1. INTRODUCTION:

As the principal engine of economic growth, financial stability, and wealth creation in Nigeria, the banking industry plays a crucial role in the country’s monetary system.¹ lists various financial organisations that help with capital building, savings mobilisation, and credit distribution, including development banks, microfinance institutions, and deposit money banks (DMBs). In instance, important industries including agriculture, manufacturing, and commerce rely on deposit money banks for financial intermediation, which in turn increases economic liquidity². The proficiency, efficacy, and dedication of these institutions’ staff members determine how well the banks do their financial duties. Organisational efficiency, conformity to regulatory standards, and the provision of high-quality financial services are all guaranteed by dedicated employees³. Problems with economic uncertainty, shifting regulations, and a highly unpredictable workforce have plagued Nigeria’s banking industry⁴, affecting both staff dedication and the sector’s overall performance. When workers feel emotionally invested in and loyal to their employer, we say that they are committed to the company. An employee’s dedication, long-term commitment, and readiness to go above and beyond are all indicators of this trait⁵. According to⁶, there are three types of commitment: affective commitment, continuance commitment, and normative commitment. Affective commitment stems from an emotional connection to the organisation, while the perceived costs of leaving impact continuance commitment. Employee commitment is essential for long-term stability and service excellence in the banking sector, which places a premium on customer happiness, efficiency, and regulatory compliance⁷. According to research⁸, dedicated workers are less likely to miss work, are more loyal to their company, and produce better results overall.⁹ note that rising employment demands, technological disruptions, and evolving regulatory frameworks make it difficult to achieve and sustain high levels of employee engagement in Nigeria’s banking sector.

A key factor in leadership styles’ ability to inspire loyalty among workers is their presentation of authority. One definition of leadership is "the capacity to inspire, motivate, and direct subordinates to accomplish predetermined organisational objectives"¹⁰. According to¹¹, leadership styles have a substantial effect on how motivated, satisfied, and engaged employees are in their work. The relationship between transformational and transactional leadership styles and employee commitment has been extensively researched¹². As a leadership style, transformational leadership is all about getting others to buy into the big picture and go above and beyond what’s expected of them. Relationship building, intellectual stimulation, and the encouragement of a common goal are the hallmarks of a transformational leader’s approach to building rapport with their subordinates¹³. Their capacity to motivate staff, inspire new ideas, and propel the company forward is well-documented¹⁴.¹⁵ found that transformational leaders in the banking business increased employee commitment and job satisfaction by fostering a culture of cooperation, adaptability, and constant learning.¹⁶ provide empirical research showing that banks with transformational leadership structures have lower staff turnover rates, higher levels of motivation, and improved productivity.

On the other hand, a transactional leader uses a system of rewards and penalties to motivate their team. It places an emphasis on following predetermined protocols and performance indicators¹⁷. According to¹⁸, transactional leaders place an emphasis on establishing clear expectations, closely monitoring performance, and motivating staff through rewards. Compliance with financial policies, risk management protocols, and operational guidelines is vital in the highly regulated banking industry, which is why this leadership style is widespread there¹⁹. According to²⁰, although transactional leadership promotes efficiency and discipline, it doesn’t always lead to employees showing genuine loyalty to the company.²¹ found that as greater incentives become available, employees under transactional leadership structures are more willing to seek out other employment alternatives, which in turn leads to higher turnover rates in the banking sector. The durability of employee commitment in Nigerian deposit money banks is hindered by many obstacles, despite the value of such devotion. Workplace stress, including long hours, little notice, and high expectations for results, is a big problem²². The level of commitment experienced by many bank employees is negatively impacted by job-related stress, burnout, and work-life imbalance²³. Furthermore, staff morale is negatively impacted by the regular restructuring operations and layoffs that occur in the Nigerian banking industry, which contributes to the widespread issue of job insecurity²⁴. Employees at the bank aren’t very invested because of bad leadership, nobody pays them enough, and they don’t have enough chances to advance in their careers²⁵. Economic downturns and digital banking revolutions led to large layoffs at multiple Nigerian commercial banks in 2022, leading to widespread employee unhappiness and lost loyalty²⁶. By comparing the effects of transformational and transactional leadership styles on loyalty among deposit money bank employees in Nigeria, this research hopes to fill important knowledge gaps. Leadership and employee commitment have both been the subject of individual studies, but few have compared the effects of different leadership styles on staff dedication in Nigeria’s banking industry. This research intends to address that knowledge vacuum by demonstrating a causal link between leadership styles and employee commitment and by advising bank managers on how to implement leadership practices that boost employee loyalty and output.

2. LITERATURE REVIEW:

2.1 Leadership Styles:

A leader’s leadership style is the method by which they direct, advise, and control those working under them. Leadership style is defined as the behavioural pattern that a leader uses to drive organisational activities toward accomplishing goals, according to modern Nigerian academics²⁷. According to²⁸, it’s how leaders engage their teams, drive performance, and exert power.²⁹ state that leaders’ styles include how they make decisions and how they communicate with their followers. A leadership model that specifies the allocation of authority and responsibility inside an organisation is what³⁰ calls it. Leadership style, according to Okonkwo³¹, is the deciding factor in organisational climate, which in turn impacts staff motivation, morale, and overall performance. Leadership styles have a substantial impact on employee commitment in the banking business. These styles are responsible for shaping work culture, job satisfaction, and motivation. Workers’ dedication and output are proportional to a leader’s skill in involving them, making the workplace pleasant, and coordinating individual responsibilities with organisational goals. Because of their prevalence in contemporary financial organisations, this research zeroed in on transformational and transactional leadership styles. Innovation and high levels of engagement among employees are fostered by transformational leadership, which is marked by vision, inspiration, and employee development. Improved job satisfaction and lower turnover are the results of leaders who embrace this style, which emphasises personal growth, promotes proactive problem-solving, and creates a sense of ownership among staff. In contrast, transactional leadership is built on remunerating employees based on their performance and using established procedures to boost productivity. Compliance, goal-setting, and responsibility are of the utmost importance in highly regulated businesses like banking, where this method works well. The purpose of this research is to identify the relationship between various leadership styles and organisational success in Nigerian banking by analysing their effects on employee dedication, productivity, and performance on the job.

2.2 Transformational Leadership Style:

A transformational leader creates a common vision and places an emphasis on employees’ personal and professional growth to inspire and motivate them to go above and beyond.³² state that transformational leadership is a style that inspires and mentors employees to be proactive problem solvers, innovators, and collaborators. According to³³, it’s a style of leadership in which superiors inspire followers to achieve a shared goal by painting a vivid picture of the future and spreading an atmosphere of mutual respect and autonomy. In a similar vein,³¹ defines transformational leadership as an approach to management that seeks to inspire followers to achieve both personal and professional excellence. When leaders in the banking business practise transformational leadership, they foster an inspiring workplace in which workers are respected, inspired, and committed to the success of the company. Job satisfaction, retention, and output are all positively impacted by leaders that embrace this style by fostering collaboration, acknowledging personal achievements, and offering opportunity for ongoing development. Transformational leadership keeps personnel committed to accomplishing organisational and personal goals by creating a feeling of purpose and opportunities for long-term professional advancement.

2.3 Transactional Leadership Style:

Structure, incentives, and well-defined performance goals are the pillars of transactional leadership, which aims to maximise productivity and achieve organisational success.³²state that leaders that employ transactional leadership style use incentives and penalties to motivate followers to follow instructions and perform to expectations. According to³³, it is a style of leadership that promotes consistency and output via the use of clearly defined roles and responsibilities, close monitoring, and rewards tied to actual results. A leadership style that prioritises efficiency through goal-setting, accountability, and compliance with organisational policies is described by³¹ as transactional leadership. Through the establishment of transparent goals, organised processes, and incentives tied to performance, transactional leadership is vital in the banking sector in gauging employee dedication. Under this management approach, workers are encouraged to reach their goals by offering financial incentives, ensuring their job security, and publicly acknowledging their efforts. This method promotes order and productivity, yet it could stifle original thought. Transactional leadership, on the other hand, keeps employees dedicated to their jobs and the organization’s goals in a highly regulated industry like banking by ensuring compliance, improving operational performance, and maintaining stability.

2.4 Employee Commitment:

What we mean when we talk about an employee’s commitment is how enthusiastic, devoted, and invested they are in the success of their company. Employee commitment is defined by³²as the emotional investment that workers have in their jobs, which in turn affects their loyalty and productivity. According to³³, it signifies how much workers care about the company’s goals and are prepared to go above and beyond to make them a reality. Employee commitment is defined by²⁹ as the level of personal and professional investment that an individual has in their organization. This investment impacts both work performance and retention. As seen by³⁰, it is the propensity of workers to remain with a company as a result of factors such as contentment with one’s work, faith in management, and congruence with company principles. Employee commitment is a trifecta of affective, continuation, and normative commitment, according to³¹. This means that people stay with an organization because they have strong feelings about it, they don’t want to leave, or they feel obligated to. Increased productivity, decreased employee turnover, and a more pleasant work atmosphere are all ways in which a dedicated team helps an organization succeed. Both transformational and transactional leadership styles have a substantial impact on employee loyalty in the banking industry. Leadership that transforms into inspiration fosters a culture of commitment by making workers feel appreciated, inspired, and part of something bigger than themselves. Employees experience high levels of affective commitment, which in turn leads to job satisfaction and long-term dedication, when leaders promote innovation, offer opportunity for growth, and build close relationships with them. However, transactional leadership impacts commitment through the implementation of well-defined expectations, organised rewards, and incentives that are tied to performance. Financial incentives, career advancement opportunities, and job security encourage employees to remain committed to the company under this leadership style. To achieve efficiency and compliance, transactional leaders rely on extrinsic motivation, whereas transformational leaders focus on building emotional and inner motivation. Banks need a mix of the two approaches if they want to keep a dedicated, enthusiastic, and results-oriented staff.

2.5 Theoretical Framework:

The Full Range Leadership Theory (FRLT), first forth in the 1980s by Bruce J. Avolio and Bernard M. Bass, is a theory that is pertinent to this topic. Integrating transformational, transactional, and laissez-faire leadership styles, this theory expands upon and develops upon Bass’s prior work on transformational leadership^34,35. The theory posits that leaders display a range of behaviours, from a more hands-off approach to more active styles like transactional and transformational leadership, which in turn impact employee commitment and performance in different ways. In contrast to transactional leadership, which emphasises the use of rewards and penalties to promote efficiency and compliance, transformational leadership is defined by leaders who motivate and cultivate their subordinates. Banking is a structured industry that relies heavily on both employee motivation and compliance, making this theory especially applicable to understanding the effects of various leadership styles on employee commitment in this setting. Some essential assumptions form the basis of the Full Range Leadership Theory. To begin with, it takes for granted that leadership is not an innate quality but rather a learned strategy that can be refined and applied in various work settings³⁶. Second, according to the notion, transformational leadership is the best way to inspire creativity, loyalty, and engagement in the workplace. Another premise is that transactional leadership is essential for regulated industries like banking to keep things running smoothly and get things done³⁷. But it also recognises that transactional leadership, when used too much, can stifle employee motivation and creativity. The theory’s presumptions make it a good fit for studying how executives in the banking industry may strike a balance between transactional and transformative aspects to boost employee commitment. Some disagree with the Full Range Leadership Theory, even if it has many valid points. In structured contexts like banking, for example, the theory’s proponents contend that transactional leadership may be more beneficial than transformational leadership³⁸. The model’s assertion that transformational leadership always results in better outcomes in all organisational contexts is also disputed by some scholars who feel there is not enough evidence to support this claim³⁹. Notwithstanding these reservations, the theory is nevertheless very applicable to the research at hand since it offers a framework for investigating the effects of different leadership styles on bank employees’ dedication to the company in Nigeria. Using this theory, the research may look at how different types of leadership in the banking sector affect employee commitment: transformational leadership encourages intrinsic drive and work happiness, whereas transactional leadership guarantees accountability and efficiency.

3.0 METHODOLOGY:

The study used a descriptive survey research strategy to effectively analyse the data collected from respondents by methodically presenting and comparing it. This method allows for meaningful comparisons while ensuring a thorough comprehension of the studied variables. Executives from Tier One commercial banks in the Southwest states of Nigeria (including Ekiti, Lagos, Ogun, and Ogun) make up the research population. Individuals with supervisory responsibilities and higher-level managerial positions were considered for inclusion; this included senior banking officers, assistant managers, and senior managers. As of the end of 2020, the five commercial banks that were chosen had a combined workforce of 39,276 people, according to their respective websites and financial reports. Here is how the staff is distributed: There are a total of 9,159 people employed by First Bank of Nigeria Plc, 12,889 by United Bank for Africa (UBA), 5,361 by Guarantee Trust Bank (GTB), 4,273 by Access Bank Plc, and 7,594 by Zenith Bank Plc. Using Yamane’s sampling methodology, 396 respondents were selected from this demographic. A stratified sample strategy was used to determine the proportion of respondents from each bank. This study modified the model that³¹ used to analyse how different leadership styles affected employee commitment at the Lagos State Civil Service Commission.

EMC = f(TRSF, TRSC, LASF) ……………………... (1)

Where:

EMC = Employee Commitment,

TRSF = Transformational Leadership Styles,

TRSC = Transactional Leadership Styles,

LASF = Laissez-Faire Leadership Styles

However, the model was modified by removing Laissez-Faire Leadership Styles. Hence, the new model is stated as follow:

EMC = f(LEAS)……………………………………...(2)

EMC = f(TRSF, TRSC)……………………………....(3)

Where:

EMC = Employee Commitment,

LEAS = Leadership Styles,

TRSF = Transformational Leadership

Both descriptive and inferential statistics were used to try to accomplish the study’s aims. While inferential statistics was used to postulate and empirically uncover the link between the study variables, descriptive analysis was utilised to explain the individual characteristics of demographic information. The hypothesis was tested using multiple linear regression and factor analysis.

4. RESULT AND DISCUSSION:

Table 1: Biodata of the Respondents

		Frequency	Percent
Gender	Male	245	65.9
Gender	Female	127	34.1
Age	20-25	49	13.2
	26-30	71	19.1
	31-35	230	61.8
	36-40	22	5.9
Marital Status	Single	99	26.6
	Married	267	71.8
	Divorced	6	1.6
Years of Experience	1-5 years	51	13.7
	6-10 years	33	8.9
	11-15 years	34	9.1
	16-20 years	234	62.9
	21 years and above	20	5.4
Highest Academic Qualifications	ND/NCE	72	19.4
	HND/BSC	167	44.9
	MSc	133	35.8

Source: SPSS Output (2025)

Table 1 shows the respondents’ demographic information, which sheds light on their make-up and how they relate to the research on leadership qualities, character quirks, and bank workers’ dedication in Nigeria. With 65.9% of respondents being male and 34.1% being female, there is a clear gender imbalance that could impact how people see leadership. The majority of the workforce (61.8%) falls within the 31-35 years bracket, with 19.1% in the 26-30 years bracket, 13.2% in the 20-25 years bracket, and 5.9% in the 36-40 years bracket. This suggests that the workforce is primarily youthful. It appears that employees’ organisational commitment may be influenced by their family duties, since 71.8% of respondents are married, 26.6% are single, and 1.6% are divorced, according to the marital status study. A workforce with extensive professional exposure is highlighted by the years of experience data, which reveals that most respondents (62.9%) have 16-20 years of experience, while 13.7% have 1-5 years, 9.1% have 11-15 years, 8.9% have 6-10 years, and 5.4% have more than 21 years. The academic qualifications of the workforce demonstrate a high level of education, with 44.9% holding HND/BSc degrees, 35.8% holding MSc degrees, and 19.4% having ND/NCE qualifications. Factors like gender, age, experience, and education may impact employees’ dedication to the company, making these demographic characteristics critical for comprehending how employees perceive leadership styles and personality features.

4.2 Factor Analysis:

4.2.1 Transformational Leadership Style:

Table 2: KMO Analysis of Transformational Leadership Style Construct

KMO and Bartlett’s Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.				0.717
Bartlett’s Test of Sphericity		Approx. Chi-Square		484.525
		Df		10
		Sig.		0.000
Component		Initial Eigenvalues		Extraction Sums of Squared Loadings
	Total	% of Variance	Cumulative %	Total	% of Variance
TRSF1	2.443	48.851	48.851	2.443	48.851
TRSF2	1.019	20.386	69.237	1.019	20.386
TRSF3	.791	15.810	85.048
TRSF4	.431	8.626	93.674
TRSF5	.316	6.326	100.000

Extraction Method: Principal Component Analysis

Source: SPSS Output (2025).

There is moderate factor analysis fit for the transformational leadership style construct, as shown by the Kaiser-Meyer-Olkin (KMO) measure of 0.717. This confirms that the variables are correlated and suitable for study, as Bartlett’s Test of Sphericity is significant (χ² = 484.525, df = 10, p < 0.001). The two significant components with eigenvalues larger than 1 that were identified by factor analysis are TRSF1 and TRSF2. Together, they explain 69.24% of the total variance, with TRSF1 contributing 48.85% and TRSF2 adding 20.39%. The eigenvalues of the other three components (TRSF3, TRSF4, and TRSF5) are less than 1, which means they do not contribute significantly. It follows that there are essentially two components that make up a transformational leadership style.

4.2.2 Transactional Leadership Style:

Table 3: KMO Analysis of Transactional Leadership Style Construct

KMO and Bartlett’s Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.						0.523
Bartlett’s Test of Sphericity			Approx. Chi-Square			71.033
			Df			10
			Sig.			0.000
Component			Initial Eigenvalues			Extraction Sums of Squared Loadings
	Total	% of Variance		Cumulative %	Total		% of Variance
TRSC1	1.454	29.088		29.088	1.454		29.088
TRSC2	1.105	22.106		51.194	1.105		22.106
TRSC3	0.991	19.822		71.016
TRSC4	0.811	16.217		87.233
TRSC5	0.638	12.767		100.000

Extraction Method: Principal Component Analysis

Source: SPSS Output (2025)

The transactional leadership style construct has a Kaiser-Meyer-Olkin (KMO) value of 0.523, which is moderately indicative of sample adequacy. However, it is below the usually accepted criterion of 0.60, which could indicate constraints for component analysis. The fact that factor analysis is suitable and Bartlett’s Test of Sphericity is significant (χ² = 71.033, p < 0.001) confirms that the correlation matrix is not an identity matrix. Based on the results of the factor analysis, we know that there are five main components; specifically, TRSC1 accounts for 29.09% of the total variance, TRSC2 for 22.11%, and the combined effect is 51.19%. The cumulative variance is increased to 71.02% by TRSC3, which adds 19.82%; TRSC4 and TRSC5 each contribute 16.22% and 12.77%, respectively, and the aggregate of their contributions is 100%. Because the overall variance is preserved during extraction, we know that these components are viable for understanding the transactional leadership construct, which has five separate components.

4.2.3 Employee Commitment:

Table 4: KMO Analysis of Employee Commitment Construct

KMO and Bartlett’s Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.				.531
Bartlett’s Test of Sphericity		Approx. Chi-Square		1310.397
		Df		45
		Sig.		.000
Component		Initial Eigenvalues		Extraction Sums of Squared Loadings
	Total	% of Variance	Cumulative %	Total	% of Variance
EMC1	2.484	24.843	24.843	2.484	24.843
EMC2	1.863	18.632	43.475	1.863	18.632
EMC3	1.492	14.924	58.399	1.492	14.924
EMC4	1.115	11.150	69.549	1.115	11.150
EMC5	.907	9.072	78.621

Extraction Method: Principal Component Analysis

Source: SPSS Output (2025).

The Employee Commitment construct has a Kaiser-Meyer-Olkin (KMO) measure of 0.531, which is within an acceptable range for factor analysis but indicates mediocre sample adequacy. To establish that the correlation matrix is not an identity matrix and that factor analysis is suitable, Bartlett’s Test of Sphericity yields a highly significant result (χ² = 1310.397, p < 0.001). Ten components have been identified by the research. Of these, EMC1 accounts for 24.843% of the variation, EMC2 for 18.632%, and EMC3 for 14.924 %, for a total of 58.399%. From EMC4 to EMC10, the remaining components account for progressively lower quantities; EMC10 accounts for a mere 0.846%. Accordingly, the latter components add very little to the concept of employee commitment, whereas the first three are crucial.

4.3 Multiple Regression:

Table 5: Regression of Leadership Styles Against Employee’s Commitment

Independent Variable	Unstandardised Coefficient		Standardized Coefficients	T	P-Value
Independent Variable	B	Std. Error	Beta	T	P-Value
(Constant)	28.321	2.240		12.644	0.000
TRSF	0.214	0.057	0.184	3.727	0.000
TRSC	0.237	0.112	0.106	2.115	0.035
R = 0.824 Standard Error of the estimate = 2.74699 R² = 0.679 F = 14.362(0.000) Adj. R² = 0.613 Dependent Variable: Employee Commitment

Source: SPSS Output (2025)

Table 5 displays the results of a regression study that looked at how different types of leadership affected employee engagement in the banking industry in Nigeria. The results showed a very high positive association (R = 0.824). Leadership styles account for 67.9% of the variance in employee commitment, according to the R² value of 0.679; the model is robust, according to the adjusted R² of 0.613. Leadership styles are strong predictors of employee commitment, according to the model, which has a considerable statistical value (F = 14.362, p = 0.000). A strong beneficial effect of transformational leadership (TRSF) on employee commitment was seen (B = 0.214, Beta = 0.184, t = 3.727, p = 0.000). A less robust effect is observed for transactional leadership (TRSC) as well (B = 0.237, Beta = 0.106, t = 2.115, p = 0.035), however it is just as statistically significant. This shows that both types of leadership have an effect on employee commitment, but transformational leadership is more powerful.

4.4 DISCUSSION OF FINDINGS:

This study found that in the Nigerian banking industry, both transactional and transformational leadership styles significantly improved employee commitment. The results of the regression analysis reveal that there is a 21% increase in employee engagement for every 1% increase in transformational leadership and a 24% increase for every 1% increase in transactional leadership. Leadership behaviours have a significant impact on employee dedication and loyalty in the business, according to these studies. Leaders that successfully inspire, motivate, and reward their staff can cultivate a dedicated workforce, as the positive coefficients support. This is in line with the very organised banking industry, where performance-driven leadership styles are crucial for maintaining engagement and lowering employee turnover. A combination of motivating employees and outlining specific goals for their work might be the key to success in the cutthroat Nigerian banking sector. A combination of transformational and transactional components is necessary for leadership development programs in banking organisations, according to these results, which have far-reaching ramifications. While transactional leaders make sure that incentives, punishments, and expectations for performance are all laid out in a clear and concise manner, transformational leaders work to boost employees’ intrinsic motivation, alignment of vision, and feeling of purpose. These results are especially true in an industry where performance-driven cultures and high levels of job pressure frequently lead to employee burnout and high turnover rates. Bank managers can foster an atmosphere of appreciation, support, and motivation for the achievement of organisational goals by embracing a balanced leadership style. Moreover, the report highlights the necessity for leadership training programs that are customised to cultivate both transactional and transformational leadership competencies, offering practical assistance to banking industry policymakers and HR experts. These results are theoretically supported by the Full Range Leadership Theory (FRLT), which argues that transformational and transactional aspects of leadership are complementary rather than exclusive. According to³⁵, leaders who practice transformational leadership inspire long-term engagement among their staff through personal development and vision casting, whereas leaders who practice transactional leadership focus on short-term performance reinforcement through rewards and punishments. This view has been bolstered by new empirical research. According to research by ⁴⁰, transformational leadership greatly increased staff retention in Nigerian banks by creating a more meaningful work environment. Similarly,⁴¹ found that transactional leadership ensured that staff stayed engaged through structured compensation systems, positively impacting performance-based commitment in financial institutions. Furthermore, ⁴² verified that the best way to increase job satisfaction and loyalty in Nigeria’s banking sector was to combine the two leadership styles. These studies support the study’s findings and highlight the need for banks to implement a balanced leadership framework to maximise staff commitment, which is why a dual leadership approach is so important.

5. CONCLUSION AND RECOMMENDATIONS:

According to the research, transformational and transactional leadership play supplementary roles in fostering employee engagement, as proposed by the Full Range Leadership Theory (FRLT). These findings suggest that in order to boost employee engagement and the company’s overall performance, Nigerian banks should use a well-rounded leadership strategy that combines inspiring vision-setting with organised reward schemes. The study’s results suggest the following changes that the Nigerian banking industry should make to increase staff dedication:

i. Employee engagement can be greatly impacted by a combination of transformational and transactional leadership styles; thus, banks would do well to adopt both. To effectively inspire and encourage staff, transformational leadership is essential, while transactional leadership is necessary for setting clear expectations and rewarding good performance.

ii. To ensure that managers in the financial sector have the tools they need to lead effectively, these organisations should fund leadership development programs. Individualised attention, inspirational motivation, and intellectual stimulation are transformative leadership behaviours that should be the center of training in order to increase employee engagement.

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Received on 18.03.2026 Revised on 22.04.2026

Accepted on 20.05.2026 Published on 20.07.2026

Available online from July 30, 2026

Asian Journal of Management. 2026;17(3):251-258.

DOI: 10.52711/2321-5763.2026.00039

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