Comparative analysis of the environment and effectiveness of transformational leadership style of management used by transnational oil companies in implementing corporate social responsibility and sustainable development in the Niger Delta Region of Niger

The transformational leadership style of management that has been adopted by the transnational oil companies in the Niger Delta Region of Nigeria, to implement corporate social responsibility and sustainable development after almost a decade is yet to be effective. It is believed that the core factor responsible for the ineffective programs stems from Nigeria's unstable environment. The instability in Nigeria prompted the formal demand for the business strategy known as corporate social responsibility and sustainable development, which emerged as a result of the experiences of the residents of the Niger Delta on such issues as bad ethnic politics, poor economy, and widespread corruption in Nigeria. These issues were the reasons behind the human rights abuse sustained by the residents who demanded corporate social responsibility and sustainable development and future, of their people and the environment. At the center of this premise is a focus on the growth and development of corporate social responsibility and sustainable development in the Niger Delta Region of Nigeria. Findings show that even though Nigeria has been categorized as being an unstable environment, it is still possible for the transnational oil companies to achieve an effective transformational leadership style of management in their effort to implement a formal corporate social responsibility and sustainable development.