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All Journal STRATEGIC Social Sciences, Humanities and Education Journal (SHE Journal)
Ndubuisi J. Memeh
Department of Business Management, Dennis Osadebay University, Asaba, Nigeria
Humanities Education Environmental Science Languange, Linguistic, Communication & Media Social Sciences

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TRANSFORMATIONAL LEADERSHIP AND ITS EFFECT ON EMPLOYEE PSYCHOLOGICAL WELL-BEING IN SELECTED DELTA STATE BROADCAST STATIONS Oyovwevotu V. Erakpotobo; Ugo C. Okolie; Ndubuisi J. Memeh
Social Sciences, Humanities and Education Journal (SHE Journal) Vol 3, No 3 (2022)
Publisher : Universitas PGRI Madiun

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25273/she.v3i3.14041

Abstract

Main Objective: This study examined the effect of transformational leadership on the employee psychological well-being in selected Delta State broadcasting stations. Background Problems: Managers and governments across the globe are concerned about employee psychological health. Organizations in Nigeria have paid little attention to their employees' psychological well-being, and the majority of top executives in the broadcasting industry are unaware of the impact that transformational leadership has on the workforce's psychological well-being. The goal of this research is to investigate transformational leadership and its effect on employee psychological well-being in selected sample of Delta State broadcasting stations. Novelty: Transformational leadership is an effective type of leadership that encourages workers to perform better by increasing their levels of competence and self-reinforcement. Research Methods: The cross-sectional research design approach was used in this study. The participants in this study included 173 management and non-management employees from the Nigerian Television Authority in Asaba (47) and the Delta State Broadcasting Services in Asaba (69) and Warri (57) respectively. Using the SPSS software version 23.0, data was analyzed using linear regression. Findings/Results: According to the findings, transformational leadership had a significant and positive effect on employee psychological well-being. Conclusion: Transformational leaders work toward a common goal with followers, often self-sacrificing, prioritize employees, and develop them.
EMPLOYEE VOICE BEHAVIOR AND ORGANIZATIONAL CLIMATE: EVIDENCE FROM MANUFACTURING COMPANIES IN NIGERIA Ugo Chuks Okolie; Oyovwevotu V. Erakpotobo; Ndubuisi J. Memeh
Strategic : Jurnal Pendidikan Manajemen Bisnis Vol 23, No 1 (2023): STRATEGIC
Publisher : Universitas Pendidikan Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17509/strategic.v23i1.56817

Abstract

This study investigates the effect of employee voice behavior on organizational climate of manufacturing firms in Nigeria. It used a cross-sectional survey research design and Data were gathered as of February 21, 2023, from middle and lower level employees of manufacturing companies registered under the Manufacturing Association of Nigeria, Delta Edo Chapter. Ten businesses with a combined staff of 2,017 were chosen for the study's purposes. Using Taro Yamane's formula, a sample of 334 employees was created and only 287 responses were retrieved. After a multicollinearity test and correlation matrix revealed no collinearity issues, the hypothesis were tested with linear regression. Results of hypothesis tested showed that participation has positive significant relationship with organizational climate. Additionally, a positive, significant relationship between involvement and organizational climate was discovered. According to the study's findings, employee voice behavior that is measured in terms of participation and involvement enhances the organizational climate, which fosters coworker support, management recognition, creativity, and equity among all group members. The study advises manufacturing firms' top management to recognize the necessity of regularly involving middle and lower level employees in their decision-making processes, whether directly or through advisory participation, in order to continuously increase organizational effectiveness.
Co-Authors Oyovwevotu V. Erakpotobo Ugo C. Okolie Ugo Chuks Okolie