ghanaopendata/ghanaian-research-english huggingface dataset:
Leadership style and employee performance: A case of the Accra metropolitan assembly

The purpose for the study was to recognize how employee performance and leadership style adopted at the Accra Metropolitan Assembly are related. This study used the quantitative research method to study all the type of leadership styles exhibited at the assembly. AMA has an estimated population of 150 employees at different levels of the organisation and departments. The study used a questionnaire which was semi-structured as well as easy to administer to gather data for the study. For purposes of data analysis, the study employed SPSS version 26 to examine the primary data. The impacts of leadership style on the productivity of the workforce of AMA were analysed. The study found out that democratic leadership has positive but insignificantly related to employees’ job discharge, autocratic leadership style also emerged to be negative and insignificantly related to employees’ task discharge. Also, paternalistic, charismatic and servant leadership style were found to be negative and insignificantly related to employees’ task performance. Lastly, visionary leadership style was found to be positively but insignificantly related to employees’ task discharge in the Accra Metropolitan Assembly. The presence of transformational, democratic, laissez faire and visionary leadership style can have a significant impact on employee performance. Considering the results discussed above, it is recommended that there should be a well-crafted policy which will enforce a periodic leadership training to department heads to boost the service productivity of the assembly.

Source: UCC
Leadership style and employees’ commitment at Sefwi Wiawso Municipal Education Directorate, Ghana

The study sought to find out the relationship between leadership style and employees’ commitment in Sefwi Wiawso Municipal Education Directorate. Specifically, the study sought to achieve the following: find out the leadership styles being exhibited by the management, the effect of leadership styles on affective commitment level of staff, examine the effect of leadership styles on the normative commitment level of staff and assess the effect of leadership styles on the continuance commitment level of staff of the Sefwi Wiawso Municipal Education Directorate. The research approach adopted was the quantitative and a descriptive survey design was used. The target population consisted both senior and junior staff totaling 147. Out of 147, 110 employees were randomly sampled. The research instrument was questionnaires. The study found a weak positive correlation between the leadership variable and employee affective commitment at the education directorate, indicating that leadership at the directorate explains a small amount of affective commitment variance and has a statistically significant effect on affective commitment at the directorate. At the Sefwi Wiawso Municipal Education Directorate, it was determined that there was a statistically significant association between leadership and staff commitment (affective, normative, and continuance). The study recommends that the Sefwi Wiawso Municipal Education Directorate's management maintain credibility in the application of various leadership strategies in order to increase employee commitment. These may involve assuring system upgrades in determining the success of their demonstrated leadership behaviours.

Source: UCC
Leadership Style and Job Performance Among Employees at Private Schools in the Techiman South Circuit

The study examined the relationship between leadership style and job performance of Private Schools in Techiman South Circuit. The study was underpinned by the contingency theory of leadership theory and employed a quantitative research approach with an explanatory design. Using the census technique, valid data was obtained from 106 teachers out of 140 teachers in the study area. Questionnaires were administered to gather data from the respondents which was then processed using the SPSS version 25.0. Mean, standard deviation, Pearson product moment correlation and regression analysis were used to analyze the data. It was revealed that, both laissez faire and democratic leadership style have a statistically significant weak positive effect on organizational growth. However, there was positive statistically insignificant relationship between autocratic leadership style and organizational growth. The study concluded that both laissez faire and democratic leadership styles when practiced properly can promote organizational growth. Also, leaders should desist from using autocratic leadership style if they want their organization to grow. In view of the findings, it is recommended that, that all managerial staffs should go through leadership training programmes so as to acquaint them with the necessary leader skills and competences that can be leveraged on to produce improved organizational growth.

Source: UCC
Leadership style and job satisfaction levels among faculty-members of Cape Coast Polytechnic

This study sought to ascertain the type of leadership skills among heads of department and the satisfaction levels of faculty members in Cape Coast Polytechnic using the Multifactor Leadership Questionnaire (MLQ) and the Minnesota Satisfaction Questionnaire (MSQ) The study also sought to establish the relationship between transformational leadership style of heads of department and job satisfaction of faculty members of the institution. The simple random sampling technique was adopted to sample both departments and faculty members. Nine departments and forty-five faculty members, fifteen from each school, took part in the study. Analysis was quantitative utilizing the Statistical Package for Social Sciences (SPSS) version 21. Both descriptive statistics and the Pearson’s Product Moment Correlation statistical tools were employed in the analysis. The study showed that Heads of Departments in the institution exhibit transformational leadership (33.3 percent), transactional leadership (34.0 percent) and laisser-faire leadership (33.7 percent) styles while all faculty members were satisfied with their jobs (mean = 2.75; SD = 0.628). The study also showed that there is a strong and positive correlation between transformational leadership of heads of department and faculty-member job satisfaction (r = 0.595; ρ = 0.005). It is recommended that policy makers in collaboration with the Human Resource Department of the institution should organize programmes that will equip department heads with transformational and transactional leadership principles.

Source: UCC
Leadership style and nurse’s intention to quit at Volta Regional Hospital

Leadership style plays a role in staff intention to quit. The study examined the relationship between leadership styles and nurses’ intention to quit at the Volta Regional Hospital. Specifically, the study assessed the perceived leadership style(s), analysed the relationship between transaction leadership style and nurses’ intention to quit and also examined the relationship between transformational leadership style and nurses’ intention to quit. Descriptive design and the quantitative approach were employed. The sample size of the study was one hundred and sixty-five (165) nurses out of a population of two hundred and sixty-two (262) nurses, which was determined using the Krejcie and Morgan (1970) sample size determination formula. Data were collected using questionnaire. The Multifactor Leadership Questionnaire (MLQ) was used to measure transactional and transformational leadership styles; and that of Nurses intention to quit was a four-item measure by Mobley (1982). The questionnaire assumed a five point Likert scale, from ‘1 (least agreed) to 5 (highest agreed)’. Questionnaires were self-administered. Simple random sampling technique was used. From the findings, the study concluded that transactional leadership style was the perceived leadership style at the Volta Regional Hospital; transactional leadership style and nurses’ intention to quit suggest a positive moderate level of correlation, and transformational leadership style and nurses’ intention to quit suggest a negative moderate level of correlation. It was recommended that Volta Regional Hospital should initiate policies that will intensify the need for the individual considerations, inspirations, intellectual stimulations, and personal development of nurses.

Source: UCC
Leadership style and student performance: evidence from Fosu College of Education, Ghana

Leadership styles have been recognised to have immense impact on the performance and growth of subordinates including employees, students and invariably organisational performances. However, in Ghana, students’ academic performances have been declining and unclear leadership styles have been found to be a major contributor. It was, therefore, relevant to examine the effect of leadership styles on student performance in Ghana focusing on Foso College of Education. The study specifically assessed perceived leadership styles at the college. Also, the study examined the effect of transactional and transformational leadership styles on student performance at the college. The study employed the quantitative approach and causal research design due to its research objectives. The stratified sampling technique was employed to solicit for information from studens at the college. Both descriptive and inferential statistical tools such as frequencies, percentages, means, standard deviations and linear regression were employed to analyse data obtained from structured questionnaires. The study found that democratic leadership style was perceived by the students as the most used leadership style by authorities at the college. Also, both transactional and transformational leadership styles were found to have positive significant effect on student performance at the college. The study, therefore, recommended that college authorities should continue to improve upon the democratic leadership style by constantly ensuring students’ representativeness in decision making processes.

Source: UCC
Leadership Style, Job Satisfaction and Performance of Nurses in Selected Hospitals in Cape Coast

This study investigates the efficacy of transactional and transformational leadership styles in the health sector of Cape Coast, Ghana, and their impacts on nurse job satisfaction and job performance. This research employs a positivist and quantitative approach to generalize findings from a sample of 140 nurses selected via simple random sampling from three hospitals. Data were collected through a self-administered questionnaire and analyzed using SPSS version 24 for descriptive statistics and SmartPLS version 4 for structural equation modeling. The results reveal that both transactional and transformational positively influence nurse performance, with transactional having a more substantial effect. Conversely, transformational significantly enhances job satisfaction, whereas transformational negatively affects it. Moreover, job satisfaction mediates the relationship between transformational and nurse performance. These findings suggest that while transactional is crucial for boosting nurse performance through structured tasks and rewards, transformational is essential for fostering job satisfaction and long-term performance improvements by creating an innovative and supportive work environment. Consequently, hospital administrators are recommended to enhance nurse managers' transformational leadership skills through ongoing training and education to improve nurse motivation, job satisfaction, and patient care. The study contributes to the existing literature by elucidating the nuanced impacts of transactional and transformational on nurse outcomes, offering insights for policymakers aiming to enhance staff retention and performance in the healthcare sector.

Source: UCC
Leadership Styles and Conflict Management among Teachers in Second Cycle Institutions in the Bolgatanga Municipality

Among instructors at Second Cycle Institutions in the Bolgatanga Municipality of the Upper East Region of Ghana, the research sought to determine the efficacy of various leadership styles employed in conflict resolution while dealing with difficult students. To be more specific, the research aimed to identify the primary causes of conflict among teachers, the different leadership styles used in conflict resolution, the efficacy of conflict resolution, and the connection between leadership styles and the success of conflict resolution. Teachers from five chosen Senior High Schools in the Bolgatanga Municipality were asked to complete a standardized questionnaire, which made it easier to collect information. An overall total of 215 instructors took part in the research. In order to analyze the data, descriptive and inferential statistics were both utilized in conjunction. In the study, it was discovered that perceived prejudice, a lack of clarity or responsibility, a lack of transparency in the promotion process, and inadequate leadership were the most common reasons of disputes. Integrating, compromise, and dominating leadership styles were more often used in conflict management than obliging and avoiding leadership styles, which were less frequently used. obliging and avoiding leadership styles were the least frequently used. When it came to dispute resolution, the schools were only marginally successful. Only the integrating and obliging leadership styles, on the other hand, had a statistically significant beneficial impact on the overall performance of the schools in terms of conflict management. A recommendation from the research is for school administrators to use both integrative and compliant leadership styles in conflict resolution, in order to enhance the efficacy of conflict resolution in the classroom.

Source: UCC
Leadership Styles and Effectiveness of Principals of Vocational Technical Institutions in Ghana

Effective leaders are needed to manage vocational technical educational institutions in Ghana as government plans to raise the skill level of its workforce. Leadership development programs need to be designed for the preparation and in-service training of vocational technical leaders. This study aims at assessing the leadership styles and effectiveness of principals of vocational technical institutions in Ghana in order to identify their strengths and leadership development needs. The principals were perceived to be effective in the overall performance of their leadership roles using a combination of transformational and transactional leadership styles in the execution of their duties. However, they were perceived to be more transactional than transformational in most cases. In terms of the specific leadership tasks, exerting influence outside the institutions was one task that they performed effectively. On the other hand, they were perceived not to be doing enough when it came to exercising their power and empowering others to act. It is therefore recommended that principals must capitalise on their influence outside of the institutions to build partnerships , mobilise ideas, resources and support for the programs and products of the polytechnics; thus, furthering the objective of vocational technical education in the country. Since transformational leadership style leads to more effective leadership performance, principals need to improve upon their ability to be more transformational in style. Ghana therefore needs leadership development programs that will provide the necessary learning experiences that can induce transformational leadership behaviour. Training and development programs for vocational technical institutional leaders should therefore focus on getting principals to show personalized interest in individual staff members and pay attention to their needs for growth and improvement.

Source: UCC
Leadership styles and employee performance among staff at the Cape Coast Technical University: The mediating role of organisational politics

This study was conducted to investigate leadership styles, employee performance at Cape Coast Technical University, and the mediating role of organizational politics. This study used a causal research design, supported by a quantitative research approach. A total of 256 staff members were sampled from their population using a simple random sampling procedure, of which 215 (83.98%) were the response rate. A structured questionnaire was used for primary data collection. The SMART PLS 3 statistical tool was used to analyze specific research hypotheses. The study found that leadership style was positively related to employee performance. Organizational politics also positively and significantly relates to employee performance. Therefore, it was concluded that the mediating effect of organizational politics in the context of this study was complementary or partial. The study recommends that leaders in tertiary institutions in general and those working at Cape Coast Technical University adopt transactional and transformational leadership styles to lead the workforce in their respective organizations. It is also recommended that organizing leadership programs for corporate leaders in tertiary institutions is a step in the right direction. Such leadership training programs have the capacity to improve leadership skills to foster efficiency in technical university operations.

Source: UCC
Leadership Styles and Employee Performance at Kwahu Atibie Government Hospital

The primary purpose was to assess the influence of leadership styles on employee performance at Atibie Government Hospital. A quantitative methodology was adopted for this study and this research used descriptive survey design. Two hundred and twenty-one (221) was the total population number and 144 sample size was drawn from the population. A self-constructed closed-ended questionnaire was the key instrument used to collect information from respondents. Descriptive statistics were employed to tackle objectives one and linear regression analysis for objective two and three. The study established that most of the respondents consented with how management of Atibie Government Hospital exhibit both transformational and transnational leadership styles. Also, the study found a weak positive correlation between transformational leadership and employee performance at Atibie Government Hospital as well as between the transactional leadership and employee performance. It was concluded that there was a statistically significant relationship between transformational and transactional leadership styles and employee performance at the Atibie Government Hospital. The study recommends that management of the hospital should maintain credibility in the implementation of the various leadership practices to enhance staff performance.

Source: UCC
Leadership Styles and Employee Performance at the University of Cape Coast

This study investigated the effect of leadership style on employee performance in nine Halls within the University of Cape Coast. The study was premised on four objectives. The specific objectives were; (1) to analyze the effect of transformational leadership style on employees’ performance, (2) to analyze the effect of laissez-faire leadership on employee performance, (3) to analyze the effect of transactional leadership on employee performance and (4) to assess the effect of authoritative leadership style on employee performance. The study was a cross-sectional study that administered questionnaire to 242 employees through a simple random sampling technique. The data was analyzed using SPSS (version 24). Specifically, ordinary least square regression analysis was conducted. The study found that, transformational leadership style positively enhances employee performance whiles the autocratic or authoritative style adversely affects performance. Although, there was a positive relationship between laissez-faire and transactional leadership styles, these were not significant in predicting employee performance. It is recommended that leadership of the nine halls in the University of Cape Coast should be encouraged to adopt a transformational style of leadership and also adapt their approaches to the circumstances within the organization to improve employee performance.

Source: UCC
Leadership Styles and Employee Performance tn the Twifo Hemang Lower Denkyira District Assembly

The current study examined the influence of different leadership styles on employee performance, utilising Fiedler's contingency theory as the theoretical underpinning. Three hypotheses were created and subsequently evaluated to achieve the objectives of the study. The collection of primary data for this study was the distribution of structured questionnaires to the entire employee population of 104 individuals employed by the Twifu Hemang Lower Denkyira district assembly. The census sample methodology was utilised to ensure that each member of the workforce had an equitable opportunity to be included in the study. The study employed a quantitative research approach, to offer a comprehensive understanding of the observed occurrences. The data was later examined using IBM SPSS Statistics version 26 and SmartPLS 3. The data underwent analysis to assess the soundness of all hypotheses, utilising the partial least squares structural equation modelling (PLS-SEM) technique. The findings of the study indicate that both transformational and transactional leadership styles have a positive and statistically significant influence on employee performance. The study uncovered that the laissez-faire leadership style has a negative and statistically significant effect on the performance of employee members. As a result, the study proposes to policymakers, practitioners, and district assembly management to actively incorporate both transactional and transformational leadership styles, while also implementing strategies to mitigate or eliminate the adoption of laissez-faire leadership practices.

Source: UCC
Leadership Styles and Employee Performance: A Study of Hotels within the Komenda Edina Eguafo Abriem District of Ghana

The thrust of this research was therefore to assess the effects of leadership styles on employee performance: a study of hotels within the Komenda Edina Eguafo Abriem District of Ghana. Primary data were gathered from 100 staff of the hotels within the district. Data was collected on employee performance and leadership styles (democratic, laisser-faire, and autocratic) which were considered to be the predictors of employee performance. The gathered data were investigated using Pearson correlation and simple linear regression analytic techniques. The Pearson correlation analysis showed a positive correlation between employee performance and democratic leadership style, employee performance and laisser-faire, and employee performance and autocratic leadership style. Further, results from simple linear regression revealed that leadership style predicts employee performance. The study found out that, autocratic leadership style had the highest positive influence to employee performance. The study therefore recommends that, employers within the district should employ the autocratic leadership styles within their hotels to ensure increased employee performances. The study concludes that the type of leadership style affects employees‘ performance within hotels within the Komenda Edina Eguafo Abriem District of Ghana.

Source: UCC