Leadership Styles and Employees’ Performance of Private Tertiary Institutions in Ibadan, Oyo State

Abstract

The study investigates the relationship between leadership style and employees’ performance of tertiary institutions in Ibadan, Oyo state. Four (4) variables of leadership style were examined, autocratic leadership style, democratic leadership style, transformational leadership style and transactional leadership style in relationship with the dependent variable employees’ performance. Cross sectional survey research design was used for this study with population of 585 using stratified random probability sampling technique and a sampling size of 238 while 205 respondent’s questionnaire were retrieved for analysis. From the result of the analysis carried out using Robust Ordinary Least Square Regression (ROLS), it was discovered that Democratic Leadership Style (DELS) and Transformational Leadership Style (TFLS) were positively and significantly related to Employees’ Performance (EP) while, Autocratic Leadership Style (AULS) shows a positive but insignificant relationship with Employees’ performance (EP) and Transactional Leadership Style (TSLS) shows a negative and insignificant relationship with Employees’ Performance (EP) of private tertiary institutions in Ibadan, Oyo state. The study concludes transformational leadership style should be practiced because of its creativity as well as performance and supportive nature also, knowledge can easily be shared amongst employees when organizations are using a transformational leadership style and thus promoting organizational culture and improving overall performance.