Data

According to Table 1, four hundred and ten (410) copies of questionnaire were administered to the employees of the selected Universities guesthouses in southwest, Nigeria. Three hundred and twenty-four (324) were returned and usable, which represented 79%, while the remaining eighty-six (86) were not returned, thus representing 21% of the total questionnaire administered. Based on the usable copies of questionnaire, Tables 2-5 and Figures 1-4 revealed the demographic profile of the respondents according to gender, age, marital status and educational qualification. The demographic data of the respondents revealed that 193 (59.6%) were male, while the female respondents were 131 (40.4%). Though, male respondents were more than the female respondents, but the opinion of both genders were adequately represented. Based on Table 3, ages 18-29 years were 184 (56.8%), ages between 30-39 were 98 (30.2%), and 42 (13.0%) were the respondents between ages 40-49 years. From Table 4, the singles among the respondents were 215 (66.4%), while the married were 109 (33.6%) of the total respondents. According to Table 5, 121 (37.3%) of the respondents were Senior Secondary School Certificate Examination (SSCE) holders, 127 (39.2%) of the respondents were Ordinary National Diploma (OND) and National Certificate in Education (NCE) certificate holders. Higher National Diploma (HND) and first degree holders from the University among the respondents were 68 (21.0%), Masters and Professional certificate holders among the respondents were 6 (1.9%), while 2 (0.6%) were Doctor of philosophy (Ph.D) holders among the respondents. The descriptive statistics evaluating the dimensions of transformational and transactional leadership styles and employees’ job satisfaction are as shown in Tables 6-12. In line with Table 6, 146 (45.1%) of the respondents strongly agree, 73 (22.5%) agree, 35 (10.7%) partially agree, 9 (2.8%) partially disagree, 53 (16.4%) disagree, and 8 (2.5%) strongly disagree, that idealised influence of their leader will have positive effect on their job satisfaction. According to Table 7, 134 (41.4%) strongly agree, 79(24.4%) agree, and 43 (13.3%) partially agree that the inspirational motivation of their leader will boost their job satisfaction, whereas, 20 (6.2%) partially disagree, 42 (13.0%) disagree, and 6 (1.9%) strongly disagree that inspirational motivation of the leader will boost their job satisfaction. In line with Table 8, 133 (41.0%) strongly agree, 72 (22.2%) agree, and 49 (15.1%) partially agree that their superior intellectual stimulation will improve their job satisfaction, while 8 (2.5%), partially disagree 48 (14.8%) disagree, and 14 (4.3%) strongly disagree that intellectual stimulation of their superior will improve their job satisfaction.