Nigerian Banks Employee Job Performance Evaluation

This article discusses the impact of transformational and transactional leadership styles on employee job satisfaction and commitment in the Nigerian banking sector. It includes a literature review, theoretical framework, and empirical framework based on various researches conducted in the banking industry. The study concludes that transformational leadership styles are more effective in enhancing employee job satisfaction and commitment in the banking sector.

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Nigerian Banks Employee Job Performance Evaluation
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Nigerian Banks Employee Job Performance Evaluation 2
Literature Review
Introduction
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

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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).
Theoretical Framework
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).
Transformational Leadership
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).

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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

Nigerian Banks Employee Job Performance Evaluation 5
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
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.

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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

Nigerian Banks Employee Job Performance Evaluation 7
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.
Empirical Framework
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.

Nigerian Banks Employee Job Performance Evaluation 8
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

Nigerian Banks Employee Job Performance Evaluation 9
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

Nigerian Banks Employee Job Performance Evaluation 10
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)

Nigerian Banks Employee Job Performance Evaluation 11
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.

Nigerian Banks Employee Job Performance Evaluation 12
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.
Conceptual Framework
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

Nigerian Banks Employee Job Performance Evaluation 13
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

Nigerian Banks Employee Job Performance Evaluation 14
 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:
 How do you rate your performance in your organization

Nigerian Banks Employee Job Performance Evaluation 15
 How do you rate your productivity in your organization
 How do you rate your productivity on the job
 How do you evaluate the performance of your peers at their job compared with your
peers doing the same work
The last variable earmarked to be used in the research is job satisfaction. Data on job satisfaction
will be captured through the following questions:
 Job satisfaction is mediating between transactional leadership and employee performance
(Transactional leadership focuses on maintaining the normal flow of operations. Here
leaders use disciplinary power to motivate the employee to perform at their best)
 Job satisfaction is mediating between transformational leadership and employee
performance (Transformational leadership style focuses on team-building, motivation,
and collaboration with employees)
 Job satisfaction is mediating between transformation leadership and employee
performance (Transformational leadership style focuses on team-building, motivation,
and collaboration with employees)
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.

Nigerian Banks Employee Job Performance Evaluation 16
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.

Nigerian Banks Employee Job Performance Evaluation 17
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