Leadership Styles and Organizational Commitment on Job Performance of Academic Staff in Selected Private Universities in Ogun State, Nigeria

Abstract

This study examined the influence democratic and autocratic leadership styles, and affective and continuance commitment on job performance. Data were collected from primary source using a questionnaire administered to academic staff of the selected private universities (Bells University of Technology, Crescent University and Babcock University) in Ogun State. Four hypotheses postulated were tested using Regression analysis.  The findings showed that democratic leadership style had negative effect with job performance. It also showed that autocratic leadership styles had positive effect with job performance. Similarly, affective commitment had positive with job performance. Finally, continuance commitment had significant positive effect with job performance. From the hypothesis the result showed the most common leadership style was autocratic leadership style also the most common organizational commitment was the continuous commitment. Furthermore, the results showed that most of the academic staff were high performers. The study concluded that leadership styles and organizational commitment positively affect job performance. It established that autocratic leadership styles and continuance commitment produced better job performance among academic staff in the selected private universities. The study recommended that leadership should be a function of values and philosophies of the institution, organizational commitment should be improved so that skill and nature of work can be better