Adanri, A. A. (2016). The relationship between Nigerian local government administrative leadership styles and organization outcomes. Unpublished doctoral dissertation, Walden University, Minnesota, MN
Adebayo, D. O. (2005). Perceived workplace fairness, transformational leadership and motivation in the Nigeria police: Implications for change. International Journal of Police Science & Management, 7(2), 110-122.
Adesopo, A. A. (2011). Inventing participation planning and budgeting for participatory local governance in Nigeria. International Journal of Business and Social Science, 2(7), 111-116.
Adeyemi, O. O. (2012). Corruption and local government administration in Nigeria: A discourse of core issues. European Journal of Sustainable Development, 1(2), 183-198.
Adler, N. J., & Graham, J. L. (1989). Cross-cultural interaction: the international comparison fallacy? Journal of International Business Studies, 20(3), 515-537.
Ajia, A. Y. (2017). Examining the Impact of Transformational Leadership and Perceived Leadership Effectiveness on Follower Outcomes among Nigerian Government Employees (Doctoral dissertation, Indiana Institute of Technology).
Allen, N. J., & Grisaffe, D. B. (2001). Employee commitment to the organization and customer reactions: Mapping the linkages. Human Resource Management Review, 11(2), 209-236.
Allik, J., Laidra, K., Realo, A., & Pullmann, H. (2004). Personality development from 12 to 18 years of age: Changes in mean levels and structures of traits. European Journal of Personality. 18, 445–462.
Ardichvili, A., & Gasparishvili, A. (2001). Socio-cultural values, internal work culture and leadership styles in four post-communist countries Russia, Georgia, Kazakhstan and the Kyrgyz Republic. International Journal of Cross Cultural Management, 1(2), 227-242.
Avolio, B. J., & Bass, B. M. (2004). MLQ: Multifactor leadership questionnaire. Mind Garden.
Avolio, B. J., & Locke, E. E. (2002). Contrasting different philosophies of leader motivation: Altruism versus egoism. The Leadership Quarterly, 13(2), 169-191.
Ayman, R. (1993). Leadership perception: The role of gender and culture. In M.M. Chemers & R. Ayman (Eds.), Leadership theory and research (pp. 137-166). San Diego: Academic Press.
Bass, B. M. (1985). Leadership and performance beyond expectations. Collier Macmillan.
Bass, B. M. (1990). Bass handbook of leadership: Theory, research, and managerial applications. New York: Simon and Schuster. Bass, B. M., & Avolio, B. J. (1989). Potential biases in leadership measures: How prototypes, leniency, and general satisfaction relate to ratings and rankings of transformational and transactional leadership constructs. Educational and Psychological Measurement, 49(3), 509-527.
Bass, B. M., & Avolio, B. J. (1990). Transformational leadership development: Manual for the multifactor leadership questionnaire. Consulting Psychologists Press.
Bass, B. M., & Avolio, B. J. (1995). MLQ: Multifactor Leadership Questionnaire for Research: Permission Set. Mind Garden.
Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the multifactor leadership questionnaire (pp. 43-44). Palo Alto, CA: Mind Garden.
Bass, B. M., & Yammarino, F. J. (1991). Person and situation views of leadership: A multiple levels of analysis approach. The Leadership Quarterly, 2(2), 121-139.
Berson, Y., Shamir, B., Avolio, B. J., & Popper, M. (2001). The relationship between vision strength, leadership style, and context. The Leadership Quarterly, 12(1), 53-73.
Borg, W. R., & Gall, M. (1989). Educational Research: An Introduction (5th ed.). New York: Longman.
Brown, M. E. (1969). Identification and some conditions of organizational involvement. Administrative Science Quarterly, 35(9), 346-355.
Burns, J. M. (1978). Leadership. New York: Free Press.
Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389-405.
Curry, J. P., Wakefield, D. S., Price, J. L., & Mueller, C. W. (1986). On the causal ordering of job satisfaction and organizational commitment. Academy of Management Journal, 29(4), 847-858.
Cycyota, C. S., & Harrison, D. A. (2006). What (not) to expect when surveying executives: A meta-analysis of top manager response rates and techniques over time. Organizational Research Methods, 9(2), 133-160.
Davis, H. L., Douglas, S. P., & Silk, A. J. (1981). Measure unreliability: a hidden threat to cross-national marketing research? The Journal of Marketing, 98-109.
Den Hartog, D. N., House, R. J., Hanges, P. J., Ruiz-Quintanilla, S. A., Dorfman, P. W., Abdalla, I. A., ... &Akande, B. E. (1999). Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed? The Leadership Quarterly, 10(2), 219-256.
Dubinsky, A. J., Yammarino, F. J., & Jolson, M. A. (1995). An examination of linkages between personal characteristics and dimensions of transformational leadership. Journal of Business and Psychology, 9(3), 315-335.
Ehrhart, M. G. (2012). Self-concept, implicit leadership theories, and follower preferences for leadership. Zeitschriftfür Psychologie. Vol. 220(4):231-240. Hogrefe Publishing.
Ehrhart, M. G., & Klein, K. J. (2001). Predicting followers’ preferences for charismatic leadership: The influence of follower values and personality. The Leadership Quarterly, 12(2), 153-179.
Emuwa, A. (2015). Examining the Endorsement of Authentic Leadership, Organizational Commitment, and Perceived Leader Effectiveness Among Nigerian Employees (Doctoral dissertation, Regent University).
Falola, T., & Heaton, M. M. (2008). A history of Nigeria. Cambridge University Press.
Fasola, O. S., Adeyemi, M. A., & Olowe, F. T. (2013). Exploring the relationship between transformational, transactional leadership style and organizational commitment among Nigerian bank employees. International Journal of Academic Research in Economics and Management Sciences, 2(6), 96.
Fiedler, F. E. (1967). A theory of leadership effectiveness. New York: Free Press.
Fiedler, F. E., & Chemers, M. M. (1967). A theory of leadership effectiveness. New York: Free Press.
Fiery, B. M. (2008). Contextual influences affecting transformational leadership in northwest Virginia multiple nonprofit hospital systems (Doctoral dissertation, University of Phoenix).
Frankfort-Nachmias, C., & Nachmias, D. (2008). Research designs: Cross-sectional and quasi-experimental designs. Research methods in the social sciences (7th ed.). New York: Worth, 184-216.
Gill, A., Mathur, N., Sharma, S. P., & Bhutani, S. (2011). The effects of empowerment and transformational leadership on employee intentions to quit: A study of restaurant workers in India. International Journal of Management, Mar.28(1), 217-223.
Givens, R. J. (2008). Transformational leadership: The impact on organizational and personal outcomes. Emerging Leadership Journeys, 1(1), 4-24.
Hahn, J. A. (2004). The behavioral characteristics of nursing leadership associated with effective coalition building and work among the colleagues in caring coalitions. (George Mason University).
Hersey, P., & Blanchard, K. H. (1977). Management of Organizational Behavior 3rd Edition– Utilizing Human Resources. New Jersey/Prentice Hall.
Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know about leadership: Effectiveness and personality. American Psychologist, 49(6), 493-514.
Hrebiniak, L. G., & Alutto, J. A. (1972). Personal and role-related factors in the development of organizational commitment. Administrative science quarterly, 555-573.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta analytic test of their relative validity. Journal of Applied Psychology, 89, 755-768.
Jung, D. I., & Avolio, B. J. (1999). Effects of leadership style and followers’ cultural orientation on performance in group and individual task conditions. Academy of Management Journal, 42(2), 208-218.
Karnes, F. A., & Chauvin, J. C. (1985). Leadership skills inventory: Administration manual and manual of leadership activities.
Kinicki, A., & Kreitner, R. (2007). Organizational Behavior. New York: McGraw-Hill Inc.
LaPort, K. A. (2012). A multistage model of leader effectiveness: Uncovering the relationships between leader traits and leader behaviors (Doctoral dissertation, George Mason University).
Long, J. (2004). Factors that influence nurse attrition: An analysis of the relationship between supervisor leadership style and subordinate job satisfaction. Unpublished doctoral dissertation, University of Capella United States-Minnesota.
Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7(3), 385-425.
Marczyk, G., DeMatteo, D., & Festinger, D. (2005). Essentials of research design and methodology. Hoboken, NJ: John Wiley & Sons.
Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171.
Medley, F., & Larochelle, D. R. (1995). Transformational leadership and job satisfaction. Nursing Management, 26(9), 64JJ.
Mendonca, M., & Kanungo, R. N. (1990). Work culture in developing countries: Implications for performance management. Psychology & Developing Societies, 2(2), 137-164.
Muchiri, M. K., Cooksey, R. W., & Walumbwa, F. O. (2012). Transformational and social processes of leadership as predictors of organizational outcomes. Leadership & Organization Development Journal, 33(7), 662-683.
Northouse, P. G. (2010). Leadership theory and practice (5th ed.). Los Angeles: Sage Publishing.
Obiwuru, T. C., Okwu, A. T., Akpa, V. O., & Nwankwere, I. A. (2011). Effects of leadership style on organizational performance: A survey of selected small-scale enterprises in Ikosi-Ketu council development area of Lagos State, Nigeria. Australian Journal of Business and Management Research, 1(7), 100.
Omer, T. Y. (2005). Leadership style of nurse managers at the Saudi national guard hospitals. (George Mason University).
Othman, J., Mohammed, K. A., & D’Silva, J. L. (2013). Does a transformational and transactional leadership style predict organizational commitment among public university lecturers in Nigeria? Asian Social Science, 9(1), 165.
Owen, H. (2013). New thinking on leadership: A global perspective. International Leadership Association (ILA) webinar, Jan. 23.
Patchen, M. (1970). Participation, achievement, and involvement on the job. Englewood Cliffs, NJ: Prentice-Hall.
Pawar, B. S., & Eastman, K. K. (1997). The nature and implications of contextual influences on transformational leadership: A conceptual examination. Academy of Management Review, 22(1), 80-109.
Perreault, D., Cohen, L. R., & Blanchard, C. M. (2016). Fostering transformational leadership among young adults: a basic psychological needs approach. International Journal of Adolescence and Youth, 21(3), 341-355.
Pfeffer, J., & Veiga, J. F. (1999). Putting people first for organizational success. The Academy of Management Executive, 13(2), 37-48.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The leadership quarterly, 1(2), 107-142.
Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59(5), 603- 623
Reisman, A., & Kirschnick, F. A. (2000). A role for content analysis in research on MS/OR research literature. Omega, 28(2), 247-248.
Shamir, B., & Howell, J. M. (1999). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. The Leadership Quarterly, 10(2), 257-283.
Shaughnessy, J. J., & Zechmeister, E. B. Research Methods in Psychology. 1990. New York.
Smith, P. B., & Peterson, M.F. (1988). Leadership, organizations and culture: An event management model. Beverly Hills, CA: Sage.
Steers, R. M., Sanchez-Runde, C. J., & Nardon, L. (2010). Management across cultures: Challenges and strategies. Cambridge University Press.
Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of psychology, 25(1), 35-71.
Vroom, V. H., & Yetton, P. W. (1973). Leadership and Decision-Making. Pittsburgh: University of Pittsburgh Press.
Webb, E. J., Campbell, D. T., Schwartz, R. D., & Sechrest, L. (1999). Unobtrusive measures (Vol. 2). Sage Publications.
Westover, J. H., Westover, A. R., & Westover, L. A. (2010). Enhancing long-term worker productivity and performance: The connection of key work domains to job satisfaction and organizational commitment. International Journal of Productivity and Performance Management, 59(4), 372-387.
Woltman, H., Feldstein, A., MacKay, C., & Rocchi, M. (2012). An introduction to hierarchical linear modeling. Tutor Quant Methods Psychol, 8(1), 52-69.
World Bank (2015). Country at a glance. Retrieved from www.worldbank.org/en/county/NG
Yokochi-Bryce, N. (1989). Leadership styles of Japanese business executives and managers: Transformational and transactional (Doctoral dissertation). Retrieved from http://search.proquest.com.proxy.indianatech.edu/results/31F9B2E16DCC4828PQ/1?accountid=42681
Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal ofManagement, 15(2), 251-289.
Adebayo, D. O. (2005). Perceived workplace fairness, transformational leadership and motivation in the Nigeria police: Implications for change. International Journal of Police Science & Management, 7(2), 110-122.
Adesopo, A. A. (2011). Inventing participation planning and budgeting for participatory local governance in Nigeria. International Journal of Business and Social Science, 2(7), 111-116.
Adeyemi, O. O. (2012). Corruption and local government administration in Nigeria: A discourse of core issues. European Journal of Sustainable Development, 1(2), 183-198.
Adler, N. J., & Graham, J. L. (1989). Cross-cultural interaction: the international comparison fallacy? Journal of International Business Studies, 20(3), 515-537.
Ajia, A. Y. (2017). Examining the Impact of Transformational Leadership and Perceived Leadership Effectiveness on Follower Outcomes among Nigerian Government Employees (Doctoral dissertation, Indiana Institute of Technology).
Allen, N. J., & Grisaffe, D. B. (2001). Employee commitment to the organization and customer reactions: Mapping the linkages. Human Resource Management Review, 11(2), 209-236.
Allik, J., Laidra, K., Realo, A., & Pullmann, H. (2004). Personality development from 12 to 18 years of age: Changes in mean levels and structures of traits. European Journal of Personality. 18, 445–462.
Ardichvili, A., & Gasparishvili, A. (2001). Socio-cultural values, internal work culture and leadership styles in four post-communist countries Russia, Georgia, Kazakhstan and the Kyrgyz Republic. International Journal of Cross Cultural Management, 1(2), 227-242.
Avolio, B. J., & Bass, B. M. (2004). MLQ: Multifactor leadership questionnaire. Mind Garden.
Avolio, B. J., & Locke, E. E. (2002). Contrasting different philosophies of leader motivation: Altruism versus egoism. The Leadership Quarterly, 13(2), 169-191.
Ayman, R. (1993). Leadership perception: The role of gender and culture. In M.M. Chemers & R. Ayman (Eds.), Leadership theory and research (pp. 137-166). San Diego: Academic Press.
Bass, B. M. (1985). Leadership and performance beyond expectations. Collier Macmillan.
Bass, B. M. (1990). Bass handbook of leadership: Theory, research, and managerial applications. New York: Simon and Schuster. Bass, B. M., & Avolio, B. J. (1989). Potential biases in leadership measures: How prototypes, leniency, and general satisfaction relate to ratings and rankings of transformational and transactional leadership constructs. Educational and Psychological Measurement, 49(3), 509-527.
Bass, B. M., & Avolio, B. J. (1990). Transformational leadership development: Manual for the multifactor leadership questionnaire. Consulting Psychologists Press.
Bass, B. M., & Avolio, B. J. (1995). MLQ: Multifactor Leadership Questionnaire for Research: Permission Set. Mind Garden.
Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the multifactor leadership questionnaire (pp. 43-44). Palo Alto, CA: Mind Garden.
Bass, B. M., & Yammarino, F. J. (1991). Person and situation views of leadership: A multiple levels of analysis approach. The Leadership Quarterly, 2(2), 121-139.
Berson, Y., Shamir, B., Avolio, B. J., & Popper, M. (2001). The relationship between vision strength, leadership style, and context. The Leadership Quarterly, 12(1), 53-73.
Borg, W. R., & Gall, M. (1989). Educational Research: An Introduction (5th ed.). New York: Longman.
Brown, M. E. (1969). Identification and some conditions of organizational involvement. Administrative Science Quarterly, 35(9), 346-355.
Burns, J. M. (1978). Leadership. New York: Free Press.
Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389-405.
Curry, J. P., Wakefield, D. S., Price, J. L., & Mueller, C. W. (1986). On the causal ordering of job satisfaction and organizational commitment. Academy of Management Journal, 29(4), 847-858.
Cycyota, C. S., & Harrison, D. A. (2006). What (not) to expect when surveying executives: A meta-analysis of top manager response rates and techniques over time. Organizational Research Methods, 9(2), 133-160.
Davis, H. L., Douglas, S. P., & Silk, A. J. (1981). Measure unreliability: a hidden threat to cross-national marketing research? The Journal of Marketing, 98-109.
Den Hartog, D. N., House, R. J., Hanges, P. J., Ruiz-Quintanilla, S. A., Dorfman, P. W., Abdalla, I. A., ... &Akande, B. E. (1999). Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed? The Leadership Quarterly, 10(2), 219-256.
Dubinsky, A. J., Yammarino, F. J., & Jolson, M. A. (1995). An examination of linkages between personal characteristics and dimensions of transformational leadership. Journal of Business and Psychology, 9(3), 315-335.
Ehrhart, M. G. (2012). Self-concept, implicit leadership theories, and follower preferences for leadership. Zeitschriftfür Psychologie. Vol. 220(4):231-240. Hogrefe Publishing.
Ehrhart, M. G., & Klein, K. J. (2001). Predicting followers’ preferences for charismatic leadership: The influence of follower values and personality. The Leadership Quarterly, 12(2), 153-179.
Emuwa, A. (2015). Examining the Endorsement of Authentic Leadership, Organizational Commitment, and Perceived Leader Effectiveness Among Nigerian Employees (Doctoral dissertation, Regent University).
Falola, T., & Heaton, M. M. (2008). A history of Nigeria. Cambridge University Press.
Fasola, O. S., Adeyemi, M. A., & Olowe, F. T. (2013). Exploring the relationship between transformational, transactional leadership style and organizational commitment among Nigerian bank employees. International Journal of Academic Research in Economics and Management Sciences, 2(6), 96.
Fiedler, F. E. (1967). A theory of leadership effectiveness. New York: Free Press.
Fiedler, F. E., & Chemers, M. M. (1967). A theory of leadership effectiveness. New York: Free Press.
Fiery, B. M. (2008). Contextual influences affecting transformational leadership in northwest Virginia multiple nonprofit hospital systems (Doctoral dissertation, University of Phoenix).
Frankfort-Nachmias, C., & Nachmias, D. (2008). Research designs: Cross-sectional and quasi-experimental designs. Research methods in the social sciences (7th ed.). New York: Worth, 184-216.
Gill, A., Mathur, N., Sharma, S. P., & Bhutani, S. (2011). The effects of empowerment and transformational leadership on employee intentions to quit: A study of restaurant workers in India. International Journal of Management, Mar.28(1), 217-223.
Givens, R. J. (2008). Transformational leadership: The impact on organizational and personal outcomes. Emerging Leadership Journeys, 1(1), 4-24.
Hahn, J. A. (2004). The behavioral characteristics of nursing leadership associated with effective coalition building and work among the colleagues in caring coalitions. (George Mason University).
Hersey, P., & Blanchard, K. H. (1977). Management of Organizational Behavior 3rd Edition– Utilizing Human Resources. New Jersey/Prentice Hall.
Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know about leadership: Effectiveness and personality. American Psychologist, 49(6), 493-514.
Hrebiniak, L. G., & Alutto, J. A. (1972). Personal and role-related factors in the development of organizational commitment. Administrative science quarterly, 555-573.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta analytic test of their relative validity. Journal of Applied Psychology, 89, 755-768.
Jung, D. I., & Avolio, B. J. (1999). Effects of leadership style and followers’ cultural orientation on performance in group and individual task conditions. Academy of Management Journal, 42(2), 208-218.
Karnes, F. A., & Chauvin, J. C. (1985). Leadership skills inventory: Administration manual and manual of leadership activities.
Kinicki, A., & Kreitner, R. (2007). Organizational Behavior. New York: McGraw-Hill Inc.
LaPort, K. A. (2012). A multistage model of leader effectiveness: Uncovering the relationships between leader traits and leader behaviors (Doctoral dissertation, George Mason University).
Long, J. (2004). Factors that influence nurse attrition: An analysis of the relationship between supervisor leadership style and subordinate job satisfaction. Unpublished doctoral dissertation, University of Capella United States-Minnesota.
Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7(3), 385-425.
Marczyk, G., DeMatteo, D., & Festinger, D. (2005). Essentials of research design and methodology. Hoboken, NJ: John Wiley & Sons.
Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171.
Medley, F., & Larochelle, D. R. (1995). Transformational leadership and job satisfaction. Nursing Management, 26(9), 64JJ.
Mendonca, M., & Kanungo, R. N. (1990). Work culture in developing countries: Implications for performance management. Psychology & Developing Societies, 2(2), 137-164.
Muchiri, M. K., Cooksey, R. W., & Walumbwa, F. O. (2012). Transformational and social processes of leadership as predictors of organizational outcomes. Leadership & Organization Development Journal, 33(7), 662-683.
Northouse, P. G. (2010). Leadership theory and practice (5th ed.). Los Angeles: Sage Publishing.
Obiwuru, T. C., Okwu, A. T., Akpa, V. O., & Nwankwere, I. A. (2011). Effects of leadership style on organizational performance: A survey of selected small-scale enterprises in Ikosi-Ketu council development area of Lagos State, Nigeria. Australian Journal of Business and Management Research, 1(7), 100.
Omer, T. Y. (2005). Leadership style of nurse managers at the Saudi national guard hospitals. (George Mason University).
Othman, J., Mohammed, K. A., & D’Silva, J. L. (2013). Does a transformational and transactional leadership style predict organizational commitment among public university lecturers in Nigeria? Asian Social Science, 9(1), 165.
Owen, H. (2013). New thinking on leadership: A global perspective. International Leadership Association (ILA) webinar, Jan. 23.
Patchen, M. (1970). Participation, achievement, and involvement on the job. Englewood Cliffs, NJ: Prentice-Hall.
Pawar, B. S., & Eastman, K. K. (1997). The nature and implications of contextual influences on transformational leadership: A conceptual examination. Academy of Management Review, 22(1), 80-109.
Perreault, D., Cohen, L. R., & Blanchard, C. M. (2016). Fostering transformational leadership among young adults: a basic psychological needs approach. International Journal of Adolescence and Youth, 21(3), 341-355.
Pfeffer, J., & Veiga, J. F. (1999). Putting people first for organizational success. The Academy of Management Executive, 13(2), 37-48.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The leadership quarterly, 1(2), 107-142.
Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59(5), 603- 623
Reisman, A., & Kirschnick, F. A. (2000). A role for content analysis in research on MS/OR research literature. Omega, 28(2), 247-248.
Shamir, B., & Howell, J. M. (1999). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. The Leadership Quarterly, 10(2), 257-283.
Shaughnessy, J. J., & Zechmeister, E. B. Research Methods in Psychology. 1990. New York.
Smith, P. B., & Peterson, M.F. (1988). Leadership, organizations and culture: An event management model. Beverly Hills, CA: Sage.
Steers, R. M., Sanchez-Runde, C. J., & Nardon, L. (2010). Management across cultures: Challenges and strategies. Cambridge University Press.
Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of psychology, 25(1), 35-71.
Vroom, V. H., & Yetton, P. W. (1973). Leadership and Decision-Making. Pittsburgh: University of Pittsburgh Press.
Webb, E. J., Campbell, D. T., Schwartz, R. D., & Sechrest, L. (1999). Unobtrusive measures (Vol. 2). Sage Publications.
Westover, J. H., Westover, A. R., & Westover, L. A. (2010). Enhancing long-term worker productivity and performance: The connection of key work domains to job satisfaction and organizational commitment. International Journal of Productivity and Performance Management, 59(4), 372-387.
Woltman, H., Feldstein, A., MacKay, C., & Rocchi, M. (2012). An introduction to hierarchical linear modeling. Tutor Quant Methods Psychol, 8(1), 52-69.
World Bank (2015). Country at a glance. Retrieved from www.worldbank.org/en/county/NG
Yokochi-Bryce, N. (1989). Leadership styles of Japanese business executives and managers: Transformational and transactional (Doctoral dissertation). Retrieved from http://search.proquest.com.proxy.indianatech.edu/results/31F9B2E16DCC4828PQ/1?accountid=42681
Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal ofManagement, 15(2), 251-289.
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Affiliations
Abdulmumin Yinka Ajia
Ronin Institute
How to Cite
1.
Ajia A. The Impact of Transformational Leadership and Perceived Leadership Effectiveness on Organizational Commitment of Public Sector Workers in Kwara State, Nigeria. MAJ [Internet]. 1May2021 [cited 19Apr.2024];10(1):115-30. Available from: https://journal.unnes.ac.id/sju/maj/article/view/43641
The Impact of Transformational Leadership and Perceived Leadership Effectiveness on Organizational Commitment of Public Sector Workers in Kwara State, Nigeria
Vol 10 No 1 (2021): Management Analysis Journal
Submitted: Dec 31, 2020
Published: May 1, 2021
Abstract
The importance of leadership in organizational outcome cannot be overstated. This study showed that perceived leadership effectiveness predicts positive organizational outcome in Nigeria better than transformational leadership when paired together. However, because of its inherent positive attributes, transformational leadership when augmented by leadership effectiveness and practices can make public institutions more effective and efficient in its service delivery and in its response to the citizenry. Findings from this survey research support the general theory that leadership is a major determinant of organizational outcome and supports the universal applicability of transformational leadership theories.