Leadership styles and employees' performance: A case of family-owned manufacturing company, Cape Coast
Abstract:
Purpose: This study aimed to explore the association between leadership styles and employee performance in a family-owned manufacturing business.
Research methodology: For data translation and analysis, the study used a quantitative approach and a correlational design, a census technique of sampling 400 employees, an interview schedule, multiple linear regression, and the Statistical Package for Social Sciences (SPSS) 16.0 Versions.
Results: Results revealed that autocratic, charismatic, and paternalistic leadership styles influence employees' performance. The result also revealed that autocratic, charismatic, and visionary leadership styles influence error reduction. Again the result shows that paternalistic and visionary leadership styles influence employees' quality of work.
Limitations: The study's main weakness is that it only looked at nine specific leadership styles and their effects on employee performance.
Contribution: Given this, managers should consider using leadership styles with stronger predictions in a given situation to drive employees' performance, reduce employees' errors in work and enhance employees' quality of work.
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- Gupta, A., McDaniel, J. & Hearth, S. K. (2005). Quality management in service firms: sustaining structures of total quality service. Managing Service Quality, 15(4), 389-402.
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- Igbal, N., Anwar, S. & Haider, N. (2015). Effect of leadership style on employee performance, Arabia Journal of Business and Management Review, 5 (5).
- Ittner, C. D. & Larker, D. F. (1998). Innovations in performance measurement: trends and research implications. Journal of Management Accounting Research 10:205-238.
- Kai, G. (2013). Research on the mechanism that paternalistic leadership impact on employee performance: organizational justice as an intermediary variable. Human Resource Management Research, 3(4), 150-156.
- Karamat, A. U. (2013). Impact of leadership on organizational performance: a case study of D & R cambric communication, Unpublished Master’s Thesis. Vaasan Ammattikorkeakoulu University of Applied Science. Vaasan Ammattikorkeakoulu.
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- Khuong, M. N. & Hoang, D. T. (2015). The effect of leadership styles on employee motivation in auditing companies in Ho Chi Minh City, Vietnam, International Journal of Trade, Economics and Finance, 6 (4).
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- Koech, P. M. & Namusonge, G.S. (2012). Effect of leadership styles on organizational performance at state corporations in Kenya. International Journal of Business and Commerce, 2 (1), 01-12.
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- Leedy, P. & Ormrod, J. (2001). Practical research: planning and design (7thed.). Upper Saddle River, NJ: Merrill Prentice Hall. Thousand Oaks: Sage.
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- Mayer, D. M., Bardes, M. & Piccolo, R. F. (2008). Do servant leaders help satisfy followers need? An organizational justice perspective. European Journal of Work and Organizational Psychology, 17(2), 180-197.
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- Mishra, G. P., Grunewald, D. & Kulkarni, N. A. (2014). Leadership style of senior and middle level managers: A study of selected firms in Muscat, Sultanate of Oman, International Journal of Business and Management, 9, (11)
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- Mohr, G. & Wolfram, H. J. (2008). Leadership and effectiveness in the context of Gender: The role leaders’ verbal behavior. British Journal of management, 19, 4-16.
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- Northouse, P.G. (2009). Leadership: theory and practice. London: Sage publications
- Obiwuru, T.C., Okwu, A.T., Akpa, V.O. & Nwankere, A.I. (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. Australian Journal of Business and Management Research, 1(7).
- Odumeru, J. A. & Ogbonna, I. G. (2013). Transformational vs. transactional leadership theories: evidence in literature. International Review of Management and Business Research, 2(2).
- Ogbonna, E. & Harris, L. C. (2000). Leadership, organizational culture and performance: empirical evidence from UK Companies, International Journal of Human Resource Management, 11(4).
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