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Nigerian Public Administrators’ Leadership Styles and their perceived Effectiveness

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  • Adebayo A. Adanri
  • Bharat Thakkar

Abstract

Leadership is a phenomenon that have been widely studied but there are few studies of leadership in the field of public administration compared to other fields. The purpose of this cross-sectional study was to examine the perceived leadership effectiveness of Nigerian public administrators’ leadership practices based on Bass’s full range leadership theory (FRLT). Data were collected through the Multifactor Leadership Questionnaires administered to a randomly selected sample of 240 department heads in the 30 local governments in Osun State, Nigeria. Regression results shows a statistically significant relationship between local public administrators’ perceived leadership effectiveness and transformational leadership factors (p

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  • Adebayo A. Adanri & Bharat Thakkar, 2016. "Nigerian Public Administrators’ Leadership Styles and their perceived Effectiveness," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 6(9), pages 85-92, September.
    • Handle: RePEc:hur:ijarbs:v:6:y:2016:i:9:p:85-92
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    References listed on IDEAS

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    1. Denise Parris & Jon Peachey, 2013. "A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts," Journal of Business Ethics, Springer, vol. 113(3), pages 377-393, March.
    2. Steers, Richard M. & Sanchez-Runde, Carlos & Nardon, Luciara, 2012. "Leadership in a global context: New directions in research and theory development," Journal of World Business, Elsevier, vol. 47(4), pages 479-482.
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    Cited by:

    1. Adebayo A. Adanri & Raj K. Singh, 2016. "Transformational Leadership: Towards Effective Governance in Nigeria," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 6(11), pages 670-680, November.

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