Transformational Leadership and Organizational Productivity in the Nigerian Public Service

Abstract

This study investigated the effect of transformational leadership on organizational productivity in the Nigerian public sector. Transformational leadership theory and social exchange theory framed the research. A survey was conducted among 115 administrative staff in the House of Assembly in Kwara State, Nigeria. The results showed individualized consideration, idealized influence, intellectual stimulation and inspirational motivation positively influenced organizational productivity, supporting the study hypotheses. The findings align with past evidence that transformational leaders enhance productivity by inspiring followers to higher levels of capability. The study makes key theoretical contributions by validating transformational leadership theory within the underexamined context of Nigerian public sector organizations. Practical implications are that public sector leaders should be developed on transformational leadership behaviours to leverage employee motivation and reciprocation. Organizational policies and culture also need realignment to enable transformational leadership practices. Overall, the study provides original empirical insights on transformational leadership’s role in improving organizational outcomes in developing countries’ public institutions.