International Journal of Human Research and Social Science Studies

This study examined the influence of expatriate versus local leadership perception on employee commitment types (affective, continuance, and normative commitment) in multinational corporations (MNCs) operating in Ghana. Using a quantitative cross-sectional design, data were collected from 400 employees across eight MNCs in the banking, telecommunications, and manufacturing sectors. Leadership perception was measured using the Multifactor Leadership Questionnaire (MLQ), while employee commitment was measured using Meyer and Allen's three-component commitment scale. Descriptive statistics, independent samples t-tests, and hierarchical regression analyses were conducted to examine differences and relationships. Results revealed significant differences in employee perceptions of expatriate versus local leaders, with local leaders perceived more positively on transformational leadership dimensions (t = 4.32, p < .001). Expatriate leadership perception significantly predicted affective commitment (β = 0.28, p < .001) and normative commitment (β = 0.22, p < .01), but not continuance commitment (β = 0.08, p > .05). Local leadership perception significantly predicted affective commitment (β = 0.42, p < .001), normative commitment (β = 0.35, p < .001), and continuance commitment (β = 0.18, p < .01). Local leadership had significantly stronger effects on all commitment types compared to expatriate leadership. The findings highlight that cultural congruence in leadership enhances employee commitment, particularly affective commitment. Implications for expatriate selection, leadership development, and human resource strategies in Ghanaian MNCs are discussed.

Expatriate Leadership, Local Leadership, Leadership Perception, Employee Commitment, Affective Commitment, Continuance Commitment, Normative Commitment, Multinational Corporations, Ghana

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