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Cocoa is regarded as a brown-golden crop, but its value chain activities are dominated by the elderly. Hence, focussing attention on the young generation of farmers is the surest way to reverse this trend and secure the future of the cocoa industry. This paper, therefore explores factors influencing youth participation in cocoa value chain activities in Ghana.

Primary data were collected using a multistage sampling technique. The authors used a semi-structured questionnaire in collecting data via interviews. Through the theory of utility maximization, a multivariate probit (MVP) model was estimated to identify factors influencing youth participation in cocoa value chain activities in Ghana.

The author found that some of the value chain activities are complementary, while others are substitutes. Participation in cocoa value chain activities is influenced by access to land, participation in training programmes in cocoa production, membership of Next Generation Cocoa Youth Programme (MASO), access to agricultural credit and other demographic characteristics.

Relevant information and youth-targeted projects enhance their participation in value chain activities.

This paper is one of the few studies that empirically analyses drivers of youth participation in cocoa value chain activities in Africa.

The study investigated the effects of relational leadership on hotel employees' creativity, using knowledge-sharing behaviour and leader–follower dyadic tenure as intervening variables.

A self-administered questionnaire was used to collect data from 355 employees of authorized hotels from the conurbation of Cape Coast and Elmina in Ghana. To evaluate the study's research hypotheses, the authors used WarpPLS and PLS-SEM.

The findings demonstrated that while knowledge-sharing behaviour did not directly affect employee creativity, it did have a significant mediating effect on the link between relational leadership and the creativity of employees. The study also revealed that the ability of relational leaders to drive knowledge-sharing behaviour was not contingent on leader–follower dyadic tenure.

The results of this study have practical relevance for human resource practitioners in the hospitality industry. Given that relational leadership has a positive relationship with employee creativity, the authors recommend that hotel supervisors relate well with employees by sharing valuable information and respecting their opinions in decision-making.

Studies on the role of relational leadership and employee creativity are scanty. This study develops a model to explain how relational leadership could influence employee creativity by incorporating knowledge-sharing behaviour and leader–follower dyadic tenure.