Transformational Leadership Style and Project Performance in Nigeria’s Power Sector: Evidence from Niger Delta Power Holding Company

Abstract: This study investigates the effect of transformational leadership style on project performance in Nigeria’s power sector, with a particular focus on the Niger Delta Power Holding Company (NDPHC). Using a quantitative survey design, a sample of 95 respondents was selected from project managers, engineers, and administrative staff. Data were collected through structured questionnaires and analyzed using descriptive statistics, correlation, and regression analysis. Findings reveal that transformational leadership—characterized by charisma, inspiration, individualized consideration, and intellectual stimulation—has a significant positive effect on project performance, particularly in terms of innovation, teamwork, and timely delivery. By contrast, autocratic leadership styles negatively impact performance, while democratic styles foster collaboration and efficiency. The study concludes that transformational leadership enhances project success in Nigeria’s power sector. It recommends that project leaders in technical and energy-related sectors adopt transformational practices to strengthen innovation, job satisfaction, and long-term project performance. Limitations and directions for future research are also highlighted.

transformational leadership, project performance, leadership styles, Nigeria, power sector

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