The Effect of Leader-Follower Power-Sharing on Employee Performance in the Civil Service of Ghana
Power-sharing is a means through which leaders empower their followers to resolve organizational issues in line with the firm's overall objective. This study empirically tested the direct and contingent effect of leader-follower power-sharing on employee performance within the civil service of Ghana from the social exchange theoretical perspective. Based on a sequential explanatory mixed-method research design, a cross-sectional survey was used to obtain 260 responses from Directors and Deputy Directors of the Civil Service of Ghana. The SPSS version 25 was used in analyzing the data. A major study finding established a positive and significant effect of leader-follower power-sharing on employee performance. Based on the findings, some recommendations can be made. First, in promoting leader-follower power-sharing, leaders must decentralize power, share organizational knowledge, encourage transparency, provide a safe work environment and ensure that decision-making is based on consensus-building. Second, to enhance leader competence, leaders should demonstrate high emotional intelligence on the job, build healthy working relationships, and be open-minded. Third, to be role models of integrity, Leaders should demonstrate good ethical behavior on the job and promote fair judgment within the Civil Service of Ghana
Year of publication: |
2023
|
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Authors: | Tackie, Joseph |
Publisher: |
[S.l.] : SSRN |
Subject: | Ghana | Öffentlicher Dienst | Civil service | Arbeitsleistung | Job performance |
Saved in:
freely available
Extent: | 1 Online-Ressource (23 p) |
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Type of publication: | Book / Working Paper |
Language: | English |
Notes: | Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments January 11, 2023 erstellt |
Other identifiers: | 10.2139/ssrn.4322667 [DOI] |
Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10014263490
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