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The Journal of Commerce, Vol. 5, No. 1 ISSN: 2218-8118, 2220-6043 Hailey College of Commerce, University of the Punjab, PAKISTAN 30 Impact of Transactional and Transformational Leadership Styles on Organisational Performance: Empirical Evidence from Nigeria Dr. Emmanuel Iriemi Ejere1 Ugochukwu David Abasilim2 AbstractThe study investigates the impact of transactional and transformational leadership styles on organisational performance in the Nigerian work context. The survey method was adopted to carry out the research. A structured Multifactor Leadership Questionnaire (MLQ) was used for data collection. Organisational performance was assessed based on three measures of performance namely effort, satisfaction and effectiveness. Regression and Correlation statistical techniques were used to analyse the data elicited from one hundred eighty four (184) randomly selected respondents. It was revealed from the study that while transformational leadership style had a strong positive impact on organisational performance; transactional leadership style had a weak positive impact on organisational performance. It was also revealed from the study that both transactional and transformational leadership styles have significant and positive relationship with organisational performance. The conclusion reached was that mixed style of leadership (combining transformational and transactional leadership styles) depending on the situation will be the most appropriate style to adopt. It was therefore recommended that the mix of both transformational and transactional leadership styles should be implemented but with due consideration to the situation and nature of task assigned to employees/followers.Key Words: Leadership style, Transactional Leadership, Transformational Leadership, Organisational Performance. 1Department of Political Science and Public Administration, Faculty of Social Sciences, University of Uyo, Uyo, Akwa Ibom State, Nigeria [email protected]2Department of Political Science and Public Administration, Faculty of Social Sciences, University of Uyo, Uyo,Akwa Ibom State, Nigeria [email protected]INTRODUCTION Organisations are set up to achieve some set goals. In order to achieve these goals and objectives, the human factor is of utmost importance. Top on the human factor list is the leader. A leader influences organisational members to contribute efforts willingly towards the accomplishment of pre-determined goals and objectives. Thus, leadership is first and foremost the ability to influence people to perform tasks over a period of time using principally motivational techniques (Kotter, 1996; Yammarino & Dubinsky, 1994). The importance of leadership in achieving optimum organisational performance can hardly be overstated. Earlier leadership studies (examples include Lewin, Lippit, & White, 1939; Blake & Mouton, 1964) tried to identify effective leadership styles and to relate them with various aspects of organisational outcomes.