The Impact of Transformational Leadership Style on Public Sector Culture and Ethos

This research investigated the impact of transformational leadership style on organisational culture and ethical conduct within the public sector, with a focused case study of the Osun State House of Assembly, Osogbo, Nigeria. The research was conducted as part of an MSc in International Business Management and adopted a quantitative research design to generate empirical evidence within a legislative institution. Data were collected from public sector employees using the Multifactor Leadership Questionnaire (MLQ) and the Organisational Culture Assessment Instrument (OCAI). The research analysed leadership influence across four key cultural dimensions such as hierarchy, clan, market, and adhocracy which are in line with the Competing Values Framework. Findings revealed that transformational leadership had a high to very high impact on public-sector culture and ethos, particularly in promoting teamwork, innovation, ethical behaviour, accountability, and organisational commitment. However, gaps were identified between existing and ideal cultural profiles, especially in innovation-driven and flexible organisational practices. The research contributes to leadership and public administration literature by providing empirical insights into leadership effectiveness within legislative institutions: an area often underrepresented in public-sector research. Practical recommendations were made for leadership development, ethical governance, and cultural reform to enhance efficiency and service delivery in public organisations.