Author(s) :

PROF. STEPHEN LAZI AKHERE Ph.D., MSc, MBA, PFD, IPEN, PDM, PDA, AIET, F. ABMAN, FCIML, FEMRDR, F. ICAD, Research Fellow AIMDS.

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Abstract :

Leadership effectiveness remains a critical concern for organizations operating in dynamic and complex environments. In Nigeria, businesses, public sector agencies, and non-profit organizations frequently face resource constraints, infrastructural deficits, socio-political instability, and rapidly changing operational contexts, which challenge traditional fixed-style leadership approaches. This study examines the relationship between situational leadership and managerial effectiveness, focusing on adaptive leadership approaches that align leadership behaviour with follower readiness and organizational context. Using a descriptive survey design, data were collected from 360 participants, including managers and subordinate staff, across selected public, private, and non-profit organizations in Lagos, Anambra, and Kaduna States. Likert-scale questionnaires and semi-structured interviews were employed to capture quantitative and qualitative insights. Findings indicate that coaching and supportive leadership styles have the strongest positive influence on managerial effectiveness, while directive and delegating styles exert moderate effects. Furthermore, follower readiness and supportive organizational context significantly moderate the impact of situational leadership on managerial performance, explaining 62% of variance in managerial effectiveness. The study concludes that adaptive leadership is a vital determinant of managerial effectiveness in Nigerian organizations, emphasizing the need for context-sensitive leadership development, ethical decision-making, and institutional support mechanisms to enhance organizational performance.

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