Abstract:
The study aimed at assessing employee’s perception of management
leadership style and its effect on their performance. The main objective of the
study was to investigate employees’ perception of management leadership
styles (democratic, job-centred and employee-centred) and its effects on their
performance. A survey research strategy was used in which a well-structured
questionnaire was adopted to collect data of leadership styles and employees’
performance. Out of the population of 90 employees, 88 usable questionnaires
were collected them. The data were analysed using descriptive and inferential
statistics. Pearson’s correlation and regression analysis were used to assess
both the relationship and effect as per the hypothesis of the study. The results
show that job-centred leadership style is the most practiced at Toyota Ghana
Company Limited with a little of employee-centred leadership style exhibited.
Employees performance was found to be above average. Results for job
centred leadership style was found to strongly correlated with employee
performance. The results showed that management ability to make employees
stick to plan and frequently review task to make sure project is on track could
enhance employee performance. From the results it is recommended for
leaders to have enough knowledge about the project to be done in order to be
able to create easy-to-follow steps and develop realistic schedule for the
quality and timely completion of project.
