The relationship between transformational leadership style and employee performance in the Independent National Electoral Commission in Nigeria.

Abstract

The study examined the relationship between transformational leadership style and employee performance in the Independent National Electoral Commission (INEC) in Nigeria. The objectives of the study are to: investigate the relationship between transformational leadership style and employee performance in the INEC; examine the extent to which transformational leadership style affects performance in the INEC; evaluate the effect of transformational leadership style on employee behaviour in the INEC; examine the impact of transformational leadership style on employee empowerment in the INEC; and determine how the transformational leadership style influences employee attitude in the INEC. The study adopted positivist paradigm which will allow the researcher to explain the relationships between variables. A descriptive study was conducted to discover facts and describe the research phenomenon accurately as it exists in its natural setting. A quantitative research method was used which will helped to make meaning of the data. The study population was the officials at the INEC, 290, and the sample size selected was 165 (i.e. administrative officers, executive officers, assistant managers, deputy managers and managers). Structured questionnaires were used to collect the data from the employees working at INEC. A probability simple random sampling technique was used to select the employees at the INEC. The reliability and validity of the research instrument were measured through Cronbach’s alpha coefficient and factor analysis, respectively. The study adopted the 4-point Likert Scale. The data collected from the study was analysed with the help of the SPSS, version 25. Both descriptive and interferential statistics were employed to interpret the findings. The results of the study showed that although there was no significant relationship between the various items and transformational leadership style, the mean score (M = 3.11) indicated that there was a significant relationship between transformational leadership style and employee performance at the INEC. In addition, the overall mean score (M = 3.03) suggests that transformational leadership style positively influenced team work, groups or department in the INEC. Furthermore, the results (M 3.12) revealed that transformational leadership influenced employee attitude, employee empowerment and work facilitation in the INEC. The finding (M = 3.07) from the study shows that the transformational leadership style influenced employee behaviour at the INEC.