Transformational Leadership Style and Employee Engagement on Role-Based Performance among Selected Civil Servants in Jos

Abstract

Role-based performance covers not only the scope of job but also aspects of employee work behaviour involved in performance. Aims: The present study therefore examined influence of transformational leadership style and employee engagement on role-based performance. Study Design: The study adopted a correlational research design. Place and Duration of Study: Government Ministries and Parastatals in Jos, capital of Plateau State, Nigeria. October 2016 to June 2017. Methodology: Using survey method in which 137 civil servants were purposively drawn as participants. Their age range was from 28 to 65 years with 74 (54%) male participants and 63 (46%) female participants. This study utilised role theory and personal engagement theory, while standardised psychological scales which are role-based performance scale, multifactor leadership questionnaire and intellectual social affective engagement scale were used. Data collected were analysed using regression analysis. Results: The findings indicated that transformational leadership style significantly explained 35% variance in role-based performance. Employee engagement significantly explained 22.9% variance in role-based performance. Conclusion: There is significant influence of transformational leadership style on role-based performance of civil servants. There is significant influence of employee engagement on role-based performance of civil servants.