Evaluating Leadership Style for Skill Development at the Processing Plant of a Ghanaian Mine
Author(s)
James Obiri-Yeboah , Frederick Somuah Obeng , Joy Ansu Yeboah ,
Download Full PDF Pages: 29-40 | Views: 423 | Downloads: 128 | DOI: 10.5281/zenodo.5493865
Abstract
The consequential adverse outcome of poor leadership style calls for this research, to identify the perception of leadership style at the Processing Plant of Akroma Gold Company Limited. The study pointed out the prevailing leadership style as laiser faire with the highest percentage score flow by transactional leadership style while transformational leadership is perceived as the least style practiced by leaders of the Processing Plant. The multifactor leadership questionnaire was use in this assessment with total sample size of 80 employees as 100 % respondent’s coverage during the research. The study portrays percentage scores of 18.35%, 17.45%, 17.78% and 18.08% for Contingent reward, Management by exception active, Management by exception passive and Laissez-faire leadership style components respectively. Furthermore, the research shows increasing respective order from the lowest score of 12.15 % for idealized attributes through individual consideration, followed by idealized behavior and inspirational motivation to 17.03 % score for intellectual stimulation leadership characters. The shortfalls numerated by the study were passive evaluation set target and postmortem mode of handling operational activities. Leadership training in effective utilization of variations between actuals and set targets as control tools is the solution to overcome the shortfalls. The overall standard deviation for the three leadership style mean percentage scores is given as 3.54 %.
Keywords
Leadership Style, Skill Development
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