Leading local government during COVID-19: An empirical finding from Ghana

https://doi.org/10.35912/ahrmr.v2i1.1000
Published: Jul 6, 2022

Abstract:

Purpose: This is to look into the impact of leadership on employee output in the local governance sector during the COVID – 19 Era.

Research Methodology: A quantitative and descriptive approach, as well as a census method, were used to sample 220 employees. A structured questionnaire was used to gather data, multiple linear regression was used to test hypotheses, and SPSS version 20 was used to input, process, and analyze data.

Result: The findings demonstrate that visionary, laissez-faire, and servant leadership styles have a considerable impact on staff output. Furthermore, employees' output is unaffected by autocratic and charismatic leadership styles.

Limitation: The research only investigated five different types of leadership styles. Within the central region, it was similarly limited to only one metropolitan assembly.

Contribution: It was demonstrated by the theory that under the local government, some various forces and situations drive the organization's activities; thus, leadership should be ready to change and dynamically position themselves to handle issues that arise.

Keywords:
1. Employees’ output
2. Leadership
3. Leadership styles
4. Local government
Authors:
Godson Kwame Amegayibor
School of Business, University of Cape Coast, Cape Coast, Ghana
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How to Cite
Amegayibor, G. K. (2022). Leading local government during COVID-19: An empirical finding from Ghana. Annals of Human Resource Management Research, 2(1), 43–58. https://doi.org/10.35912/ahrmr.v2i1.1000
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Vol. 2 No. 1 (2022): March
Articles
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This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

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  7. Al Khajeh, E. H. (2018). Impact of leadership styles on organizational performance. Journal of Human Resources Management Research, 2018, 1-10.
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  52. Lehman, G. (2007). A common pitch and the management of corporate relations: Interpretation, ethics and managerialism. Journal of Business Ethics, 71(2), 161-178.
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  58. McGuirk, P. M., & O'Neill, P. (2016). Using questionnaires in qualitative human geography.
  59. Mirumbe, F., W. (2020). Effect of leadership style on employee performance: A case of selected intitution in Arusha. Institute of Accountancy Arusha, Arusha.
  60. Mosadegh, R., A. (2003). The role of participative management (suggestion system) in Shahid Fayazbakhsh Hospital effectiveness and efficiency. Research in Medical Sciences.
  61. Muhammad, F., & Usman, M. (2012). Leadership Styles Enhances the Employee Organizational Commitment: A Case Study of Educational Institutions in Lahore. Paper presented at the International Journal and Conference Management, Statistics and Social Science.
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  69. Ooi, T. P., & Teoh, K. B. (2021). Factors affecting the turnover intention among employees in Penang manufacturing industry. Annals of Human Resource Management Research, 1(1), 29-40.
  70. Osborne, J. W. (2008). Best Practices in Quantitative Methods: SAGE Publications.
  71. Osborne, J. W., & Costello, A. B. (2004). Sample size and subject to item ratio in principal components analysis. Practical Assessment, Research, and Evaluation, 9(1), 11.
  72. Oswald, F., Hambrick, D., & Jones, L. (2007). Understanding and predicting multitasking performance. Keeping All the Plates Spinning, 77-84.
  73. Oyetunji, C. O. (2006). The relationship between leadership style and school climate in Botswana secondary schools. Citeseer.
  74. Prasad, V. (2015). A note on sampling method. AE International Journal of Multidisciplinary Research, AEIJMR, 3(1).
  75. Prasertwattanakul, S., & Chan, P. (2007). Impact of leadership style on performance: A study of six sigma professionals in Thailand. Asia and Pacific DSI, 1-11.
  76. Putterill, M. S., & Rohrer, T. C. (1995). A causal model of employee commitment in a manufacturing setting. International Journal of Manpower.
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  78. Russell, R. F. (2001). The role of values in servant leadership. Leadership & Organization Development Journal.
  79. Sahal, S. K. (1979). Contingency theories of leadership: A study. Human relations, 32(4), 313-322.
  80. Singh, R., Bohra, K. A., & Dalal, A. K. (1979). Favourableness of leadership situations studied with information integration theory. European Journal of Social Psychology, 9(3), 253-264.
  81. Spreitzer, G. M., & Cameron, K. S. (2012). A path forward: Assessing progress and exploring core questions for the future of positive organizational scholarship. The Oxford handbook of positive organizational scholarship, 1034-1048.
  82. Stone, A. G., Russell, R. F., & Patterson, K. (2004). Transformational versus servant leadership: A difference in leader focus. Leadership & Organization Development Journal.
  83. Tessema, G. A. (2014). Leadership Practice of Governmental and Private TVET Colleges: A Comparative Study of Entoto and Some Selected Private TVET Colleges in Addis Ababa City Adminstration. Addis Ababa University.
  84. Weihrich, H., & Cannice, M. V. (2010). Management: McGraw-Hill Education (India) Pvt Limited.
  85. Westley, F., & Mintzberg, H. (1989). Visionary leadership and strategic management. Strategic management journal, 10(S1), 17-32.
  86. Whetstone, J. T. (2002). Personalism and moral leadership: The servant leader with a transforming vision. Business Ethics: A European Review, 11(4), 385-392.
  87. Yukl, G. A. (2002). Leadership in Organizations Fifth Edition: Prentice Hall.
  88. Yukl, G. A. (2010). Leadership in Organizations (7th ed.): Prentice Hall.
  89. Zervas, C., & David, L. (2013). Leadership Style: Is there “one Best”, or is Flexibility worth developing?