|Title:||The Relationship Between Leadership Styles And Employee Engagement In Schools Established By Ethiopian Orthodox Tewahido Church In Addis Ababa|
|???metadata.dc.contributor.*???:||jeilu Oumer (Dr)|
|Keywords:||Leadership Styles;Transformational Leadership;Transactional Leadership;Laissez-Fair Leadership;Employee engagement|
|Publisher:||Addis Ababa University|
|Abstract:||The purpose of this research was to investigate the relationship between leadership style and employee engagement in schools Established by Ethiopian Orthodox Tewahido Church in Addis Ababa. The research method employed was both quantitative and qualitatively. The qualitative was to support the quantitative data. Correlation research design was used to explore the relationship between leadership styles in the full range model and three facets of employee engagement. Two standardized instrument were used gather data from leaders and employees. The first instrument was Multifactor Leadership Questionnaire (MLQ) which was used to measure the leadership styles of leaders. The second instrument was Utrecht work engagement scale which was used to assess the work engagement of employees. Purposeful sampling technique was employed to select the leaders and proportional random sampling technique were applied to select the employees. The findings of the study revealed that the dominant leadership style currently implemented by school leaders of Ethiopian Orthodox Tewahido Church schools in Addis Ababa was transformational leadership style but it was not effective and transactional leadership style was the second frequently used leadership style and Laissez-Faire was the least preferred leadership style. In general employees were engaged in a lower extent according to qualification suggested by Wilmar Schaufeli & Arnold Bakker (2004). In addition relatively EOTC schools employees were engaged with higher absorption but they were found less dedicated. The findings also indicated that there was positive and statistically significant relationship between transformational leadership style and absorption and dedication. In general, it was concluded that leaders were not exercising transformational leadership style in the expected level, transformational leadership style played an important role in employees engagement than transactional leadership and laissez-fair leadership style in EOTC schools in Addis Ababa To this end, leaders were not effective in transformational leadership style practice and also employees low engagement. Finally, recommendations were made on the need of conducting regular or capacity building trainings in the areas of school leadership for leaders in order to improve their ability to the highest level of transformational leadership and to equip them how to lead others with appropriate leadership skills, competencies and bring employees engagement to the highest level. Furthermore, continuous assessments of employee’s engagement and leader’s leadership styles and providing periodic professional development and training opportunities to leaders and employees in EOTC schools is recommended.|
|Appears in Collections:||Thesis - Educational Planning & Management|
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