Abstract
This study examined associations among transformational leadership, organisational learning culture and staff training outcomes among non-academic staff in Ghanaian public universities. Using a cross-sectional survey design, data were collected from 450 non-academic staff. Validated measures assessed transformational leadership, organisational learning culture, leader-member exchange, institutional policies and resources, and HR training outcomes, including participation, accessibility and perceived quality. Data were analysed using regression, bootstrapped mediation and moderation analyses. Transformational leadership was significantly associated with training participation (β = 0.38, p < 0.001), while organisational learning culture was significantly associated with the composite accessibility and perceived quality outcome (β = 0.52, p < 0.001). Organisational learning culture partially mediated the relationship between transformational leadership and HR training outcomes. Institutional policies and resources also moderated the relationship between leader-member exchange and training participation (b = 0.11, p = 0.008). The findings indicate that staff training outcomes in Ghanaian public universities are associated with leadership behaviour, learning culture, relational quality and institutional support. Because the design is cross-sectional and relies on self-reported data, the findings are interpreted as associations rather than causal effects.
Keywords: Ghanaian Public Universities, Institutional Support, Leader-member Exchange, Transformational Leadership, Organisational Learning Culture, Staff Training.