Assessing the impact of leadership styles on employee job performance and organizational citizenship behaviour in the public sector institutions in Ghana

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.