Leaders as organisational representatives: a structural model

Abstract

Purpose Leaders are seen as representatives of their organisations; as such, their actions and behaviours towards their subordinates reflect on the organisations. The purpose of this paper is to investigate the influence of some dimensions under transformational and transactional leadership styles on perceived organisational support (POS) in Ghana. Design/methodology/approach Data were collected from 264 engineers and technicians from the country’s power transmission subsector through a survey. Covariance-based structural equation modelling was used in analysing the data with the aid of Statistical Package for Social Sciences and AMOS. Findings The analysis indicated surprisingly that idealised influence predicted POS negatively while intellectual stimulation had no significant influence on employees’ POS. However, inspirational motivation, individualised consideration and contingent rewards predicted employees’ POS positively with contingent reward having the highest influence on POS. Practical implications The study’s findings indicate the importance that engineers and technicians in Ghana attach to support from their leaders, specifically inspiration and motivation, consideration for their needs and interests and rewards for their performance; thus, the study recommended that organisations must entreat their leaders to show such supportive behaviours towards their subordinates. Originality/value The study findings present fresh knowledge from a developing country perspective with regard to the importance that employees attach to these leadership dimensions.

In search of performance-oriented leadership behaviours in the Ghanaian financial service sector: the role of knowledge sharing

“…This could emanate from the uncomplimentary economic conditions in a developing country like Ghana. Thus, most Ghanaian employees will be motivated by monetary reward factors only in other to perform better at the workplace (Dartey-Baah and Addo, 2019).…”

“…Numerous theories of leadership have been developed to explain the concept of leadership behaviour and the interaction between the leader and the follower (Dartey-Baah and Addo, 2019). As a result, this study draws on the leader-member exchange (LMX) theory (Graen et al.…”

“…For example, scholars describe leadership as a social issue (Alvesson and Einola, 2019), a culture change (Meng and Berger, 2019) and a global issue (Uhl-Bien and Arena, 2018). Scholars agree and disagree on what constitutes leadership, rendering the search for a single definition of leadership a pointless effort (Alvesson and Einola, 2019; Uhl-Bien and Arena, 2018) and quite challenging to define due to its dynamic nature (Dartey-Baah and Addo, 2019). Furthermore, some scholars have examined the concept of leadership through the assessment of inborn potentials, as found in the Great Man and Traits Theory (Carlyle, 1888); others have examined the behaviour of leaders, as well as the situation within which they find themselves as a means of elucidating the concept – Behavioural and Situational Theory (Lewin, 1946; Fiedler, 1967).…”

The role of transformational leadership on millennials’ dedication in level five private hospitals in Kenya

“…It is reciprocated by followers who devote their efforts to their tasks, reinforcing continual learning. In turn, followers perceive organizational support (Dartey-Baah & Addo, 2019). In line with this, leaders who inspire followers continuously encourage them to achieve organizational goals.…”

“…They challenge the status quo, which calls them to set high standards while aspiring to an exciting and optimistic future. Such leaders take heed of their followers' concerns about carrying organizational support (Dartey-Baah & Addo, 2019).…”