LEADERSHIP STYLES OF OWNER-MANAGERS AND EMPLOYEES’ PERFORMANCE: THE MODERATING ROLE OF AGE AND EXPERIENCE

Abstract

Drawing on the contingency theory, we investigated the relationship between the leadership style of owner-managers of small sawmills in the Sokoban Wood Village in Kumasi, Ghana. Based on 315 employees from 63 sawmills, we proposed that leadership styles of ownermanagers influence employees’ performance. We also hypothesized that the age and experience of owner-managers moderate the relationship between leadership styles of owner-managers and employees’ performance. Using simple linear multiple and moderated multiple regressions to test the hypotheses, we found that autocratic, charismatic, transformational and visionary leadership styles of owner-managers influence employees’ performance. Age and experience of owner managers, however, did not moderate the relationship between leadership styles of owner managers and employees’ performance.