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Managerial Leadership Style and Employee Commitment: Evidence from the Financial Sector

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Listed:
  • Joseph Kwadwo Tuffour
  • Abubakari Mohammed Gali
  • Mercy Kyerewaa Tuffour

Abstract

Employees’ poor performance within the banking sector has become evident in recent times, and studies on how leadership styles affect employee commitment in the Ghanaian banking sector is scanty. The purpose of this article is to examine the effect of leadership styles on employee commitment after controlling for demographic and institutional factors. The study also examines whether there is a difference in the leadership style due to the gender of leaders and determines the dominant leadership style among bank managers. A sample of 160 leaders and subordinates were selected from 10 commercial banks. The study employed hierarchical regression as well as independent sample t -test techniques. Financial organizations were chosen because much of the existing studies on leadership styles have focussed on non-financial sectors. The findings of the study indicate that transactional leadership is the most dominant leadership style practised within the banking sector. After controlling for demographic and institutional variables, laissez-faire and transformational leadership behaviours have significant positive effects on employee commitment. Although transactional leadership style is dominant, it contributes only 4.8 per cent to employee commitment as compared to 51 per cent by transformational leadership style in eliciting employee commitment. There is an evidence that, married employees are more likely to be committed employees than the unmarried, but as the employee’s number of children increases, commitment level falls. Although all the three leadership styles have positive effects on employee commitment, transactional and laissez-faire leadership styles are most significant. This is the first study in Ghana to show that there is no significant difference between the sexes when it comes to exhibiting leadership styles in the banking sector. The findings of this study provide useful information for policy-makers to improve employees’ commitment levels and their performance by means of stimulating the right leadership styles in the managers.

Suggested Citation

  • Joseph Kwadwo Tuffour & Abubakari Mohammed Gali & Mercy Kyerewaa Tuffour, 2022. "Managerial Leadership Style and Employee Commitment: Evidence from the Financial Sector," Global Business Review, International Management Institute, vol. 23(3), pages 543-560, June.
    • Handle: RePEc:sae:globus:v:23:y:2022:i:3:p:543-560
    DOI: 10.1177/0972150919874170
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    References listed on IDEAS

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    1. Shakti Chaturvedi & Irfan A. Rizvi & Enias Thomas Pasipanodya, 2019. "How Can Leaders Make Their Followers to Commit to the Organization? The Importance of Influence Tactics," Global Business Review, International Management Institute, vol. 20(6), pages 1462-1474, December.
    2. Gabriel Aunde Akinbode & Oni Bamikole Fagbohungbe, 2012. "Leadership and Organizational Factors as Predictors of Employees Organisational Commitment in Nigeria: An Empirical Analysis," Business and Management Research, Business and Management Research, Sciedu Press, vol. 1(2), pages 69-87, June.
    3. Joseph Kwadwo Tuffour & Dinah Akuffo & Awuah Ayebi Kofi & Philip Agyemang Frimpong & Terrick Sasu, 2018. "Adoption of Mobile Commerce and Service in Adentan Municipality of Ghana: An Examination of Factors Influencing Small Scale Enterprises," International Business Research, Canadian Center of Science and Education, vol. 11(11), pages 109-118, November.
    4. Russ, Frederick A. & McNeilly, Kevin M., 1995. "Links among satisfaction, commitment, and turnover intentions: The moderating effect of experience, gender, and performance," Journal of Business Research, Elsevier, vol. 34(1), pages 57-65, September.
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