EFFECT OF TRANSFORMATIONAL LEADERSHIP ON JOB PERFORMANCE AMONG SMES IN KANO

ABSTRACT The study seeks to examine the effect of transformational leadership on job performance among SMEs in Kano State. Descriptive survey research design was used in the study. The population of the study comprise 3000 registered small and medium scale enterprises (SMEs) in Kano State metropolis. Also, sample size of this study was guided by Kriejcie and Morgan (1970) table for determining sample size which is settled at 341 respondents. Therefore, the sampling technique used in the study was simple random sampling technique. The tool used for data collection was a structured questionnaire. For the purpose of this study, regression and correlation analysis were used as the method of data analysis to analyzed the hypotheses under study, through Statistical Package for Social Science (SPSS) version 22. The study reveals that there is significant and positive relationship between transformational leadership on job performance among SMEs in Kano State. The study shows a positive but insignificant relationship between leaders idealized influence and job performance. The relationship between intellectual stimulation and job performance can said to be significant this implies that, there is positive and significant relationship between intellectual stimulation and job performance among SMEs in Kano State. The study also shows a positive and significant relationship between inspirational motivation and job performance. The study recommends that transformational leadership should be supported and used by the management of registered SMEs within Kano metropolis in their administrative responsibilities. Also, management of registered SMEs within Kano metropolis should continue to use transformational leadership by delegating authority to staff in order to facilitate or enhance better job performance. It is recommended that top management actively fosters a culture of intellectual stimulation. This can be achieved by encouraging employees to think critically, challenge assumptions, and propose innovative ideas. Leaders should create platforms for brainstorming and idea sharing, providing opportunities for employees to contribute to decision-making processes. Regular training sessions, hackathons and workshops focused on design thinking and enhancing problem-solving skills and creative thinking can also be implemented. Leaders aiming to improve job performance in SMEs should prioritize embodying idealized influence. Leaders should consistently demonstrate ethical behavior, integrity, and a strong commitment to the organization's mission and values. Communication that reflects transparency and authenticity is crucial in building trust and admiration among employees.