Visual Communication, Transformational Leadership, and Organisational Development in Ghanaian Organisations
DOI:
https://doi.org/10.51137/wrp.ijarbm.716Keywords:
Transformational Leadership, Organisational Development, Visual CommunicationAbstract
This research aimed to determine how transformational leadership and visual communication directly impact organisational development, and how visual communication alters the relationship between transformational leadership and organisational development. We conducted a quantitative survey at a single point in time. Three hundred questionnaires were received and included in the analysis of the 400 initially distributed to staff, representing a 75% response rate. Before testing for the moderating effect of variables using the Statistical Package for the Social Sciences (SPSS) PROCESS macro, we used Analysis of Moment Structures (AMOS) 26 to perform confirmatory factor analysis. This was done to confirm the accuracy of our understanding of the concepts we were measuring. The results of the study (B = .2337, P < .05) indicate that transformational leadership positively and significantly predicts organisational development. Again, the study’s analysis (B = .0518, P < .05) shows that visual communication positively and significantly predicts organisational development. Finally, the results of the study (B = .0178, P < .05) show that visual communication has a positive and significant moderating effect on the relationship between transformational leadership and organisational development. To help organisations in Ghana develop their organisational development, transformational leadership, and visual communication capabilities to operate efficiently and effectively, policymakers and legislators should organise training workshops and programmes.
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