Date of Conferral

5-21-2025

Date of Award

May 2025

Degree

Ph.D.

School

Management

Advisor

Kenneth Levitt

Abstract

Nigeria’s natural gas sector is economically vital but faces ongoing workforce productivity and satisfaction issues. Despite insecurity, pipeline vandalism, and corruption, the Nigerian natural gas industry has low employee job satisfaction. Organizational leaders need to understand this social problem and its negative effect on the local economy. The purpose of this nonexperimental quantitative correlational study was to examine the relationship between employee perceptions of their manager’s transformational leadership dimensions and job satisfaction in the Nigerian natural gas industry. The dimensions are idealized influence-attribute and behavior, inspirational motivation, intellectual stimulation, and individualized consideration. The transformational leadership and social exchange theories grounded this quantitative study. The participants comprised 94 employees from the natural gas sector in the Niger Delta, Nigeria. They completed Bass and Avolio’s multifactor leadership questionnaire and Spector’s job satisfaction survey. The multiple linear regression results were statistically significant, F(5, 88) = 5.422, p < .001, R² = .236. There is a significant positive relationship, with transformational leadership explaining 23.6% of the variance in job satisfaction. Idealized influence and inspirational motivation emerged as the strongest predictors, while individualized consideration showed weaker effects, suggesting cultural nuances in leadership effectiveness. The implications for positive social change include the potential for organizational leaders to train managers on transformational leadership practices to increase employee satisfaction for improved job performance, economic growth, and social stability in the Nigerian natural gas industry.

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