Title: Value-Driven Leadership And Employee Behavioural Patterns In Multinational Oil And Gas Organizations In The South-South Region Of Nigeria
Authors: Udo, Saviour Udo, J. E. O. Oshi and A. D. Alagah
Volume: 9
Issue: 8
Pages: 403-413
Publication Date: 2025/08/28
Abstract:
This study examines the relationships between value-driven leadership, specifically authentic and ethical leadership, and employee behavioural patterns, with a focus on employee commitment within multinational oil and gas companies in the South-South region of Nigeria. Survey data collected from 361 employees, the study employs descriptive statistics and hypothesis testing to analyze the impact of leadership styles and the moderating role of organizational climate. The results using indicate that both authentic and ethical leadership have strong, positive, and statistically significant effects on employee commitment. Furthermore, organizational climate significantly moderates the relationship between Value-driven leadership and employee behavioural patterns, although this moderating effect is comparatively modest. These findings highlight the critical role of authentic and ethical leadership practices in fostering employee loyalty, cooperation, and job satisfaction, particularly when supported by a positive organizational climate. Driven on the findings, the study recommends that organizations invest in leadership development programs, encourage transparent communication, and cultivate a supportive and inclusive work environment to enhance employee outcomes and overall organizational performance.