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                <text>Leaders’ behaviour as a determinant of employee performance in Ghana: The mediating role of employee engagement</text>
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                <text>Theresa Obuobisa-Darko</text>
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                <text>The study aimed at identifying if engaged employees mediate the relationship between leader behaviour and employee task performance within the public sector in a developing country with unique cultural characteristics. Data gathered from 411 permanent employees was analysed using partial least square-structural equation modelling (PLS-SEM) technique. Results showed that employee engagement mediates partially the relationship between transformational leader behaviour and employee task performance unlike the relationship between transactional leader behaviour and employee task performance. Transformational leader behaviour was identified as the key leader behaviour that causes employees to be engaged. Practical and managerial implications are discussed.</text>
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                <text>Effective leadership is viewed as a vital catalyst for efficient employee performance in every organisation (Dinibutun, 2020). This is more so when employees are well engaged. Despite the growing attention paid by scholars to the role of leadership on employee performance in the public sector, such studies have focused on the mechanistic perspective of how</text>
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                <text>Leadership is seen as an imperative stimulus for the effective functioning of employees, be they in the public or private sectors. Humanistic leadership has to do with leadership that the acceptance of humanistic ideals by leaders will result in a shared common spirit, uniting the leaders and their employees which in turn will drive employee performance. Using the Ghana public service as a case, where the performance is considered unacceptable, the study attempts to answer the question: in what ways can leaders utilise the humanistic leadership style to facilitate employees’ performance in the public services in developing countries? We contend that leadership that focuses on respecting people, striving to pursue the common good, and going beyond the “boss-subordinate” model of power and influence, will lead to employees reciprocating which in turn will stimulate employee performance. A desk research …</text>
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                <text>Leadership is seen as an imperative stimulus for the effective functioning of employees, be they in the public or private sectors. Humanistic leadership has to do with leadership that the acceptance of humanistic ideals by leaders will result in a shared common spirit, uniting the leaders and their employees which in turn will drive employee performance. Using the Ghana public service as a case, where the performance is considered unacceptable, the study attempts to answer the question: in what ways can leaders utilise the humanistic leadership style to facilitate employees’ performance in the public services in developing countries? We contend that leadership that focuses on respecting people, striving to pursue the common good, and going beyond the “boss-subordinate” model of power and influence, will lead to employees reciprocating which in turn will stimulate employee performance. A desk research …</text>
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                <text>The study was carried out with the purpose of investigating the relationship between leadership and employee satisfaction in the banking industry in Ghana. A questionnaire consisting of three (3) sections was used for the study. Section one of the questionnaire solicited information on demographic characteristics of respondents, section two dealt with the Job Satisfaction Survey (JSS) while the third section dealt with the Multifactor Leadership Questionnaire (MLQ). A total of 200 questionnaires were circulated to randomly selected respondents from both private and public banks in the Accra Metropolis of Ghana, out of which 150 were returned showing a return rate of 75% and out of that 140 were usable. The findings of the study were that there was positive relationship between leadership styles and job satisfaction. The results further indicated that inspirational motivation which is a type of transformational leadership, management by exception and laissezfair which are types of transactional leadership positively and significantly affected job satisfaction. Thus, leadership styles of managers impact on satisfaction of banking employees so managers should exhibit good leadership.</text>
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