Abstract
Leadership is one of the key driving forces for improving a firm’s performance. It is assumed that the kind of leadership style employed in an organization has an impact on its overall performance. The study examined the leadership style practiced at TumaKavi Development Association (TKDA) in Northern Region of Ghana and its effect on its organizational performance. Qualitative case study design was employed. Purposive sampling was adopted to sample a total sample size of 11 respondents representing 65% of the total staff population. The study established that TKDA majorly uses democratic leadership style in its operations. It also discovered that the democratic leadership style being practiced has had an appreciable influence on the operations and performance of the organization. The results of this study also revealed that there is strong relationship between leadership style and organizational performance of TKDA. As the strength of the organization dwells much on democratic style of leadership, it is recommended that management of the organization applies more of that and mix it with other leadership styles where necessary for the organization to wax stronger within its industry.
Highlights
IntroductionHow leadership impacts on organizational performance has gained prominence among academics and practitioners working in the area of leadership (Al Khajeh, 2018; Bhargavi & Yaseen, 2016; Igbaekemen & Odivwri, 2015; Giambatista, 2004; Rowe et al, 2005)
The results of this study revealed that there is strong relationship between leadership style and organizational performance of TumaKavi Development Association (TKDA)
Future research should focus on widening the scope to cover leadership style and its relationship among different organizations with similar mandate. It was established by the research findings that the TumaKavi Development Association majorly uses democratic leadership style in its operations and this has had a significant impact, positively on the organization’s performance
Summary
How leadership impacts on organizational performance has gained prominence among academics and practitioners working in the area of leadership (Al Khajeh, 2018; Bhargavi & Yaseen, 2016; Igbaekemen & Odivwri, 2015; Giambatista, 2004; Rowe et al, 2005). Innovation, organizational culture and human resource strength (Haque et al, 2015; Igbaekemen & Odivwri, 2015; Bass & Riggio, 2006) All these tend to affect the performance of these organizations. One key factor that has the potential to largely affect an organization’s performance is its leadership (Ng’ethe et al, 2012; Jeremy et al, 2012)
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