IIARD International Institute of Academic Research and Development

Journal of Business and African Economy (JBAE )

E-ISSN 2545-5281
P-ISSN 2695-2238
VOL. 11 NO. 3 2025
DOI: 10.56201/jbae.vol.11.no3.2025.pg31.38

---

Idealized-Influence and Inspirational-Motivation Leadership Styles and Employees’ Commitment in Nigeria

Joy OSOSUAKPOR PhD

---

Abstract

Given the dearth of empirical studies on idealized and inspirational-motivation leadership styles, this study examined whether idealized and inspirational-motivation leadership styles influence employee commitment in Petroleum Training Institute, Warri, Delta State, Nigeria. To do this, survey research design was employed and questionnaire was the main data collection instrument which was administered to fifty (50) staff (academic and non-academic). Data obtained in the survey were analyzed using of descriptive, post-estimation and inferential statistical tools. Findings indicated that idealized leadership style (t-value = 12.01; Prob. = 0.000) and inspirational-motivation leadership style (t-value = 16.11; Prob. = 0.000) had significant and positive influence on the level of employee commitment. The implication of the research finding is that when organizations use inspirational-motivation and idealize-influence styles of leadership, it would make employees more committed to assigned task and responsibilities. Given the findings, it is recommended that management should use inspirational-motivation leadership style in order to inspire their workforce to realize significant work-outcomes. Additionally, regulatory frameworks of organizations in collaboration with the Nigerian Institute of Management should Encourage, Engage and Promote (EEP) staff training initiatives on effective leadership styles like idealized-influence and inspirational-motivation aimed at enhancing employees’ commitment and efficiency in decision-making. The study contributes to knowledge and further enriched management literature on the relationship between idealized-influence and inspirational-motivation leadership styles and employee commitment.

keywords:

Leadership development; idealized-influence leadership; staff training;

---

References:

Abd Rahman, A.S.B. (2021). Leadership styles and job satisfaction among employees.
Electronic Journal of Business and Management, 6(1), 39-59
Abdelwahed, N.A.A., Soomro, B.A. & Shah, N., (2023). Predicting employee performance
through transactional leadership and entrepreneur’s passion among the employees of
Pakistan. Asia Pacific Management Review, 28(1): 60-68
Alkhaldi, S., Mgbemena, C., & Alghamdi, R. (2021). The impact of leadership styles on
employee job satisfaction and turnover intentions in the Saudi Arabian healthcare sector.
Journal of Healthcare Leadership, 13, 45-55
Belias, D., Rossidis, I., Papademetriou, C. & Mantas, C. (2022). Job satisfaction as affected by
types of leadership: A case study of Greek tourism sector. Journal of Quality Assurance in
Hospitality & Tourism, 23(2), 299-317.
Hilton, S.K., Madilo, W., Awaah, F. & Arkorful, H. (2023). Dimensions of transformational
leadership and organizational performance: The mediating effect of job satisfaction.
Management Research Review, 46(1): 1-19
Hosna, A.U., Islam, S. & Hamid, M. (2021). A review of the relationship of idealized influence,
inspirational motivation, intellectual stimulation, and individual consideration with
sustainable employees performance. International Journal of Progressive Science and
Technology, 25(1): 322-326
Khudhair, F.S., Rahman, R.A., Adnan, A.A.B.Z. & Khudhair, A.A. (2022). Impact of
leadership style on employee performance (A case study on a private organization in Iraq).
Texas Journal of Multidisciplinary Studies, 13, 15-32
Klein, G., (2023). Transformational and transactional leadership, organizational support and
environmental competition intensity as antecedents of intrapreneurial behaviors. European
Research in Management, Business and Economics, 29(2), 10-21
Mahmood, A. & Ali, R. (2021). The impact of leadership styles on employee performance in
Saudi Arabian hospitals. Management Science Letters, 11(7), 1703-1710
Muliyati, L., Febrian, W.D., Rajab, M. & AR, M.T. (2023). Transactional leadership: employee
performance and organizational performance (Literature Review). East Asian Journal of
Multidisciplinary Research, 2(3), 1129-1142
Peerman, C.H. (2023). The relationship between leadership styles, job satisfaction, and tenure
among nursing home administrators. The Journal of Health Administration Education, 1,
238-252
Saad, A. & Abdulaziz, B.M.A. (2023). Leadership styles and its impact on employee
performance: An empirical investigation of Riyadh private hospitals. Journal of
Population Therapeutics & Clinical Pharmacology, 30(15), e19-e33
Skopak, A. & Hadzaihmetovic, N. (2022). The impact of transformational and transactional
leadership style on employee job satisfaction. International Journal of Business and
Administrative Studies, 8(3), 113-126
Sunarsi, D., Paramarta, V., Munawaroh, A.R., Bagaskoro, J.N. & Evalina, J. (2021). Effect of
transformational, transactional leadership and job satisfaction: Evidence from information
technology industries. Information Technology in Industry, 9(1), 987-996.
Udin, U. (2023). Leadership styles and their associated outcomes: A bibliometric review using
VOSviewer. International Journal of Human Capital in Urban Management, 8(4), 443-
456
Wei, L. & Vasudevan, H.L. (2022). Leadership style and company performance in the
manufacturing industry. International Journal of Human Capital and Urban Management,
7(3): 327-340

DOWNLOAD PDF

---

Back