RELATIONSHIP BETWEEN LEADERSHIP STYLES AND ORGANIZATIONAL EFFECTIVENESS: A STUDY OF ZENITH BANK PLC

Abstract

This study examined relationship between leadership styles and organizationaleffectiveness. Participants (141 males and 59 females) were 200 Zenith Bank Plc employees, ageranged24-50 years, mean-age 32.3 and SD 6.13. Instruments were Multifactor LeadershipQuestionnaire and Organizational Effectiveness Scale. The study had correlational design andPearson Product Moment Coefficient statistics. Findings showed that transformational leadershipstyle significantly correlated with organizational effectiveness at r = .89**, p < .01; transactionalleadership style correlated significantly with organizational effectiveness at r =.55**, p <.01; whilelaissez-faire leadership style correlated negatively but not significant with organizationaleffectiveness at r = -.01, p. > .01. By implication, leaders who adopt transformational andtransactional leadership styles have effect on the effectiveness of the organization. Recommendationswere for transformational and transactional leadership styles to be embraced by bankers.