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Leadership Styles and Employees’ Commitment: Empirical Evidence From Nigeria

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  • U. D. Abasilim
  • D. E. Gberevbie
  • O. A. Osibanjo

Abstract

Leadership style has often been considered as one of the vital factors that can enhance employees’ commitment and it is seen as the live wire for the attainment of organizational goals. Although research has focused on the nexus between leadership styles and employees’ commitment, little consideration has been paid to identify the influence of demographic variables on the nexus between leadership styles and employees’ commitment in Nigeria, thereby leaving a gap. It is based on the foregoing that this article examines the relationship between leadership styles (transformational, transactional, and laissez-faire leadership) and employees’ commitment and also identify the influence of demographic variables on the relationship between leadership styles and employees’ commitment in Lagos State Civil Service Commission of Nigeria. The survey data were collected from the employees of the organization, and the Statistical Package for Social Sciences (SPSS) version 22.0 was used for the statistical analysis. The results show that there is a significant medium positive relationship between transformational leadership style and employees’ commitment, whereas transactional leadership style shows an insignificant small negative relationship with employees’ commitment. In addition, laissez-faire leadership style has an insignificant small positive relationship with employees’ commitment in the study context. The study, therefore, recommends that employees’ commitment is more likely to be achieved when the appropriate leadership style is adopted and specific demographic variables like gender, age, marital status, academic qualification, and employment status are taken into account regarding the role they play in the relationship between leadership styles and employees’ commitment of Lagos State Civil Service Commission of Nigeria.

Suggested Citation

  • U. D. Abasilim & D. E. Gberevbie & O. A. Osibanjo, 2019. "Leadership Styles and Employees’ Commitment: Empirical Evidence From Nigeria," SAGE Open, , vol. 9(3), pages 21582440198, July.
    • Handle: RePEc:sae:sagope:v:9:y:2019:i:3:p:2158244019866287
    DOI: 10.1177/2158244019866287
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    References listed on IDEAS

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    1. Gabriel Aunde Akinbode & Oni Bamikole Fagbohungbe, 2012. "Leadership and Organizational Factors as Predictors of Employees Organisational Commitment in Nigeria: An Empirical Analysis," Business and Management Research, Business and Management Research, Sciedu Press, vol. 1(2), pages 69-87, June.
    2. Muhammad Yasir & Rabia Imran & Muhammad Kashif Irshad & Noor Azmi Mohamad & Muhammad Muddassar Khan, 2016. "Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity," SAGE Open, , vol. 6(4), pages 21582440166, November.
    3. Ibrahim Sani Mert & Nurzahit Keskin & Tãœrker Bas, 2010. "Leadership Style And Organizational Commitment: Test Of A Theory In Turkish Banking Sector," Journal of Academic Research in Economics, Spiru Haret University, Faculty of Accounting and Financial Management Constanta, vol. 2(1 (May)), pages 1-20.
    4. Daniel Gberevbie & Segun Joshua & Nchekwube Excellence-Oluye & Adeola Oyeyemi, 2017. "Accountability for Sustainable Development and the Challenges of Leadership in Nigeria, 1999-2015," SAGE Open, , vol. 7(4), pages 21582440177, November.
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    Cited by:

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    8. Stella & Sperial, 2022. "Effect Of Head Teachers’ Leadership Styles On Commitment Of Teachers Among Secondary Schools In Uganda," Working papers 2022-42-01, Voice of Research.
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