TRANSFORMATIONAL LEADERSHIP BEHAVIOUR AND CONTINUANCE COMMITMENT IN THE MAJOR OIL AND GAS COMPANIES OPERATING IN THE NIGER DELTA REGION OF NIGERIA

Abstract

This study examined the relationship between transformational leadership behaviour and continuance commitment. A sample of 185 randomly selected managerial and non-managerial employees from ten (10) purposively drawn major oil and gas companies in the Niger Delta Region of Nigeria was used. A quasi-experimental research design was employed, and data were collected through a cross-sectional questionnaire survey. The Spearman Rank Correlation Coefficient using the Statistical Package for Social Sciences (SPSS) Version 25 was used for data analysis. The findings indicated a strong positive and statistically significant relationship between leaders’ transformational leadership behaviour and employees’ continuance commitment in the Nigerian oil and gas industry. Specifically, leaders’ idealised influence, inspirational motivation, intellectual stimulation, and individualised consideration had a strong positive and statistically significant impact on employees’ personal sacrifices and low alternatives in the industry. Based on these findings, the study concludes that leaders’ transformational leadership behaviour significantly enhances employees’ continuance commitment in the Nigerian oil and gas industry. Specifically, leaders’ idealised influence, inspirational motivation, intellectual stimulation, and individualised consideration play significant roles in enhancing employees’ personal sacrifices and low alternatives. Other theoretical and practical implications for improving employees' continuance commitment in the Nigerian workplace are presented.