A Study of Leadership Style on Employees' Performance in some Selected Private Universities in Ghana

Abstract

Evolving structures and systems in higher education institutions require leaders who can provide direction, implement plans, and motivate people towards greater performance that meets or surpasses organizational goals. The authors in this study sought to ascertain the relationship between leadership styles and job performance among academic staff working in three (3) selected private universities in Ghana. A sample size of 114 was drawn from a total population size of 160 staff from Data Link Institute, Fountainhead University College and Presbyterian University College. Stratified random sampling method was used to gather data from respondents. Using three different hypotheses that were stated and tested with linear regression and Pearson’s Product Moment Correlation, the study revealed that leadership styles have direct effect on job performance. In particular, democratic leadership style showed a significant impact on the employee’s performance while autocratic and laissez-faire leadership styles demonstrated less or no significant impact on the employee performance. The authors proceed to discuss the implications of the study by way theory, practice and future study. Additionally, we recommended among other things that the use of autocratic and laissez-faire leadership styles should be reduced in practice since they have the proclivity of stifling the overall organization performance.