Effect of leadership behaviours on employee performance the case of Guinness Ghana Limited

Abstract

This study was purposed to investigate the effect of leadership behaviors on employee performance. Specifically, the study identified the leadership behaviors exhibited by managers in Guinness Ghana Breweries Limited (GGBL) in enhancing employee performance and specific behaviors that affected the performance of the employees. The study was conducted with the effect of three main leadership behaviors in mind, namely, job-centeredness style, people centeredness style and democratic style on the performance of employees. The data for this study was obtained by administering questionnaire to the personnel in GGBL. The data received from the respondents were analyzed with the help of statistical software program SPSS_17. To test for the hypothesis, Pearson Coefficient correlation analysis was conducted to examine whether the hypothesis was accepted or rejected. It was observed that strong correlation existed between a job-centeredness leadership behavior exhibited by managers in Guinness Ghana Breweries Limited and it’s employee performance. The job-centeredness leadership behavior had significant positive effective on employee performance and hence productivity. It implies the managers were very particular in attaining results and thus only remunerated employees to give their best in order to increase their productivity. People-centeredness and democratic behaviors were very insignificant and a few negative correlations suggested a decrease in performance by employees, probably due to management acting with strict internal rules to achieve results. It was recommended to have a balanced leadership style to equally reflect much interest in people to enhance employee performance for a competitive advantage.