May 1, 2018 Thesis Open Access

GOSHIMIE MINDA LEGESSE

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  <dc:creator>GOSHIMIE MINDA LEGESSE</dc:creator>
  <dc:date>2018-05-01</dc:date>
  <dc:description>All human resources are considered as the most vital part of any organization and the only means of survival. Therefore, understanding the requirements, motivations, and desires of employees is not only necessary, but also essential in the success of any professional organization. Based on this idea, the purpose of the study was to assess the impact of leadership styles (transactional, transformational, and laissez-faire) on job satisfaction of employees in North Shewa zone, zonal public organizations. Stratified sampling, purposive sampling, and lottery sampling methods were used as a tool to determine the sample size. Nine sectors and two hundred fourteen employees were selected from twenty-eight sectors (960 total populations) through the sampling methods mentioned. Primary data was collected through closed ended multi factor leadership questionnaire and job satisfaction survey standard questionnaire. Secondary data was also taken from previous studies and reviews of published articles. Two hundred questionnaires, which were properly filled and retuned, were coded, organized, and analyzed using SPSS-23 version software. Then, descriptive statistical techniques like mean, standard deviation, and percentage. Moreover, inferential statistical techniques such as Pearson correlation coefficient and simple regression were used. The result showed that the relationship between transactional, transformational, and lazier-faire leadership styles and most of the facets of job satisfaction was positively insignificant, positively significant, and negatively insignificant respectively. In addition, the regression analysis showed that transformational leadership was good predictors of job satisfaction whereas transactional leadership was found to have positive but insignificant predictors of job satisfaction. Likewise, lazier-faire leadership becomes predicts job satisfaction negatively. As a result, it was concluded that even though the practices was very weak, leaders who frequently employ transformational leadership style could motivate employees better than leaders who employ transactional leadership style. Therefore, it is recommended that respective organizations would to capacitate leaders and subordinates on relevant leadership style in order to achieve the goal of growth and transformation as per the national plan. In addition, it is recommended that other researchers make further studies to examine the impact of other leadership styles and factors other than leadership style that influences on public employees’ job satisfaction in the study area.</dc:description>
  <dc:identifier>https://zenodo.org/record/5772</dc:identifier>
  <dc:identifier>10.20372/nadre:5772</dc:identifier>
  <dc:identifier>oai:zenodo.org:5772</dc:identifier>
  <dc:relation>doi:10.20372/nadre:5771</dc:relation>
  <dc:relation>url:https://nadre.ethernet.edu.et/communities/dbu</dc:relation>
  <dc:relation>url:https://nadre.ethernet.edu.et/communities/zenodo</dc:relation>
  <dc:rights>info:eu-repo/semantics/openAccess</dc:rights>
  <dc:rights>http://www.opendefinition.org/licenses/cc-by</dc:rights>
  <dc:title>IMPACTS OF LEADERSHIP STYLES ON PUBLIC SERVICE EMPLOYEES JOB SATISFACTION IN NORTH SHEWA ADMINISTRTIVE ZONE, AMHARA REGION, ETHIOPIA</dc:title>
  <dc:type>info:eu-repo/semantics/doctoralThesis</dc:type>
  <dc:type>publication-thesis</dc:type>
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