International Journal on Leadership

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Transformational Leadership and Employee Performance of Selected Private Secondary Schools in Rivers State


Affiliations
1 Department of Industrial Relations & Personnel Management, College of Management Sciences, Michael Okpara University of Agriculture, Umudike, Nigeria
2 Department of Management, Abia State University, Nigeria
     

   Subscribe/Renew Journal


This study examines the relationship between transformational leadership and employee performance of selected private secondary schools in Rivers State. Research design is a cross-sectional survey. Target population includes nine private secondary schools in as published by West African Examination Council (2016). 750 employees were surveyed. Sample size is 254 using Krejcie and Morgan (1970). Method of data collection is questionnaire. Face and content validity were used. Cronbach alpha’s test was used to ascertain the reliability of the instrument. Spearman’s Rank Order Correlation Coefficient (rho) was used to test the hypotheses using statistical package for social sciences (20.0). The study found that transformational leadership has a positive significant relationship with employee performance. This study concluded that transformational leadership measured in terms of idealized influence, inspirational motivation, intellectual stimulation, and individual consideration enhances employee performance in the selected private secondary schools in Rivers State. One of the recommendations is that administrators of private secondary schools should employ transformational leadership as a strategy to enhance employee performance at the workplace.

Keywords

Leadership, Transformational Leadership, Employee Performance, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individual Consideration.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Abasilim, U. D. (2013). Leadership style and organisational performance: A case study of Akwa Ibom Water Company Limited. Unpublished M.Sc. Dissertation, Department of Political Science and Public Administration, University of Uyo, Uyo, Akwa Ibom, Nigeria.

  • Abasilim, U. D. (2014). Transformational leadership style and its relationship with organisational performance in Nigerian work context: A review. IOSR Journal of Business and Management, 16(9), Ver. VI, pp. 1-5.

  • Ali, H., Ismael, A., Mohamed, S., & Davoud, N. (2011). The impact of responsibility and leadership styles on leading change capability of Malaysian Managers. Australian Journal of Business and Management Research, 1(2), 70-98.

  • Amir, S., & Zaidatol, A. L. P. (2012). Transformational leadership and its predictive effects on leadership effectiveness. International Journal of Business and Social Science, 3(7).

  • Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor fullrange leadership theory using the Multifactor Leadership Questionnaire. The Leadership Quarterly, 14(3), 261-295.

  • Armstrong, M. (2012). Armstrong’s handbook of human resource management practice. United Kingdom: Ashford Colour Press.

  • Atika, M., & Tripti, S. (2008). Relationship of emotional intelligence with transformational leadership and organizational citizenship behavior. International Journal of Leadership Studies, 4(1), 3-21.

  • Avolio, B. J., Waldman, D. A., & Yammarino, F. J. (1991). The four I’s of transformational leadership. Journal of European Industrial Training, 15(4), 9-16.

  • Avolio, J., & Bass, M. (2000). Developing potential across a full range of cases on transactional and transformational leadership. London: Lawrence Erlbaum associate, Inc.

  • Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25, 951-968.

  • Bass, B. M., & Avolio, B. J. (1995). The multifactor leadership questionnaire - 5x short form. Redwood: Mind Garden.

  • Bass, M., & Riggio, E. (2006). Transformational leadership (2nd Ed.). USA: Lawrence Erlbaum Associates, Inc.

  • Burns, J. M. (1978). Leadership. New York: Harper and Row.

  • Cole, G. A. (2005). Organizational behaviour. Nottingham: TJ International.

  • Dike, G. (30th August, 2016). Up, up private schools; down, down public institutions.

  • Retrieved from http://sunnewsonline.com/up-up-private-schools-down-down-public-institutions/.

  • Duressa, Z., & Asfaw, M. (2014). Transformational leadership and its applications in the public service organizations of Ethiopia. International Affairs and Global Strategy, 23.

  • Ekeh, P. U., & Oladayo, O. T. (2011). Emotional intelligence and leadership success of secondary school principals in rivers state, Nigeria. International Multidisciplinary Journal, Ethiopia, 5(5).

  • Eze, H. C. (2010). Leadership in organization. Journal of Nigerian Institute of Management, 46(1), 29-35.

  • Givens, R. J. (2008). Transformational leadership: The impact on organizational and personal outcomes. Emerging Leadership Journeys, 1(1), 4-24.

  • Griffin, R. W., & Moorhead, G. (2014). Organizational behavior: Managing people and organizations (11th Ed.). USA, South-Western, Cengage Learning.

  • Hukpati, C. A. (2009). Transformational leadership and teacher job satisfaction: A comparative study of private and public tertiary institutions in Ghana. A Master Thesis, Faculty of Behavioural Science, University of Twente.

  • Iheriohanma, E. B. J. (2009). Organizational knowledge leadership and employee productivity: A sudy of Imo State, Nigeria Civil Service. An International Journal of Psychology, 17(2), 121-138.

  • Jones, R. G., & George, M. J. (2004). Essentials of managing organizational behaviour, Upper Saddle River: Prentice Hall.

  • Jones, R. G., & George, M. J. (2006). Contemporary management (4th Ed.). New York: McGraw-Hill, Irwin.

  • Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities Educational and Psychological Measurement, 30, 607-610.

  • Krishnan, V. R. (2005). Transformational leadership and outcomes: Role of relationship duration. Leadership & Organization Journal, 26(5/6), 442-457.

  • Krishnan, V. R. (2004). Impact of transformational leadership on followers’ influence strategies. Leadership and Organizational Development Journal, 25(1), 58-72.

  • Luthans, F. (2011). Organizational behavior: An evidencebased approach (12th ed.). New York: McGraw-Hill/Irwin.

  • Melvyn, R.W. H., Nico, W. V. Y., Barbara, W., & Kai, S. (2011). Transformational transactional leader styles and followers’ regulatory focus: Fit reduces followers’ turnover intentions. Journal of Personnel Psychology, 10(4), 182-186.

  • Northouse, P. G. (2004). Leadership theory and practice. Pastoral Psychology, 56(4), 403-411.

  • Odigbo, C. L. (2005). Public and private secondary school, Dichotomy in the Nigeria education system: Implication for quality education in Nigeria. Journal of Education Administration and Planning, 5(2), 164-173.

  • Ojokuku, R. M., Odetayo, T. A., & Sajuyigbe, A. S. (2012). Impact of leadership style on organizational performance: A case study of Nigerian Banks. American Journal of Business and Management, 1(4), 202-207.

  • Okwudili, B. E., & Edeh, F. O. (2017). The effects of compensation on employee performance: A study of rivers state board of internal revenue service. Journal of Strategic Human Resource Management, 6(2).

  • Parasuraman, A., Zeithaml, A., Valarie, L.L., & Berry, L.L. (1988). SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. J. Retailing 64, 12-40.

  • Sosik, J. J., Potosky, D., & Jung, D. I. (2002). Adaptive self-regulation: Meeting others’ expectations of leadership and performance. The Journal of Social Psychology, 142(2), 211-232.

  • Udoh, B. E., & Agu, O. (2012). Impact of transformational and transactional leadership on organizational performance. International Journal of Current Research, 4(11), 142-147.

  • Walumbwa, F. O., & Lawler, J. J. (2003). Building effective organizations: Transformational leadership, collectivist orientation, work-related attitudes, and withdrawal behaviors in three emerging economies. International Journal of Human Resource Management, 14, 1083-1101.

  • Weihrich, H., Cannice, M. V., & Koontz, H. (2008). Management: A global and entrepreneurial perspective (12th ed.). Tata McGraw-Hill, New Delhi.


Abstract Views: 338

PDF Views: 0




  • Transformational Leadership and Employee Performance of Selected Private Secondary Schools in Rivers State

Abstract Views: 338  |  PDF Views: 0

Authors

Ikechukwu Dialoke
Department of Industrial Relations & Personnel Management, College of Management Sciences, Michael Okpara University of Agriculture, Umudike, Nigeria
Edeh Friday Ogbu
Department of Management, Abia State University, Nigeria

Abstract


This study examines the relationship between transformational leadership and employee performance of selected private secondary schools in Rivers State. Research design is a cross-sectional survey. Target population includes nine private secondary schools in as published by West African Examination Council (2016). 750 employees were surveyed. Sample size is 254 using Krejcie and Morgan (1970). Method of data collection is questionnaire. Face and content validity were used. Cronbach alpha’s test was used to ascertain the reliability of the instrument. Spearman’s Rank Order Correlation Coefficient (rho) was used to test the hypotheses using statistical package for social sciences (20.0). The study found that transformational leadership has a positive significant relationship with employee performance. This study concluded that transformational leadership measured in terms of idealized influence, inspirational motivation, intellectual stimulation, and individual consideration enhances employee performance in the selected private secondary schools in Rivers State. One of the recommendations is that administrators of private secondary schools should employ transformational leadership as a strategy to enhance employee performance at the workplace.

Keywords


Leadership, Transformational Leadership, Employee Performance, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individual Consideration.

References