TRANSACTIONAL LEADERSHIP AND OBJECTIVE PERFORMANCE OF DEPOSIT MONEY BANKS (DMBS) IN SOUTH-SOUTH, NIGERIA
Prior studies have examined the relationship between transactional leadership and performance of employees and organizations with conflicting empirical evidences and methodological flaws. However, the current study takes into consideration of the limitations of the prior studies and investigated the nexus between transactional leadership and objective performance of DMBs in South South, Nigeria. The study adopted a cross sectional survey design and selected a sample of sixteen banks and three hundred and twelve (312) workers, consisting of managers and employees. Data were collected by means of structured questionnaire and statements of financial positions and income statements. From the analysed data, results demonstrated that contingent sanctions of transactional leadership had no significant effect on objective performance of DMBS, contingent pecuniary rewards of transactional leadership had a significant effect on objective performance of DMBs while contingent non-pecuniary rewards of transactional leadership had no significant effect on objective performance of DMBS. In line with the findings, we conclude that contingent pecuniary rewards are effective as an approach of transactional leadership in DMBs. We recommend that contingent pecuniary rewards should be given prominence in applying the transactional leadership to enforce performance of DMBs while contingent non-pecuniary rewards and contingent sanctions should be considered also in the transaction exchange relationship between managers of transactional style of leadership and subordinates in the banking sector.
Contingent Pecuniary Rewards, Contingent non-pecuniary rewards, contingent sanctions, Transactional leadership, Deposit Money Banks (DMBs), Performance.