Leadership Styles and Employees’ Organizational Commitment in the Nigerian Banking Sector: A Study of Commercial Banks in Ekiti State
Keywords:
Laissez-faire Leadership, Transactional Leadership, Transformational Leadership, Leadership stylesAbstract
This study examines the effect of leadership styles on employees’ organizational commitment in the Nigerian banking sector with emphasis on commercial banks in Ekiti State. Primary data are collected using Multifactor Leadership Questionnaire (MLQ) for both Managers and Subordinates and Organizational Commitment Questionnaire (OCQ) for the subordinates to measure leadership styles and employees’ organizational commitment. Multi-stage sampling techniques are adopted. Total respondents are 372, including 64 managers and 308 subordinates from the 14 commercial banks in the study area (Ekiti State). Frequency tables, percentage, Pearson Correlation Matrix and Multiple Regression Analysis are used to measure the relationships between the variables and determine the effect of leadership styles on the employees’ organizational commitment. Findings reveal among others that Transformational Leadership (TFL) style has the strongest relationship with Normative Organizational Commitment (NOC), followed by Continuance Organizational Commitment (COC), without having much significant effect on Affective Organizational Commitment (AOC). That the leader of banks should pay more attention to developing efficient team work and express warm concern and trust to co-workers through transformational leadership behaviours.
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