Exploring Transformational Work Performance: A Study from Nigerian Petroleum Company

Abstract

Problem: This quantitative research delved into the repercussions of transformational leadership and human resource (HR) practices on employee performance within the framework of Nigerian petroleum companies. Rooted in transformational leadership theory and the ability-motivation-opportunity model, the study explored the moderating impact of sociocultural factors on these associations.

Approach: Employing a correlational research design, the survey encompassed 716 employees.

Findings: Findings from the questionnaire revealed that transformational leadership behaviors, such as inspirational motivation, intellectual stimulation, and individual consideration, exerted a positive influence on both employee performance and satisfaction. Additionally, high-performance HR practices, fostering skills, motivation, and empowerment, were found to facilitate transformative work behaviors. Nevertheless, the collectivist and hierarchical nature of the Nigerian context molded the effectiveness of leadership and HR practices. The cultural expectations of paternalism positioned leaders as mentors, simultaneously constraining innovation and autonomy. Hypothesis testing affirmed significant positive correlations among transformational leadership, HR practices, sociocultural moderators, and employee performance.

Conclusion: This groundbreaking study provides crucial empirical insights into harnessing transformational leadership and aligned HR systems to propel performance within Nigeria's strategically vital petroleum sector.