THE EFFECT OF LEADERSHIP STYLE ON ORGANIZATIONAL PERFORMANCE: AT SELECTED SUB-CITY TRAFFIC CONTROL DEPARTMENT OF ADDIS ABABA POLICE COMMISSION, ADDIS ABABA, ETHIOPIA

The main objective of this study was to examine the effects of leadership styles on organizational performance on the Traffic control department of Addis Ababa police commission. This thesis was focused on Autocratic, democratic, transactional, transformational, and laissez-faire leadership styles. The study used mixed research approach and explanatory research design. From 627 populations 244 samples were determined by applying the formula of Taro Yamane (1967) and data was analyzed on the response rate of respondent sample of 240. Stratified, simple random sampling techniques were used for equal distribution of instrument to respondent to each department and respondent. Purposive sampling was employed for qualitative data. Both primary and secondary data sources were used. Primary source of data was used for questioner and interview of 244 respondents and secondary sources for the review of previous literature. Descriptive and inferential statistics was employed to analyze the finding of study. The findings of mean value show that Autocratic leadership style is most practiced in TCDAAPC. The rest democratic, transactional, transformational and laissez-fair leadership styles were respectively practiced in the traffic control department and organizational performance of traffic control department were seen at low level. The result of the correlation indicate Autocratic, transactional, democratic leadership style had strong significant and positive correlation respectively. But and transformational and laissez fair leadership style had strong negative and significant correlation on traffic control performance. Regression result show that: TS, AUL, DEML, and TFL were positive significant effect on organizational performance while laissez fair leadership has negative and significant effect on TCD performance. Regression result of model summery depict that all listed leadership style has 0.699 which indicates 69.9% of effect on performance of TCDAAPC. From the finding of this study the researcher conclude that the listed leadership styles were practiced in deferent level and have deferent effect on organizational performance. However, Autocratic leadership is the most practiced leadership and Transactional leadership is the most dominant factor that affects performance of TCDAAPC. Therefore, understanding challenges and complexity of work behaviors, it is better if TCDAAPC was situational on using thus leadership style to improve the overall achievement of organizational performance.