Effects of Leadership Styles on Employee Turnover Intention in Ethiopia: The case of Ministry of Urban and Infrastructure

This This study aimed to investigate the impact of leadership styles on employee turnover intention within the Ministry of Urban and Infrastructure (MUI). To address this aim, both descriptive and explanatory research designs were employed, and a quantitative research approach was adopted to examine the relationships in depth. A stratified sampling technique was used to ensure representativeness, selecting 214 employees from a total population of 462, divided into 11 strata. Data were collected through structured questionnaires and semistructured interviews administered to ministry employees. Regression analysis was conducted to analyze the data and test the hypothesized relationships. The findings revealed that democratic leadership had a statistically significant negative relationship with turnover intention (B = - 0.205, p < 0.05), indicating that participative leadership reduces employees’ likelihood of leaving the organization. In contrast, autocratic leadership showed a strong and statistically significant positive effect (B = 0.368, p < 0.05), suggesting it increases turnover intention. Laissez-faire leadership demonstrated a positive but statistically non-significant relationship (B = 0.102, p = 0.086), implying that its impact on turnover intention is inconsistent and may depend on situational factors. In conclusion, the study confirms that leadership style is a critical determinant of employee retention in the ministry. Democratic leadership mitigates turnover intention, while autocratic leadership exacerbates it. The influence of laissez-faire leadership remains inconclusive. Based on these findings, the study recommends promoting democratic leadership practices, discouraging autocratic behaviors, and implementing leadership development programs to foster a positive organizational culture and enhance workforce stability within the ministry.