Abstract:
Purpose: The study's specific goals were to evaluate the following: 1) the effect of transformational leadership on organizational development; 2) the effect of visual communication on organizational development; and 3) the moderating effect of visual communication on the relationship between transformational leadership and organizational development. Design/Methodology: This study used a quantitative research methodology; questionnaires were the primary tool used to collect data for the study. The study used explanatory and descriptive research purposes. Using the SPSS PROCESS macro model 4, 400 respondents from selected organisations in Ghana's Ashanti Region provided data for the study. Findings: The results of the study (B.2377, P=<.05) indicate that transformational leadership positively and significantly predicts organizational development. Again, the study's analysis (B=.0518, P=<.05) shows that visual communication positively and significantly predicts organizational development. Finally, the results of the study (B=.0178, P=<.05) show that visual communication has a positive and significant moderation on the relationship between transformational leadership and organizational development. Practical Implications: The study suggested that to help organisations in Ghana develop their organisational development, transformational leadership, and visual communication capabilities to be efficient and effective as business organisations, policy and legislative makers, such as the Ministry of Trade and Industry, should organise training workshops and programmes. Originality: This study offers a novel empirical exploration of the mutually reinforcing relationship between organizational development and transformational leadership in a subset of Ghanaian organisations. By recognizing visual communication as a crucial, hitherto unexplored moderating factor that enhances the effectiveness of visionary leadership in promoting institutional growth, it sets a new standard.