The relationship between leadership style and employee performance: An exploratory study of the Ghanaian public service

Abstract

Purpose

The purpose of this paper is to advance critical theoretical insights into the idea of “relational bureaucratic leadership” and its implications for public administration in developing countries (DCs). In doing so, the paper sets out new agendas for public service governance in DCs that recognizes the changing nature and emerging complexities of both the public service and society.

Design/methodology/approach

This is an exploratory study which synthesises literature in management, human resources, leadership studies and public administration, to understand the limitations of mainstream approaches to bureaucratic leadership in DCs, particularly SSA, with a view of identifying alternative practices.

Findings

Findings from this paper suggest that public service governance in DCs are embedded in complex dynamics between power relations, complexity and social norms, and bureaucratic leaders should, therefore, focus on building relationships as a means of deepening trust and enhancing cooperation among critical actors. The case for a shift in focus to “relationality” reflects changes in the broader global political economy, including emerging wicked and multi-faceted policy problems that require heterodox and context-sensitive responses from governments and greater collaboration among key stakeholders.

Originality/value

The analysis of the limitations of traditional approaches to public service governance in this essay reveals the importance of a shift from a preoccupation with conventional organizational forms and functions, to place greater emphasis on social networks and relationships, as a way of improving leadership efficiency in the public services of DCs.

Citation

Ohemeng, F.L.K., Amoako-Asiedu, E. and Obuobisa Darko, T. (2018), "The relationship between leadership style and employee performance: An exploratory study of the Ghanaian public service", International Journal of Public Leadership, Vol. 14 No. 4, pp. 274-296. https://doi.org/10.1108/IJPL-06-2017-0025