scholarly journals Organizational Leadership Styles and Employees’ Performance in Nigerian Deposit Money Banks

2021 ◽  
Vol 10 (2) ◽  
pp. 36-42
Author(s):  
Saidi Adedeji Adelekan ◽  
Patience Erigbe
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Survey Research ◽  
Organizational Leadership ◽  
Coefficient Of Determination ◽  
Validity Index ◽  
Research Instrument ◽  
Human Endeavor ◽  
Structured Questionnaire

The concept of organizational leadership has engendered a lot of arguments. This is because the effect of leadership on every human endeavor cannot be over emphasized. This study examines the effect of organizational leadership styles, particularly transformational and servant leadership styles on deposit money banks (DMBs) employees’ performance in Nigeria. The study employs survey research design, through the administration of structured questionnaire on some selected employees of Guaranty Trust Bank, United Bank for Africa and First Bank. The research instrument was validated through content validity index, while test-retest method was employed in ascertaining the reliability of the research instrument. The findings revealed that transformational leadership and servant leadership styles have positive and significant combined effect on deposit money banks employees’ performance (F-stat= 58.02 *0.000). The adjusted coefficient of determination (adjusted R2) suggested that, 39.4% variation in employees’ performance is accounted for by transformational leadership and servant leadership styles. The t-value revealed that when the two variables (transformational leadership and servant leadership styles) are combined, they both have positive and significant effect on deposit money banks employees’ performance. Therefore, it can be concluded that transformational leadership and servant leadership styles both have individual as well as combined positive and significant effect on deposit money banks employees’ performance.

Servant Leadership and Commitment: Role of Transformational Leadership

2015 ◽  
Vol 3 (1) ◽  
Author(s):  
Abirami Muthia ◽  
Venkat R. Krishnan
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Practical Implication ◽  
Normative Commitment ◽  
The Relationship ◽  
Moderating Role

Leadership styles have been found to impact followers affective and normative commitment. The purpose of this study is to analyze the mediating and moderating role of transformational leadership in the relationship between servant leadership and followers affective and normative commitment. Data were collected from 105 employees (49 male, 56 female) of various IT firms located in India. The respondents were asked to rate their supervisors servant leadership and transformational leadership, and their own affective and normative commitment. Results show that transformational leadership fully mediated the relationship between servant leadership and followers affective and normative commitment. We also found that servant leadership enhances followers affective and normative commitment only when transformational leadership is low. A practical implication of the study is that displaying characteristics of servant leadership would be a good start for any leader-follower relationship and for making it more transformational. Once the leader is seen as highly transformational, servant leadership may not enhance followers affective and normative commitment after that. This study adds to the existing literature by checking for both moderation and mediation by transformational leadership in the relationship between servant leadership and followers affective and normative commitment.

scholarly journals The Impact of Leadership on Organizational Performance

2019 ◽  
Vol 8 (3) ◽  
pp. 7573-7576
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Survey Research ◽  
Leadership Style ◽  
Organizational Leadership ◽  
Academic Staff ◽  
Public Organizations ◽  
The Impact ◽  
Goals And Objectives

Organizations are established with certain specific aims and goals which are directly reflected in the vision and mission of the organizations. Public organizations are also established with specified goals and objectives to be attained. This study investigates the effect of organizational leadership on the organizations level of performance. For the purpose of this study, a survey research was employed and data was generated primarily through the use of questionnaire, focus was given to academic staff of the Nigeria’s University and the leadership of the various faculties and departments. Data generated was tested using correlation and the result reveals that to a large extent the leadership style employed has affected timely achievement of stated goals by academic staff. Also it was revealed that the leadership of the organization does not promote academic staff exceeding their stated goals. It was recommended that; appropriate leadership style should be adopted by the leaders of the various faculties and departments so that the workers will be able to guarantee timely result delivery also the leadership styles by the faculty and departmental heads should be reviewed to enhance staff ability to exceed their set targets.

scholarly journals Perceived Effects Of Leadership Styles On Workers’ Performance In Package Water Producing Industry In Adamawa State, Nigeria

2015 ◽  
Vol 3 (12) ◽  
pp. 101-110
Author(s):  
Adamu Ahmed Girei
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Laissez Faire ◽  
Transactional Leadership Style ◽  
Improved Performance ◽  
Transformational Leadership Style ◽  
The Impact

This empirical paper examines the impact of transformational leadership, transactional leadership, laissez faire leadership and servant leadership styles on performance among employees of Package Water producing Industry in Adamawa State, Nigeria. SPSS v.20 Correlation and regression techniques were used to test the study hypotheses. The result provided support for three hypothesized relationships for the study. Specifically, transformational leadership style, transactional leadership style and servant leadership style have positive, strong and significant relationship with performance among the study sample. However, laissez faire leadership style was not found to be significantly related to performance among the employees. Therefore, it is recommended that, package Water enterprises managers/ owners should practice transformational leadership, servant leadership styles and transactional leadership for improved performance in the industry in Adamawa State, Nigeria.

scholarly journals Does Leadership Matter in Performance of Social Enterprises in South Korea?

2021 ◽  
Vol 13 (20) ◽  
pp. 11109
Author(s):  
Seokwon Chang ◽  
Mugoan Jeong
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Social Enterprise ◽  
Social Enterprises ◽  
Non Profit ◽  
And Performance ◽  
E Mail

In social enterprises, which are hybrid organizations that create social and economic values, the role of leaders is important to achieve goals. However, prior research on social enterprises overlooked the importance of a leader, and some research that considered leadership was insufficient to concern the characteristics of social enterprises. This study aims to find whether there is no problem in applying the leadership emphasized in a profit-firm to a non-profit-firm such as a social enterprise, since social enterprises pursue economic and social objectives simultaneously. To do so, we examined the effects of four leadership styles (transactional leadership, transformational leadership, servant leadership, and entrepreneurship) used mainly in commercial enterprises on the performance of social enterprises. In review of prior studies, it was assumed that transactional leadership would not have a significant effect on performance, and the other three kinds of leadership were hypothesized to have a positive effect on performance. Additionally, to clarify the relationship between leadership and performance of social enterprises, leader trust and calling were considered as mediators. Using the list of Korea Social Enterprise Promotion Agency, questionnaires were distributed via e-mail to employees of 318 social enterprises located in Seoul, and 251 copies were collected and analyzed. The results of this study show that transactional leadership only affects economic performance and does not show significance with the rest of the variables as was expected. Transformational leadership had positive relationships with variables considered as performances of social enterprises, and the mediating effects of leader trust and calling were also verified. Entrepreneurship was positively related to three performances of social enterprises, but servant leadership had a positive relationship with organizational commitment. This study contributes to highlighting the need for research to find appropriate leadership styles that focus on the characteristics of social enterprises.

scholarly journals Relationship between transformational leadership and personality with the commitmment to the organisation (Case study at food and drugs administration republic of Indonesia)

2020 ◽  
Vol 5 (01) ◽  
pp. 59
Author(s):  
Ratno .
Keyword(s):  
Transformational Leadership ◽  
Correlation Analysis ◽  
Functional Relationship ◽  
Coefficient Of Determination ◽  
Research Instrument ◽  
Analysis Techniques ◽  
Head Office ◽  
Office Employees ◽  
Food And Drugs Administration

The purpose of this study is to study whether there is a relationship between Transformational Leadership and Personality with the coommitment to Organization both partially and simultaneously. The population of this study are head office employees which is 1,413 employees. The formula determines the number of samples based on Slovin, after the calculation, it is obtained a sample of 312 samples. The research instrument is a questionnaire. The collected data are tested by using correlation analysis techniques. The results has showed that: 1. Transformational leadership partially relates to the commitment to the organization, 2. Partial personality has related to the commitment,to the organization 3. Transformational leadership and personality simultaneously correlate positively to the commitment organization having the ratio of 0.770, then the functional relationship is obtained by equation = 27,589 + 0,725X1 + 0,17 X2 and the coefficient of determination or contribution of transformational leadership and personality simultaneously to the commitment to the organization is 59,3%. Keywords: Transformational Leadership, Personality and Commitment to Organizations.

PENGARUH KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, KEPERCAYAAN KEPADA PEMIMPIN TERHADAP KETERIKATAN KERJA KARYAWAN PADA PT. BALI BIJAKSANA NUSA DUA – BALI

2019 ◽  
Vol 14 (4) ◽  
pp. 2455
Author(s):  
I Putu Dharmawan Pradhana ◽  
Putu Nova Kusuma Hendra
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Employee Engagement ◽  
Regression Coefficient ◽  
Linear Regression Analysis ◽  
Simple Random Sampling ◽  
Multiple Linear Regression Analysis ◽  
Coefficient Of Determination ◽  
Positive Effects ◽  
Trust In Leaders

The purpose of this study was to determine the effect of transformational leadership, job satisfaction, trust in leaders on employee engagement at PT.Bali Bijaksana Nusa Dua – Bali. The number of samples in this study were 75 employees with a simple random sampling method. Data collection used questionnaire. The data analysis technique used is the classical assumption test, multiple linear regression analysis, t-test, F-test and test coefficient of determination. The results of the study show that there are positive and partial positive effects of transformational leadership, job satisfaction, and trust in leaders in increasing employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. The results showed that the transformational leadership regression coefficient (X1) was 0.268 with a value that meant that each increase in transformational leadership variables could increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. Job satisfaction regression coefficient (X2) is equal to 0.303, which means that every increase in job satisfaction variables can increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. Regression coefficient value to leader (X3) is equal to 0.256, which means that every increase in the trust variable in the leader can increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. As  the results of the determination coefficient of 0.657, its means that 65.7% can explain the model or influence of each variable on work engagement, while the rest (100% -65.7% = 34,3%) is explained by other reasons outside research model.

Impact Of Transformational Leadership On Motivating Faculty Members

2019 ◽  
Vol 118 (11) ◽  
pp. 303-312
Author(s):  
Jamal Asad Mezel ◽  
Adnan Fadhil Khaleel ◽  
Kiran Das Naik Eslavath
Keyword(s):  
Transformational Leadership ◽  
Empirical Study ◽  
Leadership Styles ◽  
Faculty Members ◽  
Traditional Form ◽  
Lack Of Information ◽  
University Leaders ◽  
The University ◽  
The Impact

This empirical study show that the impact of all styles was well moderate. The means of effect of all styles were less than 3 out of 5. It means the expected impact of transformational affect upon the all dimensions of the activities, are not expected due to the traditional styles of leadership and the lack of information about the transformational leadership styles which can guide leaders to use such styles in the organization which may be this results due to lack of trained leaders and necessary knowledge with the leaders in all universities about transformational styles the traditional form of the leadership styles which used by the university leaders affect the communication between all levels of the administration and the faculty members which has consequence because decrease in motivation and a self-consideration from the administration.

Promoting Democracy in a Depressed Economy through Business Education for National Security in Enugu State.

2019 ◽  
pp. 201-208
Author(s):  
Emeka Promise u. ◽  
Ohagwu Gold Chiamaka
Keyword(s):  
Standard Deviation ◽  
Data Collection ◽  
National Security ◽  
Survey Research ◽  
Business Education ◽  
Tertiary Institutions ◽  
Business Educators ◽  
Research Questions ◽  
Enugu State ◽  
Structured Questionnaire

This study was carried out to determine the measures for promoting democracy in a depressed economy through business education for national security in Enugu State. Two research questions and two null hypotheses were used for the study. The study adopted a survey research design. The population for the study was 41 business educators from four government owned tertiary institutions in Enugu State. There was no sampling since the population was manageable. The instrument for data collection was a structured questionnaire developed by the researchers and validated by the experts. The reliability of the instrument was determined using Cronbach Alpha, which yielded an overall index 0.72. Mean and standard deviation were used in answering research questions while hypotheses were tested using t-test. It was found that governmental measures items promoted democracy through business education for national security. The study also revealed that lecturers‟ measures also promotes democracy through business education for national security. It was recommended that: government should make adequate budgetary provision for business education. Democrats should be involved in business teacher‟s conferences and seminars.

scholarly journals In the Eye of the Beholder: How Self-Other Agreements Influence Leadership Training Outcomes as Perceived by Leaders and Their Followers

2021 ◽  
Author(s):  
Karina Nielsen ◽  
Susanne Tafvelin ◽  
Ulrica von Thiele Schwarz ◽  
Henna Hasson
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Training ◽  
Leadership Behaviors ◽  
Forest Industry ◽  
Training Outcomes ◽  
Contingent Reward ◽  
Leaders And Followers ◽  
A Prospective Study ◽  
Prospective Study Design

AbstractBased on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ and followers’ agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.

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