Effect of Transformational Leadership Behaviour on Employees’ Career Development in Zenith International Bank (ZIB) Plc, North East 3 Zone, Adamawa State, Nigeria: Post COVID-19 Pandemic Experience
Downloads
The World Health Organisation (WHO) declared the coronavirus (COVID-19) pandemic as a global pandemic. The pandemic has left organisations with a number of challenges, including decreased revenue, decreased consumer spending, poor marketing outcomes, firm closures, reduced staff motivation, virtual working, increasing unemployment, and changes in service delivery and lifestyle. However, due to the rapid growth in global competition, advancements in technology, innovativeness, and growing demands for better customer service, organisational leaders were challenged to devise performance-improvement strategies in order to survive the challenges posed by COVID-19, particularly in Deposit Money Banks (DMBs). Against this backdrop, this study investigates the impact of transformational leadership (TL) behaviours on employee career development (i.e. employee mentoring and coaching). This study conceptualised TL behaviours as idealized influence, inspirational motivation, intellectual stimulation, and individual consideration, while career development as career coaching and career mentoring. The study used an explanatory survey research approach with a sampl of 130 employees from four (4) branches of Zenith International Bank Plc North East 3 Zone, Adamawa State. This study's data were collected via questionnaire. Descriptive statistics such as mean, standard deviation and correlation were used in analysing the data collected, while study's hypotheses were tested using the multiple regression technique. The regression results show that TL behaviours such as inspirational motivation, intellectual stimulation, and individual consideration have favourable significant effect on career development (Mentoring and coaching). While idealised influence has significant adverse effects on career development in both career mentoring and coaching. Overall, the findings indicate that TL positively and strongly predicts career development (i.e. career mentoring and coaching). As a result, this study concludes that TL actions are critical for organisational development and should be supported by managers since they improve employees' career progression within the organisation and have significant effects on numerous employee outcomes.
Downloads
Abbas, J., Mubeen, R., Iorember, P. T., Raza, S., & Mamirkulova, G. (2021). Exploring the impact of COVID-19 on tourism: transformational potential and implications for a sustainable recovery of the travel and leisure industry. Current. Res. Biblic Stud. 2, 100033.
Ahmad, R. B., Mohamed, A. M. & Abdulmanaf, H. B. (2017). The relationship between transformational leadership characteristic and succession planning program in the Malaysian public sector. International Journal of Asian Social Science, 7(1), 19-30.
Al-Amin, M. D. (2017). Transformational leadership and employee performance: mediating effect of employee engagement. North South Business Review, 7(2), 28-40.
Alqatawenh, A. S. (2018). Transformational leadership style and its relationship with change management. Business: Theory and Practice, 19, 17–24. https://doi.org/10.3846/btp.2018.03
Amin, W., Akram, U., Shahzad, F. & Amir, M. (2018). Impact of Transformation Leadership on Affective Employee’s Commitment. European Online Journal of Natural and Social Sciences, Special Issue on New Trends in Business, Economics and Management, 7 (1s), 48-57.
Aryee, S., Budhwar, P. S. & Chen, Z. X. (2002). Trust as a mediator of the relationship between organisational justice and work outcomes: test of a social exchange model. Journal of Organizational Behaviour, 23, 267-285.
Aunga, D. A. O. & Masare, O. (2017). Effect of leadership styles on teacher’s performance in primary schools of Arusha District Tanzania. International Journal of Educational Policy Research and Review, 4 (4), 42-52. https://doi.org/10.15739/IJEPRR.17.006.
Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire. Manual and Sampler Set, 3rd ed. Redwood City, CA: Mindgarden. http://dx.doi.org/10.1207/s1532754xjprr1602_2.
Azizi, M. R., Atlasi, R., Ziapour, A., Abbas, J. & Naemi, R. (2021). Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach. Heliyon 7, 1-11. https://doi.org/10.1016/j.heliyon.2021.e07233.
Bass, B. & Riggio, E. (2006). Transformational Leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
Blau, P. (1964). Exchange and power in social life. Wiley: New York.
Butterick, M. & Charlwood, A. (2021). HRM and the COVID-19 pandemic: how can we stop making a bad situation worse? Human Resource Management Journal, 31 (4), 847-856 .https://doi.org/10.1111/1748-8583.12344.
Cardoso, M. L. A. P., Ramos, L. H. & D’Innocenzo, M. (2014). Coaching leadership: leaders’ and followers’ perception assessment questionnaires in nursing. Einstein, 12(1), 66-74.
Chandrasekara, W. S. (2019). The effect of transformational leadership style on employees’ job satisfaction and job performance: a case of apparel manufacturing industry in Sri Lanka. International Journal of Economics, Commerce and Management, VII (7), 386-393.
Colquitt, J. A., Lepine, J. A., & Wesson, M. (2011). Organizational Behavior Improving Performance and Commitment in the Workplace. New York, NY: McGraw Hill International Edition.
Cropanzano, R. & Mitchell, M. (2005). Social exchange theory: an interdisciplinary review. Journal of Management, 31 (6), 874-900.
Cropanzano, R., Rupp, D. E. & Byrne, Z. S. (2003). The relationship of emotional exhaustion to work attitudes, job performance, and organizational citizenship behaviours. Journal of Applied Psychology, 88 (1), 160–169.
Cucinotta, D. & Vanelli, M. (2020). World Health Organization (WHO) declares COVID-19 a Pandemic. Acta Biomed, 91 (1), 157-160.
Dung, L. T. & Hai, P. V. (2020). The Effects of Transformational Leadership and Job Satisfaction on Commitment to Organizational Change: A Three-Component Model Extension Approach. The South East Asian Journal of Management, 14 (1), 106-123.
Ekaningsih, A. S. (2014). The effect of transformational leadership on the employees' performance through intervening variables of empowerment, trust, and satisfaction (a study on coal companies in east Kalimantan). European Journal of Business and Management, 6 (22), 111-117.
Engidaw, A. E. (2022). Small businesses and their challenges during COVID‑19 pandemic in developing countries: in the case of Ethiopia. Journal of Innovation and Entrepreneurship, 11 (1), 1-14. https://doi.org/10.1186/s13731-021-00191-3.
Fonseca, L. M. & Azevedo, A. L. (2020). COVID-19: outcomes for global supply chains. Management & Marketing. Challenges for the Knowledge Society, 15 (SI), 424–438. https://doi.org/10.2478/mmcks-2020-0025.
Gould-Williams, J. & Davies, F. (2005). Using social exchange theory to predict the effects of HRM practice on employee outcomes: An analysis of public sector workers. Public Management Review, 7 (1), 1–24.
Greenhaus, J. H. & Callanan, G. A. (1994). Career management, 2nd ed. Fort Worth, TX: Dryden Press
Gyansah, S. T. & Guantai, H. K. (2018). Career Development in Organizations: Placing the Organization and the Employee on the Same Pedestal to Enhance Maximum Productivity. European Journal of Business and Management, 10 (14), 40-45.
Hemsworth, D., Muterera, J. & Anahita Baregheh, A. (2013). Examining Bass’s transformational leadership in public sector executives: a psychometric properties review. The Journal of Applied Business Research, 29 (3), 853-862
Hirschi, A., Nagy, N., Baumeler, F., Johnston, C. S., & Spurk, D. (2018). Assessing Key Predictors of Career Success: Development and Validation of the Career Resources Questionnaire. Journal of Career Assessment, 26(2), 338- 358. https://doi.org/10.1177/1069072717695584
Itodo, J. I. (2015). Relationship between waiting experience and customers’ loyalty in Commercial Banks in Mubi, Adamawa State. PhD. Thesis ADSU, Mubi.
Jones, G. R. & George J. M. (2004). Contemporary Management, 4rd ed. New York: McGraw-Hill Irwin.
Joshi, A., Kale, S., Chandel, S. and Pal, D. (2015) Likert Scale: Explored and Explained. British Journal of Applied Science & Technology, 7, 396-403.https://doi.org/10.9734/BJAST/2015/14975
Karimi, S., AhmadiMalek, F., Yaghoubi F. A., & Liobikiene, G. (2023). The role of transformational leadership in developing innovative work behaviors: The mediating role of employees’ psychological capital. Sustainability, 15, 1267.https://doi.org/10.3390/su15021267
Kaya, C. & Ceylan, B. (2014). An empirical study on the role of career development programs in organizations and organizational commitment on job satisfaction of employees. American Journal of Business and Management, 3(3), 178-191.
Ko, W. (2012). The relationships among professional competence, job satisfaction and career development confidence for chefs in Taiwan. International Journal of Hospitality Management, 31(3), 1004–1011.
Kreitner, R. (2009). Principles of management, 11th edition. USA: South Western Lengage
Lai, F., Tang, H., Lu, S., Lee, Y. & Lin, C. (2020). Transformational leadership and job performance: the mediating role of work engagement. SAGE Open, January-March, 1-11. https://doi.org/10.1177/215824401989908.
Lan, Y. & Chen, Z. (2020). Transformational Leadership, Career Adaptability, and Work Behaviors: The Moderating Role of Task Variety. Frontiers in Psychology, 10 (2922), 1- 13: doi: 10.3389/fpsyg.2019.02922.
Lebni, Y. J., Abbas, J., Moradi, F., Salahshoor, M. R., Chaboksavar, F., Irandoost, S. F., ... & Ziapour, A. (2021). How the COVID-19 pandemic effected economic, social, political, and cultural factors: A lesson from Iran. International Journal of Social Psychiatry, 67(3), 298-300. https://doi.org/10.1177/0020764020939984.
Madero-Gómez, S., Ortiz-Mendoza, O.E., Ramírez, J. & Olivas-Luján, M.R. (2020). Stress and myths related to the COVID-19 pandemic’s effects on remote work. Management Research, 18 (4), 401-420. https://doi.org/10.1108/MRJIAM-06-2020-1065.
Mahar, S. A., Mirani, S. H., Kumar, M., Phulpoto, N. H., Pirzada, Z. A. & Hussain, A. (2020). Measuring the impact of transformational and transactional leadership style on employees’ performance. International Journal of Computer Science and Network Security, 20 (1), 1- 8.
Nangia, M. & Mohsin, F. (2020). Revisiting talent management practices in a pandemic driven VUCA environment-a qualitative investigation in the Indian IT industry. Journal of Critical Review, 7 (7), 937–942.
Odumeru, J. A. & Ogbonna, I. G. (2013). Transformational vs. Transactional Leadership Theories: Evidence in Literature. International Review of Management and Business Research, 2 (2), 355-361
Parzefall, M. (2008). Psychological contracts and reciprocity: a study in a finish context. The International Journal of Human Resource Management, 19 (9), 1703-1719.
Revilla, M. A., Saris, W. E. & Krosnick, J. A. (2014). Choosing the number of categories in agree–disagree Scales. Sociological Methods & Research, 43 (1), 73-97; DOI: 10.1177/0049124113509605.
Riwukore, J. R., Yustini, T. & Tada, M. (2022). Career Development Based Transformational Leadership, Education & Training, and Motivation (Case Study at Dinas Lingkungan Hidup and Kebersihan Kota Kupang). Enrichment: Journal of Management, 12 (3), 2217- 2226.
Saeed, R., Lodhi, R. N., Abbas, F., Ishfaque, U., Dustgeer, F. & Ahmed, M. (2013). The Organizational Role in Career Development of Employees. Management and Administrative Sciences Review, 2(6), 664-669.
Salem, A. B. & Lakhal, L. (2018). Mentoring functions questionnaire: validation among Tunisian successors. Journal of Management Development, 37 (2), 127-137. https://doi.org/10.1108/JMD-12-2016-0272.
Singh, A. S. & Masuku, M. B. (2014). Sampling techniques & determination of sample size in applied statistics research: an overview. International Journal of Economics, Commerce and Management, II (11), 1-22.
Sulistyowati, A. & Arifah, A. N. (2023). The influence of transformational leadership, career development, and Organizational Citizenship Behavior on employee performance. International Journal of Applied Finance and Business Studies, 11 (3), 345-352
Syeda, S. G. & Abida, D. (2014). Impact of succession planning on employee engagement in telecommunication sector in Rawalpindi, Pakistan. European Journal of Business and Management, 6 (37), 274-281.
Tian, H., Iqbal, S., Akhtar, S., Qalati, S. A., Anwar, F. & Khan, M. A. S. (2020). The impact of transformational leadership on employee retention: mediation and moderation through organizational citizenship behavior and communication. Frontiers in Psychology, 11 (314), 1-11. doi: 10.3389/fpsyg.2020.00314.
Unnithan, A. B. (2016). Number of Scale Points and Data Characteristics: An Experimental Investigation. Indian Journal of Science and Technology, 9(S1), 1-6 DOI: 10.17485/ijst/2016/v9iS1/104115.
White, S. K. (2018). What is transformational leadership? A model for motivating innovation. Retrieved from: https://www.cio.com/article/3257184/what-is-transformational- leadership-a-model-for-motivating-innovation.html.
WHO, (2022). Weekly epidemiological update on COVID-19-12 April, Edition 87. https://www.who.int/publications/m/item/weekly-epidemiological-update-on-covid-19--- 12-april-2022
Yusup, A. & Maulan, I. E. (2023). The influence of transformational leadership on employee motivation. Journal of Research and community Service, 4(3) 798-802.
Zhang, M., Wang, F., Weng, H., Zhu, T. & Liu, H. (2021) Transformational Leadership and Perceived Over qualification: A Career Development Perspective. Front. Psychol. 12:597821. https://doi.org/10.3389/fpsyg.2021.597821
Copyright (c) 2024 Dr. Stephen Pembi, Prof. John Ldama
This work is licensed under a Creative Commons Attribution 4.0 International License.
