Abstract:
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, 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
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 the 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.
