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Keywords: Ghana
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Journal Articles
Leadership & Organization Development Journal 1–18.
Published: 15 September 2026
... and ensuring effective public service delivery, particularly in developing governance contexts like Ghana. Originality/value This research offers a novel investigation of the underexplored “Leader-Turned-Follower” (LTF) phenomenon in a public-sector context. Its originality lies in expanding...
Journal Articles
Leadership & Organization Development Journal (2024) 45 (5): 792–810.
Published: 02 April 2024
... organizational ethics and workplace incivility in Ghana’s telecommunication sector. In so doing, the study contributes to existing knowledge in three respects. First, this study contributes to the growing literature on behavioral ethics (e.g. Palanski et al., 2021) by investigating ethics...
Journal Articles
Abdul Jelil Abukari, Li Wenyuan, Mohammed Sadick Abubakari, Wisdom Wise Kwabla Pomegbe, Ibrahim Sulemana
Leadership & Organization Development Journal (2024) 45 (3): 499–511.
Published: 31 January 2024
... on structural equation modeling, data were collected from 200 small and medium-sized enterprise (SME) manufacturers in Ghana. Findings The results indicate that EB drives both CA and SP positively. SL positively moderated the relationship between EB and CA, while the moderating role of SL...
Journal Articles
Leadership & Organization Development Journal (2018) 39 (2): 186–201.
Published: 26 February 2018
... Ghana Active management-by-exception Idealised influence Safety behaviours Structural equation modelling MBE-A generally focuses on maintaining established routines and procedures, and existing beliefs and traditions (Odumeru and Ifeanyi, 2013). This dimension of transactional leadership...
Journal Articles
Leadership & Organization Development Journal (2015) 36 (3): 234–252.
Published: 05 May 2015
... mediation regression procedure, this prediction is subjected to an empirical test with survey data collected on 118 NPOs operating in Ghana. Findings – The paper finds a general support for the view that noneconomic performance is the primary organizational feature that drives economic performance...
