Visionary Leadership and Organisational Performance of Oil and Gas Companies in Rivers State
DOI:
https://doi.org/10.59573/emsj.8(5).2024.13Keywords:
Visionary Leadership, Organizational Performance, Employee EmpowermentAbstract
This study investigated the relationship between visionary leadership and organizational performance of oil and gas companies with specific focus on the six (6) major (upstream) oil and gas companies in Nigeria, whose operational bases can be found in Rivers State. The study employed a cross-sectional survey approach with a quasi-experimental research design. A survey was conducted among fifty-four (54) top and middle level managers of these companies. Spearman Rank-Order Correlation Coefficient was used to test the various hypotheses. Findings of the study revealed a significant and positive correlation between the dimensions of visionary leadership and the measures of Organizational Performance of oil and gas companies in Rivers State. It was concluded that Visionary Leadership has been empirically validated as a dependable management strategy for enhancing Organizational Adaptability and Employee Productivity. The study, therefore, recommends that managers of oil and gas companies in Rivers State consider decentralizing activities or processes by actively engaging employees to get fully involved in decision-making, as a means of enhancing organizational performance. This approach entails actively involving staff by assigning them significant responsibilities or duties. This will foster a sense of belonging among organizational members, consequently enhancing their commitment not just to fulfilling their immediate responsibilities but also to the overall attainment of the organization's objectives.
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