Changing Leadership: Managing Workforce Loyalty in Rivers State Public Sector Organisations

Abstract

The study used a correlational research design and with a cross-sectional approach targeted the top, middle and lower level management of selected parastatals of the Rivers State Statutory agencies viz: River State Waste Management Agency, Rivers State Microfinance Agency, River State Fire Service Agency and Rivers State Public health Board. 103 management personnel were censored and used as the sample for the study. The content validity of the study instrument was achieved using supervisor's vetting and approval while the internal consistency of instrument was achieved using the Cronbach Alpha coefficient with all the items being above 0.70. Data was analyzed and results presented in using tables, mean and standard deviation. The hypotheses were tested using the Spearman Rake Order Correlation.  The study found out that there is a significant positive relationship between Leadership Change Management and Employee Loyalty. More specifically, all the dimensions of Leadership Change Management and all the measures of Employee Loyalty were positively correlated. Organizational culture and structure were identified as significant moderators for leadership change management and employee loyalty in the Rivers State public sector organisations.