Abstract
This study implemented a cross-sectional questionnaire method, and surveys were randomly distributed. Nevertheless, from the 400 surveys distributed, 388 were retrieved, concluded adequate for use, and analyzed using Statistical Packages for Social Sciences (SPSS version 28). This study indicated a substantial relationship between perceived DL, QWL, and innovative work behavior. It further stated the considerable individual and collective impact of perceived DL, QWL, and IWB on EP within Nigeria's banks post-Covid-19. Leaders and managers of businesses are urged to examine and implement the most appropriate leadership styles for the varied circumstances, and companies are still battling challenges post-Covid-19. They should also consistently promote job clarity, job satisfaction, security, employee participation in decision-making, communication, and support. This increases employees' QWL in the workplace. Further, the management should encourage innovative management exercises, which are fundamental in sustaining employee performance post-Covid-19.