Jemima N. A. A. Lomotey

University of Phoenix, Arizona

DOI : https://doi.org/10.47191/ijsshr/v8-i9-16

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ABSTRACT

This study examines the leadership and management styles of Ghanaian entrepreneurs and civil servants, highlighting their distinct approaches and contributions to organizational and national development. Employing a comparative qualitative design, data were collected through semi-structured interviews with entrepreneurs and civil servants across multiple sectors, including ICT, agriculture, and health. Thematic analysis revealed that entrepreneurs predominantly employ transformational and participatory leadership styles, fostering innovation, adaptability, and team engagement, whereas civil servants adopt transactional and compliance-oriented approaches that emphasize procedural adherence, hierarchical structures, and policy implementation. The study further identifies areas of synergy, noting that effective collaboration between the two sectors through public-private partnerships can amplify developmental outcomes and support Ghana’s Vision 2030 and the Sustainable Development Goals. Recommendations include enhancing capacity-building programs for civil servants, aligning entrepreneurial initiatives with public sector priorities, and creating institutional frameworks that encourage cross-sector collaboration while maintaining accountability. The study contributes to a nuanced understanding of how leadership dynamics in both the private and public sectors can be leveraged to achieve sustainable socio-economic development in Ghana.

KEYWORDS:

Leadership styles, Management practices, Entrepreneurs, Civil servants, National development

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Volume 08 Issue 09 September 2025