Employee perception of management leadership styles and the effect on employee performance at the Tema Branch of Toyota Ghana Company Limited

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.