TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ PERFORMANCE: MODERATING ROLE OF SELF-EFFICACY IN FEDERAL POLYTECHNIC KAURA-NAMODA

Abstract

This research examines the moderating function of self-efficacy in the relationship between transformational leadership and employee performance at Federal Polytechnic Kaura-Namoda, Nigeria. The research specifically looked at how workers' performance was affected by idealised
influence and inspiring motivation, as well as the moderating impact of self-efficacy at Federal Polytechnic Kaura-Namoda, Nigeria. The study used cross-sectional and survey research methods as part of a quantitative research methodology. Using a structured questionnaire, information was
gathered from 311 respondents who work as academic or non-academic personnel at Federal Polytechnic Kaura-Namoda, Nigeria. The proposed associations were validated and confirmed using structural equation modelling, which was used in conjunction with the measurement data.
The results of the research showed that workers' performance at Federal Polytechnic KauraNamoda, Nigeria, is positively and significantly impacted by idealised influence, inspiring motivation, and self-efficacy. Additionally, self-efficacy increases the association between idealised influence and worker performance; but, at Federal Polytechnic Kaura-Namoda, selfefficacy had no moderating impact on the relationship between inspirational motivation and worker performance. The report suggested that leadership development courses be established with an emphasis on moral leadership and setting an example for others. The focus of these programmes needs to be on preparing the institution's current and future leaders to uphold the highest moral standards and serve as positive role models for their departments.