Transactional Leadership Approach and Employee Commitment among Teachers in Selected Private Secondary Schools in Ukwuani and Ethiope East LGA, Delta State, Nigeria.

Emmanuel Igbomor; Peter Egwainiovo Amawhe; Ogechukwu Bella Aguke

doi:10.52589/BJMMS-QLIVXPKH

Transactional Leadership Approach and Employee Commitment among Teachers in Selected Private Secondary Schools in Ukwuani and Ethiope East LGA, Delta State, Nigeria. | AB Journals

Transactional Leadership Approach and Employee Commitment among Teachers in Selected Private Secondary Schools in Ukwuani and Ethiope East LGA, Delta State, Nigeria.

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British Journal of Management and Marketing Studies

Vol. 9Issue 22026pp. 81–104Published 17 June 2026

DOI 10.52589/BJMMS-QLIVXPKH

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Abstract:

This study examined the relationship between transactional leadership approach (TLA) and employee commitment (EC) using secondary school teachers as a case study. The study considered contingency punishment and contingency reward disintegrated into recognition/appreciation as well as promotion and salary increase as dimensions of TLA. The study adopted the descriptive survey research design and used a 20-item closed-ended, validated and structured questionnaire as an instrument for data collection from a sample of 189 employees of private secondary schools in Ukwuani and Ethiope East Local Government Areas of Delta State. Out of the 189 questionnaires administered, only 171 were retrieved, valid, and used for the analysis to make inferences and final generalizations. Descriptive and inferential statistical tools were employed with the aid of the Statistical Package for the Social Sciences (SPSS). The descriptive statistical tools of percentage and mean rating were used to analyze the demographic data and data relating to research questions, respectively. While the inferential statistics of Pearson Correlation and multiple regression were used to test the hypotheses at the 0.05 alpha level. The study based on the analysis revealed that the influence of TLA on the commitment of employees is positive and significant(R = 0.717, P=0.000). Specifically, it showed with β = 0.229, P=0.009 < 0.05, that appreciation/recognition of employees for doing their jobs well influence EC positively and significantly. With β = 0.510, P = 0.000 < 0.05, that promotion and salary increase positively and significantly influence EC and with β = 0.185, P= 0.017 < 0.05 that contingency punishment for not performing well have a positive and slightly significant influence on EC. Based on the findings of this study, it is recommended that school management should supplement disciplinary or correctional systems with motivational as well as supportive strategies so as to realize sustained EC

Keywords:Transactional Leadership Approach Appreciation and Recognition Promotion and Salary increase Contingency Punishment Employee Commitment.

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