Leadership Styles and Organizational Performance: An Empirical Assessment of The Trauma and Specialist Hospital in Ghana

Abstract

Purpose: This study examines the effect of leadership styles on organizational performance at the Trauma and Specialist Hospital, Winneba (TSHW). Five main leadership styles were examined thus the transformational, transactional, participative, instrumental and supportive leadership styles. Methods: The study adopted the cross-sectional survey design. A sample size of 216 full-time employees of TSHW were selected using purposive sampling and simple random technique. Data were collected using the Multifactor Leadership Questionnaire (MLQ), with additional questions to evaluate the organizations performance. Data were analysed using descriptive statistics and Pearson correction from Statistical Package for Service Solutions (SPSS) version 20. Conclusion: The study revealed that the most dominant leadership style at TSHW was the participative leadership style, though managers and unit heads exhibited all five leadership styles. Implication: It was recommended that the participative leadership style should be practised as it involves and gained the support of employees, and therefore naturally contributed to the good performance of the hospital.