Abstract:
This study assessed leadership styles and employee performance at Quality
Control Company Limited of Ghana Cocoa Board. The specific objectives of
this study were to: ascertain the relationship between transactional leadership
style and employee performance, examine the effect of transformational
leadership style on employee performance, and analyse the nexus between
laissez-faire leadership style and employee performance. Research approach
was quantitative, research design was explanatory, and study design was cross-
sectional. All employees of Quality Control Company Ghana Limited in the
Western North Region of Ghana, numbering 250 formed the popuation of this
study. A census was used to select all 250 employees to serve as sample size
for this study. A semi-structured questionnaire was the instrument used for data
collection and it was self-administered. Of the 250 questionnaires distributed,
188 completed questionnaires were utilised, hence, a response rate of 75.20%
was attained. IBM SPSS Statistics for windows, version 23 was the software
used to analyse the data. Mean, standard deviation, and standard regression
tools were employed. This study found a positive significant effect of
transactional and transformational leadership styles on employee performance.
However, laissez-faire leadership style negatively predicted employee
performance. This study concluded that managers and supervisors who exhibit
transactional and transformational leadership styles propel their employees to
superior performance. It was recommended that the managers and superiors at
Ghana Cocoa Board in the Western North Region of Ghana should employ
more of transactional and transformational leadership styles at the workplace,
because, these styles have the potential of predicting positive job outcomes of
employees.
