Leadership Style and Job Satisfaction as Determinants of Organizational Performance

Abstract

Small and medium scale enterprises contribute significantly to economic growth, innovation, and employment in Nigeria. However, many SMEs in Delta State continue to face challenges of weak structures, low productivity, and high failure rates. While financial and policy issues have received much attention, limited studies have explored the role of human and behavioral factors such as organizational citizenship behavior in driving performance. This study investigates two (2) variables of organizational citizenship behaviour – leadership style and job satisfaction as determinants of organizational performance. Quantitative survey research design was adopted, with data collected through structured questionnaires administered to 133 small and medium enterprises across Delta State, Nigeria. Descriptive and inferential statistics employed to ascertain the extents to which leadership style and job satisfaction serve as determinants of performance of small and medium enterprises. Findings revealed significant positive effects of leadership style and job satisfaction organizational performance with job satisfaction emerging as the strongest predictor. The study concludes that supportive leadership and satisfied employees are major determinants of small and medium enterprises’ performance. It recommends leadership development, employee engagement strategies, and supportive organizational practices as key pathways for improving small and medium enterprises’ competitiveness

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