The study revealed that the task, contextual and adaptive performance of the employees working at the two selected organizations is high. Autocratic leadership style is the least practiced by the supervisors. Laissez faire leadership style is predominantly exhibited by the leaders of these organizations followed by Democratic leadership style. The study found that all the three leadership styles namely democratic, autocratic and laissez-fair are practiced at The Carter Center Ethiopia and Orbis International Ethiopia. Regression analysis was used to establish the relationship between the study variables. Descriptive statistics was used to measure the central tendency through use of mean scores, percentages, frequencies and presented in tables and charts. SPSS software was used in analyzing the questionnaires. A five-point likert scale structured questionnaire was used for data collection. The study adopted explanatory research design. A sample size of 106 was used from two selected NGOs in Addis Ababa using stratified sampling technique. This main objective of this paper was to examine the effect of leadership styles on job performance of employees working in The Carter Center Ethiopia and Orbis International Ethiopia. Laissez faire leadership and employees’ job performance. THE IMPACTS OF LEADERSHIP STYLE ON EMPLOYEES PERFORMANCE: THE CASE OF CARTER CENTER ETHIOPIA AND ORBIS INTERNATIONAL ETHIOPIA Please use this identifier to cite or link to this item:
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