The Effect of Leadership Style on employee Performance: The Case of Some Selected Non-Governmental Organizations in Dire Dawa Administration
Year: 2025
Type: article
Abstract: The purpose of the study was to determine how leadership styles affected employee performance in a particular non-governmental organization in Dire Dawa Administration. The study's precise purpose is to investigate the effects of four different leadership styles; autocratic, laissez faire, transactional, and transformational leadership style at a few chosen non-governmental organizations in the administration city of Dire Dawa. The study used an explanatory and descriptive research design. Questionnaires were distributed proportionately to the sample that was selected for the study using stratified random sampling. Both primary and secondary data sources were employed to meet the study's goal. SPSS was used to do descriptive analysis, which included calculating frequency, percentage, mean, and standard deviation, as well as inferential analysis, which included multiple linear regression and Pearson correlation. The study's main conclusions demonstrated that three types of leadership; autocratic, laissez-faire, and transactional have a positive and significant impact on employee performance, while transformational leadership style did not demonstrate a statistically significant impact on employee performance in non- governmental organizations under the Dire Dawa Administration. Consequently, the researcher recommends that non- governmental organizations in Dire Dawa Administration should focus on transformational leadership, as this style of leadership works best for newly established non-profits, growing outreach programs, or emergency response organizations. Transformative leaders should be aware of the resources at their disposal and refrain from overextending themselves in circumstances when fundraising has underperformed. They are also successful in non-profits because of their dynamic approach to fundraising and community involvement.
DOI: 10.20372/nadre:19227
Author: Getahun Bekele
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W7083821748
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