Effects of leadership styles on resource mobilization: A case of NGOs in the Hohoe municipality of Volta region, Ghana
Keywords:
: Leadership Styles, Resource Mobilization, Non-governmental Organizations, SustainabilityAbstract
Resource mobilization is a viable component for strengthening and sustaining the vision and mission
of NGO. Local NGOs in Ghana and other developing countries require dynamic personalities,
leadership qualities and management aptitude and skills to effectively mobilize resource for their
organizations. The study examined three leadership styles: transformational, transactional and laissez
faire, of NGO staff working in the Volta region of Ghana that belonged to a network of NGOs in the
region with a staff strength of more than ten and have been operating over the past five years. The
target population was 490 staff of NGOs in six categories: agriculture/food security, microfinance,
education, health, religion, water and sanitation. Stratified and random sampling techniques were used
to get a sample size of 264 subjects. Data was collected using structured questionnaire with Likert scale
measurement. Primary data was collected using self-administered questionnaires, emails, whatsApp
and Google questionnaires. SPSS version 25 was utilized to process the data. Data was analyzed using
descriptive statistics, Pearson’s correlation, regression analysis and analysis of variance. The results
from the regression analysis showed that transformational leadership, transactional leadership and
laissez faire leadership had a significant association with resource mobilization (R=0.785) with an
adjusted R square at 0.610. The study recommended that there should be effective use of more of
transformational and transactional leadership styles in order to improve resource mobilization among
NGOs. The study recommended further investigation into the other factors that might also contribute
to effective resource mobilization
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