Recently, there have been concerns about the attitude of some secretaries or administrative assistants in various organisations across Ghana and this has been blamed on several factors. This study subjects the types of leadership styles to productivity of secretaries or administrative assistants in the public sector in Ghana. The study adopted quantitative approach and survey as a research design. This enabled the researchers to take primary data from large number of respondents. It was found out that Leadership is not attached to a particular style but uses a style that may fit the situation or circumstance they face. Many secretaries and administrative assistants are aware of the competences needed to perform their role. However, these competences are not in use or exhibited by this category of employees. Autocratic leadership style does not necessary lead to high turnover and absenteeism, low productivity and distortion of communication.
The leadership style scale developed by Simon Oates (2011) was adopted and 84 usable response obtained. The predictor variable was Leadership Style [Democratic, Autocratic and laissez faire] and the criterion variable was firm’s performance. Crobach alpha > 0.9 using one way Anova etc. It was found that managers with democratic inclinations account for more variance in performance than autocratic and laissez faire. The implication of this and the result obtained are discussed in terms of national and individual interest and possible desirable changes.