Browsing by Author "Mikiyas Teklehaimanot"

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    Effect of Leadership Styles on Employees’ Motivation: The Case of Selected Multi- National Corporations in Addis Ababa
    (AAU, 2025-03-01) Mikiyas Teklehaimanot; Yohannes Workaferahu (PhD)
    Thi s st udy is depl oyed t o exami ne t he effects of leadershi p styl es on e mpl oyee moti vati on wit hi n si x sel ect ed multi nati onal corporati ons ( MNCs) locat ed i n Addi s Ababa, Et hi opi a. The pri mary obj ectives i ncl ude i dentifyi ng t he leadershi p styl es practiced, exami ning t he component s of leadershi p styl es t hat si gnificantl y i nfl uence moti vati on, assessi ng t he rel ati onshi p bet ween transf or mati onal, transacti onal, and l aissez-fai re leadershi p st yl es wit h moti vati on, and i dentifyi ng t he domi nant leadershi p styl e f or enhanci ng e mpl oyee moti vati on. A survey was di stri but ed t o 154 e mpl oyees, wit h 138 f ully compl et ed responses anal yzed usi ng SPSS Versi on 24. To address t his concern, on t he t heoretical literat ure revi ew t ouches Trait, Behavi oral and Conti ngency or sit uati onal approach t hat are rel at ed t o leadershi p styles and regardi ng t he dependent vari abl e motivati on Abraha ms Masl ow Hi erarchy of need t heory and expect ancy t heori es were discussed. The fi ndi ngs i ndi cat e t hat transf or mati onal leadershi p, wit h di mensi ons such as i dealized i nfl uence and i nspirati onal mot ivati on, has t he most si gnificant positive effect on e mpl oyee moti vati on, foll owed by transacti onal leadershi p. On t he cont rary Laissez-f aire leadershi p exhi bited a negati ve rel ati onshi p wit h moti vati on. Multi pl e regressi on anal ysis confir med t hat leadership st yl es account f or 74. 3% of t he vari ance i n e mpl oyee moti vati on, wit h transf or mati onal leadershi p e mergi ng as t he domi nant styl e. The st udy hi ghli ghts t hat organi zati onal politics and bi as associ at ed wit h leadershi p di mensi ons, particul arl y i dealized i nfl uence and i nspirational moti vati on, may hi nder f air promoti ons. Empl oyees report ed satisf acti on wit h benefits and promoti on opport unities but i ndi cat ed areas f or i mprove ment i n skills devel opment and work activities. Recommendati ons i ncl ude impl e menti ng unbi ased perf or mance eval uati ons, enhanci ng i nt er-department al communi cati on, and i nvesti ng i n st aff trai ni ng. Fut ure research coul d expl ore leadershi p st yl es' effects on other sect ors, such as healt hcare or banki ng, and exami ne cult ural infl uences on moti vation wit hi n MNCs wit h organi zati onal politics as a medi at or. Key words: Multi-nati onal Corporati ons (MNCs), Leadershi p styles, Transacti onal, Transf or mati onal and Laissez f air, Empl oyees` Moti vati on.