Transactional and Transformational Leadership Styles, Organizational Commitment, and Leader Effectiveness in Nigeria
Transactional and Transformational Leadership Styles, Organizational Commitment, and Leader Effectiveness in Nigeria
Samuel Olutade Fadare | 2016
Abstract
This study had a three-part purpose: (a) examine the relationship between dimensions of transactional and transformational leadership styles and dimensions of organizational commitment within sub-Saharan Africa, (b) explore the relationship between dimensions of transactional and transformational leadership styles and leadership effectiveness within sub-Saharan Africa, and (c) determine whether dimensions of transactional and transformational leadership styles were moderated by dimensions of organizational commitment within sub-Saharan Africa to produce effective leadership. A sample of 228 Nigerian employees from a variety of industries who were selected from both the LinkedIn professional networking site and from members of the Institute of Chartered Accountants of Nigeria completed an online survey. The hierarchical regression technique was subsequently applied to test 40 separate propositions. Findings from this study confirmed that relationships among workers in sub-Saharan Africa were significant and positive in all the following cases: (a) contingent reward and affective commitment, (b) contingent reward and continuance commitment, (c) management-by-exception (active) and continuance commitment, (d) idealized influence (behavior) and continuance commitment, (e) intellectual stimulation and continuance commitment, and (f) management-by-exception (passive) and leadership effectiveness. Gender was found to be consistently significant when predicting dimensions of organizational commitment as well as when determining effective leadership among employees in sub-Saharan Africa. Finally, findings established that no significant relationship existed between dimensions of transactional and transformational leadership styles and effective leadership among sub-Saharan African employees when the relationships were moderated by dimensions of organizational commitment.