Nigerian Banks Employee Job Performance Evaluation

This study evaluates the job performance of Nigerian bank employees using a causal research design. The study uses questionnaires to collect data on transformational and transactional leadership styles and their impact on employee job satisfaction and performance. The findings suggest that transformational leadership styles are more effective in ensuring job satisfaction for employees in Nigerian banks compared to transactional leadership styles.

Running Header: Nigerian Banks Employee Job Performance Evaluation 1
Nigerian Banks Employee Job Performance Evaluation
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Nigerian Banks Employee Job Performance Evaluation 2
METHODOLOGY
Introduction
The methodology is aimed at explaining what was utilized in executing the research in order to
ensure that it is a success (Kothari, 2004, p.10). The following section is aimed at describing the
design of the research, the site of the research, the population targeted, the design of sampling,
the tools, and procedures used in collecting the data, analysis of the data and the presentation.
Research Design
A causal design was used for this study since it has the ability to measure what impact of a
specific change has on an existing assumption and norm (Blossfeld, 2001, p.16). Causal
explanations are sought after since they reflect the test of the hypothesis (Woodward, 2005,
p.16). Causal effect ensues when deviations in one phenomenon which is usually an independent
variable result of a variation in another phenomenon (dependent variable). A causal design was
necessary since there is a valid conclusion which can be based on finding the connection a
between the independent and the dependent variable. The main advantage of causal designs is
that it is associated with greater levels of internal validity and plays an instrumental role in
identifying reasons behind a wide range of processes. However, the design is disadvantaged in
that coincidences in events may be perceived as cause-and-effect relationships and may be
difficult to reach appropriate conclusions on basis of causal research findings.
Target population
The study conducted was targeted on bank employees who work in Nigeria, specifically in
Lagos.

Nigerian Banks Employee Job Performance Evaluation 3
Sampling Technique
The researcher adopted the use of simple random sampling for the study. Simple random
sampling was used since it is representative of the population (Thompson, 2012, p.11).
Sample size
The sample size included all the respondents who participated in the online survey since they had
all the information that was required for the study. Information gathered from the online survey
of the bank employees in Nigeria confirmed that a total of 111 Nigerian Bank employees
participated in the survey. Thus, the sample size consisted of 100% from each responded who
participated in the online survey.
Research instruments
The main tools for data collection were questionnaires which are structured. The questionnaires
were self-administered online and had both closed-ended questions. The items of the
questionnaires were developed in such a way that could draw responses that were in line with the
goals and objectives of the study (Beiske, 2002, p. 18). The questionnaires developed included
four parts. The first part entailed four questions which were aimed at gathering information with
regards to the personal details of the respondents. They include the age and gender of the
respondents, their highest education qualification and the years of experience they had in the
banking industry. The above details were captured from question one to question four. The rest
of the three parts included questions which were of Likert scale in nature. The Likert scale is a
sequence of items or questions which ask respondents to select on a scale which ranges from one
extreme to another (Jamieson, 2004, p.1217). For the questionnaire in use, the scale used ranged

Nigerian Banks Employee Job Performance Evaluation 4
from strongly disagree to strongly agree. Likert scale questions were used because they give a
deeper insight of what the respondents are thinking and how they feel (Norman, 2010, p.627).
The second part gathered information with regards to transformational styles used by the
supervisors. The transformational styles are shown in the table below:
Table 1: Transformational leadership styles components
Transformational styles
 How supervisor makes workers feel around him/her
 Pride to be associated with the supervisor
 Faith in supervisor
 Supervisors expression of what to do
 Supervisor appealing image of what can be done
 Supervisor help in the finding of meaning in work
 Supervisor provision of new ways of looking at issues/problems
 Supervision encouragement on how to rethink ideas that they had never questioned
before
 Supervisor encouragement to question how things are done
 Supervisor show of concern in the individual development
 Supervisor giving of homes feedback
 supervisor giving of personal attention to those seeming rejected
The transformational styles were questions from question four to question sixteen. The third part
contains questions that regard transactional styles. The transactional styles in question were as
shown in the table below:
Table 2: Transactional leadership styles components
Transactional styles
 If supervisor recognizes/rewards the workers when they achieve their targets
 If a supervisor tells others what to do if they want to be rewarded
 The supervisor tells the standard we have to know to carry out work
 Supervisor punishes workers performing below-set targets
 The supervisor makes sure every activity follows the procedure
 The supervisor does not change anything as long as they are working
 A good relationship with supervisor

Nigerian Banks Employee Job Performance Evaluation 5
The transactional questions span the range from question seventeen to question twenty-three.
The fourth part asked questions with regards to job performance and job satisfaction. The two
attributes were asked from question twenty for to question twenty-nine.
Since the tool of collecting information was easily administered, it was able to capture huge
quantities of information while enabling the responses to be given in a short time (Fricker &
Schonlau, 2002, p.350). Consequently, the researcher selected this method of collecting
information since it was possible to store the information gathered further for future references.
Moreover, using an online tool made it possible to administer the questionnaires at a low cost
compared to other methods of collecting information.
Data collection procedure
The questionnaires were administered through an online survey platform that is the survey
monkey.
Data Analysis
Various methods were used in analyzing the collected data. They include the use of descriptive
analysis, Pearson correlation, and t-test analysis. The collected data was scanned so as to ensure
it was complete. Moreover, all the instructions had to ensure that they had to be followed by the
respondents. Having passed all the reliability tests, the analysis was conducted using the IBM
SPSS Statistical Software. Descriptive statistics included mean scores, percentages, and
proportions which were used to establish the importance of variables under study. A Pearson
correlation was used to test the relationship between the independent variables and the dependent
variables (Beesty et al., 2009, p.2). A reliability test was also carried out to assess the degree to
which the tests are consistent and stable in measuring what is intended to be measured (Tavakol

Nigerian Banks Employee Job Performance Evaluation 6
& Denick, 2011, p.53). A t-test was also carried out to tests whether there were significant
differences in the means between formational leadership styles, transactional leadership styles
and employee job satisfaction (Norusis, 2006, p.29). Results of data analysis were presented in
the form of tables and figures to help in understanding the three hypotheses developed. The study
used at least five percent probability level and one percent probability level as the basis for
rejecting a null hypothesis.
Ethical Considerations
The researcher ensured that the respondents’ contributions were voluntary and that their replies
were treated with total discretion to elude any destructive consequences to themselves or the
targeted banks.
SUMMARY OF FINDINGS
Information gathered from the online survey of the bank employees in Nigeria confirmed that a
total of 111 Nigerian Bank employees participated in the survey. The survey aimed to capture
200 employees from the Nigerian banks. Thus, it can be deduced that the response rate from the
survey is 55.5%.
From the data gathered, it was found that most of the employees in banks in Nigeria are between
the ages of 25 and 35 years of age (45.95%). The ages of 36 and 45 years of age come in second
with a representation with 35.14%. However, with the progression of age, that is from 46 years
and above, the number of employees working in the bank decreases to 9.91%. Employees who
work below the ages of 25 years are the minority with only 9% working in banks. However,

Nigerian Banks Employee Job Performance Evaluation 7
most of the employees had one to three years of experience (36.04%) with the experience of four
to six years (21.62%) coming in second. The rest of the employees had eleven to fifteen years of
experience (15.32%), seven to ten years of experience (14.41%) and 16 years and above
(12.61%).
On a gender basis, most of the employees in Nigerian banks in Lagos are male with a
representation of 71%. The level of education achieved by banking employees was also a key
factor that needed consideration. The categories of education determined were
certificate/diploma, higher diploma, masters, and the bachelor’s degree. The analysis shows that
most of the banking employees have pursued a bachelor’s degree as their highest level of
education qualification (57.66%). They were closely followed by employees with a masters
(32.43%). Higher diploma and Certificate/diploma had the lowest representation with 5.41% and
4.5% respectively.
The first hypothesis was aimed at finding whether transformations leadership styles significantly
and positively affect employee performance in Nigerian banks or not. Since the Cronbach’s
alpha is 0.923, it was observed that the items have a high internal consistency in transformational
leadership styles thereby necessitating for a Pearson correlation to be carried out. From the
Pearson correlation analysis, it was found out that the correlation is significant at the 0.01 level.
Thus we choose to reject the null hypothesis and conclude that transformational leadership style
does significantly and positively affect employee performance in Nigerian banks. The same
could also be mentioned for the transactional leadership styles in terms of the Cronbach’s alpha
and Pearson correlation. Thus, transactional leadership styles significantly and positively affect
employee performance in Nigerian banks.

Nigerian Banks Employee Job Performance Evaluation 8
The third hypothesis aimed at finding if transactional, transformational leadership styles and
employee’s job satisfaction had a significant relationship. Two Pearson correlations were carried
out. The first Pearson correlation was conducted on the transformational leadership style on job
satisfaction mediated between transformational leadership style and employee performance. The
result shows that the correlations were positive but some of them were not significant (Q5, Q9,
and Q11). The second Pearson correlation carried out on transactional leadership style on job
satisfaction mediated between transactional leadership style and employee performance showed
that the results were positive. However, none of the correlations was significant with the
exemption of Q22.
A t-test was carried out to determine whether the two styles have a difference that is statistically
significant. The two variables had a significance level of p < 0.05. Thus, the two leadership
styles have a difference that is statistically significant.
ANALYSIS OF DATA
How transformational leadership style affect staff performance
The questions which assess transformational leadership styles (Q5-Q16) were tested for
reliability using the Cronbach’s alpha. It was found out that the transformational leadership
attributes had a Cronbach’s alpha of 0.923. Thus, they had a high level of consistency. In tandem
with this, a Pearson correlation analysis was carried out. It was observed that transformational
leadership style significantly and positively affects employee performance in Nigerian banks. All
the transformational leadership styles attribute analyzed had a positive correlation with employee

Nigerian Banks Employee Job Performance Evaluation 9
job performance. The attributes correlation raged from 0.29 to 0.44 which suggests that the
relationship is weak but significant at 0.01 level.
How transactional leadership style affects staff performance
Consequently to transformational leadership style, a Cronbach alpha was determined to establish
transactional leadership style reliability. The Cronbach alpha obtained was 0.73. Thus,
transactional leadership styles have a relatively high internal consistency. A Pearson correlation
was determined. The result of the analysis shows that transactional leadership styles are
positively correlated with employee performance. Thus, transactional leadership style affects
employee performance significantly and positively. All the attributes related to transactional
leadership styles were positive. Nonetheless, the correlations were significant at the 0.01 level
with exception of Q20 which aims to know whether the supervisor punishment of workers who
perform below-set target guarantee employee performance.
The better leadership style suitable for the banking industry in Nigeria
From the Pearson correlation conducted on the transformational leadership style on job
satisfaction mediated between transformational leadership style and employee performance, it
was seen that the correlations were positive but some of them were not significant. Thus, when
supervisors make workers feel good to be around them, provide appealing images about what
can be done, and provide a new way of looking at issues/problems, do not significantly confer
job satisfaction. Similarly, the correlation carried out on transactional leadership style on job
satisfaction mediated between transactional leadership style and employee performance showed
that the results were positive. However, none of the correlations was significant with the
exemption of Q22. Therefore, if the supervisor does not try to change anything, as long as it is

Nigerian Banks Employee Job Performance Evaluation 10
working then the supervisors will be guaranteed job satisfaction. From this, it can be deduced
that transformational leadership styles are more effective in ensuring job satisfaction for
employees in Nigerian banks compared to transactional leadership styles.
But can the two leadership styles be used together in Nigeria banking industry? From the
significance of the t-test carried out, it was seen that the two styles have a difference that is
statistically significant. Thus, they cannot be used together in the banking industry in Nigeria.
CONCLUSION AND RECOMMENDATIONS
The objectives of this research were met accordingly. The analysis proved that transformational
leadership styles have a positive and significant effect on employees’ performance. The same can
also be seen for transactional leadership styles. Ideally, transformational leadership styles are
used by leaders who are aiming at motivating their teams and organizations to take action and go
forward (Leban & Zulauf, 2004). Thus, the findings are in support with the findings of Emery &
Barker (2007) which states that transformational styles improve and help in reshaping the image
of a company through the creation of a positive environment for employees. A fact that can be
attributed to the fact that transformational leadership is aimed at idealizing influence, inspiring
motivation, stimulating the intellect and individualizing consideration. Conversely, transactional
leadership styles and transformational leadership styles have a positive impact on employee’s job
satisfaction.
However, the finding revealed that the impact of transactional leadership styles were not
significant for employee’s job satisfaction. Transactional leadership focuses on results,
conformity existing structures within the organization and measuring the success structure in

Nigerian Banks Employee Job Performance Evaluation 11
accordance with the system of the organization's rewards and penalties (Eagly et al., 2003).
Transactional leader value the order and structure of an organization. The analysis is in support
of the findings of Emery & Barker (2007), that transactional leadership impacts positively on the
performance of the employees.
Transactional leadership styles and transformational leadership styles impact employee’s job
satisfaction in a similar way. However, the research findings show that transformational
leadership styles are more significant compared to transactional leadership styles. Thus
supporting Dai et al. (2013) claim that transformational leadership style confers greater job
satisfaction than transactional leadership styles. Though both leadership styles are necessary
conditions for an operational leadership, the research has shown that transformational styles of
leadership and transactional styles of leadership cannot be used as one. According to Spreitser et
al (2005), transformational leadership styles and transactional leadership styles are suited for
different situations. Thus, based on the contemporary market or working conditions, supervisors
need to determine the best style which will get out the best of the employees to ensure that they
continue to be productive in the organization.
The following research has shown that organizations need to make a review of the ensuing
market conditions and organizational objectives before adopting a transformational leadership
style. The following research had its limitations in terms of the number of the number of
employees who responded and the scope of the research. Future researchers can opt to improve
the following research by increasing the target population in a bid to increase the response rates.
Moreover, they can choose to increase the scope of the survey to include other cities and regions
and not Lagos alone.

Nigerian Banks Employee Job Performance Evaluation 12
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studies.
Benesty, J., Chen, J., Huang, Y., and Cohen, I., 2009. Pearson correlation coefficient. In Noise
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Blossfeld, H. P., 2001. Techniques of event history modeling: New approaches to casual
analysis. Psychology Press.
Dai, Y.D., Dai, Y.Y., Chen, K.Y. and Wu, H.C., 2013. Transformational vs transactional
leadership: which is better? A study on employees of international tourist hotels in Taipei
City. International Journal of Contemporary Hospitality Management, 25(5), pp.760-
778.
Eagly, A.H., Johannesen-Schmidt, M.C. and Van Engen, M.L., 2003. Transformational,
transactional, and laissez-faire leadership styles: a meta-analysis comparing women and
men. Psychological bulletin, 129(4), p.569.
Emery, C.R. and Barker, K.J., 2007. The effect of transactional and transformational leadership
styles on the organizational commitment and job satisfaction of customer contact
personnel. Journal of organizational culture, communications and conflict, 11(1), p.77.

Nigerian Banks Employee Job Performance Evaluation 13
Fricker, R. D., and Schonlau, M., 2002. Advantages and disadvantages of Internet research
surveys: Evidence from the literature. Field methods, 14(4), p.347-367.
Helms, J. E., Henze, K. T., Sass, T. L., and Mifsud, V. A., 2006. Treating Cronbach’s alpha
reliability coefficients as data in counseling research. The counseling psychologist, 34(5),
p.630-660.
Jamieson, S., 2004. Likert scales: how to (ab) use them. Medical education, 38(12), p.1217-
1218.
Kothari, C. R., 2004. Research methodology: Methods and techniques. New Age International.
Leban, W. and Zulauf, C., 2004. Linking emotional intelligence abilities and transformational
leadership styles. Leadership & Organization Development Journal, 25(7), pp.554-564.
Norman, G., 2010. Likert scales, levels of measurement and the “laws” of statistics. Advances in
health sciences education, 15(5), p.625-632.
Norušis, M. J., 2006. SPSS 14.0 guide to data analysis. Upper Saddle River, NJ: Prentice Hall.
Spreitzer, G.M., Perttula, K.H. and Xin, K., 2005. Traditionality matters: An examination of the
effectiveness of transformational leadership in the United States and Taiwan. Journal of
Organizational Behavior, 26(3), pp.205-227.
Tavakol, M., & Dennick, R., 2011. Making sense of Cronbach's alpha. International journal of
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Thompson, S. K., 2012. Simple random sampling. Sampling, Third Edition, p.9-37.

Nigerian Banks Employee Job Performance Evaluation 14
Woodward, J., 2005. Making things happen: A theory of causal explanation. Oxford university
press.
APPENDIX I
List of figures
Figure 1: Age
25 - 35 years 36 -45 years 46 & above years Below 25 years
45.95%
35.14%
9.91% 9.01%
Age

Nigerian Banks Employee Job Performance Evaluation 15
Figure 2: Gender
Male
71%
Female
29%
Gender
Figure 3: Education qualification
Bachelor degree
Masters
Higher Diploma
Certificate/
Diploma
57.66%
32.43%
5.41%
4.50%
Education
Figure 4: Years of experience in the bank

Nigerian Banks Employee Job Performance Evaluation 16
1 - 3 years 4 - 6 years 7 - 10 years 11 - 15 years 16 & above
36.04%
21.62%
14.41% 15.32%
12.61%
Experience

Running Header: Nigerian Banks Employee Job Performance Evaluation 17
List of Tables
Table 1: Reliability test of transformational leadership style
Reliability Statistics
Cronbach's Alpha N of Items
0.923 12
Table 2: Transformational styles and employee performance
Correlations
Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q24
Q5
Pearson
Correlation 1
Sig. (2-tailed)
Q6
Pearson
Correlation
.471*
* 1
Sig. (2-tailed) .000
Q7
Pearson
Correlation
.456*
*
.780*
* 1
Sig. (2-tailed) .000 .000
Q8
Pearson
Correlation
.361*
*
.471*
*
.476*
* 1
Sig. (2-tailed) .000 .000 .000

Nigerian Banks Employee Job Performance Evaluation 18
Q9
Pearson
Correlation
.293*
*
.380*
*
.427*
*
.516*
* 1
Sig. (2-tailed) .002 .000 .000 .000
Q10
Pearson
Correlation
.411*
*
.600*
*
.600*
*
.546*
*
.584*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000
Q11
Pearson
Correlation
.350*
*
.530*
*
.532*
*
.424*
*
.366*
*
.567*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000
Q12
Pearson
Correlation
.282*
*
.495*
*
.518*
*
.355*
*
.490*
*
.538*
*
.707*
* 1
Sig. (2-tailed) .003 .000 .000 .000 .000 .000 .000
Q13
Pearson
Correlation
.355*
*
.503*
*
.507*
*
.344*
*
.448*
*
.608*
*
.639*
*
.671*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
Q14
Pearson
Correlation
.456*
*
.569*
*
.481*
*
.539*
*
.532*
*
.664*
*
.537*
*
.519*
*
.548*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000
Q15
Pearson
Correlation
.528*
*
.507*
*
.503*
*
.470*
*
.388*
*
.546*
*
.515*
*
.427*
*
.537*
*
.677*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
Q16
Pearson
Correlation
.420*
*
.490*
*
.455*
*
.455*
*
.472*
*
.616*
*
.446*
*
.484*
*
.554*
*
.594*
*
.497*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
Q24
Pearson
Correlation
.325*
*
.454*
*
.437*
*
.369*
*
.307*
*
.388*
*
.399*
*
.289*
*
.343*
*
.385*
*
.437*
*
.437*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .001 .000 .000 .002 .000 .000 .000 .000

Nigerian Banks Employee Job Performance Evaluation 19
**. Correlation is significant at the 0.01 level (2-tailed).
Table 3: Reliability test of transactional leadership styles
Reliability Statistics
Cronbach's Alpha N of Items
0.73 7
Table 4: Transactional leadership style and employee performance
Correlations
Q17 Q18 Q19 Q20 Q21 Q22 Q23 Q24
Q17
Pearson
Correlation 1
Sig. (2-tailed)
Q18
Pearson
Correlation .672** 1
Sig. (2-tailed) .000
Q19 Pearson
Correlation
.476** .668** 1

Nigerian Banks Employee Job Performance Evaluation 20
Sig. (2-tailed) .000 .000
Q20
Pearson
Correlation -.062 .165 .234* 1
Sig. (2-tailed) .518 .083 .013
Q21
Pearson
Correlation .299** .360** .405** .027 1
Sig. (2-tailed) .001 .000 .000 .777
Q22
Pearson
Correlation .040 .216* .219* .170 .175 1
Sig. (2-tailed) .676 .023 .021 .075 .066
Q23
Pearson
Correlation .622** .464** .390** -.011 .442** .207* 1
Sig. (2-tailed) .000 .000 .000 .910 .000 .029
Q24
Pearson
Correlation .420** .394** .308** .066 .280** .203* .528** 1
Sig. (2-tailed) .000 .000 .001 .493 .003 .032 .000
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Table 5: Correlation between transformational leadership styles and job satisfaction mediated between transformational leadership
and employee performance
Correlations
Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q29

Nigerian Banks Employee Job Performance Evaluation 21
Q5
Pearson
Correlation 1
Sig. (2-tailed)
Q6
Pearson
Correlation
.471*
* 1
Sig. (2-tailed) .000
Q7
Pearson
Correlation
.456*
*
.780*
* 1
Sig. (2-tailed) .000 .000
Q8
Pearson
Correlation
.361*
*
.471*
*
.476*
* 1
Sig. (2-tailed) .000 .000 .000
Q9
Pearson
Correlation
.293*
*
.380*
*
.427*
*
.516*
* 1
Sig. (2-tailed) .002 .000 .000 .000
Q10
Pearson
Correlation
.411*
*
.600*
*
.600*
*
.546*
*
.584*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000
Q11
Pearson
Correlation
.350*
*
.530*
*
.532*
*
.424*
*
.366*
*
.567*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000
Q12
Pearson
Correlation
.282*
*
.495*
*
.518*
*
.355*
*
.490*
*
.538*
*
.707*
* 1
Sig. (2-tailed) .003 .000 .000 .000 .000 .000 .000
Q13
Pearson
Correlation
.355*
*
.503*
*
.507*
*
.344*
*
.448*
*
.608*
*
.639*
*
.671*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000

Nigerian Banks Employee Job Performance Evaluation 22
Q14
Pearson
Correlation
.456*
*
.569*
*
.481*
*
.539*
*
.532*
*
.664*
*
.537*
*
.519*
*
.548*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000
Q15
Pearson
Correlation
.528*
*
.507*
*
.503*
*
.470*
*
.388*
*
.546*
*
.515*
*
.427*
*
.537*
*
.677*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
Q16
Pearson
Correlation
.420*
*
.490*
*
.455*
*
.455*
*
.472*
*
.616*
*
.446*
*
.484*
*
.554*
*
.594*
*
.497*
* 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
Q29
Pearson
Correlation .102 .324*
*
.310*
* .202* .157 .254*
* .142 .203* .218* .252*
* .211* .248*
* 1
Sig. (2-tailed) .289 .001 .001 .034 .100 .007 .138 .032 .021 .008 .026 .009
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Table 6: Correlation between transactional leadership styles and job satisfaction mediated between transactional leadership and
employee performance
Correlations
Q17 Q18 Q19 Q20 Q21 Q22 Q23 Q28
Q17 Pearson Correlation 1
Sig. (2-tailed)
Q18 Pearson Correlation .672** 1
Sig. (2-tailed) .000
Q19 Pearson Correlation .476** .668** 1

Nigerian Banks Employee Job Performance Evaluation 23
Sig. (2-tailed) .000 .000
Q20 Pearson Correlation -.062 .165 .234* 1
Sig. (2-tailed) .518 .083 .013
Q21 Pearson Correlation .299** .360** .405** .027 1
Sig. (2-tailed) .001 .000 .000 .777
Q22 Pearson Correlation .040 .216* .219* .170 .175 1
Sig. (2-tailed) .676 .023 .021 .075 .066
Q23 Pearson Correlation .622** .464** .390** -.011 .442** .207* 1
Sig. (2-tailed) .000 .000 .000 .910 .000 .029
Q28 Pearson Correlation .054 .031 .041 .028 .065 .340** .038 1
Sig. (2-tailed) .572 .745 .674 .775 .500 .000 .691
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Table 7: t-test analysis
T df Sig. (2-tailed) Mean Difference
95% Confidence Interval of
the Difference
Lower Upper
Q28 26.007 109 0 2.127 1.97 2.29
Q29 25.18 110 0 1.865 1.72 2.01

Running Header: Nigerian Banks Employee Job Performance Evaluation 24
APPENDIX II
LEADERSHIP SURVEY
Q1. What is your age?
Answer Choices Response
Below 25 years
25 - 35 years
36 -45 years
46 & above years
Q2. What is your gender
Answer Choices Response
Male
Female
Q3. What is your highest Education Qualification?
Answer Choices Response
Certificate/ Diploma
Higher Diploma
Bachelor degree
Masters
Q4. What are your Years of experience in the bank?
Answer Choices Response
1 - 3 years
4 - 6 years
7 - 10 years
11 - 15 years
16 & above
Q5. My supervisor makes workers feel good to be around him/her
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q6. I am proud to be associated with my supervisor
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

Nigerian Banks Employee Job Performance Evaluation 25
Q7. I have complete faith in my supervisor
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q8. My supervisor expresses in a few words what we could and should do
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q9. My Supervisor provides appealing images about what we can do
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q10. My supervisor helps me find meaning in my work
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q11. My supervisor provides new ways of looking at issues/problems
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q12. My supervisor encourages others to rethink ideas that they had never questioned
before
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree

Nigerian Banks Employee Job Performance Evaluation 26
Disagree
Strongly disagree
Q13. My supervisor encourages me to question how things are done
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q14. My supervisor shows concern in the individual development
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q15. My supervisor gives honest feedback
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q16. My supervisor gives personal attention to others who seem rejected
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q17. My supervisor recognize/rewards workers that achieve their targets
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q18. My supervisor tells others what to do if they want to be rewarded for their work
Answer Choices Response
Strongly agree
Agree

Nigerian Banks Employee Job Performance Evaluation 27
Neither agree nor disagree
Disagree
Strongly disagree
Q19. My supervisor tells us the standard we have to know to carry out our work
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q20. My supervisor punishes those workers that perform below-set targets
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q21. My supervisor make sure every activity follow procedures
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q22. As long as things are working, my supervisor does not try to change anything
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q23. I have a good working relationship with my supervisor
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q24. How do you rate your performance in your organization
Answer Choices Response
Very satisfied

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Satisfied
Neither satisfied nor dissatisfied
Dissatisfied
Very dissatisfied
Q25. How do you rate your productivity on the Job?
Answer Choices Response
Far above average
Above average
Average
Below average
Far below average
Q26. How do you evaluate the performance of your peers at their job compared with
yourself doing the same kind of work?
Answer Choices Response
Far above average
Above average
Average
Below average
Far below average
Q27. How do you evaluate the performance of yourself at your job compared with your
peers doing the same work
Answer Choices Response
Far above average
Above average
Average
Below average
Far below average
Q28. 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 employees to perform at their
best
Answer Choices Response
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Q29. Job satisfaction is mediating between transformational leadership and employee
performance (Transformational leadership style focuses on team-building, motivation, and
collaboration with employees)
Answer Choices Response
Strongly agree
Agree

Nigerian Banks Employee Job Performance Evaluation 29
Neither agree nor disagree
Disagree
Strongly disagree