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Adams, M. (2021). Transformational Leadership and Innovation in Public Sector Organizations. Journal of Public Leadership, 6, 80-97.

has been cited by the following article:

• TITLE: Impact of Leadership Strategy & Typology on Public Sector Organisational Performance: A Resource Management Perspective

  AUTHORS: Abel Eseoghene Owotemu, Roberta Bernardi, Olusola Temitope Ayo-Soyemi

  KEYWORDS: Leadership, Organizational Performance, Autocratic Leadership, Laissez-Faire Leadership, Servant Leadership, Transactional Leadership, Transformational Leadership, Organizational Performance, Public Sector

  JOURNAL NAME: Voice of the Publisher, Vol.10 No.4, December 26, 2024

  ABSTRACT: The public sector in Nigeria faces challenges related to ineffective leadership, hindering organizational performance. This study, Impact of Leadership Strategy & Typology on Public Sector Organizational Performance: A Resource Management Perspective, explores how leadership styles like autocratic, laissez-faire, servant, transformational, and transactional impact performance in Abuja’s public institutions. A survey of employees from 34 institutions yielded 84 valid responses, measuring leadership perceptions and organizational outcomes, including budget efficiency and service satisfaction. The findings reveal a negative correlation between autocratic and laissez-faire leadership styles and poor performance, as reflected in World Bank and World Economic Forum ratings. In contrast, transformational and transactional leadership showed no significant effect. The study recommends fostering transparency, collaboration, responsible task delegation, and benchmarking service quality to improve public-sector performance.