisions. Are you thinking about buying a car or planning a home improvement? Albert helps you see how that purchase would affect your savings and monthly budget.
These insights are helpful because they stop you from making quick decisions that can hurt your long-term goals. Instead, you can look at the numbers and confidently make smart moves. It’s financial thinking made simple for real life.
Keeping It All in One App
What makes Albert one of the best budgeting tools is how it combines everything in one easy-to-use place. With Albert, you no longer need multiple apps for different tasks. Here’s what you get in one platform:
Budget planner that updates in real-time
Full connection to financial accounts and credit cards
Track spending tools that sort and label transactions
Personal budgeting tools for income, expenses, and savings
Alerts when bills are due or spending rises
Snapshot of cash flow, balances, and upcoming bills
You can sort the data as per the account group easily
Sync accounts as easily as you can
Everything is designed to keep your financial life organized and on track. You’re not just looking at money—you’re managing it actively.
Albert vs. Other Free Budgeting Apps
Here’s how Albert compares with other budgeting apps:
Albert takes the stress out of personal finances when dealing with multiple accounts. With smart tools, easy-to-understand insights, and flexible budgeting options, it puts absolute control in your hands. Whether it’s paying bills, building savings, or managing credit, Albert makes everything easier—and it all starts with a single app on your phone.
FAQs
1. Can Albert help with yearly budgeting too?
Yes. Albert allows long-term planning, not just monthly breakdowns. You can set annual savings goals and track performance throughout the year for smarter decisions.
2. What happens if I overspend my budget with Albert?
Albert sends alerts and helpful suggestions so you can adjust. It also updates your plan automatically to help you stay on track the following month.
Preschool workbooks play an important role in early childhood education, providing young learners with a structured approach to developing essential skills. These workbooks are designed to introduce children to fundamental concepts in math and reading, laying the groundwork for future academic success. Early education is vital as it helps children build a strong foundation, helping children’s thinking and social skills grow. In this article, we will explore the concept of preschool workbooks, their benefits, and how they can be effectively integrated into a child’s learning journey. We will cover the following topics:
Understanding preschool workbooks and their purpose
Features of pre-k and big preschool workbooks
Choosing the right preschool learning books
Integrating pre-k activity books into learning
The role of play in preschool workbooks
Encouraging a love for learning with preschool workbooks
Understanding Preschool Workbooks
A preschool workbook is a collection of educational activities and exercises designed for young children, typically aged 3 to 5 years. These workbooks serve the purpose of introducing children to basic concepts in math and reading in a fun and engaging manner. By working through these activities, children can develop thinking skills, improve their fine motor skills, and gain confidence in their abilities.
Preschool workbooks help children learn by offering a variety of exercises that target different skills. For instance, math activities might include counting, recognizing numbers, and simple addition or subtraction. Reading activities often focus on letter recognition, phonics, and vocabulary building. These workbooks are particularly effective because they combine learning with play, keeping children engaged while they learn new things.
For more insights into the importance of early education, you can refer to the American Public University blog, which highlights the critical role early childhood education plays in a child’s development.
Exploring Pre K Workbooks and Big Preschool Workbooks
Preschool workbooks come in various formats, each designed to cater to the unique learning needs of young children. Among these, pre k workbooks and big preschool workbooks stand out due to their complete approach to early education.
Pre K Workbooks: These are specifically tailored for children in the pre-kindergarten age group. They focus on building foundational skills in math and reading, using simple exercises that are easy for young minds to grasp. The activities often include:
Basic counting and number recognition
Letter identification and phonics
Simple puzzles and matching games
Big Preschool Workbooks: These workbooks are ‘big’ not just in size but in the scope of content they cover. They are designed to provide a more extensive learning experience, often including:
Advanced counting and early arithmetic
Comprehensive reading readiness activities
Creative arts and crafts projects
Both types of workbooks aim to get children interested with colorful pictures and interactive tasks, making learning fun and effective. The advantages of using these comprehensive workbooks include:
Encouraging independent learning through self-paced activities
Fostering critical thinking and problem-solving skills
Enhancing fine motor skills through drawing and writing exercises
For a wide range of preschool workbooks, you can explore the School Zone collection, which offers various educational resources tailored to young learners.
Choosing the Right Preschool Learning Books
Selecting the right preschool learning books is crucial for making the most of your child’s learning. Here are some tips to help you choose effectively:
Age-appropriate Content: Ensure the workbook matches your child’s developmental stage to avoid frustration or boredom.
Engaging Illustrations: Look for books with vibrant, colorful pictures that capture a child’s interest and imagination.
Variety of Activities: Choose books that offer a mix of activities to keep learning diverse and exciting.
By taking these factors into account, you can ensure that your child has access to materials that will support their growth and enthusiasm for learning.
Integrating Pre K Activity Books in Learning
Pre k activity books are a fantastic tool to add to a child’s learning. They offer a hands-on approach to education, making learning both fun and effective. Here’s how you can integrate these books into your child’s education:
Combine with Other Tools: Use activity books alongside other educational resources such as flashcards, digital apps, and interactive games to create a diverse learning experience.
Reinforce Learning: Activity books provide practice opportunities, reinforcing concepts learned during play or instruction, which helps solidify knowledge.
Balance Structure and Play: While structured activities are important, ensure there’s room for creative play. This balance helps children apply what they’ve learned in a playful context.
The Role of Play in Preschool Workbooks
Play is a crucial part of early learning, and preschool workbooks can incorporate playful elements to enhance this experience. Here’s why play is important and how it can be included in workbooks:
Encourages Creativity: Play encourages creativity and imagination, allowing children to explore and express themselves freely.
Enhances Engagement: Interactive and playful activities keep children engaged, making learning enjoyable and effective.
Builds Social Skills: Group activities within workbooks can help children develop social skills and learn to work with others.
Encouraging a Love for Learning with Preschool Workbooks
Preschool workbooks are more than just educational tools; they are ways to help children love learning for life. Here are some strategies to make the most of these resources:
Create a Positive Environment: Ensure that learning time is enjoyable and pressure-free. A supportive atmosphere encourages curiosity and exploration.
Incorporate Fun Activities: Use workbooks that include games, puzzles, and colorful illustrations to make learning exciting.
Celebrate Achievements: Acknowledge and celebrate small successes to boost confidence and motivation.
Engage with Your Child: Participate in workbook activities together. This not only strengthens bond but also makes learning more interactive.
Mix Workbook Time with Play: Balance structured workbook activities with free play to foster creativity and imagination.
By using these strategies, you can help your child develop a positive attitude towards learning that will benefit them throughout their educational journey.
Summary and Next Steps
In summary, preschool workbooks play a crucial role in early childhood education by building foundational math and reading skills. They offer structured yet engaging activities that can be seamlessly integrated into a child’s daily routine. By choosing the right workbooks and incorporating them with other learning tools, parents and educators can create a holistic learning experience.
As you explore options for preschool workbooks, remember to select those that are age-appropriate and visually appealing to maintain your child’s interest. Encourage a love for learning by making workbook activities fun and rewarding.
The evolution of artificial intelligence-enabled content generators has had a profound effect on the world’s education system. Are you wondering if college admissions teams use AI detection software to scan your essays or not? Well, the short answer is yes, they do. Many students around the world agree that gaining admission to universities is one of their biggest worries. Colleges now use advanced AI detectors to identify AI-written content for research and other academic activities. While AI detectors are now widely used by higher learning educational institutions, the tools and detection policies differ between colleges. Human review helps ensure originality, authenticity, and academic integrity.
How to Avoid AI Detection in Your College Academic Writing
Each year, American college admission offices receive thousands of applications from domestic and international students seeking to advance their qualifications. Checking for AI in essays has become a standard in many colleges. A recent survey by Intelligent found that about 50% of higher learning institutions use AI to improve their admission review processes, with an additional 23% planning to use the technology in the near future. The introduction of Open AI’s ChatGPT and other innovative content generators has sparked discussion about the impact of artificial intelligence on academic activities. Finding ways to avoid AI detection is essential if you don’t want your essays to be flagged as robotic text. Here are some actionable strategies students can follow to bypass AI detection.
Use the Best AI Text Detector Software
One of the most effective ways to evade AI detection in your college essays is to use the most advanced AI text humanizing software, such as Walter Writes AI, to improve the originality of your content. Not all AI writing apps are designed to create human-like content. That is why students should consider using the best AI text humanizer to transform their academic writing. Walter AI is a powerful tool for detecting, bypassing, and humanizing all text. Students can leverage this application to ensure authenticity in their essays and other academic submissions. The world’s most sophisticated and trusted AI humanizer can verify if your essays pass all popular AI detectors, including GPTZero and Turnitin.
Understand How to Properly Rephrase and Paraphrase Your Content
Many AI text detectors scan for repetitive phrases, so understanding the best practices to reword entire paragraphs can be of great help in bypassing AI flags. Learning how to properly paraphrase and rephrase your texts is a smart strategy to maintain the key element of your academic writing while transforming the vocabulary and sentence structure. According to research, effectively rephrasing your writing can decrease your risk of AI detection by 15-20%.
Include Personal Experiences and Anecdotes
Another proven way to skip AI detection is to share personal anecdotes and perspectives. Readers love engaging with real-life content written by actual people. You can incorporate a human touch to your AI text by sharing your personal experiences, which is something that existing AI content generators lack.
Humanizing your AI content is more crucial now than ever before. If you are a student who wants to avoid the ramifications that come with using AI to draft your application essays, make sure you apply these tips to improve your content originality.
The National Education Policy (NEP), 2020 focuses on ‘Equitable and Inclusive Education’ which reverberates the idea that no child should be left behind in terms of educational opportunity because of their background and socio-cultural identities. It has taken into account the concerns of the Socio-Economically Disadvantaged Groups (SEDGs) which includes female individuals. In addition, NEP prescribes to approach gender as a cross-cutting priority to achieve gender equality in education with the partnership of states and local community organizations. Further, NEP aims at bridging the social category gaps in access, participation, and learning outcomes, including providing greater access to women.
Under Samagra Shiksha, an integrated scheme for school education, various interventions have been targeted for providing quality education to girls like free uniform and text-books to girls up to class VIII, appointment of additional teachers including women teacher, stipend to CWSN girls from class I to class XII, separate toilets for girls, teachers sensitization programmes to promote girls participation, gender-sensitive teaching-learning materials including text books etc. In addition, to reduce gender gaps at all levels of school education, Kasturba Gandhi Balika Vidyalayas, which are residential schools from class VI to XII for girls belonging to disadvantaged groups such as SC, ST, OBC, Minority and Below Poverty Line (BPL), are sanctioned in Educationally Backward Blocks.
To promote higher education among the students across the nation including women, Ministry of Education (MoE) has taken various measures, such as fee reductions, establishment of more institutes, scholarships, priority access to national level scholarships to aid students with poor financial backgrounds to pursue their education. Further, MoE offers various scholarship schemes for providing financial assistance to support women’s higher education. The details of these scholarship schemes may be accessed at https://www.education.gov.in/parl_ques.
With a view to improve female enrolment in the Undergraduate Programmes in Indian Institutes of Technology (IITs) and National Institutes of Technology (NITs), supernumerary seats were created which increased the female enrolment from less than 10% to more than 20%.
Apart from this, University Grants Commission (UGC) is implementing the scheme of “Development of Women’s Studies in Indian Universities and Colleges”. This scheme provides funds for setting up Women Studies Centers (WSCs) in universities and colleges, focusing on teaching, research, curriculum development, training and outreach activities. The objectives of the scheme are to provide financial support in advancing Women’s Studies through teaching, research and practical work.
Further, NEP recommends integrating skill education programmes into mainstream education in all education institutions in a phased manner. Under the Skill Education component of ‘Samagra Shiksha’, financial assistance is provided to States/UTs for giving exposure to Skill Education to students of Grades VI to VIII and introduction of Skill courses from Grades IX to XII, which are aligned with National Skills Qualifications Framework (NSQF). Employability Skill module has been included in the curriculum of Job Rolls which includes Communication Skills, Self-Management Skills, Information and Communication Technology Skills, Entrepreneurship Skills, and Green Skills.
IIT-Madras has undertaken “Vidya Shakti” scheme which aims at enhancing conceptual and foundational learning skills of children from rural areas to enhance enrolment (including women) in STEM branches in Higher Educational Institutions (HEIs).
The Department of Science and Technology (DST) offers fellowships to promote research in basic and applied sciences among women through programs under Women in Science and Engineering- Knowledge Involvement & Research Advancement through Nurturing (WISE-KIRAN) and Science and Engineering Research Board- Promoting Opportunities for Women in Exploratory Research (SERB-POWER) Fellowship scheme to identify and reward outstanding women researchers and innovators working in various Science & Technology program in Indian academic institutions and R&D laboratories.
The Department of Biotechnology runs a special program ‘The Biotechnology Career Advancement and Re- orientation Programme (BioCARe)’ with a vision to promote and support women in science.
Department of School Education and Literacy (DoSEL), Ministry of Education has developed Guidelines on School Safety and Security of children studying in Government, Government-aided and Private Schools. These safety guidelines envisage constitution of anti-bullying committees, parent teacher associations, school management committees, safety walk and complaint boxes etc., as preventive measures for ensuring safety and security of children in schools. Further, these guidelines have provisions to conduct awareness and sensitization program on various provisions including POCSO Act for girls in schools, preparation and dissemination of e-modules on sexual abuse and violence, parenting, nutrition, safety of girl child, etc., and integration of prevention of violence against young children in routine health delivery.
CoinsPaid has unveiled a new Environmental, Social, and Governance (ESG) policy aimed at strengthening sustainability, compliance, and corporate responsibility within the cryptocurrency payments sector.
According to an article on Crypto.news, this initiative aligns CoinsPaid with global ESG standards, ensuring that its operations minimize environmental impact, enhance governance, and contribute positively to society.
“Crypto payments must be built on trust and responsibility. The era of speculation is behind us, and the future demands reliable infrastructure for businesses, regulators, and consumers alike,” said Maksym Krupyshev, CEO of CoinsPaid. “Sustainability, security, and compliance are not just priorities—they are essential. Our ESG policy sets a precedent for responsible crypto adoption.”
Environmental Initiatives
CoinsPaid’s ESG policy includes several key measures to reduce its carbon footprint:
Net-Zero by 2035: The company has begun carbon emission assessments, with Dream Finance OÜ, its Estonian subsidiary, reporting 2,086.32 tCO₂e in 2024. Reduction targets will be officially announced soon.
Energy Efficiency: CoinsPaid is working to decrease per-transaction energy consumption by 5%, leveraging a remote-first operational model and a LEED Gold-certified headquarters in Tallinn.
Sustainable Tech Practices: The company ensures responsible disposal of electronic waste in compliance with environmental regulations.
Social Commitments
CoinsPaid is also prioritizing inclusivity, professional development, and social impact:
Diversity and Inclusion: The company employs professionals from over 22 nationalities, maintaining near-equal gender representation.
Employee Growth: Currently, 73% of job roles have defined skill requirements, with a target of 89% by 2026. Employees receive ongoing training through the CoinsPaid Academy.
Employee ESG Awareness: A recent survey found that 77% of employees understand ESG principles, 63% want to participate in ESG initiatives, and 98% believe ESG is essential to CoinsPaid’s mission.
Community Support: CoinsPaid actively contributes to social programs, including the Tallinn Children’s Hospital Foundation, Aris FC Kids Academy, and initiatives supporting Ukrainian women in Estonia.
Governance and Compliance Enhancements
To strengthen compliance and financial security, CoinsPaid has implemented strict governance measures, including:
Annual ESG Oversight: The company’s Management Board and ESG Officer conduct yearly reviews of sustainability objectives and risks.
Regulatory Compliance: CoinsPaid meets MiCA sustainability regulations and holds ISO 27001 certification.
AML/CTF Policies: Utilizing Chainalysis and SumSub, the company enforces rigorous anti-money laundering (AML) and counter-terrorism financing (CTF) protocols.
Processing over 600 million transactions per month, CoinsPaid recognizes the importance of leading the industry in responsible crypto payments. The company is aligning with EU sustainability regulations, reinforcing security frameworks, and advancing Know Your Transaction (KYT) monitoring to meet evolving compliance standards.
With increasing regulatory scrutiny, responsible crypto payments are now a necessity rather than an option. CoinsPaid is taking proactive steps to integrate ESG principles into its core strategy and will publish regular impact reports to showcase measurable progress.
Additionally, CoinsPaid is fostering collaborations with industry stakeholders to promote responsible crypto adoption. The company is actively engaging with regulators, environmental organizations, and blockchain industry groups to share best practices and contribute to sustainable innovation. By participating in global discussions on ESG in crypto, CoinsPaid aims to drive meaningful change and encourage other payment providers to adopt similar sustainability-focused approaches.
International Journal of Research (IJR) 
