Open Access Library Journal

2024, Volume 11, e11796

ISSN Online: 2333-9721
ISSN Print: 2333-9705

Role of Transformational Leadership on

Employee Motivation and Satisfaction of
Non-Academic Staff of a Selected Nigerian
Public University

Olufunmilayo Adedayo1, Timileyin M. Fashola2

1
Department of General Studies, School of Education, Adeyemi College of Education, Ondo State, Nigeria
2
Department of Psychology, Faculty of Management of Social Sciences, Baze University, Abuja, Nigeria

How to cite this paper: Adedayo, O. and Abstract

Fashola, T.M. (2024) Role of
Transformational Leadership on Employee Background: Over time, the public sector has widely recognised the role of
Motivation and Satisfaction of leadership as a crucial element of successful management. The public sector,
Non-Academic Staff of a Selected Nigerian including educational institutions, encounters difficulties in enhancing em-
Public University. Open Access Library
ployee motivation and satisfaction due to the absence of an established and
Journal, 11: e11796.
https://doi.org/10.4236/oalib.1111796 efficient leadership style. Studies indicate that the leadership style demon-
strated by a manager has a crucial role in positively impacting the motivation
Received: June 6, 2024 and satisfaction of employees. Purpose/Aim: The study investigated the im-
Accepted: July 27, 2024 pact of transformational leadership on staff motivation and job satisfaction at
Published: July 30, 2024
the University of Ibadan. Method: A cross-sectional survey research design
Copyright © 2024 by author(s) and Open was adopted, and data was gathered from 231 non-academic and administra-
Access Library Inc. tive staff at the University of Ibadan. Standardised scales of measurements on
This work is licensed under the Creative transformational leadership, motivation, and employee satisfaction were adapted
Commons Attribution International
in the study. More than 43.3% of the respondents were between 31 and 40 years
License (CC BY 4.0).
http://creativecommons.org/licenses/by/4.0/
old. Results: Findings revealed that there exists a significant relationship be-
Open Access tween job satisfaction and transformational leadership (r = 0.56; p < 0.01).
Also, there exists a significant relationship between motivation and transfor-
mational leadership (r = 0.56; p < 0.01). Conclusions: Based on the findings,
it was concluded that transformational leadership is vital to the overall satis-
faction and motivation of non-academic staff. It was therefore recommended
that university management make it a point of duty to organise leadership
training for their executive and administrative heads. The emphasis should be
laid on developing skills that align with being a transformational leader.

Subject Areas
Psychology

DOI: 10.4236/oalib.1111796 Jul. 30, 2024 1 Open Access Library Journal

 O. Adedayo, T. M. Fashola

Keywords
Leadership, Transformational Leadership, Employee Motivation, Employee
Satisfaction, Non-Academic Staff

1. Introduction
Public institutions are established to offer services to the general public. They
have a crucial function in providing public services. They must efficiently ad-
dress the rise in demand in order to deliver high-quality services to the public.
Public sector leaders have the challenge of enhancing service delivery while
dealing with limited budgetary resources. The significance of proficient leader-
ship is not a recent occurrence. Studies have indicated that experts in the field of
public administration have acknowledged the significance of leadership in en-
hancing the functioning of public institutions [1]-[3]. Leadership is an essential
element in achieving the objectives of an organisation. Studies indicate that the
most suitable leadership theory should be implemented in accordance with the
prevailing culture [4].
Leadership theories have undergone changes over time, and experts in the
field have reached a consensus that there is no universally accepted definition
for leadership [5]. Sun and Henderson [6] argue that successful leadership is
associated with enhanced efficiency, superior quality goods, and improved pub-
lic sector services. Studies have demonstrated that leadership style and motiva-
tion exert a significant impact on fostering beneficial outcomes inside organisa-
tions [7]. Nevertheless, leaders in the public sector still have difficulties imple-
menting the most efficient leadership style and finding ways to inspire their
workforce. The definition of leadership in the public sector is not well delineated
due to its reliance on a specific political system and diverse management prac-
tices [8].
Research indicates that good leadership has a positive impact on staff en-
gagement and happiness, leading to improved performance outcomes. Accord-
ing to Jensen [3], leadership is seen as a crucial element in public institutions for
fostering happiness and motivation in order to collaboratively accomplish the
organisation’s mission, vision, and goals. Understanding how public administra-
tion leadership may effectively enhance overall organisational outcomes and
meet stakeholders’ expectations is of utmost importance. Nevertheless, the ex-
isting body of research is insufficient to definitively recommend a certain lea-
dership style that can enhance performance or guarantee high-quality education.
In order to fill this need, the University of Ibadan, the leading university in Ni-
geria, conducted a study to examine the impact of a specific leadership style
(transformational leadership) on the motivation and satisfaction levels of
non-academic staff members at the University of Ibadan.
All organisations, including public universities, exist to achieve a set vision,

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 O. Adedayo, T. M. Fashola

mission, or objective. Without employees, there is a greater tendency that the

essence of the organisation is defeated. It is important to state that organisations
do not just need employees; they also need employees who are happy, motivated,
and satisfied to discharge their duties [9]. In order for organisations to report a
high level of productivity, it is important that they keep their employees moti-
vated and satisfied.
As a definition, employee job satisfaction refers to the contentment an em-
ployee fills on the job [10] [11]. Job satisfaction further refers to the feeling of
fulfilment that an employee experiences in connection with their job [12]. In
fact, Hauff et al. [13] indicated in their study that job satisfaction remains one of
the most important and crucial factors in human resources, as it stands out as a
major employee force that drives an organisation to success or otherwise. It was
affirmed that a happy and satisfied employee would give their best to the orga-
nisation, display some level of sense of belonging, and result in an increase in
overall performance [14]. Some researchers refer to employee job satisfaction as
a subjective feeling that an employee experiences [15].
Motivation, on the other hand, serves as the impetus that invigorates and di-
rects an individual’s endeavours in pursuit of a specific objective [16]. Motiva-
tion is recognised among scholars as the psychological process that drives the
arousal, direction, intensity, and persistence of behaviour [17] [18]. Hence, mo-
tivation emerges as a pivotal concern that exerts a substantial influence on job
performance and plays a fundamental role in directing personnel towards essen-
tial objectives [16].
A series of factors have been investigated as potential predictors of employee
job satisfaction and motivation in organizations. For instance, Cheng et al. [19]
examined how transformational leadership affects the motivational levels of em-
ployees in selected private organisations in China. The study adopted a quantita-
tive research method and gathered data from 415 employees across six (6) orga-
nisations. It was discovered that transformational leadership had a positive in-
fluence on employee motivation. Also, Vinh et al. [20] unravelled the relation-
ship between transformational leadership and motivation among employees in
the tourism industry. Through the quantitative method as well, a positive corre-
lation was found between transformational leadership and employee motivation.
This was also corroborated by Kim et al. [21] and Karimi et al. [22], where a
positive link was discovered between transformational leadership and employee
motivation.
As regards job satisfaction, a similar trend was observed. For instance, Chen et
al. [23] investigated the role of transformational leadership in employee job sa-
tisfaction in selected organisations in China. It was discovered that there exists a
positive relationship between transformational leadership and motivation. The
direction of the relationship shows that the more employees perceive that their
leaders exhibit transformational leadership traits, the higher their level of satis-
faction. Also, Abolnasser et al. [24] reported in their study that transformational

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 O. Adedayo, T. M. Fashola

leadership had a positive influence on the job satisfaction of employees in the

hotel industry. In addition, Kilic and Uludag [25] and Panagopoulos et al. [26]
reported that the higher the perceived transformational leadership traits in su-
pervisors, the higher the satisfaction of the employees.
Theoretically, previous studies have been carried out to understand the appli-
cation of Herberg’s two-factor theory to employee job satisfaction and motiva-
tion. According to Herzberg et al. [27], it is propounded that every employee has
triggers that make them happy and willing to exert their effort at work. This was
categorised into motivators and hygiene factors. Motivator factors, according to
Herzberg [28], refer to factors that are internally driven and make employees sa-
tisfied. This could mean a sense of achievement, responsibility, career advance-
ment, and opportunities, among others. Majorly, motivator factors are internally
driven. However, the hygiene factors are those conditions that are external to the
employee. This cuts across pay, salary, and benefits, among others. A study by
Singh [29] on the application of the two-factor theory affirmed that motivating
factors contribute more to employee job satisfaction. On the other hand, Dobre
et al. [30] reported that hygiene factors such as pay and benefits have more in-
fluence on employee satisfaction.
The bottom line of the Herzberg two-factor theory remains that there are fac-
tors that contribute to employee satisfaction and motivation. While there is
loads of research on predictors of employee satisfaction and motivation, this
study identified a gap in knowledge regarding the impact of transformational
leadership style on employee job satisfaction and motivation, especially among
University of Ibadan employees.
Based on this, the following hypotheses will be tested in this study:
1) Transformational leadership style will have a significant and positive rela-
tionship with employee job satisfaction.
2) Transformational leadership style will have a significant and positive rela-
tionship with employee motivation.

2. Method
2.1. Research Design
The study adopted a cross-sectional survey research design. The variables inves-
tigated were transformational leadership style (an independent variable), job sa-
tisfaction (a dependent variable), and motivation (a dependent variable). Other
variables were demographic factors: age, gender, level of education, years in em-
ployment, and average monthly income.

2.2. Population
The target population for the study was University of Ibadan employees. This
includes executive administrative staff and core administrative staff. There are a
total of five hundred and seventy (570) administrative staff (499 executive ad-
ministrative staff and 71 core administrative staff) (See Table 1).

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 O. Adedayo, T. M. Fashola

Table 1. Population of study.

Departments Executive Administrative staff Core administrative staff

137 499 74

Source: Computer Room, Human Resource and Development/Non-Academic, U.I. 2019.

2.3. Sample and Sampling Technique

A multi-stage sampling procedure was used to select administrative staff at the
University of Ibadan, Oyo State. At the first stage, the purposive sampling tech-
nique was used to select eight faculties with the highest number of administra-
tive staff. At the second stage, a simple random sampling technique was used to
select 40% of all administrative staff in the eight faculties. In the third stage, the
purposive sampling technique was used to select a total of 234 administrative
staff at the University of Ibadan. The inclusion criteria for selection in the study
include the display of a valid identity card, having been working as
non-academic staff at the university for a minimum of 2 years, and giving their
consent to participate in the study.

2.4. Instruments
A single paper and pencil questionnaire was adopted for data collection in this
study. The structured questionnaire will be divided into four sections, which are
as follows:
Section A: Demographic Variable
This is the first section of the questionnaire. The questionnaire consisted of
the following demographic information: age, gender, educational qualification,
and work experience.
Section B: Job Satisfaction Scale
This section comprises the job satisfaction scale developed by Nanjundeswa-
raswamy [31]. The scale measures the extent to which employees are satisfied
with their job in the following domains: satisfaction with working conditions,
work environment, and co-workers. Specific dimensions in the scale are as fol-
lows: organisational culture, job clarity, participative management, job security,
work-life balance, teamwork, work stress, career advancement opportunities,
training and development, communication, relations and cooperation at work,
leadership styles, benefits, welfare facilities, and training and development. This
study did not consider these dimensions; however, it adapted 15 items to suit the
purpose of the study. Response format to the scale items ranged as follows: SD:
strongly disagree (1), D: disagree (2), U: undecided (3), A: agree (4), and SA:
strongly agree (5). The scale developer reported an internal consistency that
ranged between 0.773 and 0.986.
Section C: Employee Motivation Scale
This section measures motivation using a scale developed by Nawab et al.
[32]. Related items will be selected to measure motivation (7 items). Response to
the items ranged between SD (strongly disagree), SLD (slightly disagree), D

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 O. Adedayo, T. M. Fashola

(disagree), A (agree), SLA (slightly agree), and SA (strongly agree). The scale
developers reported an internal consistency of (α = 0.70).
Section D: Transformational Leadership Scale
This section is comprised of a 26-item scale developed by Chaoping and Kan
[33]. The scale was developed to measure the extent to which employees perceive
that a transformational leadership style is utilised. Response to the items ranged
between SD (strongly disagree), SLD (slightly disagree), D (disagree), A (agree),
SLA (slightly agree), and SA (strongly agree). The scale developers reported an
internal consistency of 0.834.

2.5. Procedure
The researcher sought permission to conduct the study by writing a letter to the
school registrar. An ethical approval was obtained from the Oyo State Ministry
of Health ethics committee, with reference number AD/13/479/466B. Prior to
the administration of questionnaire copies, the respondents were informed of
the exercise and the main objectives of the study. Participants were selected for
the research using the cross-sectional survey research design. An author sam-
pling technique was adopted to recruit participants for the study. About two
hundred and seventy (270) questionnaires were administered; at each adminis-
tration, the consent of the respondent was informed, coupled with proper in-
formation, and the purpose of the study and their queries were addressed. How-
ever, only 231 were recovered and utilised for data analysis, yielding a response
index of 86%. The names and personal details of the respondents were not in-
cluded in the questionnaire in an attempt to ensure the anonymity and confi-
dentiality of their responses. Each section of the questionnaire was in Likert
point format, except for a few questions among demographic variables (some of
which will be the open end). The filled questionnaires were retrieved at their
completion for analysis.

2.6. Statistical Analysis

The gathered data were subjected to analysis using Statistical Package for Social
Sciences version 24.0. Based on the stated hypotheses, hypotheses were tested
using Pearson r correlation.

3. Result
This chapter presents results based on gathered data from two hundred and
thirty-one (231) University of Ibadan administrative staff. This includes con-
tract, casual, and permanent staff. Although two hundred and seventy (270)
questionnaires were distributed, only two hundred and thirty-one (231) were re-
trieved and utilised for data analysis.

3.1. Socio-Demographic Information of Respondents

This section consists of data analysis as regards the demographic distribution of

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 O. Adedayo, T. M. Fashola

sampled University of Ibadan employees. Demographic factors analysed include;

age, sex, marital status, educational qualification, religion, occupational status,
years spent on the job, training type and frequency of undergoing training.
Table 2 presents results on the demographic distribution of respondents. It is
shown that more of the respondents 100 (43.3%) were between 31 and 40 years
old, 54 (23.4%) were between 20 and 30 years old, 53 (22.9%) were between 41
and 50 years old, while the other 24 (10.4%) were 50 years old and above. As re-
gards sex distribution, more of the respondents 116 (50.2%) were females, while
the other 115 (49.8%) were males. According to educational qualification, more
of the respondents 106 (45.9%) indicated to be first degree holders, 65 (28.1%)
were HND certificate holders, 23 (10%) were NCE holders, 16 (6.9%) were ND
certificate holders, 14 (6.1%) were postgraduate certificate holders, while the
other 7 (3%) were O’level certificate holders.

Table 2. Demographic distribution of respondents.

SN Variables Response Frequency Percentage

20 - 30 years 54 23.4
31 - 40 years 100 43.3
1 Age
41 - 50 years 53 22.9
50 years above 24 10.4
Male 115 49.8
2 Sex
Female 116 50.2
O’level 7 3
ND 16 6.9
NCE 23 10
4 Educational qualification
HND 65 28.1
First degree 106 45.9
Postgraduate 14 6.1
0 - 5 years 52 22.5
6 - 10 years 98 42.4
4 Years already spent on the job 11 - 15 years 41 17.7
16 - 20 years 18 7.8
21 years above 22 9.5
Total 231 100

According to years spent on the job, more of the respondents 98 (42.4%) have
between 6 and 10 years of work experience, 52 (22.5%) have between 0 and 5
years of work experience, 41 (17.7%) were between 11-15 years of work expe-
rience, 18 (7.8%) have between 16 and 20 years of work experience, while the
other 22 (9.5%) have 21 years and above work experience.
Table 3 presents results on the descriptive distribution of respondents on

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 O. Adedayo, T. M. Fashola

their level of job satisfaction and motivation. With a mean score of 51.77 (SD =
8.41), more of the non-academic staff (58%) reported a high level of satisfaction.
Also, with a mean score of 26.31 (SD = 2.66), more of the non-academic staff
(67.5%) reported a high level of motivation.

Table 3. Descriptive statistics on employee motivation and job satisfaction.

Frequency
Variable Levels % Mean SD
(n = 231)
Low 97 42 51.77 8.41
Job satisfaction
High 134 58
Low 75 32.5
Employee motivation
High 156 67.5 26.31 2.66

3.2. Hypotheses Testing

Hypothesis one stated that there will be significant and positive relationship be-
tween transformational leadership style and employee job satisfaction. This was
tested using Pearson r correlation and the result is presented in Table 4.

Table 4. Pearson r correlation summary table showing results on the relationship be-
tween transformational leadership style and job satisfaction.

Variable Mean SD r df p
Job satisfaction 41.23 13.32
0.56 230 <0.01
Transformational leadership 68.42 16.98

Table 4 presents results on the relationship between job satisfaction and

transformational leadership style among University of Ibadan non-academic
staff. It is shown that there exists significant relationship between job satisfaction
and transformational leadership (r = 0.56; p < 0.01). The direction of the rela-
tionship is positive, hence, means that the higher the perceived transformational
leadership in the University, the higher the job satisfaction reported by the em-
ployees. This confirms the stated hypothesis, hence was retained in this study.
Hypothesis two stated that there will be significant and positive relationship
between transformational leadership style and employee motivation. This was
tested using Pearson r correlation and the result is presented in Table 5.

Table 5. Pearson r correlation summary table showing results on the relationship be-
tween transformational leadership style and motivation.

Variable Mean SD r df p
Motivation 19.87 5.87
.38 230 < .01
Transformational leadership 68.42 16.98

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 O. Adedayo, T. M. Fashola

Table 5 presents results on the relationship between motivation and trans-

formational leadership style among University of Ibadan non-academic staff. It
is shown that there exists significant relationship between motivation and trans-
formational leadership (r = 0.56; p < 0.01). The direction of the relationship is
positive, hence, means that the higher the perceived transformational leadership
in the University, the higher the motivation reported by the employees. This
confirms the stated hypothesis, hence was retained in this study.

4. Discussion, Conclusions and Recommendations

The study investigated the influence of transformational leadership on job satis-
faction and motivation among non-academic staff at the University of Ibadan. It
was discovered that there is a significant relationship between transformational
leadership style and job satisfaction. The direction was positive, which means
that the higher the perceived transformational leadership style, the higher the
job satisfaction reported by the non-academic staff. Similarly, Chen et al. [23]
examined the relationship between transformational leadership and employee
job satisfaction among frontline workers. Through the survey research method,
data was gathered from 211 frontline workers, and it was discovered that there
exists a significant and positive relationship between transformational leadership
style and job satisfaction. Also, Choi et al. [34] reported in their study that
transformational leadership style has a significant influence on job satisfaction.
Further, it was discovered that there exists a significant relationship between
transformational leadership style and employee motivation. The direction was
positive, which means that the higher the perceived transformational leadership
style, the higher the motivation reported by the non-academic staff. In relation
to the findings, Xu et al. [35] carried out a study on the relationship between
transformational leadership and motivation among family doctors in China.
Through survey research design, it was discovered that there exists a significant
and positive relationship between transformational leadership and motivation.
Also, Meirinhos et al. [16] examined the link between leadership styles and mo-
tivation among employees in Portugal. It was discovered that there exists a sig-
nificant and positive relationship between leadership style and motivation. Tian
et al. [36] also confirmed that transformational leadership has a significant in-
fluence on employee motivation.
Based on the findings, it was concluded from this study that transformational
leadership is germane to employee motivation and overall satisfaction, especially
among non-academic and administrative staff of the University of Ibadan.
The following recommendations were made:
1) Firstly, it is recommended that university management make it a point of
duty to organise leadership training for their executive and administrative heads.
The emphasis should be laid on developing skills that align with being a trans-
formational leader. This will in no small amount contribute to the overall per-
formance and elicitation of satisfaction and motivation in their subordinates.

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 O. Adedayo, T. M. Fashola

2) Also, it is recommended that the university management conduct intermit-

tent screening for their non-academic staff in order to identify their level of sa-
tisfaction and motivation. This will further help to identify the exact needs of
employees in order to provide for them and subsequently motivate them to per-
form.
3) Further, it is recommended that more studies be carried out on other factors
that could contribute to the job satisfaction and motivation of non-academic
staff at the University of Ibadan. This will help to make more practical recom-
mendations for the overall productivity of the organisation.
While the study has been able to offer recommendations to improve the mo-
tivation and satisfaction of non-academic staff, a series of limitations have been
identified. First are the sample size and the scope of the study. The study ga-
thered data only from University of Ibadan staff. While the findings can be ge-
neralised to other non-academic staff within the university, it may be difficult to
generalise to other public universities in Nigeria. Also, the study could have be-
nefited from supporting the quantitative data with qualitative findings. There-
fore, future studies should cover a wider scope and more educational institu-
tions.

Conflicts of Interest
The authors declare no conflicts of interest.

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DOI: 10.4236/oalib.1111796 12 Open Access Library Journal

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DOI: 10.4236/oalib.1111796 13 Open Access Library Journal