Refine your search
Collections
Co-Authors
Journals
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Dialoke, Ikechukwu
- Talent Management and Workers’ Effectiveness of Selected Hotels in Rivers State
Abstract Views :234 |
PDF Views:0
Authors
Affiliations
1 Department of Management, Abia State University, NG
2 Department of Industrial Relations & Personnel Management, College of Management Sciences, Michael Okpara University of Agriculture, Umudike, NG
1 Department of Management, Abia State University, NG
2 Department of Industrial Relations & Personnel Management, College of Management Sciences, Michael Okpara University of Agriculture, Umudike, NG
Source
International Journal of Knowledge Management and Practices, Vol 5, No 2 (2017), Pagination: 32-44Abstract
The present study examines the relationship between talent management and workers’ effectiveness of selected hotels in Rivers state. Cross-sectional research survey was employed. Target population for the study consists of all registered hotels with the Rivers State Ministry of Commerce & Industry. However, the accessible population consists of 20 registered hotels using simple random sampling. A total of 70 top level managers were surveyed. Data collection method was through questionnaire administration. 52 copies of questionnaire were retrieved. Spearman’s Rank Order Correlation Coefficient (rho) was used as a statistical tool to test the relationship between talent management dimensions and measures of workers’ effectiveness with the aid of Statistical Package for the Social Sciences (SPSS) version 22.0. The finding of the study revealed that talent management has strong positive relationship with workers’ effectiveness. Drawing from the findings, the study concluded talent management measured in terms of talent attraction, talent development and talent retention can be used by human resource practitioners to promote workers’ effectiveness in the hotel industry and other business enterprise. One of the recommendations is that for right talent to be attracted, hotel practitioners should employed the services of qualified human resource experts during recruitment process.Keywords
Talent, Talent Management, Talent Management Strategies, Workers’ Effectiveness, Goal Accomplishment, Resource Acquisition, Talent Attraction, Talent Development, Talent Retention.
References
- Adegbe, G. (2010). Human resource management (3rd ed.) New Owerri: Springfield Publishers Ltd.
- Agu, O. A., & Anichebe, N. A. (2015). Improving organisational effectiveness in Nigeria public enterprise. International Journal of Development Research, 5(6), 4811-4818.
- Aiza, H. R., & Abdus, S. A. (2013). Impact of talent management and employee turnover intention on organizational efficiency: A case of telecommunication sector of Pakistan, Sci. Int (Lahore), 25(3), 655-660.
- Ali, C., & HamidReza, B. (2014). Effects of talent management on employees retention: The mediate effect of organizational trust. International Journal of Academic Research in Economics and Management Sciences, 3(5).
- Ali, A. A., Freyedon, A., & Javad, A. (2012). Talent management and succession planning. Interdisciplinary Journal of Contemporary Research in Business, 4(1).
- Amah, E. (2006). Human resource management. Port Harcourt, Nigeria: Amethyst Publishers. Amir, E., & Amen, I. (2013). The effect of training on employee performance. European Journal of Business and Management, 5(4).
- Armstrong, M. (2009). Armstrong’s handbook of human resource management practice (11th Ed.). Kogan Page, London and Philadelphia.
- Arnolds, C. A. (1995). Enhancing organisational effectiveness: A multi-foci study of employee commitment. Master of Commerce dissertation. Port Elizabeth, Vista University.
- Babbie, E. (1986). The Practice of Social Research. California: Wadsworth. Beechler, S., & Woodward, I. C. (2009). The global war for talent. Journal of International Management, 15, 273-285.
- Bewell, H., Yakubu, I., Owotunse, D., & Ojih, E. E. (2014). Work-induced stress and its influence on organizational effectiveness and productivity among Nigerian workers, African Research Review: An International Multidisciplinary Journal, Ethiopia, 8(1).
- Bhatnagar, J. (2007). Managing capabilities for talent engagement and pipeline development. Industrial and Commercial Training, 40(1), 19-28.
- Bontis, N., Dragoneti, N. C., Jacobson, K., & Roos, G. (1999). The knowledge toolbox: A review of the tools available to measure and manage intangible resources. European Management Journal, 17(40), 391-402.
- Brewster, C., Sparrow, P., & Vernon, G. (2007). International human resource management. London, UK: Chartered Institute of Personnel and Development.
- CIPD (2006). Talent management: Understanding the dimensions, CIPD, London.
- Chris, A., & Lynne, M. (2005). Managing talent for competitive advantage: Taking a systematic approach to talent management. Strategic HR Review, 4(5), 28-31.
- Clark, D. B. (2009). Talent management strategies for public procurement professionals in globe organizations. Retrieved on 9 May 2015 http://www.ippa.org/IPPC5/Proceedings/Part12/PAPER12-3.pdf.
- Cohen, A., & Manion, L. (1980). Research methods in education.London: Croon Helm.
- Collins, J. (1999). Turning goals into results: The power of catalytic mechanisms. Harvard Business Review, July-August, pp. 71-82.
- Dialoke, I. (2015). Training as a measure not a solution to worker’s performance in Nigeria. European Journal of Business and Innovation Research, 3(3), 24-33.
- Dialoke, I. (2016). Ph.D Class notes on human resource planning, training and development (HRM 910). Department of industrial relations & personnel management, Michael Okpara University of Agriculture, Umudike, Umuahia, Abia State, Nigeria.
- Ebrahim, H., & Shima, L. (2015). Evaluating and studying of the impact of organizational culture on organizational effectiveness: Case Study: Employees of Company of Electricity Distribution of Sistan and Baluchestan. International Journal of Management Sciences and Business Research, 4(3).
- Eddie, B. (2007). Talent management: Maximizing talent for business performance. Ashridge Business School. Retrieved from http://www.ashridge.org.uk
- Edeh, F. O., & Anyanwu, S.A.C (2015). Social intelligence and team cohesiveness: A study of selected hospitality firms in Port Harcourt. MSc Thesis Unpublished.
- Eketu, C. A. (2015). Talent management and sustainable enterprise resilience among travel agencies in Port Harcourt. International Journal of Business and Management, 3(8), 268-275.
- Eketu, C. A. (2016). Managers’ ingratiation and workers’ affective commitment in tourism based businesses: A study on downward impression management. International Journal on Customer Relations, 4(1).
- Esra, B., & Ozgur, D. (2014). Structural determinants of organizational effectiveness. Journal of Organizational Management Studies.
- Ghassem, A., Azadeh, A., & Asl, I. M. (2011). Relationship between the talent management and the election process of managers of public and private hospitals. Middle-East Journal of Scientific Research, 9(6), 769-772.
- Hajikaimisari, M. H., Ghalambor, M. A. & Hajikarimi, A. A. (2010). Talent management an effective key to manage knowledgeable workers to fabricate safer steel structure. IJSSST, 11(3).
- Hamidi, N., Saberi, H., & Safari, M. (2014). The effect of implementation of talent management on job satisfaction governmental organizations: Case study: Ministry of Roads and Urban. Journal of Novel Applied Sciences, 3(1), 100-113.
- Harvey, D., & Brown, D. R. (2006). An experimental approach to organization development (7th Ed.), pp. 254-257, Prentice Hall, New Jersey.
- Kehinde, J. (2011). Talent management: effect on organization performances. Journal of Management Research, 4(2), 178-186.
- Khan, M. Z. A., Ayub, A., & Baloch, Q. B. (2013). Importance of talent management in business strategy: A critical literature review. Abasyn Journal of Social Sciences, 6(1).
- Khandwalla, P. N. (1995). Management style. New Delhi: Mc-Graw Hill, p. 387.
- Kimani, S. M., & Waithaka, S. M. (2013). Factors affecting implementation of talent management in state corporations, Kenya. International Journal of Business and Social Research (IJBSR), 3(4).
- Kinicki, A., & Kreitner, R. (2003). Organizational behavior: Key concepts, skills & practices. McGraw-Hill Irwin.
- Koltapeh, M. P., Forotageh, E. A., Afruz, D., & Hossein, M. (2015). Surveying the relationship between talent management and organizational health of employees of general directorate of youth and sports of Ardabil Province. Research Journal of Sport Sciences, V3(3), 59-65.
- Koontz, H. (1961). The management theory jungle. Journal of the Academy of Management, 174-188.
- Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement. 30, 607-610.
- Layla, A. K., & Abbas, S. (2013). Relationship of talent management and organizational creativity in Maskan bank of Hamedan. Middle-East Journal of Scientific Research, 18 (5), 728-731.
- Lockwood, N. R. (2006). Talent management: Driver for organizational success. SHRM Research Quarterly. Retrieved from https://www.shrm.org/Research/Articles/Articles/Documents/0606RQuartpdf.pdf
- Macaulay, S. (2009). Talent management: Key issues for managers. Interchanged knowledge, Cranfield University, School of Management. Retrieved from http://www.som.cranfield.ac.uk/som/dinamiccontent/media/knowledgeinterchange/criticalguides/
- Makela, K., Bjorkman, I., & Ehrnischolar_mainh, M. (2010). How do MNCs establish their talent pools? Influences on individuals’ likelihood of being labeled as talent. Journal of World Business, 45, 134-142.
- Makworo, A. K., & Abok, M. A (2014). Factors affecting integrated talent management in state corporations in Kenya (a case study of Kenya power and lighting company). The Strategic Journal of Business and Change Management, 2(6), 112-111.
- Mangusho, Y. S., Murei, R. K., & Nelima, E. (2015). Evaluation of talent management on employees performance in beverage industry: A case of delmonte Kenya Limited. International Journal of Humanities and Social Science, 5(8).
- Manzoor, Q. (2012). Impact of employees motivation on organizational effectiveness. European Journal of Business and Management, 3(3).
- McCann, J. (2004). Organisational effectiveness: Changing concepts for changing environment. Human Resource Planning, 42-50.
- McKinsey & Company. (2001). The war for talent. McKinsey & Company.
- Mehran, M., Parivash, M., Hassan, Z., & Fariba, A. (2014). The relationship between organizational space of offices and corporate identity: Case study: General offices in Azerbaijan. International Journal of Security, Privacy and Trust Management (IJSPTM) 3(1).
- Mohammad, H. H., Mohammad, A. G., & Abbas, A. H. (2010). Talent management an effective key to manage knowledgeable workers to fabricate safer steel structure. IJSSST, 11(3).
- Muhammad, I. H., & Shao, Y. (2013). The role of talent management and HR generic strategies for talent retention. African Journal of Business Management, 7(29), 2827-2835.
- Nicolene, B., Puleng, M., & Nico, S. (2004). Talent management, work engagement and service quality orientation of support staff in a higher education institution, Mediterranean Journal of Social Sciences, 5(4).
- Nwadukwe, U. C., & Court, O. T. (2012). Management styles and organizational effectiveness: an appraisal of private enterprises in eastern Nigeria. American International Journal of Contemporary Research, 2(9).
- Obasanmi, J., & Obasanmi, P. O. (2012). Teachers’ perceptions of the organizational effectiveness of private secondary schools in the Niger Delta region of Nigeria. Int J EduSci, 4(1), 23-29.
- Ogundele, O.J.K. (2009). Management and Organization: Theory and Behaviour (2nd ed). Lagos: Lagos: Printmat Ventures.
- Oladapo, V. (2014). The impact of talent management on retention. Journal of Business Studies Quarterly, 5(3).
- Olagunju. L. A. (2010). Occupational stress assessment and organizational effectiveness. Journal of Applied Psychology, 17(2), 110-122.
- Ongori, H., & Nzonzo, J. C. (2011). Training and development practices in an organisation: An intervention to enhance organisational effectiveness. International Journal of Engineering & Management Sciences, 2(4), 187-198.
- Onyokoko, I. O., & Eketu, C. A. (2016). Emotional intelligence and workers’ conscientiousness in selected hospitality firms in Port Harcourt. International Journal of Advanced Academic Research Social & Management Sciences, 2(5).
- Oyedapo, W. O., Akinlabi, B. H., & Sufian, J. B. (2012). The impact of sales promotion on organization effectiveness in Nigerian manufacturing industry. Universal Journal of Marketing and Business Research, 1(4), 123-131.
- Rajpreet, K. (2013). Empirical study of talent management program and its impact on the employee’s retainment and performance in Indian supermarket big bazaar. Human Resource Management Research, 3(3), 61-70.
- Rana, G., Garg, P., & Rastogi, R. (2011). Effect of justice perception on managerial effectiveness. The IUP Journal of Organizational Behaviour, 10(2), 7-20.
- Robin, S., Judge, T. A., & Sanghi, S. (2009). Organizational behavior (13th ed.). Pearson Education Inc.
- Saeedeh, S., & Rouhollah, N. (2014). An examination of the effect of talent management on organizational entrepreneurship. A case study: oil products company of province of Ilam in Iran. Kuwait Chapter of Arabian Journal of Business and Management Review, 3(12a).
- Sarantakos, S. (2005). Social research. New York: Palgrave Macmillan.
- Sekaran, U. (2003). Research method for business: A skill building approach (4th ed.). New York: John Wiley & Sons.
- Srivastava, M., & Sinha, A. K. (2007). Individual characteristic for managerial effectiveness in a competitive environment: An exploration paper presented in conference on global competition & competitiveness of Indian corporate. IIM Khozikode, May 18-19.
- Tajadin, M., & Moali, M. (2006). Why talent management? Tadbir Journal, 191(62), 19.
- Vivas-Lopez, S. (2014). Talent management and teamwork interaction: Evidence in large Spanish companies. International Journal of Business, 19(1).
- Wysocki, Jr. (1999). Rethinking a quaint idea: Profits, The Wall Street Journal, B1, B6.
- Younger, J., Small, W. N., & Ulvich, D. (2007). Developing your organizations brand as a talent developer. Human Resource Planning Francisco, CA.
- Conflict Resolution Strategies and Workers’ Commitment in Selected Oil Companies in Rivers State
Abstract Views :257 |
PDF Views:0
Authors
Affiliations
1 Department of Industrial Relations and Personnel Management, College of Management Sciences, Michael University of Agriculture, Umudike, NG
2 Department of Management, Abia State University, Uturu, NG
1 Department of Industrial Relations and Personnel Management, College of Management Sciences, Michael University of Agriculture, Umudike, NG
2 Department of Management, Abia State University, Uturu, NG
Source
International Journal of Business Ethics in Developing Economies, Vol 6, No 2 (2017), Pagination: 1-9Abstract
The present study examines the relationship between conflict resolution strategies and workers’ commitment in selected oil companies in Rivers State. Cross-sectional research design was adopted. Target population for this study consists of oil companies registered with Rivers State Ministry of Commerce & Industry. Ten (10) oil companies make up the accessible population using simple random sampling technique. Copies of questionnaire were used for data collection. 210 workers were surveyed from 10 oil companies. A sample size of 136 was ascertained using Krejcie and Morgan (1978). Face and construct validity was employed. Reliability of instrument was determined using cronbach alpha test. Spearman rank order correlation coefficient was used as statistical tool with the aid of SPSS 22.0. The study found that conflict resolution strategies have a strong positive relationship with workers’ commitment. The study concludes that conflict resolution strategies measured in terms of integrating (problem solving) strategy, obliging (smoothing) strategy and compromising strategy enhances workers’ commitment in the selected oil companies in Rivers state. One of the recommendations is that managers in the oil companies should adopt integrating (problem solving) as a conflict resolution strategy in their workplace.Keywords
Conflict, Conflict Resolution Strategies, Integrating, Obliging, Compromising, Workers’ Commitment, Social Exchange Theory.References
- Afsanepurak, S. A., Hossini, R. N. S., Seyfari, M. K., & Nasab, Z. M. (2012). The relationship between organizational socialization and organizational commitment in physical education departments `employees in Mazandaran-Iran. International Journal of Academic Research in Business and Social Sciences, 2(1), 187-195.
- Agba, A. M. O., Nkpoyen, F., & Ushie, E. M. (2010). Career development and employee commitment in industrial organisations in Calabar, Nigeria. American Journal of Scientific and Industrial Research, 1(2),105-114.
- Ahiauzu, I. A., & Asawo, P. S. (2016). Advanced social research methods. Port Harcourt: CIMRAT Publications.
- Allen, N. J., & Meyer, J. P. (1996). Affective, continuance, and normative commitment to the organization. Journal of Vocational Behaviour, 49, 252-276.
- Becker, H. S. (1980). Notes on the concept of commitment. American Journal of Sociology, 66, 32-42.
- Cohen, A. (2003). Multiple commitments in the workplace: An integrative approach. London: Lawrence Erlbaum Associates.
- Dost, M. K. B., & Khan, H. J. (2012). Job enrichment causes high level of employee commitment during the performance of their duties: A behavioral study. Arabian Journal of Business and Management Review (OMAN Chapter), 1(10), 95-104.
- Eketu, C. A., & Edeh, F. O. (2015). The role of social intelligence on workers’ extra-role behaviour of independent road transport companies in Port Harcourt, Nigeria. International Journal of Business and Management Invention, 4(10), 34-40.
- Ezejelue, A. C., Ogwo, E. O., & Nkamnebe, A. D. (2008). Basic principles of managing research projects (2nd ed.). Aba: Afritowers Limited.
- Gholamreza, J., Ali, M., & Hamid, B. (2011). The impact of job security on employees’ commitment and job satisfaction in Qom municipalities. African Journal of Business Management, 5(16), 6853-6858.
- Griffin, R. W., & Morehead, G. (2013). Organizational behavior managing people and organizations (11th ed.). South-Western, USA, Cengage Learning.
- Hotepo, O. M., Asokere, A. S. S., Abdul-Azeez, I. A., & Ajemunigbohun, S. S. A. (2010). Empirical study of the effect of conflict on organizational performance in Nigeria. Business and Economics Journal, Volume 2010 BEJ-15.
- Ibrahim, A. A., Bokkasam, S., & Jaba, M. G. (2012). Managing organizational conflicts in Saudi Arabia: A communicative approach. Interdisciplinary Journal of Research in Business, 2(6), 33-45.
- Jones, R. G., & George, M. J. (2006). Contemporary management (4th ed.). McGraw Hill, Irwin.
- Kinicki, A., & Kreitner, R. (2003). Organizational behavior: Key concepts, skills and best practices. McGraw-Hill Irwin.
- Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30, 607-610.
- Litterer, J. A. (1966). Conflict in organizations: A re-examination. Academy of Management Journal, 9, 178-86.
- Luthans, L. (2011). Organizational behavior. An evidenced-based approach (12th ed.). New York: McGraw Hill Irwin.
- Mehta, P., & Sharma, M. (2014). Organisational conflict and its resolution strategies. International Journal of Advanced Research in Management and Social Sciences, 3(9), 169-176.
- Miles, R. H. (1980). Macro organizational behavior. Santa Monica, CA: Goodyear.
- Monette, D. R., Sullivan, T., & DeJong, C. (2005). Applied social research: A tool for the human services. Australia: Thompson Brooks/Cole.
- Newstrom, J. W., & Davis, K. (2002). Organizational behavior: Human behaviour at work (11th ed.). New Delhi Tata, McGraw - Hill Publishing Company Limited.
- Noe, R. A., Hollenbeck, J. R., Gerhart, B. & Wright, P. M. (2004). Fundamentals of human resource management. New York: McGraw Hill Irwin.
- O’Reilly, C. (1989). Corporations, culture and commitment. California Management Review, 31, 9-24.
- Osabiya, B. J. (2015). Conflict management and resolution in Nigeria public sector. Review of Public Administration and Management, 4(8), 107-120.
- Robins, S. P., Judge, T. A., & Sanghi, S. (2009). Organizational behavior (13th ed.). New Delhi: Prentice Hall.
- Saduman, K. (2010). An investigation of conflict resolution in educational organizations. African Journal of Business Management, 4(1), 96-102.
- Salami, S. O. (2009). Conflict resolution strategies and organisational citizenship behaviour: The moderating role of trait emotional intelligence. Europe’s Journal of Psychology, 2, 41-63.
- Schmidt, S. M., & Kochan, T. A. (1972). Conflict: Towards conceptual clarity. Administrative Science Quarterly, 13, 359-70.
- Sevket, Y., Burcu, I. Y., & Nursel, C. (2015). A study on conflict management and conflict resolution in hospitality organizations. International Journal of Arts & Sciences, 8(8), 77-88.
- Stoner, J. A. F., & Freeman, R. E. (1989). Management (4th ed.). New Jersey, Prentice Hall, Englewood Cliffs.
- Thomas, K. W. (1976). Conflict and conflict management. In M.D. Dunette (Ed.), Handbook of Industrial and Organizational Psychology. Rand Mcnally, 889-935.
- Vecchio, R. P. (2000). Organizational behavior: Core concepts. Forth Wort, T X: Dryden Press.
- Wall, J. A., & Callister, R. R. (1995). Conflict and its management. J. Manage., 21, 515-558.
- Yubo, H., Ge, G., Fei, W., Tingrui, L., & Zhilan, Y. (2011). Organizational commitment and creativity: The influence of thinking styles. Annals of Economics and Finance, 12(2), 411-431.
- Transformational Leadership and Employee Performance of Selected Private Secondary Schools in Rivers State
Abstract Views :324 |
PDF Views:0
Authors
Affiliations
1 Department of Industrial Relations & Personnel Management, College of Management Sciences, Michael Okpara University of Agriculture, Umudike, NG
2 Department of Management, Abia State University, NG
1 Department of Industrial Relations & Personnel Management, College of Management Sciences, Michael Okpara University of Agriculture, Umudike, NG
2 Department of Management, Abia State University, NG
Source
International Journal on Leadership, Vol 6, No 2 (2018), Pagination: 14-22Abstract
This study examines the relationship between transformational leadership and employee performance of selected private secondary schools in Rivers State. Research design is a cross-sectional survey. Target population includes nine private secondary schools in as published by West African Examination Council (2016). 750 employees were surveyed. Sample size is 254 using Krejcie and Morgan (1970). Method of data collection is questionnaire. Face and content validity were used. Cronbach alpha’s test was used to ascertain the reliability of the instrument. Spearman’s Rank Order Correlation Coefficient (rho) was used to test the hypotheses using statistical package for social sciences (20.0). The study found that transformational leadership has a positive significant relationship with employee performance. This study concluded that transformational leadership measured in terms of idealized influence, inspirational motivation, intellectual stimulation, and individual consideration enhances employee performance in the selected private secondary schools in Rivers State. One of the recommendations is that administrators of private secondary schools should employ transformational leadership as a strategy to enhance employee performance at the workplace.Keywords
Leadership, Transformational Leadership, Employee Performance, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individual Consideration.References
- Abasilim, U. D. (2013). Leadership style and organisational performance: A case study of Akwa Ibom Water Company Limited. Unpublished M.Sc. Dissertation, Department of Political Science and Public Administration, University of Uyo, Uyo, Akwa Ibom, Nigeria.
- Abasilim, U. D. (2014). Transformational leadership style and its relationship with organisational performance in Nigerian work context: A review. IOSR Journal of Business and Management, 16(9), Ver. VI, pp. 1-5.
- Ali, H., Ismael, A., Mohamed, S., & Davoud, N. (2011). The impact of responsibility and leadership styles on leading change capability of Malaysian Managers. Australian Journal of Business and Management Research, 1(2), 70-98.
- Amir, S., & Zaidatol, A. L. P. (2012). Transformational leadership and its predictive effects on leadership effectiveness. International Journal of Business and Social Science, 3(7).
- Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor fullrange leadership theory using the Multifactor Leadership Questionnaire. The Leadership Quarterly, 14(3), 261-295.
- Armstrong, M. (2012). Armstrong’s handbook of human resource management practice. United Kingdom: Ashford Colour Press.
- Atika, M., & Tripti, S. (2008). Relationship of emotional intelligence with transformational leadership and organizational citizenship behavior. International Journal of Leadership Studies, 4(1), 3-21.
- Avolio, B. J., Waldman, D. A., & Yammarino, F. J. (1991). The four I’s of transformational leadership. Journal of European Industrial Training, 15(4), 9-16.
- Avolio, J., & Bass, M. (2000). Developing potential across a full range of cases on transactional and transformational leadership. London: Lawrence Erlbaum associate, Inc.
- Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25, 951-968.
- Bass, B. M., & Avolio, B. J. (1995). The multifactor leadership questionnaire - 5x short form. Redwood: Mind Garden.
- Bass, M., & Riggio, E. (2006). Transformational leadership (2nd Ed.). USA: Lawrence Erlbaum Associates, Inc.
- Burns, J. M. (1978). Leadership. New York: Harper and Row.
- Cole, G. A. (2005). Organizational behaviour. Nottingham: TJ International.
- Dike, G. (30th August, 2016). Up, up private schools; down, down public institutions.
- Retrieved from http://sunnewsonline.com/up-up-private-schools-down-down-public-institutions/.
- Duressa, Z., & Asfaw, M. (2014). Transformational leadership and its applications in the public service organizations of Ethiopia. International Affairs and Global Strategy, 23.
- Ekeh, P. U., & Oladayo, O. T. (2011). Emotional intelligence and leadership success of secondary school principals in rivers state, Nigeria. International Multidisciplinary Journal, Ethiopia, 5(5).
- Eze, H. C. (2010). Leadership in organization. Journal of Nigerian Institute of Management, 46(1), 29-35.
- Givens, R. J. (2008). Transformational leadership: The impact on organizational and personal outcomes. Emerging Leadership Journeys, 1(1), 4-24.
- Griffin, R. W., & Moorhead, G. (2014). Organizational behavior: Managing people and organizations (11th Ed.). USA, South-Western, Cengage Learning.
- Hukpati, C. A. (2009). Transformational leadership and teacher job satisfaction: A comparative study of private and public tertiary institutions in Ghana. A Master Thesis, Faculty of Behavioural Science, University of Twente.
- Iheriohanma, E. B. J. (2009). Organizational knowledge leadership and employee productivity: A sudy of Imo State, Nigeria Civil Service. An International Journal of Psychology, 17(2), 121-138.
- Jones, R. G., & George, M. J. (2004). Essentials of managing organizational behaviour, Upper Saddle River: Prentice Hall.
- Jones, R. G., & George, M. J. (2006). Contemporary management (4th Ed.). New York: McGraw-Hill, Irwin.
- Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities Educational and Psychological Measurement, 30, 607-610.
- Krishnan, V. R. (2005). Transformational leadership and outcomes: Role of relationship duration. Leadership & Organization Journal, 26(5/6), 442-457.
- Krishnan, V. R. (2004). Impact of transformational leadership on followers’ influence strategies. Leadership and Organizational Development Journal, 25(1), 58-72.
- Luthans, F. (2011). Organizational behavior: An evidencebased approach (12th ed.). New York: McGraw-Hill/Irwin.
- Melvyn, R.W. H., Nico, W. V. Y., Barbara, W., & Kai, S. (2011). Transformational transactional leader styles and followers’ regulatory focus: Fit reduces followers’ turnover intentions. Journal of Personnel Psychology, 10(4), 182-186.
- Northouse, P. G. (2004). Leadership theory and practice. Pastoral Psychology, 56(4), 403-411.
- Odigbo, C. L. (2005). Public and private secondary school, Dichotomy in the Nigeria education system: Implication for quality education in Nigeria. Journal of Education Administration and Planning, 5(2), 164-173.
- Ojokuku, R. M., Odetayo, T. A., & Sajuyigbe, A. S. (2012). Impact of leadership style on organizational performance: A case study of Nigerian Banks. American Journal of Business and Management, 1(4), 202-207.
- Okwudili, B. E., & Edeh, F. O. (2017). The effects of compensation on employee performance: A study of rivers state board of internal revenue service. Journal of Strategic Human Resource Management, 6(2).
- Parasuraman, A., Zeithaml, A., Valarie, L.L., & Berry, L.L. (1988). SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. J. Retailing 64, 12-40.
- Sosik, J. J., Potosky, D., & Jung, D. I. (2002). Adaptive self-regulation: Meeting others’ expectations of leadership and performance. The Journal of Social Psychology, 142(2), 211-232.
- Udoh, B. E., & Agu, O. (2012). Impact of transformational and transactional leadership on organizational performance. International Journal of Current Research, 4(11), 142-147.
- Walumbwa, F. O., & Lawler, J. J. (2003). Building effective organizations: Transformational leadership, collectivist orientation, work-related attitudes, and withdrawal behaviors in three emerging economies. International Journal of Human Resource Management, 14, 1083-1101.
- Weihrich, H., Cannice, M. V., & Koontz, H. (2008). Management: A global and entrepreneurial perspective (12th ed.). Tata McGraw-Hill, New Delhi.