Influence of Leadership Styles and Perceived Organisational Politics on Work Outcome among Employees of the Electricity Company of Ghana

Abstract

The purpose of this study was to examine the influence of leadership and perceived organizational politics on work outcome (organizational citizenship behaviour, OCB; and counterproductive work behaviour CWB) among public sector employees. Employees at the Electricity Company of Ghana served as the population for this study. Data was collected through the distribution of personally administered questionnaires to the respondents who were chosen by convenience non-probability sampling procedure. A total of 120 (80.0%) answered questionnaires were returned and used in the final analysis. Results indicated that Transformational leadership had significant relationship with and more influence on OCB than Transactional leadership. Transactional leadership had more influence on CWB than Transformational leadership. Transformational leadership was found to have more influence on perception of politics than Transactional leadership. No significant difference was found in the amount of influence perception of politics had on both CWB and OCB. Perception of organizational politics did not moderate the relationship between any of the leadership styles and CWB. Perception of organizational politics did not also moderate the relationship between transformational leadership and OCB. Perception of organizational politics only moderated the relationship between transactional leadership and OCB. For future research, some of the recommendations made in this study can be further explored to enhance and add value to this research area