Does Value-Based Leadership Training Lead to Leader Effectiveness? Evidence from Faith Based, Private, and Non-Governmental Organizations in Nigeria

Abstract

Despite sustained leadership training focused on personality traits and managerial competencies, many organisational leaders continue to exhibit immoral and unethical practices that undermine organisational development in the 21st century. Although existing studies have explored the contribution of value-based leadership to organisational performance, limited attention has been given to its influence on leader effectiveness. This study therefore empirically examines the relationship between value-based leadership and leader effectiveness within church, private, and non-governmental organisations in Nigeria. Guided by value-based leadership theories, the study adopted a quantitative research design. A total of 120 questionnaires were distributed, of which 85 were completed and returned. Data were analysed using descriptive statistics and multiple regression techniques to address the study objectives. The findings revealed that ethical leadership training and transformational leadership training have positive and statistically significant effects on leader effectiveness. In contrast, authentic leadership training demonstrated a positive but statistically insignificant effect on leader effectiveness. Based on these findings, the study recommends that organisations prioritise ethical leadership training to strengthen ethical conduct and enhance leader effectiveness. Future research should examine the role of financial and non-financial incentives in sustaining value-based leadership practices.

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