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Leaders as organisational representatives: a structural model

Kwasi Dartey-Baah (Department of Organisation & HRM, University of Ghana Business School, Accra, Ghana)
Seth Ayisi Addo (Department of Organisation & HRM, University of Ghana Business School, Accra, Ghana)

African Journal of Economic and Management Studies

ISSN: 2040-0705

Article publication date: 31 December 2018

Issue publication date: 24 May 2019




Leaders are seen as representatives of their organisations; as such, their actions and behaviours towards their subordinates reflect on the organisations. The purpose of this paper is to investigate the influence of some dimensions under transformational and transactional leadership styles on perceived organisational support (POS) in Ghana.


Data were collected from 264 engineers and technicians from the country’s power transmission subsector through a survey. Covariance-based structural equation modelling was used in analysing the data with the aid of Statistical Package for Social Sciences and AMOS.


The analysis indicated surprisingly that idealised influence predicted POS negatively while intellectual stimulation had no significant influence on employees’ POS. However, inspirational motivation, individualised consideration and contingent rewards predicted employees’ POS positively with contingent reward having the highest influence on POS.

Practical implications

The study’s findings indicate the importance that engineers and technicians in Ghana attach to support from their leaders, specifically inspiration and motivation, consideration for their needs and interests and rewards for their performance; thus, the study recommended that organisations must entreat their leaders to show such supportive behaviours towards their subordinates.


The study findings present fresh knowledge from a developing country perspective with regard to the importance that employees attach to these leadership dimensions.



Dartey-Baah, K. and Addo, S.A. (2019), "Leaders as organisational representatives: a structural model", African Journal of Economic and Management Studies, Vol. 10 No. 2, pp. 148-168.



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