This quantitative research study examined the relationship between the Nigerian public administrators perceived leadership effectiveness and transformational leadership factors based on the Full Range Leadership Theory. Survey questionnaires were randomly administered to 240 local administrators in the 30 local governments in Osun State, Nigeria. Regression result shows a statistically significant relationship between the local administrators perceived leadership effectiveness and transformational leadership factors (p < 0.05), but the model only accounts for 28% of the variance in perceived local administrators leadership effectiveness, which means there are other factors affecting leadership effectiveness other than their weak alignment with transformational leadership factors. The implication for positive social change is that transformational leadership practices may be the solution to some of the challenges facing public institutions in Nigeria. Transformation leadership could reduce the problem of corruption and make public institutions responsive to public needs.
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Published by Human Resource Management Academic Research Society (www.hrmars.com)
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