Canonical Analysis of Perceived Leadership Styles and Employees’ Commitment in Nigeria
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This paper examines the relationship between leadership styles
(transformational, transactional and lassiez-faire leadership) and employees’
commitment and also identify the specific leadership styles sub-variables that
relate more to the employees’ commitment in Lagos State Civil Service
Commission of Nigeria. The paper employed a cross-sectional survey research
design. All current employees of the organisation were the population of the
study, while the sample for this study included employees who were selected
through simple random sampling technique. The Multifactor Leadership
Questionnaire (MLQ) and Organisational Commitment Questionnaire (OCQ)
developed by Bass and Avolio (2004) and Meyer and Allen (1997) respectively
were used to collect data. Data obtained from the organisation were analysed
using the Statistical Package for Social Sciences (SPSS) 22.0 version. The results
were the outcome of the analysis of the data obtained from respondents. The
significance level was considered when p < 0.05. The result shows that there is a
positive relationship between leadership styles (transformational and
transactional leadership) and employees’ commitment and on the contrary a
negative relationship between and lassiez-faire leadership style and employees’
commitment in the study context. Furthermore, the result revealed that the most
prominent sub-variables among the leadership styles that related more to
employees’ commitment are inspirational motivation, intellectual stimulation,
contingent reward and idealised behaviour respectively. The study recommends
that the management of Lagos State Civil Service Commission of Nigeria should
adopt more of transformational leadership style, with specific reference to
idealised behaviour, inspirational motivation and intellectual motivation subvariables
in ensuring employees’ commitment and also note that leadership styles
of management are crucial to the attainment of appreciable employees’
commitment for organisational performance.
Keywords
AC Collections. Series. Collected works, H Social Sciences (General), JA Political science (General)