effects of leadership styles on resource mobilization

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.