Leticia Anane Asiedu, Fiifi Andoh-Kumi, Samuel Koomson
{"title":"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","authors":"Leticia Anane Asiedu, Fiifi Andoh-Kumi, Samuel Koomson","doi":"10.47679/jopp.411862022","DOIUrl":null,"url":null,"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.","PeriodicalId":191923,"journal":{"name":"Journal of Psychological Perspective","volume":"37 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2022-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":"{\"title\":\"Leadership styles adopted in selected non-bank financial institutions in the Cape Coast metropolis, Ghana\",\"authors\":\"Leticia Anane Asiedu, Fiifi Andoh-Kumi, Samuel Koomson\",\"doi\":\"10.47679/jopp.411862022\",\"DOIUrl\":null,\"url\":null,\"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.\",\"PeriodicalId\":191923,\"journal\":{\"name\":\"Journal of Psychological Perspective\",\"volume\":\"37 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2022-08-04\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"1\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Psychological Perspective\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.47679/jopp.411862022\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Psychological Perspective","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.47679/jopp.411862022","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Leadership styles adopted in selected non-bank financial institutions in the Cape Coast metropolis, Ghana
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.