Asian Institute of Research, Journal Publication, Journal Academics, Education Journal, Asian Institute
Asian Institute of Research, Journal Publication, Journal Academics, Education Journal, Asian Institute

Journal of Social and Political

Sciences

ISSN 2615-3718 (Online)

ISSN 2621-5675 (Print)

asia insitute of research, journal of social and political sciences, jsp, aior, journal publication, humanities journal, social journa
asia insitute of research, journal of social and political sciences, jsp, aior, journal publication, humanities journal, social journa
asia insitute of research, journal of social and political sciences, jsp, aior, journal publication, humanities journal, social journa
asia insitute of research, journal of social and political sciences, jsp, aior, journal publication, humanities journal, social journa
crossref
doi
open access

Published: 18 October 2022

Leadership Styles and Organizational Performance: An Empirical Assessment of The Trauma and Specialist Hospital in Ghana

Patience Aseweh Abor, Prah George Kwame

University of Ghana Business School, Trauma and Specialist Hospital

journal of social and political sciences
pdf download

Download Full-Text Pdf

doi

10.31014/aior.1991.05.04.374

Pages: 14-23

Keywords: Leadership Styles, Organizational Performance, Employees, Managers, Specialist, Trauma

Abstract

Purpose: This study examines the effect of leadership styles on organizational performance at the Trauma and Specialist Hospital, Winneba (TSHW). Five main leadership styles were examined thus the transformational, transactional, participative, instrumental and supportive leadership styles. Methods: The study adopted the cross-sectional survey design. A sample size of 216 full-time employees of TSHW were selected using purposive sampling and simple random technique. Data were collected using the Multifactor Leadership Questionnaire (MLQ), with additional questions to evaluate the organizations performance. Data were analysed using descriptive statistics and Pearson correction from Statistical Package for Service Solutions (SPSS) version 20. Conclusion: The study revealed that the most dominant leadership style at TSHW was the participative leadership style, though managers and unit heads exhibited all five leadership styles. Implication: It was recommended that the participative leadership style should be practised as it involves and gained the support of employees, and therefore naturally contributed to the good performance of the hospital.

References

  1. Aberese-Ako, M., Agyepong, I. A., & Dijk, H. v. (2018). Leadership Styles in two Ghanaian Hospitals in a Challenging Environment. Health Policy and Planning, 33, 16 - 26.

  2. Ahmad, N. (2013). The Effect of Ineffective Leadership on Individual and Organizational Performance in Jordanian Institutions. Competitiveness Review, 23(1), 68 - 84.

  3. Alharbi, M., & Yusoff, R. Z. (2012). Leadership Sytles and Thier Relationship with Quality Management Practicees in Public Hospitals in Saudi Arabia. International Journal of Economics and Management Sciences, 1(10), 59 - 67.

  4. Asamani, J. A. (2015). The Influence of nurse managers' leadership style on staff outcomes in Eastern Region of Ghana. Revista Latino-Americana de Enfermagen, 106 - 113.

  5. Balsanelli, A. P., & Cunha, I. C. (2015). Nursing Leadership in Intensive Care Units and its relationship to the work environment. Revista Latino-Americana de Enfermagem, pp. 106 - 113.

  6. Bass, A. N & Avolio, S. (1997). Effects of Leadership Styles on Organisational Performance in Ahantaman Rural Bank Limited. Texila International Journal of Management, 1 - 16.

  7. Beakana, B. S. (2017). Perceived Leadership Styles and its Impact on Organizational Committment. Ganpat University, Management. Mehsana: Gampat University.

  8. Chatterjee, R., Suy, R., Yen, Y., & Chhay, L. (2018). Literature Review on Leadership in Healthcare Management. Journcal of Social Science Studies, 5, 38 - 47.

  9. Choi, S. (2007). Democratic Leadership: the Lessons of Exemplary Models for Democratic Governance. International Journal of Leadership Studies, 2 (3), 243 - 262.

  10. Gachingiri, A. (2015). Effect of Leadership Style on Organizational Performance: A Case Study of the United Nations Environment Programme (UNEP), Kenya. Journal of Innovative, Leadership and Entrepreneurship, 1(5), 19- 36.

  11. Ghiasipour, C. A. (2017). The Effect of Participative Leadership Style on the Performance of COYA Senior Managers in Kenya. Research Journali's Journal of Management, 4, 1 - 12.

  12. Ion, E.-I., & Creveanu, M. (2016). Organizatonal Performanc - a Concept that Self-Seeks to find itself. (4), 179 - 183

  13. Khajeh, D. R. (2018). Leadership Styles on Institutions. Journal of Human Resources Management Research , 1 - 14.

  14. Kowalski, E. H. (2017). Impact of Leadership Styles on Organizational Performance. Journal of Human Resources Management Research, 1 - 10.

  15. Lumbasi, G. W., K'Aol, G. O., & Ouma, C. A. (2016). The Effect of Participative Leadership Style on the Performance of COYA Senior Managers in Kenya. Research Journali's Journal of Management, 4, 1 - 12.

  16. Maboko, B. (2011). Leadership in Public Sector Organizations. In J. Storey, & J. Storey (Ed.),  Leadership in Organizations (pp. i - 342). London: Routledge.

  17. Malcom, E. M., & Tamatey, L. K. (2017). Organizational Performance and Meaning of Work: Correcting for Restricted Range. Research Gate , 1 - 19.

  18. Ministry of Health. (2007). The Ghana Health Sector: 2008 Programme of Work. Accra:  Ministry of Health.

  19. Namusonge, T. & Iravo, D. R. (2016). Leadership Styles. Advances in Management, 7, 57 - 62.

  20. Nemaei, N. (2012). Effect of Leadership Style on Employee Performance. Arabian Journal of Business and Management Review, 5, 1 - 6.

  21. Northouse, P. G. (2016). Leadership Theory and Practice (7th Edition ed.). California, United States of America: SAGE Publications.

  22. Novignon, J., & Nonvignon, J. (2017). Improving Primary Health care facility performance in Ghana; efficiency analysis and fiscal space implications. BMC Health Services Research, 1 - 8.

  23. Obiwuru, T. C., Okwu, A. T., Akpa, V. O., & Nwankwere, I. A. (2011). Effects of Leadership Style on Organizational Performance: a Survey of Selected Small Scale Enterprises in Ikosi-Ketu Council Development Area of Lagos State, Nigeria. Austrialian Journal of Business and Management Research, 1, 100 - 111.

  24. Rowold, J. (2014). Instrumental Leadership: Extending the Transformational-transactional Leadership Paradigm. Zeitsch fur Personalforschung, 28, 367 - 390.

  25. Saleh, K. (2013). The Health Sector in Ghana: a Comprehensive Assessment. Washington DC: The World Bank.

  26. Tate, W. (2004). Linking Development with Business. In J. Storey, Leadership in Organizations:  Current Trends and Key Issues (pp. i - 345). London.

  27. Thuijsman, T. (2015). Leadership Styles and their influence on employees regarding the acceptance of organizational change. 5th IBA Bachelor Thesis Conference (pp. 1 - 12). Enschede: Faculty of Behavioral, Management and Social Sciences.

  28. Vliert, E. V. (2016, March 4). Autocratic Leadership Around the Globe: Do Climate and Wealth Drive Leadership Culture?Retrieved November 1, 2018, from Pennslyvania State University: jcc.sagepub.com/autocraticleadership

  29. White, T. (2000). Effect of Leadership Style on Organizational Performance. African Journal of Business Managment, 4 (8), 3924 - 3936.