|Title:||THE RELATIONSHIP BETWEEN LEADERSHIP STYLES, EMOTIONAL INTELIGENCE AND EMPLOYEE PERFORMANCE: ACASE OF TRANSPORT AUTHORITY OF ETHIOPIA|
|Keywords:||leadership styles, emotional intelligence|
|Abstract:||The purpose of this study was to investigate the relationship between leadership styles, emotional intelligence and employee performance of Transport Authority. A descriptive research design was used to achieve the purpose of this study. On top of that, the research sample was composed of 48 leaders and 175 raters in Transport Authority. These samples were drawn from leaders by using purposive sampling and the selection of sample raters from each directorates and support process units was done by proportional stratified random sampling. More over the data gathering tools for this study were questionnaires, interview and document analysis. The major data collection instruments were the two Translated and modified standardized questionnaires namely Multi-factor Leadership Questionnaire (MLQ) and Emotional Competency Profile (ECP). MLQ has two versions the leaders version was used by the leaders of the Authority to assess how they perceived their own leadership styles; while the raters’ version was used by subordinates to assess how they perceived the leadership style exercised in the Authority. On the other hand ECP was also used by the leaders and the raters to evaluate the emotional intelligence behavior of leaders. Meanwhile, the respondent rate for this study was 100% of leaders and 96.5% for raters. The collected data were analyzed by using descriptive and inferential statistics and the major statistical tools used were frequency, percentage, mean, standard deviation, one-way ANOVA and Pearson correlation. Narration was used for qualitative analysis. The results showed the leadership style mostly exercised in Transport Authority is Transactional leadership style. It further revealed transformational leadership style could be related to emotional intelligence than transactional leadership style but emotional intelligence could not have relation to laissez-faire leadership style. The finding also showed that both transformational leadership style and emotional intelligence explained no significant relation to employee performance. Finally it was recommended that continuous leadership capacity development programs are needed to improve the quality of leadership and the implementation, strength and weakness of the current employee performance evaluation system needs further research.|
|Appears in Collections:||Center for Rural Development Studies|
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