Leadership Styles and Employee Performance at the University of Cape Coast

Abstract

This study investigated the effect of leadership style on employee performance in nine Halls within the University of Cape Coast. The study was premised on four objectives. The specific objectives were; (1) to analyze the effect of transformational leadership style on employees’ performance, (2) to analyze the effect of laissez-faire leadership on employee performance, (3) to analyze the effect of transactional leadership on employee performance and (4) to assess the effect of authoritative leadership style on employee performance. The study was a cross-sectional study that administered questionnaire to 242 employees through a simple random sampling technique. The data was analyzed using SPSS (version 24). Specifically, ordinary least square regression analysis was conducted. The study found that, transformational leadership style positively enhances employee performance whiles the autocratic or authoritative style adversely affects performance. Although, there was a positive relationship between laissez-faire and transactional leadership styles, these were not significant in predicting employee performance. It is recommended that leadership of the nine halls in the University of Cape Coast should be encouraged to adopt a transformational style of leadership and also adapt their approaches to the circumstances within the organization to improve employee performance.