Impact of Transformational Leadership on Employee Performance in Small and Medium-Sized Enterprises (SMEs) in Abuja, Nigeria (Published)
This study examines the impact of transformational leadership on employee performance in small and medium-sized enterprises (SMEs) in Abuja, Nigeria. It focuses on the dimensions of Inspirational Motivation (IM), Individualized Consideration (IC), and Intellectual Stimulation (IS). The study population included approximately 15,000 SMEs in Abuja, with a sample size of 450 determined using Yamane’s formula, which accounts for a 20% non-response rate. Using a survey research design, data were collected through structured questionnaires and analyzed using multiple regression analysis to assess the relationships between leadership dimensions and employee performance outcomes. The findings reveal that IM (B = .645, p < .001) and IC (B = .314, p < .001) significantly enhance employee performance, fostering engagement, retention, and productivity, while IS (B = .011, p = .469) had a minimal impact due to resource and institutional constraints. The study recommends prioritizing IM and IC to address immediate performance challenges and employee retention while progressively incorporating IS as a long-term strategy to promote innovation.
Keywords: Employee Performance, Transformational Leadership, individualized consideration, inspirational motivation, intellectual stimulation, leadership strategies
Transformational Leadership and Employee Performance Among Hotels in Lagos Metropolis (Published)
This study aims to examine the effect of transformational leadership on employee performance in five-star hotels in Lekki, Lagos. The study aims to provide a comprehensive understanding of how different dimensions of transformational leadership contribute to enhancing employee performance in the hospitality sector. The study adopts a descriptive survey research design, targeting employees from five selected five-star hotels in Lekki, Lagos. The total population comprises 450 employees, and a sample size of 210 respondents is determined using the Yaro Yamane formula at a 95% confidence level and 5% margin of error. Stratified random sampling was used to ensure representation across various hotel departments. Data was collected through a structured questionnaire, validated for content and construct, and tested for reliability using Cronbach’s Alpha (0.82). Multiple regression analysis was used to analyze the relationship between transformational leadership dimensions and employee performance outcomes. The findings reveal that idealized influence, inspirational motivation, intellectual stimulation, and employee recognition significantly impact employee productivity, job satisfaction, creativity, engagement, and retention. These dimensions of transformational leadership were shown to foster a positive work environment, motivating employees to enhance performance and contribute to organizational success. The study concludes that transformational leadership is crucial for improving employee performance in hotels. It recommends investing in leadership training, fostering creativity, providing individualized support, recognizing employee contributions, and cultivating a positive organizational culture to enhance overall performance and employee satisfaction.
Keywords: Employees’ Performance, Job Satisfaction, Transformational Leadership, employee recognition, idealized influence, inspirational motivation, intellectual stimulation
The Nexus between Transformational Leadership and Team Effectiveness: A Conceptual Review (Published)
Transformational leaders motivate followers to achieve performance beyond expectations by transforming their attitudes, beliefs, and values as opposed to simply gaining compliance. Transformational leadership was conceptualized as being composed by four independent dimensions, known as the four “I”s : inspirational motivation (the sense of drive that the leader inspires in followers and that produces additional, goal-oriented energy for the group or organization), intellectual stimulation (the boost in creativity in followers that the leader stimulates by encouraging an independent and innovative way of thinking), idealized influence (exemplary behaviour of the leader that generates respect and trust and makes followers proud of their group and organization), and individualized consideration (perception that the leader genuinely cares for followers and their well-being). This paper examines the nexus between transformational leadership and team effectiveness.
Keywords: Transformational Leadership, idealized influence, individualized consideration, inspirational motivation, intellectual stimulation, team effectiveness
Influence of leadership style on team effectiveness: A study of selected Guaranty Trust Bank (GTB) branches in Lagos (Published)
Business organizations require astute leadership to achieve stated goals through teams whose members collaborate both effectively and efficiently. The banking sector is one in which leadership and team effectiveness are at the core of organizational excellence. However, increasing cases of poor corporate performances and bank distresses require that the link between leadership and team effectiveness be empirically ascertained. Thus, this study sought to determine if leadership style, evaluated from the angles of communication and talent management approaches have significant effects on team effectiveness in some branches of Guaranty Trust Bank in Lagos State. Anchored on transformational leadership theory and ‘Blake and Mouton’s Managerial Grid’, the study employed both qualitative and quantitative methods to conduct its investigation. In the end, the transactional leadership style was found to be the predominant style of leadership in Guaranty Trust Bank, while the assertive communication style was found to have the most positive effect on team effectiveness. Also, the strategic pool approach to talent management, wherein the leader is involved in the professional development of the team members was found to have the most significant effect on team effectiveness. Furthermore, qualitative results indicated that a team leader will have to alternate between several approaches to communication and talent management to get the best out of their teams. It was, therefore, recommended that leadership development programs in banks should be designed to equip team leaders with requisite communication and talent management skills to enhance both team and organizational performances.
Keywords: Talent management, Transformational Leadership, assertive communication, team effectiveness, team work, transactional leadership.