Relationship between Proactive Personality Traits and Transformational Leadership Style among Workers: Moderating Role of Psychological Empowerment

Iloke, Stephen E

doi:10.47191/ijcsrr/v4-i9-12

Abstract

The purpose of this study is to investigate relationship between proactive personality traits and transformational leadership style among workers: moderating role of psychological empowerment. The study was guided by two hypotheses. A total of 112 participants were selected for the study using simple random and convenience sampling technique. The participants were all non-teaching staff of Nnamdi Azikiwe University, Awka, Anambra-Nigeria. The participants comprised of 62 males and 50 females with a mean age of 32.51 and standard deviation of 8.68. Their age ranged from 18 to 51 years. The study made use of three instruments namely: proactive personality scale by Bateman & Crant (1993), transformational leadership inventory by Podsakoff (1990) and psychological empowerment scale by Spreitzer (1995). The study is a survey study which adopted the correlational design; consequently multiple linear regressions were used as a statistical tool for data analysis. The result showed that proactive personality positively and significantly correlated with transformational leadership style at r = .33, p < .01. Furthermore, the interaction effect between proactive personality trait, all the dimensions of psychological empowerment accounted for negative significant variance than just proactive personality and transformational leadership styles alone, R2 change = .07 at p <. 01. Based on the findings of the study, the researchers recommended that Organizations are advised to employ transformational leadership styles as it is also a way of empowering the employees psychologically.

Highlights

The common problem faced by organizations in Nigeria and to an extent, Africa is related to human resource management and development, especially as many of the unsatisfied employees make it difficult for organizations to achieve their targets
Three instruments were used in carrying out this study namely; proactive personality scale by Bateman & Crant (1993), transformational leadership inventory by Podsakoff (1990) and psychological empowerment scale by Spreitzer (1995)
The interaction effect between proactive personality trait, all the dimensions of psychological empowerment accounted for negative significant variance than just proactive personality and transformational leadership styles alone, R2 change = .07 at p

Summary

Introduction

The common problem faced by organizations in Nigeria and to an extent, Africa is related to human resource management and development, especially as many of the unsatisfied employees make it difficult for organizations to achieve their targets. Motivation in organizations can be enhanced with the kind of leadership that devotes its attention to the problems faced by its followers by encouraging them to achieve their goals. This is supported by Rivai (2011), where he saw leadership as a process of management; directing and influencing work-related activities of its followers. Based on the afore-narrated, there is need for organizations to increase their knowledge and be broad based in their awareness about the environment, and create wide organizational changes for survival and development. The leaders can strengthen staff understanding and injustice and improve the quality of work life in the organization

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Methods

Results