Discuss about the Nigerian Banks Employee Job Performance Evaluation.
Leadership has various definitions making it very difficult to come up with a definite definition that works (Bolden & Gosling, 2006). Leadership has been referred to as a body or group of people who are tasked with leading and directing the activities of a group in order to achieve a shared goal (Wieseke et al., 2009). According to Ogbeidi (2012), he defines leadership as the ability to direct, organize and lead a group. Conversely, according to Certo (2002), leadership means that it is a process which directs the behavior of others to accomplish their goals and objectives. Certo sees leadership as a vigorous practice in a group whereby an individual influences or guides the other members of the group to pledge themselves entirely to achieve the tasks or goals of the group. The process usually takes over a certain time period especially in a particular setting such as an organization.
Transformational leadership is a process which influences the major modifications in assumptions and attitudes of members in an organization and builds commitment to the objectives and missions of the organization (Chelladurai, 2001). A transformational leader is an extraordinary leader as he or she raises the levels of consciousness with regards to the value and importance of selected outcomes and the various ways of accomplishing them (Bass & Riggio, 2006). Such leaders persuade their followers to surpass their own instantaneous self-interest for the sake of the organization’s vision and mission.
On the other hand, transactional leadership consists of management by exception (can be either passive or active) and contingent reward. According to Antonakis and House (2013), active management by exception is where the leadership style performance is monitored actively for blunders while passive management by exception leaders wait to learn of such errors. Contingent reward provides a reward for completion of contracts while management by exception avoids giving out directions where the current methods work and goals of performance are met (Barling et al. 2000).
The theoretical framework aims at discussing the existing theories which are behind a certain phenomenon or a fact. Various theories have been formulated in line with leadership styles. Some of the most common leadership styles identified include transactional leadership styles and transformational leadership style, and laissez-fair (Spinelli, 2006). Transformational and transactional theories provide an expedient lens for comprehending how leaders impact the management of the knowledge of the organization (Epstein & Zin, 2013).
According to Robbins and Coulter (2007), transformational leaders stimulate and inspire followers to produce extraordinary output. A transformational leader pays attention to the developmental needs and concerns of every follower as they change the awareness of the follower’s issues as they assist them to look at problems differently. In turn, they are capable of arousing, exciting and inspiring their subordinates to put extra effort so as to achieve the goals of the group (Sims & Brinkman, 2002). The theory behind transformational leadership revolves around leadership as a means that creates positive changes in the followers or subordinates since the interest of every individual is taken care of as they aim to act in the whole group’s interest (Warrilow, 2012).
Zhu et al. (2012) states that the transformational leadership concept was introduced in 1978 by James McGregor Burns. James made this milestone in his research, which was descriptive in nature, on political leaders. Consequently, the adoption of the theory has spread into psychology and organizational management with further alterations done on it by J.B Avalio and B.M Bass. Transformational leadership boosts morale, performance, and motivation of subordinates through an assortment of mechanisms. The mechanisms include establishing a sense of identity of the followers or subordinates and self to the project and the organization’s collective identity. Moreover, the mechanism entails the leader being a role model to their subordinates to inspire them and make them interested. Through this, the subordinates get challenged to take great ownership of their work as the leaders make efforts in comprehending their strength and weakness (Gardner et al., 2005). As a result, the leaders will have an upper hand in aligning the subordinates with tasks which will improve their performance.
Warrilow (2012) recognized transformational leadership styles as charisma or idealized influence, intellectual stimulation and personal, inspirational motivation, and individual attention. A charismatic leader or a leader who idealizes influence behave in an admirable way and exhibits conviction while taking a stand that causes his subordinates/followers to identify with a leader who has a clear set of values. Thus, the leaders act as a role model to his or her followers or subordinates. A leader who inspires motivation articulates clearly the visions which appeal and inspires the subordinates with optimism regarding future goals as they offer a meaning for the current task at hand (Oreg & Berson, 2011). A leader who stimulates intellectuals challenges assumptions and encourages the followers to be creative. They provide a framework for the followers in a bid to see how they associate with the organization and the leader. Thus, the two have the potential to overcome any obstacle creatively in the mission’s way. A leader should turn his or her attention to a follower or subordinate on an individual basis. Through this, a leader has to attend to the individual needs as they act as mentors or coaches as they give respect and appreciation of the contribution of the individual to the team. Personal attention satisfies and enriches every individual in the team through self-worth and self-fulfillment. Thus, they get inspired to go the extra mile in achieving their targets and growing.
Transactional leadership is also known as managerial leadership. Transactional leadership focuses on the role of group performance, organization, and supervision (Judge & Piccolo, 2004). Through transactional leadership, the leader upholds submission of his or her subordinates via punishments and rewards. Transactional leadership differs from transformational leadership as leaders who value the transactional approach do not look forward to changing the future. Thus, they want to keep things looking the same way they are. Transactional leadership is very effective when there is a situation in the firm which creates a crisis or an emergency (Wayne et al., 2002). More so, it is very appropriate when there is a project that needs to be carried out in an explicit way. Transactional leadership works at the basic levels of satisfaction needs within the context of Maslow’s hierarchy of needs. Thus, transactional leaders put emphasis on the hierarchy’s lower levels. According to Day et al. (2001), transactional leaders use a model of exchange which rewards for positive outcomes or good work. On the other hand, leadership style spear headers punish negative outcomes or poor work till the problem is corrected. Such leaders are very effective and efficient in getting precise tasks accomplished through the management of each portion individually. A fact that can be attributed to the essence that such leaders are concerned with the process and do not have a forward thinking of ideas.
Transactional leaders tend to put more focus on contingent reward (contingent positive reinforcement) or contingent penalization (contingent negative reinforcement). Contingent rewards such as commendations are given when a subordinate accomplish the set goals ahead of time or on-time. Moreover, they are used to maintain the subordinate at a desired positive pace at various times all the way to completion (Brown & Moshavi, 2002). Contingent punishment such as suspension is usually handed out when the quantity or quality of a performance falls below the standards desired or when the tasks are not met at all. In most cases, contingent punishments are handed down on a management on an exception basis in which the exception is something that is wrong. An active management through exception shows that the leader looks at the performance of each subordinate continuously and makes changes to the work of the subordinate to make corrections throughout the process. On the other hand, passive management through exception leaders chooses to wait for issues to rise before attempting to fix the problems. Transactional leadership underpins transformational leadership as it is applied to the needs of the lower level and its style is more managerial.
Transactional leaders have two tools, rewards and punishment, so as to gain compliance from their subordinates (Walumbwa et al., 2008). They are motivators who are extrinsic as they bring minimal compliance from their subordinates. They consent to the structure, culture and the goals of the existing companies. Thus, they tend to be more action-oriented and directive. Thus, they are more willing to work within the systems that are in existence as they negotiate to accomplish the organization’s goals. Transactional leaders have a tendency to think inside the box when it comes to problem-solving since the leadership style is primarily passive. Behaviors that are linked mostly with this leadership style are the establishment of the benchmarks for gratifying followers and the maintenance of the status quo. Transactional leadership entails two factors that include management-by-exception and contingent reward. Maintenance-by-exception opts to maintain the status quo while intervening when subordinates fail to meet the performance levels that are acceptable while initiating corrective actions to ensure improvement in performance. Contingent rewards offer rewards to recognize good performance and efforts.
The empirical framework aims at observing and analyzing existing researches that have been conducted to establish the factors behind a specific phenomenon (Podsakoff et al., 2000). Various researches have been conducted to establish the relationship between transactional leadership styles and transformational leader in various sectors of the economy in relation to leadership. In the business world, various researches have been carried out to establish if there is a connection between transformational leadership styles and transactional leadership styles. Most of the researchers have shown that leadership behaviors impact on organizational performance. Moreover, the impact has been observed to be very significant.
A research was carried out in Chile by Rejas et al. (2006) with the aim of finding out whether or not leadership styles influence small firms’ performance. The research revealed that transformational leadership had a more positive influence on the performance of the firms compared to laissez-faire and transactional leadership styles which had negative influences. Following this, Emery et al. (2007) conducted a research which showed that there is a positive connection between the willingness of a person to participate in efforts of improving quality and the commitments of the organization. The research cites Saari and Judge (2004) findings which claim that employee job commitment is a critical factor in satisfaction delivery to customers. Thus, the job satisfaction of an employee comes from the job itself, the management beliefs, supervisor relationship, future opportunity, co-worker relationships and the rewards or benefits or pay. The research done by Emery et al. (2007) was aimed at examining the connection between transformational leadership and employee commitment and job satisfaction. The research found out that transactional leadership had a higher correlation with employee commitment and job satisfaction compared to transactional leadership. A fact that they attribute to transformational leaders being more acceptable in an organization where there is a propensity for risk-taking and receptiveness to change. Leaders who question the organization’s status quo are perceived inappropriate as the status quo is bound via the rules, sanctions, and traditions (Hersey et al., 2007). Thus, they may be viewed as too anxious or unsettling.
The retail banking industry is experiencing powerful forces which are changing the industry. Through this, there is a lot which the banks need to adopt. As a result, Menor and Roth (2008) carried out a study on the retail banking industry. The study found out that customer contact personnel job dissatisfaction was correlated positively with the lower satisfaction of customers. Similar, Dean (2004) carried out a research that examined the label of customer satisfaction of services from nurses at a major Midwestern hospital. The relationship between job satisfaction of nurses and the recommendation of patients of the units they preferred to was highly correlated at 0.85. Consequently, in the service sector such as the banking industry, transactional leadership is preferred over transformational leadership (Bass & Riggio, 2006). But, Emery et al. (2007) found out that the banking sector employees prefer transformational leadership rather than transactional leadership styles. The phenomenon can be explained by the fact that the banking sector has systems which are reinforced. Thus, mechanistic organizations are entrenched thoroughly into the structure of the organization in which leaders do not need to provide contingent reinforcement. In the research, Emery et al. (2007) found out that charisma is more favored beyond the contingent reward behavior in relation to the effectiveness of the leader. The findings are consistent with the researches that were conducted by (Bass & Riggio, 2006) and Edward and Gill (2012). The two types of research demonstrated the vitality of charisma in leadership in the level of commitment in the organization. However, Emery’s research failed to prove that charisma is just as important at the highest levels of management.
But Emery et al. (2007) did not support the fact that charisma is only vital at the highest levels of management. Managers in the lower level were attributed to complying somehow with the decisions of charismatic leaders at the higher levels through receivership of contingent rewards. Moreover, Emery et al. (2007) found out that there are no differences in gender in terms of preference and magnitude of a particular style of leadership. Female managers display transformational leadership styles equally as the males. Furthermore, both female and male managers display similar levels of intellectual stimulation, individual; consideration and charisma. Thus, Emery et al. (2007) study support the adoption of transformational leadership so as to increase the commitment of the organization and job satisfaction of personnel who are always in constant contact with the customers.
Employees place a lot of trust in the judgment of their leaders. They form strong emotional ties to the leader as they adopt their values. The personal characteristics of the leaders directly maintain the dimension of the quality of service. According to Ismail et al. (2011), since it is a period of competition globally, many companies are being forced to shift the paradigms of the styles of leadership from transactional to transformational leadership in order to achieve their goals and strategies. Leaders who adopt the transformational styles are efficient in developing the full potential of their followers as they are capable of motivate them to unite and link their goals and objectives to the goals and beliefs of the organization (Ismail et al., 2011).
Liu et al. (2011) studied the connection between the innovativeness of the team and transactional leadership. They focused on the potential role of moderating emotional labor and examining the role of mediation for the efficacy of the team. Their intention was to back the leadership field through closing a gap recognized in the literature through the overview of team efficacy and labor emotions as vital influences on the literature that exists between the innovativeness of the team innovativeness transactional leadership. Liu et al. (2011) carried out the study from quantitative, objectivist, confirmatory and positivist point of view as they hypothesized a correlation between dependent variables and independent variables. They set out to explore and prove that association. Liu et al. (2011) discussed several findings implications. Emotional labor acted as a conditional boundary on team innovativeness and transactional leadership relationship. The knowledge was helpful in deepening the comprehension of the context in which transactional leadership in an indication of the effectiveness of the organization. Additional research on transactional leadership and other outcomes of the organization that are positive and extra research on another conditional boundaries that are possible (McCleskey, 2014).
A study on transformational and transactional leadership in the framework of ethical behavior was carried out by LaRocca (2011). Groves and LaRocca (2011) viewed transformational leadership and transactional leadership as diverse concepts which are reinforced by the different foundations of ethics in the contrast of the full range of the model view of the leadership of transactional leadership as part of a range of behaviors. Of significance, transactional leadership flows from teleological ethical values while transformational leadership flows from deontological ethical values (Groves & LaRocca, 2011, p.511). Singh & Krishnan (2008) discussed the association between transactional leadership and ethics. Groves and LaRocca (2011) presented the concepts of transformational leadership, corporate social responsibility, managerial decision-making, transactional leadership, and ethics. They studied ethics in relation to leadership style and its effect on corporate social responsibility and follower values. The authors presented their point of view of objective, positivist, confirmatory and quantitative as demonstrated by a research design which hypothesizes a correlation between the dependent and independent variables and then went beyond that to explore and endorse the association (Stentz et al., 2012). The view was supported empirically by Liu et al. (2011). The identified limitations include omission of measures designated to identify social desirability, incapacity to generalize findings to the larger population, and results-oriented towards the description of leaders on what they would do rather than the actual behavior. Additional mentioned limitations include lack of longitudinal data, potential common source and common method prejudice, and an incapability to isolate personal ethics from the leadership style that is preferred (Liu et al., 2011).
Obiwuru et al. (2011) carried out another study on selected small-scale enterprises in Nigeria with regards to the effect of leadership styles on the performance of organizations. The study disclosed that transactional leadership styles had a positive and significant consequence on performance while transformational leadership styles had an affirmative influence on performance though not significant. Another study was carried out in India to examine the association between efficient leadership style and employee performance (Pradeer & Prabhu, 2011). The study showed that leadership was positively linked with the performance of the employee for both transactional and transformational leadership styles. Paracha et al. (2012) carried out a similar research with the aim of determining which leadership style has the potential to increase the employee’s performance of some selected private schools in Pakistan. Similarly to the other researchers, they found out that the two leadership styles, transformational and transactional, had both positive connections with employee performance. Nevertheless, the research showed that the transactional leadership was more significant. In his study in the USA, Muterera (2012) found out that both transformational and transactional leadership styles were related to the performance of the organization positively. However, transformational leadership behavior contributed to the performance of the organization positively over and above the transactional leadership styles contribution.
The following section aims to investigate or interpret the anticipated association between the variables that were earmarked as suitable and useful. The framework is based on existing theoretical and existing literature to address the problems of the research. Through the conceptual framework, the study will be able to get a guide or sense of direction on the quantitative study to postulate that transactional leadership styles and transformational leadership styles are related to an efficient practice behavior which impacts the overall job satisfaction of subordinates through the engagement of leader’ attributes.
From the analysis of the theoretical and empirical literate, it can be seen that there is a consistency gap in the study of analysis of the relationship between two leadership styles; transformational and transactional. Thus, a conceptual framework had to be developed. The conceptual framework was used to guide this study on the basis of four major variables. They include transactional leadership styles and transformational leadership styles, employees’ job performance and employee job satisfaction. According to Bass & Riggio (2006), transactional leadership styles and transformational leadership styles are used in the creation of a full range of leadership model through the identification that both styles of leadership can underwrite the accomplishment of the objectives and the goals of the organization.
According to Bass & Avolio (2004), most companies have cultures that are renowned by the two styles. Generally, the full assortment model of leadership consists of three main practices; transactional, transformational, and laissez-faire (Avolio & Bass, 2004). Nevertheless, the following research only focuses on transactional and transformational leadership practices.
The part of transformational leadership practices consists of elements which are idealized influence behaviors, inspiration motivation, idealized influence attributes, intellectual stimulation, and individualized consideration.
The table below summarizes the transformational leadership practices based on their elements.
Table 1: Transformational leadership styles
|
Elements |
Components |
|
Leader idealizes influence behavior |
· I have complete faith in my supervisor |
|
Leader inspires motivation |
· My supervisor provides appealing images about what we can do · My supervisor helped me find meaning in my work |
|
Leader idealizes influence attributes |
· My supervisor makes workers feel good to be around him/her · My supervisor provides new ways of looking at issues/problems |
|
The leader has consideration for each individual |
· I am proud to be associated with my supervisor · My supervisor show concern in the individual development · My supervisor gives honest feedback · My supervisor gives attention to others who seem rejected |
|
Leader deliberates intellectual stimulation |
· My supervisor expresses in a few words what we could and should do · My supervisor encourages others to rethink ideas that they had never questioned before · My supervisor encouraged me to question how things are done |
On the other hand, transactional leadership is based on the exchange process which involves the fulfillment of contractual obligations, controlling outcomes and setting monitoring and objectives. From the theoretical literature transactional leadership is made up of two main factors: management by exception (active/passive) and contingent reward. The table below summarizes the transactional leadership practices based on elements.
Table 2: Transactional leadership styles
|
Elements |
Components |
|
Management by exception |
· My supervisor tells us the standard we have to know to carry out our work · My supervisor make sure every activity follows procedures · As long as things are working, my supervisor does not try to change anything |
|
Contingent reward |
· My supervisor recognize/rewards workers that achieve their targets · My supervisor tells others what to do if they want to be rewarded for their work · My supervisor punishes those workers that perform below-set targets · I have a good working relationship with my supervisor |
Consequently, the variables to measure job performance of the employees were also identified. To get data on this variable, the following questions would have to be posted to the research participants:
The last variable earmarked to be used in the research is job satisfaction. Data on job satisfaction will be captured through the following questions:
As a result, the following hypothesis was developed:
H1: The Transformational leadership style does not significantly and positively affect employee performance in Nigerian Banks.
H2: The Transactional leadership style does not significantly and positively affect employee performance in Nigerian Banks.
H3: There is no significant relationship between transactional, transformational leadership styles and employee’s job satisfaction.
The correlational analysis will be used to establish the relationship of the three hypothesis and find out if they are significant or not. The significance and impact of transformational leadership style will be determined by correlating the various aspects or components of transformational leadership styles and how the employees evaluate their job performance. Conversely, the significance and impact of transactional leadership styles will be determined by correlating the various components of transactional leadership styles and how the employees evaluate their job performance.
The significance of the relationship between transactional, transformational leadership styles and employees’ job performance will be determined by correlating job satisfaction is mediating transformational leadership and employee performance and job satisfaction are mediating between transformation leadership and employee performance.
From the components, the variables derived were to be correlated in line with the existing literatures. Modifications were made on the variables to enable the researcher establish the impacts of transactional and transformational leadership and how they influence job performance and job satisfaction on employees in Nigerian Banks. The research will therefore be able to fill the gap of literature that exists on the financial sector.
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