Identifying which leadership strategy to employ in order to derive optimum commitment from employees is always not a simple task for most firms. The purpose of this paper is to examine the effect of three dimensions of leadership strategies on employees’ commitment in order to identify the best strategies required to improve on the commitment of employees in a developing country’s context. A total of 132 employees were sampled based on the two major plastic manufacturing companies in Ghana. The Pearson’s correlation and the hierarchical regression are the main statistical tests employed to examine the hypotheses. It is identified that the democratic leadership strategy had a significant positive effect on organisational commitment. Besides, there is also an insignificant positive effect of the laissez faire leadership strategy on organisational commitment. Similarly, an insignificant negative effect was found between autocratic leadership strategy and organisational commitment. Based on the findings, organisations are therefore encouraged to adopt the democratic leadership strategy to improve on the commitment of the work force.
|Keywords:||Leadership Strategies, Ghana|
Lecturer, Department of Organisation & Human Resource Management, University of Ghana Business School, Accra, Ghana
Lecturer, Department of Business Studies, University of Education, Winneba, Ghana