The Influence of Transformational and Transactional Leadership Styles of Site Managers on Job Performance of Crafts in Cape Coast Metropolis

Abstract

Leadership has been proposed to enhance employee performance and has received substantial attention in recent researches. This study empirically examines the influence of transactional and transformational leadership on crafts performance. The study employed cross sectional quantitative survey design. A questionnaire was sent to 105 crafts gang leaders within the Cape Coast Metropolis of which 71 usable responses were returned; at a response rate of 68 percent. The data was analysed using descriptive and inferential statistics such as Analysis of Variance (ANOVA), Pearson product moment correlation coefficient as well as multiple regression techniques for analysing relationships between variables. Results of this study suggest that transactional leadership is more prominent in the construction sector in Cape Coast Metropolis of Ghana than transformational leadership. The results also revealed that there is a positive, significant relationship between crafts performance and transactional as well as transformational leadership. However, the strength of the relationship was higher in the case of transactional leadership. From the data analysis, we conclude that transactional leadership style is more suitable for site managers/supervisors of small and medium scale construction companies whereas, transformational leadership is more fitted for site managers/supervisors of large construction companies.

Keywords: Transformational leadership; Transactional leadership; Crafts Performance; Construction Industry.