Effects of leadership style on sales force performance at Fidelity Bank, Ghana

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.