Transformational leadership, transactional leadership and firm performance; the role of knowledge sharing

Ishau, A.

dc.contributor.author	Ishau, A.
dc.date.accessioned	2024-02-15T10:33:42Z
dc.date.available	2024-02-15T10:33:42Z
dc.date.issued	2023
dc.identifier.uri	http://41.74.91.244:8080/handle/123456789/2089
dc.description	A Dissertation submitted to the Department of Management Sciences of the School of Business, University of Education, Winneba, in partial fulfilment of the requirements for the award of degree of Master of Business Administration in Human Resources Management	en_US
dc.description.abstract	The study investigates the influence of transformational and transactional leadership and firm performance mediated by knowledge sharing practices at Societe Generale Ghana Plc. The survey research design was adopted. A sample size of one hundred and seventy (170) respondents selected, and questionnaires were administered to collect data from them and analysed using descriptive, inferential statistics (correlation and regression analyses). The study found a significant positive influence of both transformational and transactional leadership on firm performance. More so, the study revealed that knowledge sharing partially mediated the relationship that exist between transactional and transformational leadership and firm performance. Therefore, the study recommends that firms that seek to enhance their performance in other to achieve competitive advantage should place more emphasizes on improving their leadership styles as this can be achieved through numerous approaches such as improving knowledge sharing which has been statistically found to improve firm performance	en_US
dc.language.iso	en	en_US
dc.publisher	University of Education Winneba	en_US
dc.subject	Transformational leadership, firm performance	en_US
dc.title	Transformational leadership, transactional leadership and firm performance; the role of knowledge sharing	en_US
dc.type	Thesis	en_US