Abstract:
This study aimed at investigating the effects of leadership styles on sales
force performance at Fidelity Bank, in the Greater Accra Region of Ghana. The
descriptive survey design was adopted for the study. The study involved 152
participants. Census sampling technique was used in selecting the respondents.
Questionnaires were the main instruments used to collect data. Frequencies
percentages, correlation and regression were used to analyse the quantitative
data, using Statistical Package for Social Sciences Version 21. The research
indicated that though all the respondents are at different levels of responsibility
and working in the same place under similar conditions, they all perceived
leadership to be a dynamic process. Again, The study revealed that there is
a significant relationship between leadership style and sales force
performance. This study found that a transformational leadership style was
exhibited by sale leaders or managers at Fidelity Bank Ghana and as a result this
style had positive effect on sales force performance. Also, it was observed that
transactional leadership style positively impacts sales force performance.
Additionally managers who practiced a blend of the two leadership styles at the
same time made equitable impact on performances of sales force as well as
business establishments in the financial services sector in Ghana. It is therefore
recommended that, regular performance feedback should be encouraged
across all levels of the organisation as it has been revealed as one of the
strongest significant measures for the overall sales force performance.
