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The purpose of this paper is to examine leaders’ influence on the safety behaviours of employees and the possible mediating role of perceived organisational support (POS), focussing on transformational and transactional leadership.

Data were gathered through a survey from 264 engineers and technicians in the power transmission subsector in Ghana and analysed using structural equation modelling.

The analyses revealed that transformational leadership influenced safety behaviours positively while transactional leadership had no significant influence on employees’ safety behaviours. POS also mediated between the leadership styles and safety behaviours.

Supervisors need to exhibit more transformational leadership behaviours and organisations need to show support for their employees’ wellbeing in order to aid supervisors’ influence on employees’ safety behaviours, especially if the leaders are more transactional in nature.

The study addresses a dearth in literature and highlights the influences of leadership styles on the safety behaviours of the employees, as well as the importance of the organisation to commit to employees’ support and safety so as to enhance their good perceptions and consequently elicit better performance from them.

Leaders are seen as representatives of their organisations; as such, their actions and behaviours towards their subordinates reflect on the organisations. The purpose of this paper is to investigate the influence of some dimensions under transformational and transactional leadership styles on perceived organisational support (POS) in Ghana.

Data were collected from 264 engineers and technicians from the country’s power transmission subsector through a survey. Covariance-based structural equation modelling was used in analysing the data with the aid of Statistical Package for Social Sciences and AMOS.

The analysis indicated surprisingly that idealised influence predicted POS negatively while intellectual stimulation had no significant influence on employees’ POS. However, inspirational motivation, individualised consideration and contingent rewards predicted employees’ POS positively with contingent reward having the highest influence on POS.

The study’s findings indicate the importance that engineers and technicians in Ghana attach to support from their leaders, specifically inspiration and motivation, consideration for their needs and interests and rewards for their performance; thus, the study recommended that organisations must entreat their leaders to show such supportive behaviours towards their subordinates.

The study findings present fresh knowledge from a developing country perspective with regard to the importance that employees attach to these leadership dimensions.

The purpose of this paper is to investigate idealised influence under transformational leadership and active management-by-exception (MBE-A) under transactional leadership as the predictors of employee safety behaviours among engineers and technicians in the Ghanaian power transmission subsector.

The study employed a cross-sectional survey design and a quantitative approach to gather data from 278 respondents through the use of a structured questionnaire. Covariance-based structural equation modelling was used to analyse the data and test the hypotheses with 264 usable responses.

The analysis revealed that idealised influence had positive significant effects on both safety compliance and safety participation of employees. Surprisingly, MBE-A had a positive influence on safety participation but not on safety compliance.

The findings of this study present useful practical implications for leaders and policy makers in organisations in engendering good safety behaviours of employees and improving overall organisational safety performance.

The variables used in the study together with the study’s Ghanaian bureaucratic context present interesting and fresh insights into the interplay between leadership and employee safety, thereby contributing to the discourse on the safety leadership construct.

This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry.

Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling.

The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs.

The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations.

This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.