Leadership styles adopted in selected non-bank financial institutions in the Cape Coast metropolis, Ghana

Leticia Anane Asiedu, Fiifi Andoh-Kumi, Samuel Koomson
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引用次数: 1

Abstract

This paper seeks to assess the leadership styles exhibited in selected non-bank financial institutions in the Cape Coast Metropolis, and, to further investigate the reasons for adopting such leadership style(s). A questionnaire was utilized. Responses were sought from both leaders and their subordinates. A census was used to select the leaders, while simple random sampling technique was used to select subordinates. The results showed that transformational and transactional leadership styles were often adopted by the leaders, with transformational leadership style being the dominant. Laissez-faire leadership style was the least adopted. The results also showed that organizational culture, attitude of staff, and nature of work were the underlying reasons for adopting both transformational and transactional leadership styles. The study concluded that leaders of non-bank financial institutions in the Cape Coast Metropolis used a mixture transformational and transactional leadership styles in their day-to-day operations due to their organisational culture, attitude of staff, and nature of their work.
在加纳海岸角大都市选定的非银行金融机构采用的领导风格
本文旨在评估海岸角大都会选定的非银行金融机构所表现出的领导风格,并进一步调查采用这种领导风格的原因。采用问卷调查法。我们从领导者和他们的下属那里寻求回应。采用人口普查的方法选择领导,采用简单随机抽样的方法选择下属。结果表明,变革型领导风格和交易型领导风格在企业领导者中普遍存在,其中变革型领导风格占主导地位。自由放任的领导风格是最不受欢迎的。结果还表明,组织文化、员工态度和工作性质是采用变革型和交易型领导风格的潜在原因。研究得出的结论是,由于其组织文化、员工态度和工作性质,开普敦大都会非银行金融机构的领导人在日常运营中使用了变革型和交易型混合领导风格。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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