Abstract:
The study examined the impact of Leadership styles on Employee job performance and
Organizational Citizenship Behaviour. An empirical data was collected from 216
employees working in four selected MMDAs in the Ashanti region. The questionnaire
was used as the main instrument do the data collection and the PLS-SEM techniques
was employed for the data analysis using Smart PLS version 3.0. The research
objectives specifically focused on examining the effects of (a) Democratic (b)
autocratic (c) transformational and (c) transactional leadership styles on Employee job
performance and Organisational Citizenship Behaviour in the public sector in Ghana.
The findings from the study reveal that Autocratic Leadership, Democratic leadership,
Transformational leadership have statistically significant and positive impacts of
employee Job performance. However, the results further indicate that Transactional
leadership has negative impact on employee Job performance. The findings moreover,
demonstrate that, Democratic Leadership, Transactional leadership and
Transformational Leadership have significant and positive impact on Organizational
Citizenship Behaviour. Nevertheless, autocratic leadership style does not have
statistically significant impact on Organizational Citizen behaviour. The study deepens
the understanding and extend the knowledge on how leaders can improves employee
job performance and organizations citizenship in the public sector within the
developing countries such as Ghana. The findings have string implications of policy
and management of the public sector organizations.
