TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP STYLES AND EMPLOYEE PERFORMANCE: A STUDY OF SELECTED PRIVATE SECTOR FIRMS IN THE SOUTH-EAST OF NIGERIA
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP STYLES AND EMPLOYEE PERFORMANCE: A STUDY OF SELECTED PRIVATE SECTOR FIRMS IN THE SOUTH-EAST OF NIGERIA

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Abstract
This study examined the effect of various leadership styles on employee job performance, using selected large private sector organisations from some states in the South-East, Nigeria as the study area. The study used descriptive survey design. The tools of analysis were Pearson Correlation and multiple regression analysis. Results of the analysis indicate that F-value of 28.381 is statistically significant, valid and fit for any predictive purposes. It is also an indication that overall regression model is significant. The regression coefficient represented by ‘R’ has a value of 0.811 and it shows that 81.1 percent relationship exists between the dependent and independent variables. The coefficient of determination represented by ‘R2’ was estimated to be 0.735 and it implies that about 73.5 percent variation in the dependent variable can be explained by the independent variables. The following were the specific findings of the study: transformation and transactional leadership styles have significant effects on employee performance. It was concluded that democratized work environment with better human relations are more likely to enhance work performance in an organisation while autocratic, harsh and insensitive leadership style can only promote negative work attitude and poor performance by the employees. It was recommended among others that organisations should adopt transformational leadership style which has proved to be the most effective in enhancing employees’ performance.


Keywords: Leadership Styles, Employee performance, Selected Private Sector Firms