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

Abstract

This study examined relationship between leadership styles and organizational effectiveness. Participants (141 males and 59 females) were 200 Zenith Bank Plc employees, ageranged 24-50 years, mean-age 32.3 and SD 6.13. Instruments were Multifactor Leadership Questionnaire and Organizational Effectiveness Scale. The study had correlational design and Pearson Product Moment Coefficient statistics. Findings showed that transformational leadership style significantly correlated with organizational effectiveness at r = .89**, p < .01; transactional leadership style correlated significantly with organizational effectiveness at r =.55**, p <.01; while laissez-faire leadership style correlated negatively but not significant with organizational effectiveness at r = -.01, p. > .01. By implication, leaders who adopt transformational and transactional leadership styles have effect on the effectiveness of the organization. Recommendations were for transformational and transactional leadership styles to be embraced by bankers.