Business Leadership
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Browsing Business Leadership by Subject "autocratic leadership style"
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Item The Effect of Leadership style on Employee Motivation: The Case of Finfine Furniture Factory PLC(Addis Ababa University, 2021-09) Tefera, Alayou; Mohammed, Abdurazak (PhD)Developing effective employee motivation scheme becomes one of the major challenging tasks in manufacturing firms. The general objective of this study is to investigate the effect of different factors that influence the effectiveness of employee motivation in the case Finfine Furniture Factory Plc. The study primary goal is to examine the effect of leadership style on the effectiveness of 3F employee motivation. Descriptive and Explanatory research design was adopted in this study. To obtain more relevant information, the researcher used both primary and secondary of data collection methods. A total of 190 people took part in the survey. The researcher employed a mixed study approach such as quantitative data was used by Likert scale questionnaires. Probability sampling and stratified sampling techniques were used to calculate the sample size. The findings revealed that the leadership style had a significant relationship with the company's employee motivation effectiveness. Based on the regression analysis, 55.3% of the variations of output explained by democratic leadership style, 21.8% of the variation in the output explained by lassiez fair leadership style and 18.5 of the variation explained by autocratic leadership style. As a result, the effect of leadership style was found to be responsible for 70.3% of the variation in employee motivating effectiveness. Thus, the study recommended that the organization pay more attention to leadership style in order to boost employee motivationItem The Effect of Leadership Style on Organizational Performance: The Case of National Oil Ethiopia PLC. NOC(Addis Ababa University, 2022-06) Endrise, Ali; Mamo, Seifu(PhD)The main objective of the study is to investigate the effect of leadership style on organizational performance in the case of NOC. The study applied descriptive research design to identify and evaluate the relationship between leadership style and organizational performance. Both quantitative and qualitative research approaches were used to collect data through the utilization of a questionnaire in the form of Likert scale and open ended questions for an interview. A total of 165 questionnaires were distributed at head office NOC to respondents and 160 of them were collected back. The finding of the study revealed that participative, transformational and transactional leadership styles had strong influence on organizational performance while laissez-faire leadership style and autocratic leadership style had low role in influencing organizational performance. With Results from Pearson’s Product Moment Correlation Coefficient, there existed positive significant correlation between organizational performance and transformative leadership, with the level of correlation (R=.737**), Autocratic leadership (R=.492**), transactional leadership (R=.667**), laissez-faire leadership (R=.369**), and participative leadership (R=.392**) are all rising in popularity. Therefore based on the finding, the researcher recommends, the management of NOC to focus on encouraging self-management, initiate the ability to take the right risks, motivate employee to make difficult decisions by their own, share collective organizational consciousness. Furthermore the management of NOC should develop the qualities that elicit the desired performance from the team by motivating them externally, being practical, soften resistant to change by fair and reasonable reward, by also discouraging independent thinking, rewarding performers that are performance oriented