An Empirical Evidence of the Effect of Leadership Styles on Faculty Staff Performance at Universities in Ghana

Abstract

This paper is an empirical evidence of the effect of leadership styles on faculty staff performance within universities in Ghana. About 330 respondents sampled from ten public and private universities responded to questionnaires and used for the analysis. A quantitative research paradigm was employed and data was analysed by use of SPSS. It is evident from the study that different leadership styles affect faculty staff performance and that leadership skills truly do matter in improving performance of staff and hopefully, the leadership style practiced at universities could be incorporated. The regression results portray positive and statistically insignificant relationship between Autocratic Leadership Style and Employees' Performance. Further, the study showed a positive and statistically significant relationship between Authentic Leadership Style and Employees' Performance at one percent alpha level among others. This research guides prospective entrepreneurs and governments among others who seek to establish universities as to knowing leadership practices by management for effective performance of faculty to becoming globally competitive. Further, it gives an empirical data from a developing country perspective relating to management effectiveness at tertiary institutions in terms of leadership practices. Suggestions for universities in Ghana are presented and finally future studies are highlighted in the study.