This study set out to examine those qualities that employees look for in their leaders and how the perceptions of such qualities influence their commitment to organizations in the Nigerian Public Service. Using the transformational and transactional factors as independent variables and the three-component dimension of employees' affective, normative, and continuance commitment as dependent variables, the study established some correlations between leadership factors and employees' commitment to the Nigerian Public Service. This was done through empirically tested research questions. The first research question was on whether or not transformational leadership factors (as symbolized by idealized influence-attributed, idealized influence-behavior, motivational inspiration, intellectual stimulation, and individualized consideration) have an effect on employees' commitment to the Nigerian Public Service. The result of the correlations indicated that idealized influence (attributed) and inspirational motivation have strong positive relationship with employees' affective and normative commitment, while continuance commitment either reflected low or, in most cases, negative relationships with the transformational factors. The relationship between transactional leadership factors and employee commitment indicated that contingent reward has strong positive relationship with affective and normative commitment but low relationship with continuance commitment. However, management-by-exception (active) was found to have strong positive correlation with continuance commitment, indicating that employees with minimal commitment to an organization are willing to abide by corrections by leaders to retain their job in the Nigerian Public Service. The results of employee commitment on outcome variables showed that affective and normative commitment had strong positive relationships with the outcome variables of extra effort, leadership effectiveness, and satisfaction, while continuance commitment had negative correlations with these outcome variables. Despite the findings of this study that transformational leadership factors predicted outcome variables of extra effort, leadership effectiveness, and satisfaction beyond the level accounted for by transactional factors alone, there was strong statistical evidence to show that contingent reward was significant in determining employees' contributions to these outcome variables in the Nigerian Public Service. Based on the foregoing, the study made some policy recommendations that should help to reposition the Nigerian Public Service in providing an effective platform for implementing government programs and projects.
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