Application of Transactional Leadership Style for Managers in Adopting the Organization’s Cultural Intelligence: A Study of Coscharis Group of Companies, Nnewi, Nigeria

As Leadership is culturally influenced, leaders should demonstrate styles that enable effective functioning in culturally diverse circumstances. This research aimed to investigate the implementation of the transactional leadership style by managers in adopting the organization’s cultural intelligence: A study of Coscharis Group of Companies, Nnewi, Nigeria. The study's goals included assessing the impact of contingent reward leadership on cultural intelligence, exploring connections between active management by exception and cultural intelligence, and examining the influence of passive management by exception on cultural intelligence. The population was 2,700, with a sample size of 348 determined by Taro Yamane formula. SPSS version 20.0 software was used for data analysis, revealing significant relationships. Contingent reward leadership notably affects cultural intelligence (sig =0.000 < 0.05, R2= 0.437 and t-statistic= 15.528); active management by exception has a significant relationship with cultural intelligence (sig =0.000 < 0.05, R2= 0.85 and t-statistic= 5.371); passive management by exception significantly affects cultural intelligence (sig =0.000 < 0.05, R2= 0.149 and t-statistic= 7.375). In conclusion, a global leadership development strategy should align with the company's global culture and involve management commitment to enhance employees' cultural intelligence. It is recommended to adopt the transactional leadership style, a driver of cultural intelligence, across industries to boost global organizational performance. Keywords: active management by exception, contingent reward, coscharis group of companies, cultural intelligence, passive management by exception, transactional leadership style.