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 programmers 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.