Perceived Leadership Style And Its Relationship With Employees’ Satisfaction And Organizational Performance In Takoradi Polytechnic

ABSTRACT

The aim of this study was to examine the perceived leadership style

and its relationship with employees’ satisfaction and organizational

performance in Takoradi Polytechnic. The study adopted descriptive research

and cross sectional research designs. The sample size for the study was two

hundred and sixty (260) taken from senior members, senior staff and junior

staff. Also, convenience sampling was used to ensure that those employees

found at their workplaces were the ones used for the study. This design was

quantitative to allow for descriptive and inferential analysis. The data was

collected by the use of questionnaire. The findings reveal that majority of the

respondents (senior members, senior staff and junior staff) had the belief that

the leadership style practiced by the Polytechnic was mostly transformational

followed by transactional, laissez-faire and lastly authoritative. The fact that

most employees perceived their leaders to be transformational suggest that

their leaders were proactive in many different and unique ways. These leaders

attempt to optimize development, not just performance alone which

encompasses the maturation of ability, motivation, attitudes, and values. The

study recommends that periodic leadership training programmes should be

designed for the various heads of the school to strengthen the leadership drive

of the institution. Also, future studies could be using mixed method to explore

the relationship between leadership styles, organizational characteristics, and

employees’ satisfaction.

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