Abstract:
The aim of this study was to examine the perceived leadership style
and its relationship with employees’ satisfaction and organizational
performance in Takoradi Polytechnic. The study adopted descriptive research
and cross sectional research designs. The sample size for the study was two
hundred and sixty (260) taken from senior members, senior staff and junior
staff. Also, convenience sampling was used to ensure that those employees
found at their workplaces were the ones used for the study. This design was
quantitative to allow for descriptive and inferential analysis. The data was
collected by the use of questionnaire. The findings reveal that majority of the
respondents (senior members, senior staff and junior staff) had the belief that
the leadership style practiced by the Polytechnic was mostly transformation
followed by transactional, laissez-faire and lastly authoritative. The fact that
most employees perceived their leaders to be transformational suggest that
their leaders were proactive in many different and unique ways. These leaders
attempt to optimize development, not just performance alone which
encompasses the maturation of ability, motivation, attitudes, and values. The
study recommends that periodic leadership training programmes should be
designed for the various heads of the school to strengthen the leadership drive
of the institution. Also, future studies could be using mixed method to explore
the relationship between leadership styles, organizational characteristics, and
employees’ satisfaction.
