Employees’ Perception of Leadership Style and its Impact on Employees’ Job Satisfaction and Professional Development in Nigerian Private Universities

Leadership is a critical determinant of success or failure across all aspects of life and organizational settings, influencing the effectiveness of every system. In this context, the present study examines employees’ perceptions of leadership styles and their impact on job satisfaction and professional development in Nigerian private universities. The goal is to identify effective leadership approaches that enhance employee outcomes. Guided by four research questions, the study employed a mixed-methods research design. Thirtyseven graduate-level administrative and academic staff from private universities in Enugu State, Nigeria were recruited through a stratified sampling technique to participate in surveys and interviews. Data collection involved a structured questionnaire and interviews designed to explore the core issues of the study. Survey data were analyzed using descriptive statistics (percentages across response categories), while interview data were examined through reflexive thematic analysis. The findings were presented in three layers: combined analysis of administrative and academic staff responses, followed by separate analyses to capture each group’s unique perceptions on the impact of leadership styles. The results indicate that distributed and visionary leadership styles are the most prevalent, though participants expressed varying levels of support. While there was general agreement that current leadership practices promote respect, creativity, and access to resources, concerns were raised about job security, participation in decision-making, autonomy, and career advancement. Additionally, although professional development initiatives are present, questions remain regarding their practical relevance and alignment with employees’ specific responsibilities. Notably, administrative staff emphasized the need for a more transformational leadership approach, whereas academic staff advocated for a more democratic style to better support their distinct professional roles. These findings have significant implications for leadership practices, human resource development, and governance in Nigerian private universities. Based on the evidence, the study recommends the adoption of transformational and democratic leadership models, investment in leadership training and capacity building, the establishment of inclusive governance structures, recognition of administrative staff contributions, reforms in leadership recruitment policies, and the implementation of systems for monitoring and evaluating leadership effectiveness.