Version 1
: Received: 24 July 2024 / Approved: 25 July 2024 / Online: 25 July 2024 (09:21:14 CEST)
How to cite:
Kebe, I. A.; Kahl, C.; Yingqi, L. Charting Success; The influence of Leadership Styles on driving sustainable Employee Performance in the Sierra Leonean Banking sector. Preprints2024, 2024072015. https://doi.org/10.20944/preprints202407.2015.v1
Kebe, I. A.; Kahl, C.; Yingqi, L. Charting Success; The influence of Leadership Styles on driving sustainable Employee Performance in the Sierra Leonean Banking sector. Preprints 2024, 2024072015. https://doi.org/10.20944/preprints202407.2015.v1
Kebe, I. A.; Kahl, C.; Yingqi, L. Charting Success; The influence of Leadership Styles on driving sustainable Employee Performance in the Sierra Leonean Banking sector. Preprints2024, 2024072015. https://doi.org/10.20944/preprints202407.2015.v1
APA Style
Kebe, I. A., Kahl, C., & Yingqi, L. (2024). Charting Success; The influence of Leadership Styles on driving sustainable Employee Performance in the Sierra Leonean Banking sector. Preprints. https://doi.org/10.20944/preprints202407.2015.v1
Chicago/Turabian Style
Kebe, I. A., Christian Kahl and Liu Yingqi. 2024 "Charting Success; The influence of Leadership Styles on driving sustainable Employee Performance in the Sierra Leonean Banking sector" Preprints. https://doi.org/10.20944/preprints202407.2015.v1
Abstract
The purpose of this paper is to assess the differential impacts of transformational and transactional leadership styles on employee performance during change initiatives within commercial banks in Sierra Leone. The research study utilised a cross-sectional survey design, and data was collected from 903 participants employed in the banking industry. The study used the structural equation model as the investigative instrument to examine the hypotheses. The findings reveal that transformational and transactional leadership styles demonstrate a strong bearing on employee performance, with the latter having a bigger influence. Organisational citizenship behaviour has a mediating effect between leadership styles and employee performance, while employee commitment does not act as a mediator between transformational leadership and employee performance, but it acts as a mediator between transactional leadership and employee performance. Commercial banks need to devise training programmes that will advance both leadership styles to arouse, energise, or inspire followers to display favourable behaviour and commitment to attain organisational. The paper makes an insightful contribution to the existing leadership literature by ascertaining the significance of leadership styles on performance and the role of commitment and organisational citizenship behaviour as mediators of the nexus between leadership styles and performance in the Sierra Leone banking industry.
Business, Economics and Management, Human Resources and Organizations
Copyright:
This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
