Department of Organisation and Human Resource Management
Permanent URI for this collectionhttp://197.255.125.131:4000/handle/123456789/23062
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Item Mediation role of diversity climate on leadership and job satisfaction in the Ghanaian public sector(World Journal of Entrepreneurship, Management and Sustainable Development, 2020-05-15) Anlesinya, A.; Mickson, M.K.; Malcalm, E.Purpose This study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana. Design/methodology/approach The study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships. Findings The results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction. Practical implications This means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours. Originality/value Although studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sectorItem Beyond the job description Exploring the mediating role of leaders’ emotional intelligence on the nexus between leadership styles and voluntary workplace behaviours in the Ghanaian banking sector(Journal of Management Development, 2020-03-06) Dartey-Baah, K.; Mekpor, B.Purpose – The primary aim of this study was to determine whether or not leaders’ emotional intelligence plays a mediating role in the relationship between leadership styles and voluntary work behaviours among employees of selected banks in Ghana. Specifically, the objective was to determine the mediating effect of leaders’ emotional intelligence on the relationship between transactional and transformational leadership styles and organizational citizenship behaviours (OCB) and counterproductive workplace behaviours (CWB). Design/methodology/approach – The quantitative approach to research was adopted to collect data from 234 respondents. More so, both purposive and simple random sampling techniques were used for the selection of respondents for the study. Findings – The findings of the study revealed that amongst the various leadership styles and OCB and CWB relationships, only the relationship between transformational leadership and OCB was mediated by leaders’ emotional intelligence. Practical implications – It was however recommended that transformational leadership style be adopted in the quest to encourage employees to exhibit OCB and mitigate employees’ involvement in CWB since such leaders are more prone to exhibiting high levels of emotional intelligence in the dealing with employees. Originality/value – For the first time in the Ghanaian banking sector, this research explores the leaders’ emotional intelligence as mediator on the nexus between leadership styles and voluntary work behaviours of employees of selected banks in Ghana.Item Psychological identification with job: a leadership-OCB mediator(International Journal of Organizational Analysis, 2018-12) Dartey-Baah, K.; Addo, S.A.Purpose This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry. Design/methodology/approach Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling. Findings The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs. Practical implications The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations. Originality/value This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.Item Leadership styles and employees’ voluntary work behaviours in the Ghanaian banking sector(Emerald Publishing Limited, 2016-01-18) Mekpor, B.; Dartey-Baah, K.Purpose The purpose of this paper is to determine the extent to which leadership styles predict the voluntary work behaviors of employees. Design/methodology/approach The quantitative approach was adopted to collect data from 234 respondents. Both purposive and simple random sampling techniques were used for the selection of the respondents. Findings The findings of the study revealed that though both the transformational and transactional leadership styles positively predicted the organizational citizenship behavior (OCB) of employees, transformational leadership is more significant. Also, transformational leadership was found to have a significant negative relationship with the counterproductive workplace behavior (CWB) of employees, whereas transactional leadership had an insignificant relationship with CWB. Research limitations/implications The research addresses the gap in the literature on how leadership styles influence employees’ tendency to exhibit either OCB or CWB specifically in the Ghanaian context. Practical implications The findings suggested that transformational leadership should be used in the quest to encourage OCB and to mitigate CWB. Originality/value The study provides an in-depth account on how the leaders’ style influences both employees’ OCB and CWB and how to appropriately manage such voluntary behaviors.Item Transformational Leadership and employee turnover intention: The mediating role of affective commitment.(Emerald Publishing Limited, 2016) Gyensare, M. A.,; Anku-Tsede, O.,; Sanda, M. A.,; Okpoti, C. A.Leadership, an enabler of individual and collective efforts, is a crucial element that influences the wellbeing of both employees and their organizations. Over the last two and half decades, transformational leadership has become the most preferred subject in the leadership literature by both academics and practitioners (Bass and Avolio, 1990). For instance, transformational leaders are said to possess leadership behaviours such as intellectual stimulation, idealized influence, individualized consideration and inspirational motivation (Bass and Avolio, 2000; Bass, 1999). Previous research have tested the positive impact of transformational leadership on work attitude and job satisfaction (Aryee et al., 2002), commitment and trust (Top et al., 2013), and tasks performance (Judge and Piccolo, 2004; Aryee and Chu, 2012) as well as negative influence on turnover intention (Alexandrov et al., 2004; Dupré and Day, 2007) and actual turnover (Burton and Peachey, 2009; Wells and Peachey, 2011). Furthermore, some studies in Ghana have examined the influence of leadership on outcomes such as job satisfaction (Aryee et al., 2002; Sanda and Kuada, 2013), organizational commitment and performance (Sanda and Kuada, 2013). However, there remains to be seen how affective commitment may connect transformational leadership to employee turnover intention. Affective organizational commitment was employed as the mediating variable because it is robust with strong reliability and validity (Meyer et al., 2002; Stazyk et al., 2011) and among the three-component model, it was found to correlate the strongest with both individual and organizational outcomes (Meyer et al., 2002). Also, the mechanisms that brings about the indirect effect of transformational leadership on turnover intention may be complicated than perceived by most management and business researchers. Additionally, concerns have been raised at the lack of context-specific research in leadership (Jordan et al., 2010; Liden and Antonakis, 2009; Schriesheim et al., 2009; Yukl, 1999). Hence, conducting a study of this nature in a segment of the non-bank financial sector in Ghana is both timely, imperative and warranted. Following Sanda and Kuada (2013) and Yucel et al. (2013) studies in Ghana and Turkey, respectively, Ghana is a collectivist culture (Hofstede, 1980) and thus the Ghanaian context further provides support for a thorough insight into leadership research in a collectivist culture as opposed to the most leadership studies conducted in individualist cultures (Hofstede, 1980) in the UK and USA. Finally, due to the habitual poaching habit of most retail banks and the desire of most employees to work with the retail banks, it is perceived that low levels of transformational leadership may create feelings of discontent among employees in the SLCs and eventually increase their quitting intention. Hence, this study further aims to explore an understudied context for leadership in a developing economy like Ghana. This study focuses on SLCs because private enterprises like the SLCs drive economic growth through lowering the levels of real unemployment and strengthening the capacity of individual’s to care for themselves and their immediate families (Kuada, 2015; Barakatt and Sereke-Brhan, 2010; Nafukho and Muyia, 2010). Drawing on Mercurio’s (2015) model of affective commitment as the core essence of organizational commitment and Kanter’s (1968) attitudinal commitment theory, our study sought to address these gaps in the literature by testing a mediated model of affective commitment with a sample of employees from the SLC in Ghana. First, we examine transformational leadership and affective commitment as antecedents of turnover intention. Second, we also examine the mediating role of affective commitment between transformational leadership and turnover intention. Our study contributes to the literature in three ways. First, drawing on the affective commitment model and the attitudinal commitment theory, we argue that employees emotional attachment to and identification with the organization would decline their quitting intention and serves to promote a greater degree of trust and willingness to follow their leader’s guidance. Second, we make an empirical contribution to the extant literature by examining the mediated role of affective commitment in an organization within a collectivist culture, contrary to previous studies which have typically used samples from individualist cultures in the West (Hughes et al., 2010; Meyer et al., 2002). Besides the theoretical and empirical contributions, our study also make a significant practical contribution by providing advice to both middle and top managers on how to create an atmosphere of trust, admiration, loyalty and respect for employees which will in turn help to lessen their turnover intentions. The paper first and foremost presents the literature review. This is followed by the research framework and the research methods. Finally, the paper looks at the results as well as discussions and implications for future research.Item Resilient leadership: a transformational-transactional leadership mix(2015) Dartey-Baah, K.Abstract Purpose – This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformational–transactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformational–transactional leadership theories to achieve the desired organisational performance, rather than a new look at leadership from the resilient leadership perspective – which is quite the same. Design/methodology/approach – It achieves this purpose by reviewing literature on the three leadership styles; and further goes on to draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories – transformational and transactional. Findings – A review of the three leadership theories in literature showed that qualities such as strategic thinking, emotional intelligence, adaptation/change orientation, learning, performance orientation and collective leadership as captured under the resilient leadership theory are already considered under the transformational–transactional leadership theories, and thus, constitutes a repetition not needed in the search for the best leadership approach. Originality/value – The current volatile, uncertain, complex and ambiguous environment calls for a new leadership thinking/approach – one that is known and empirically tested to yield best results. In this regard, the present study advocates for a consideration of the transformational–transactional approaches, which have been proven to yield best results, to focus the discussion on leadership. Keywords Transformational leadership, Transactional leadership, Resilient leadership Paper type Conceptual paperItem Goal integration through transformational leadership A panacea to Ghana’s public sector corruption menace(2016) Dartey-Baah, K.Kwasi Dartey-Baah Purpose – The purpose of this study was to present a conceptual analysis of how the issue of corruption in Ghana’s public sector can be curbed through an integration of individual (public sector worker) and organisational goals (the public sector itself). It further sought to explain this possibility by focusing on a goal integration process through transformational leadership. Design/methodology/approach – To meet this end, the study conducted a review of literature on goal, goal-setting, corruption, employee motivation and transformational leadership to develop a conceptual framework to explain this link between goal integration through transformational leadership and corruption reduction. Findings – Findings from this study showed that dissatisfaction with work (especially pay) amongst Ghana’s public sector workers is a major factor necessitating the emergence of corruption in the country. It is also shown in the study that through the transformational leadership approach, individual worker concerns such as concerns with pay (a facet of job satisfaction) when treated as an institutional concern and appropriately dealt with could curb corruption in the public sector. Research limitations/implications – Based on these findings, the study recommends that leaders in Ghana’s public sector (both political and administrative) must exhibit qualities of transformational leaders to foster individual and organisational growth as a means to curb corruption in the sector. The study also recommends that training programmes be organised for leaders to equip them with the needed knowledge and practice of transformational leadership. Furthermore, the study recommends that further studies could be done by other researchers on the training programmes that could be useful in equipping these leaders, as well as how and when to organise these programmes. Originality/value – The study is novel in that it demonstrates the relevance of integrating individual and organisational goals through the application of the transformational leadership concept as a tool for reducing corruption in Ghana’s public sector. Keywords Leadership, Ghana, Public sector, Transformational leadership, Corruption, Goal integration Paper type Conceptual paper