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<p>In the quest to identify factors stimulating employee morale, this study assesses the relationship between leadership practices and employee morale via job satisfaction. We employ a quantitative approach, surveying 400 Ghanaian hospitality workers. We analyze the cross-sectional data using SPSS via descriptive statistics, exploratory factor analysis (EFA), and mediation modeling (macro-PROCESS). Transformational, transactional, and democratic leadership relate positively to employee morale, whereas autocratic leadership relates negatively. Job satisfaction significantly mediates the relationship between transformational, transactional, and democratic leadership and employee morale, but not in the case of autocratic leadership. Managers in Ghana’s hospitality industry should prioritize democratic and transactional leadership to boost morale via job satisfaction. Having confirmed the efficacy of the four common leadership practices as antecedents of organizational outcomes without violating the principle of multicollinearity, we provide empirical support for the expansion of the full-range leadership theory (FRLT) to include democratic and autocratic styles. Consequently, this study provides empirical evidence for practitioners and contributes to the limited literature on leadership and employee morale in developing countries.</p>

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The mediating effect of job satisfaction between leadership practice and employee morale

  • 期刊论文

  • 发表日期：

    2026年5月19日

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  • Sam Kris Hilton,
  • Ebenezer Effisah Dzinpa,
  • Andaratu Achuliwor Khalid

摘要

In the quest to identify factors stimulating employee morale, this study assesses the relationship between leadership practices and employee morale via job satisfaction. We employ a quantitative approach, surveying 400 Ghanaian hospitality workers. We analyze the cross-sectional data using SPSS via descriptive statistics, exploratory factor analysis (EFA), and mediation modeling (macro-PROCESS). Transformational, transactional, and democratic leadership relate positively to employee morale, whereas autocratic leadership relates negatively. Job satisfaction significantly mediates the relationship between transformational, transactional, and democratic leadership and employee morale, but not in the case of autocratic leadership. Managers in Ghana’s hospitality industry should prioritize democratic and transactional leadership to boost morale via job satisfaction. Having confirmed the efficacy of the four common leadership practices as antecedents of organizational outcomes without violating the principle of multicollinearity, we provide empirical support for the expansion of the full-range leadership theory (FRLT) to include democratic and autocratic styles. Consequently, this study provides empirical evidence for practitioners and contributes to the limited literature on leadership and employee morale in developing countries.