Relationship between leadership styles and organizational performance of Nigerian public service

Abstract

The role played by the leadership styles is of high significance to organizational performance. This is because leadership style determines the direction of an establishment. However, very little attention was offered to leadership styles and organizational performance relationship in public service especially in Kwara State. The central objective of the analysis is to survey the relationship of leadership styles with the performance of the office Kwara State head of service. Therefore, 152 staff of the head of service, Ilorin was used in this assessment. The research data were gathered via quantitative survey. The hypotheses framed were tested utilizing Pearson Correlation Coefficient with the aid of SPSS. The outcome of findings supported the
entire five hypotheses framed. Invariably, the outcomes illustrate significant relationship of leadership styles with organizational performance of the office of the Kwara State head of service. This analysis further finds out that transformational, transactional and democratic leadership were more significantly related to establishment performance than autocratic and laissez faire. The analysis thus recommended that to optimize performance in the Kwara state head of service's office, a balanced approach that combines elements of transactional, transformational and democratic leadership styles may be most effective. Such an approach can encourage compliance, team work, and innovation, ultimately contributing to improved organizational outcomes as it is also essential for directors to adopt their leadership styles to the precise needs and contexts of the organization to achieve the best results.