THE NEXUS BETWEEN LEADERSHIP STYLE AND EMPLOYEE PERFORMANCE IN THE OFFICE OF THE SECRETARY TO THE STATE GOVERNMENT, JIGAWA STATE, NIGERIA

Abstract

The purpose of this study was to examine the nexus between leadership styles transformational, transactional and Autocratic) and employees’ performance in the office of the secretary to the State Government, Jigawa state, Nigeria. To achieve the purpose, quantitative research approach and descriptive survey research design were used. The data were collected through questionnaire, the Analyses were done through Statistical package for social science (SPSS v. 21). The finding showed that from the mean score of the three leadership styles (Transformational, Transactional and Autocratic), transformational leadership style (6.311) had the largest mean score, followed by one of transactional leadership dimension Intellectual Stimulation (2.132), Moreover, Autocratic leadership style had the least mean score from all leadership styles dimension (.709). The finding also exposed that, Transformational leadership style predicted employee performance more than transactional and autocratic leadership styles when applying separately. On the other hand, applying the three leadership styles jointly would predict employees’ performance more than single use of leadership styles in SSG’s Office. Thus, it has been recommended that, SSG’s Office leaders should use other dimensions of transformational leadership style such as individual consideration, idealized influence, and intellectual stimulation to build mutual trust between leaders and subordinates, and act with integrity and encourage innovative thinking in order to enhance employee performance as well as to achieve the goals effectively and efficiently.

Key Words: Transformational, Transactional, Autocratic, Leadership Style, Employees & Performance