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

Authors

  • Saidi Adedeji Adelekan Dominican University
  • Patience Erigbe Mountain Top University

DOI:

https://doi.org/10.5195/emaj.2020.202

Keywords:

Organizational Leadership Styles, Transformational Leadership Style, Servant Leadership Style, Employees’ Performance, Deposit Money Banks

Abstract

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.

Author Biography

Saidi Adedeji Adelekan, Dominican University

Senior Lecturer

Business Administration

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Published

2021-04-27

Issue

Vol. 10 No. 2 (2020)

Section

Articles

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