Business Leadership
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Item The Effect of Employee Engagement Factors on Strategy Implementation – The Case of Cooperative Bank f Oromia(AddisAbeba Universty, 2024-06) Feyissa Hussen; Wubshet Bekalu (PhD)The aim of this research is to investigate the effect four selected factors of employee engagement (leadership, empowerment, communication, rewards & recognition) on strategy implementation in the case of Cooperative Bank Oromia. The study used stratified sampling method to collect data from the population of the bank targeted, Addis Ababa districts and city branches. The population size was 1844 employees, working under districts and City branches. Using Carvalho (1984) sample size determination technique, the study sample was 200 employees. 169 questionnaires were filled out and returned which has 84.5% response rate. Data were collected using structured questionnaire and analysed using Quantitative descriptive and inferential statistics methods. Hence, descriptive statistics was used to analyze the mean, standard deviation, and frequency distribution of the variables under consideration, whereas Pearson correlation coefficient and multiple regressions were used to analyze the inferential statistics. The study found out that, communication, reward and recognition and empowerment have significant positive effect on strategy implementation. On the other hand, leadership has been found to have positive yet insignificant effect on strategy implementation. The study recommends undertaking further researches affecting strategy implementation by including other factors which this research has not included in its scope. Key words: Factors of employee engagement, strategy implementation, leadership, empowerment, communication and reward and recognitionItem The Effect of Leadership Styles on Organizational Culture: A Case of Yenetta Code(AddisAbeba Universty, 2024-06) Selome Belay; Solomon Markos (PhD)The primary purpose of this research is to investigate the effect of different leadership styles on the organizational culture of Yenetta Code, an educational institution teaching coding in AddisAbaba, Ethiopia. The study evaluates the various leadership methods employed by YenettaCode's top executives and their impact on the team. To achieve the research objective, both primary and secondary data were used to investigate the impact of leadership styles such asTransformational Leadership Style, Transactional Leadership Style, and Laissez-faire LeadershipStyle (an independent variable) on the organizational culture (a dependent variable). To measureleadership style and organizational culture, the Multifactor Leadership Questionnaire (MLQ) andthe Denison Organizational Culture Survey were utilized to collect primary data. Thequantitative approach was applied, and data was gathered via surveys. Descriptive statistics wereused to analyze the data; correlation analysis was used to identify and relate variables; and regression analysis was used to predict changes in the dependent variable when the independentfactors changed. The results from the analysis of a dataset derived from questionnaires onorganizational culture and leadership styles were completed by 92 Yenetta Code employees. AtYenetta Code, the study unveiled noteworthy positive associations between Transformational Leadership and Organizational Culture, as well as between Transactional Leadership andOrganizational Culture. Conversely, the research indicated a lack of a strong and substantial relationship between Laissez-faire Leadership and Organizational Culture. These findingsunderscore the influential role of Transformational and Transactional Leadership in fostering a positive organizational culture. Importantly, the study did not identify any major issues ofmulticollinearity among the independent variables, ensuring the validity of the observed relationships. These findings emphasize the importance of effective leadership in shaping athriving organizational culture. Keywords: Leadership styles, Organizational Culture Transformational, Transactional, andLaissez-faire.Item The Effect of Organizational Culture on Organizational Performance: The Case of Abune Gorgorios Schools(Addis Ababa University, 2024-07) Adane Mitiku; Worku Mekonen (PhD)This study proposes to examine the influence of organizational culture on organizational performance in the case of Abune Gorgorios schools, Addis Ababa. Organizational culture variables namely; Involvement, consistency, Adaptability, and Mission are taken as independent variables and organizational performance served as dependent variable. The study employed a quantitative research methodology that was both descriptive and explanatory in its approach. This study proposes a total sample of 236 respondents with a response rate of 191 respondents consisting of school principal, management staff, teachers and support staff of organizations in Addis Ababa. Both inferential and descriptive statistics were applied in this study. The researcher utilized surveys to collect primary data for the study. All the data analysis was operated through the Statistical Packages for Social Sciences (SPSS) version 20 to determine the relationship and the effect of variables. The findings reveal that organizational culture affects organizational performance directly and significantly as all cultural dimensions except involvement namely; mission, adaptability and consistency have shown significant and direct impact but involvement affects insignificant impact though positively related with organizational performance. However, mission, adaptability and consistency cultures were dominant form of cultures which have shown more impact than involvement cultures. Involvement culture was moderate relationship with organizational performance. The finding of the study shows that mission culture was the dominant culture of Abune Gorgorios schools. The study found that organizational culture has a significant impact on overall performance. KEYWORDS: ORGANIZATIONAL CULTURE; INVOLVEMENT, CONSISTENCY, ADAPTABILITY, MISSION, ORGANIZATIONAL PERFORMANCE.Item Practices And Challenges of Strategic Management: The Case of Awash Bank(Addis Ababa University, 2024-09) Sifan Mulatu; Abdulrazak Mohammed (PhD)The purpose of this study was to assess the practices and challenges of strategic management at Awash Bank, one of the leading commercial banks in Ethiopia. The study employed a mixed-methods research approach, utilizing both quantitative and qualitative data. The target population included managerial and non-managerial employees of Awash Bank. A sample of 171 employees was selected using a stratified random sampling technique, and 134 valid responses were collected, yielding a response rate of 78.4%. Additionally, interviews were conducted with key personnel directly involved in strategic management roles. The findings revealed both strengths and weaknesses within Awash Bank's strategic management process, which encompassed environmental scanning, strategy formulation, strategy implementation, and strategy monitoring and evaluation. The bank demonstrated strengths in its comprehensive environmental scanning, participatory strategy formulation, and effective strategy implementation through communication and alignment. However, challenges were identified in the areas of strategy monitoring and evaluation, as well as the implementation of core values. Based on the findings, the study recommends that Awash Bank strengthens its strategy monitoring and evaluation mechanisms, enhances the implementation of core values, and addresses the challenges identified in the various stages of the strategic management process. Future research could explore a more comprehensive and longitudinal analysis of strategic management practices in the banking industry. Keywords: Strategic management, environmental scanning, strategy formulation, strategy implementation, strategy monitoring and evaluation, banking industry.Item The Effect of Leadership Style on Organizational Culture: The Case Study of Bank of Abyssinia West Addis District(Addis Ababa University, 2024-09) Tigist Getu; Worku Mekonnen (PhD)This study aims to assess the impact of various leadership styles (Transactional, Transformational, and Laissez-faire) on the organizational culture at the Bank of Abyssinia (BOA) West Addis District. Employing a descriptive and explanatory research design, data was collected using the Multifactor Leadership Questionnaire (MLQ) and analyzed using SPSS version 25. The study highlighted a balanced gender representation among respondents, with a slight malemajority, and a workforce that is relatively young and well-educated. Most employees have extensive experience, having served the bank for over four years. The results of correlation studyshowed that although there is a positive correlation between organizational culture and bothtransformational and transactional leadership styles, laissez-faire leadership had the strongestassociation. This high correlation suggests that Laissez-faire leadership significantly influencesorganizational culture, despite minimal leader intervention.The predominant leadership style identified was Laissez-faire, characterized by minimal involvement and a hands-off approach by leaders. Despite this, employees generally perceivedthe organizational culture positively across dimensions such as involvement, consistency, adaptability, and mission.The reliability of the study's findings is supported by a robust Cronbach's alpha score. Theseinsights emphasize the nuanced relationship between leadership styles and organizationalculture. The findings suggest a need for tailored leadership development programs that alignwith the unique cultural and operational dynamics of BOA West Addis District. Keywords: Transformational Leadership style, transactional leadership style, laissez-faire leadership style, organizational culture.Item Assessing Employee Training and Development Practice in Case of The Motor and Engineering Company of Ethiopia (Moenco) S.C.(AddisAbeba Universty, 2024-09) Fekadu Tesfaye; Worku Mekonnen (PhD)Businesses today face the challenge of coping with rapid changes. Human resources are key to gaining a competitive edge. Training and development practices enable organizations to build a skilled workforce and gain a competitive advantage. The objective of this thesis is to investigate the training and development practices employed by MOENCO. While many research show general positive relationship between training and performance, MOENCO likely requires deeper insights to understand the trends specific to the company and find out improvement areas. The study uses a mixed-method approach that incorporated both quantitative and qualitative methods to investigate MOENCO's needs assessment, trainee selection, training delivery methods, and evaluation practices. Among the total number of 571 employees a structured questionnaire distributed via email and paper surveys to a randomly selected sample of 320 respondents, with the goal of receiving at least 236 completed responses based on a statistical sampling formula. 249 employees returned properly filling the questionnaire which is more than the anticipated value attributing to more representation of the population. For respondents requiring clarification about the questions have received the explanation needed. The collected responses were combined, registered on a data sheet, and organized into tables to facilitate further quantitative analysis. The quantitative analysis of qualitative data method is employed using tools like Likert scale questionnaire, frequency, percentage, mean, and grand mean. The questionnaire responses were organized into tables, with the first section categorizing respondents by demographic characteristics. The second section used a 5-point Likert scale (1 for strongly disagree to 5 for strongly agree). The responses for this section were summarized using frequency tables to show the distribution of ratings, as well as means calculated for each individual question and grand means for groups of related questions. The grand mean (3.96) calculated from the survey questionnaire demonstrates the existence of well-defined training and development practice in MOENCO. A 3.10 mean reflects the training and development need assessment practices at MOENCO are characterized by objectivity and a focus on job-related aspects. The mean of 4.03 indicates MOENCO's training initiatives prioritize meaningful outcomes, which align with organizational objectives. Another response with mean 3.43 represents the company’s existing feedback mechanism however lack of considering personal interest of employees. In conclusion, it is found that MOENCO has well-designed training and development practices that are governed by the company's comprehensive policies, procedures, directives, rules, and regulations. The training and development needs assessment, program design, and trainee selection processes are all conducted in accordance with these established guidelines. This enabled MOENCO to stay competitive through all these years of business and still a prominent name of the field of automotive retail and service industry. However, there is always room for improvement, so it is recommended to regularly updating training, conducting environmental scans, collaborating with experts, trying new delivery methods, developing robust evaluation, aligning training with objectives and strategy, and empowering managers to support employee development.Item Assessment of Training and Development Practices in Commercial Bank of Ethiopia.(Addis Ababa University, 2024-10) Fiseha Kidane; Adane Atara (PhD)The main objective of this study is to assess the training and development practices of commercial banks of Ethiopia. The study mainly adopted a quantitative research approach and to address some of the research questions qualitative research approach was also used. The primary data was collected from 332 branches located in Addis Ababa through questionnaires and from managers and senior officers of the learning and development department of the bank through interviews. The study participant branches were selected through purposive sampling and respondents were selected using a simple random sampling method. The collected quantitative data was analyzed by using SPSS version 26 software and the qualitative data was analyzed through content analysis. Descriptive statistics like percentage, frequency, and mean were used to properly describe the demographic and main variables of the study. The study's finding shows that the training needs assessments checklists are not properly filled, individual employees’ knowledge and skill gaps are not considered in selecting trainees, employees do not sufficiently participate in the preparation of training plans, and plans are not well communicated with employees and relevant stakeholders. Training delivery methods are not tailored to the needs of individual trainees. In most of the training programs trainings are not evaluated before and in the process of delivery. In addition, the bank has no specific evaluation mechanism to assess the behavioral changes and the real impact of the training program on performance improvements. Finally, lack of management support, high trainee absenteeism and insufficient time allocation for training programs are identified problems and challenges. Hence the investigator recommended that the bank should familiarize employees and their supervisors to need assessment checklists and encourage and follow up the authenticity of filled need assessment checklist. Knowledge and skill gaps should be properly assessed and considered in selecting trainees. Various trainee centered delivery methods should be used to handle trainees’ needs and trainees level of knowledge must be measured through pretest or other method before and after the training, Keywords: Training and development, Training need assessment, Training design and development, Training evaluation, Commercial Bank of Ethiopia.Item The Effect of Employee Reward on Employee Retention: The Case of John Snow, Inc. (JSI), Ethiopia(Addis Ababa University, 2024-10) Gabriella Sirak; Dereje Abi (PhD)This study explores the effect of employee reward on employee retention. More specifically, this study investigates the impact of salary, promotion, meaningful work, and responsibility on employee retention. The study is conducted in JSI, an international NGO with more than 40 years of experience in Ethiopia. The data was collected from 85 employees working at JSI Ethiopia's Addis Ababa offices and samples were drawn using a systematic random sampling method. This research is a quantitative study and explanatory and descriptive in its design. Regression analysis has been used to test the cause-and-effect relationship between employee reward and employee retention. Descriptive statistics like mean and standard deviation are employed to assess the practice of employee reward and employee retention issues in JSI. With a sig value of .000, the research indicates the model is statistically significant in envisaging salary, promotion, meaningful work, and responsibility. With an R square value of 0.703, the findings reveal that salary and responsibility have a statistically significant and positive effect on employee retention, whereas promotion and meaningful work demonstrated no statistically significant effect on retention. It is recommended that JSI consider adopting a comprehensive approach to employee retention by enhancing its monetary packages and incorporating intrinsic rewards like responsibility to strengthen its efforts in employee retention. Keywords: Employee Reward, Employee Retention, Intrinsic Reward, Extrinsic RewardItem The Effect of Leadership Style on Employee Performance: The Case of Coca-Cola Beverage Africa, Ethiopia (CCBA)(Addis Ababa University, 2024-10) Genetu Degefu; Teklegiorgis Assefa (PhD)The company's use of employee performance as a key instrument or mechanism to ensure the desired result and the organization's cascaded strategy, which has a direct relationship to types of leadership. Therefore, leadership style and staff performance make up the company's overall performance and intended output. To reach the best possible outcome, it is important to understand how these two variables function together or how this tool works In addition to determining if a certain leadership style has a positive or negative impact on employee performance, the goal of this study is to identify and investigate the relationship between the chosen leadership style and employee performance. The researcher used the administration of Multifactor Leadership Questionnaires (MLQs) to the 815 employees of Coca-Cola Beverage Africa, Ethiopia, of which 60 held managerial positions and the remaining 755 employees were Specialists, Coordinators, Operators, CSRs, and Officers across all departments. The questionnaire consists of 11 questions about employee performance, 4 questions about Laissez-faire leadership style, 14 Questions for Democratic leadership, and 13 questions for Autocratic Leadership and the majority of the questions have been properly answered. The results of the survey indicated that while Democratic leadership has a very high positive influence on employee performance; Laissez-faire leadership styles have moderate effects on employee performance and the Autocratic leadership style has a low relationship with employee performance. Lastly, the researcher recommended that leaders in Coca-Cola Beverage Africa, Ethiopia (CCBA) use democratic leadership and laissez-faire leadership styles to improve the employees' performance and increase the organization's performance. However, leaders who use Autocratic leadership affect with a low the performance of the employees and decrease the performance of the organization. In contrast, employees perform less due to the leadership their leader employs. Therefore, Leaders should tend to use Democratic and laissez-faire leadership styles to increase the performance of the employees as well as increase the firm's target while decreasing employee turnover in the organization. Keywords: - Leadership, Democratic leadership, Autocratic Leadership, Laissez Faire Leadership, and Employee performance.Item The effect of employee engagement on the construction company’s success: The case of Sunshine Construction Company(Addis Ababa University, 2024-10) Getahun Gizaw; Zegeye Muluye (PhD)This research project focuses on examining the interplay between employee engagement and company success at Sunshine Construction Company in Addis Ababa, Ethiopia. Employee engagement denotes the level of enthusiasm and dedication employees have towards their work and their company. Assessing employee engagement can unveil insights into enhancing motivation, productivity, staff retention customer loyalty, and success for Construction Company. Understanding and leveraging employee engagement can serve as a competitive advantage and value proposition for a thriving construction company. The researcher used mixed research method. The data gathering tools were questionnaires, observations and document analysis. A Set of questionnaires were administered to 142 company employees, of whom 138 were responded and then the response rate was 97.18 Descriptive analysis was used to analysed the data that processed through SPSS software. Employee engagement is encompasses with four basic independent variables of leadership style, open communication climate, employee participatory approach, and employee empowerment that are ultimately leads to company success. The findings revealed that the independent variables of employee engagement are used to support creating healthy working environment and driving organizational performance. In conclusion, the dependent and independent variables have an integrated relationship between them. Finally further research is recommended by the researcher. Key words: Employee engagement, construction company successItem The Effect of Reward Practice on Employee Motivation: The Case of Bank of Abyssinia(Addis Ababa University, 2024-10) Gezahegn Kassahun; fiseha Afeworke (PhD)The successes or Failure of the organization mostly depends on their employees. To besuccessful organizations should have a well-designed reward practice that leads to the best achievement on the output of employees. This study seeks to examine the practice of rewardn employee motivation and in turn find the relationship between Reward and Employee Motivation in Bank of Abyssinia. The research gathered data from two main sources namelysecondary and primary sources. Techniques employed in gathering the primary data were questionnaire survey. A total of 289 questionnaires were distributed to employees of theBank.General Science Statistical Package (SPSS) version 25 was used to analyze the data. W hen it comes to demand verified employee motivation metrics, the results show: the meanvalues for the benefits, promotion recognition, salary, work condition and work content and training & developments. By respondents with their motivation not satisfy. The resultindicates that there is a statistical significant relationship between the practice of Reward and Employee Motivation. Majority of respondents indicated that the current reward practice ofthe bank do not stimulates or encourages them to work hard. Therefore, Respondents recommended improving the reward practice to initiate employees to work hard by offeringmore incentives to increase competitiveness within and outside the company. Key Words: Benefits, Employee motivation, salary, promotion, recognition, workcondition, training & developments and work content.Item The influence of corporate culture on sales performance : The case of coca cola beverages Africa Ethiopia(Addis Ababa University, 2024-10) Godolias Tefera; Seyifu Mamo (PhD)The key area of this research project is to analyze influence of corporate culture on sales performance. To inquiry this research project in these areas a quantitative research approach and random sampling technique was used . To collect survey data 45 questioner was distributed for 165 samples from the total of 281 total population. And 135 of of responded correctly with response rate of 81.2%. These questionnaires are adopted from Denison’s model of organizational culture and included self administered questions to understand organization culture influence on CCBA, Ethiopian sales volume performance or volume achievement. The survey was conducted in Coca Cola beverages Africa Ethiopian sales team actively working in operational, technical, and supervisory level. The survey considered all areas except Amhara region due to the nature of data collection means. After collecting information from various source SPSS analytics tools applied the descriptive statistic, tabulation and percentage used to analyze results. The study indicates that Advocating Corporate core vale has significant influence on sales performance in Coca Cola beverages Africa. Key Words Coca Cola beverages Africa, East Africa, Bottling Share company, Fast moving consumer goodsItem Assessment of Knowledge and Experience Management Practices in Ethio Telecom Supply Chain Division(Addis Ababa University, 2024-09) Habtom Gebreegziabher; Abraraw Chane (PhD)This research investigates the practices of knowledge and experience management within the Supply Chain Division of Ethio Telecom, Ethiopia's leading telecommunications operator. Recognizing the critical role of effective knowledge and experience management in maintaining competitive advantage and enhancing organizational performance, the study seeks to identify current practices, evaluate mechanisms for knowledge transfer, and uncover bottlenecks hindering efficient management. A mixed-method approach, combining quantitative surveys and qualitative interviews, is employed to gather comprehensive insights from employees and management within the division. The research will assess the current practices and will recommend solutions to fill the gap. Ethio telecom can enhance operational efficiency, leverage employee’s knowledge and experience with their potential, and adapt to a rapidly changing market environment. This study is limited to the Supply Chain Division at the headquarters, excluding other functional divisions and regional offices due to resource constraints. And finally based on the findings the major recommendations are to develop effective knowledge-sharing platforms and standardize knowledge documentation procedures to benefit from the fruits of effective knowledge and experience management. The results will serve as a foundation for practical implementations in the field of knowledge and experience management Supply Chain Division as well as ethio telecom. Key Words: knowledge management, Experience management, ethio telecom, practices, challenges, supply chainItem Impact Of Leadership on Employee Performance, Job Satisfaction as A Mediating Factor: The Case of Menta Security and Manpower Service Plc(Addis Ababa University, 2024-10) Hana Tamiru; Teklegiorgis Assefa (PhD)The study has an objective to investigate the relationship between leadership styles, job satisfaction, and employee performance within Menta Security and Manpower Service PLC. Utilizing a deductive approach and explanatory research design, quantitative data analysis techniques were employed to explore these relationships. The target population consisted of all employees at Menta Security and Manpower Service PLC in Addis Ababa, with a sample size of 303 determined using systematic random sampling. Data collection involved the use of self-administered survey questionnaires. Descriptive and inferential statistical analyses, including correlation and regression analyses, were performed to examine the relationships between variables. Additionally, Sobel tests were employed to explore the potential mediating role of job satisfaction. The study revealed that transformational leadership styles were positively perceived by employees, with a particularly strong impact on articulating a vision. However, job satisfaction exhibited mixed results, with areas for improvement identified in compensation and recognition. Nonetheless, both transformational and transactional leadership styles positively correlated with employee performance, with transformational leadership showing a stronger influence. Furthermore, job satisfaction significantly mediated the relationship between both leadership styles and employee performance, underscoring its crucial role in translating leadership behaviors into improved organizational outcomes. The findings underscore the need for organizations to prioritize leadership development programs that cultivate transformational leadership behaviors to enhance job satisfaction and overall performance. Key Words: Employee Performance, Job satisfaction, Transformational Leadership Style, Transactional Leadership Style.Item The Impact of Leader’s Emotional Intelligence on Employee’s Well-Being in Ethiopian Banking Industry(Addis Ababa University, 2024-02) Hilina Tesfaye; Mahir Jibril (PhD)This research examine the connection between leader’s emotional intelligence with employees well-being in the case of the Ethiopian banking industry, in addition to this objective it also specify which emotional intelligence component have stronger influence on employees well-being. Data was collected through a survey administered to 202 employees from fifteen banks in the Ethiopian banking industry. Purposive sampling was used to select participants who were deemed most suitable for the study. A quantitative research design was employed, and the data was analyzed using descriptive statistics, correlation analysis, and regression analysis. Results showed a positive connection between leader’s emotional intelligence and employee well-being exists, suggesting leaders with higher emotional intelligence create greater well-being for subordinates working below them. All emotional intelligence components specifically self-awareness, social awareness, motivation & self-management positively correlated with well-being, and all emotional intelligence components significantly predicted it. These findings highlight the importance of developing leadership programs that enhance emotional intelligence within Ethiopian banks to promote employee well-being. Keywords: Leader, Emotional intelligence, Employee well-beingItem The Effect of Leadership Training Program on Leaders’ Effectiveness: The Case of Health Care Facilities in Addis Ababa(Addis Ababa University, 2024-10) Kebron Senay; Zegeye Muluye (PhD)This study aims to examine the effect of leadership training program on leaders’ effectiveness: the case of health care facilities in Addis Ababa, Ethiopia. The research adopted a mixed-methods approach, combining quantitative and qualitative analysis. The quantitative analysis included a robust data collection process, achieving a 91% response rate from 126 distributed questionnaires. Pearson correlation and multiple regression analyses revealed strong positive relationships between the independent variables (Optimizing Leadership Skills, Resolving Uncertainty, Enhancing Adaptability, and Promulgating a Vision) and the dependent variable of Leaders’ effectiveness. The model collectively explained 64.9% of the variance in Leaders’ effectiveness. The qualitative data analysis provided additional context, highlighting the challenges faced by medical directors in government-run healthcare facilities due to a lack of formal leadership training programs. Private hospital directors also expressed the need for more comprehensive, tailored leadership development opportunities. The study's integrated findings underscore the critical role of leadership competencies, adaptability, visionary thinking, and uncertainty management in enhancing healthcare leaders’ effectiveness. The results provide valuable insights to guide strategic decision-making and operational improvements, with a focus on developing targeted leadership training programs to address the identified areas of need. The paper concludes with recommendations for comprehensive, context-specific leadership development initiatives; ensuring diverse participation; implementing continuous learning; strengthening mentorship and coaching; and integrating leadership training within broader organizational strategies. Future research directions are also suggested to further explore this important topic. Key Words: Leadership training effectiveness, Healthcare leadership, Competency development, Organizational adaptability, Visionary leadershipItem Assessment of Barriers Hindering Women's Advancement in Leadership Roles Within Ethiopia’s Tech Sector: The Case of Gebeya Inc.(Addis Ababa University, 2024-10) Nolawi Dereje; Adane Atara (PhD)This study set out to identify the barriers hindering women's advancement in leadership roles within Ethiopia's tech sector by taking Gebeya Inc. as a case study. The aim was to explore the significance of these barriers on women's advancement to leadership roles and to determine the extent of women’s advancement in the organization. To this end, a multiple-question Likert scale questionnaire was prepared and shared with the employees via a Google Docs link. The research showed that gender bias, glass ceiling, and stereotypes & prejudices were perceived to occur less frequently within Gebeya Inc. while work-life balance challenges were identified as a significant barrier affecting women's leadership advancement in the organization. All the barriers, however, were seen to have a strong but negative relationship with women’s advancement in Gebeya Inc. Keywords: Barriers, Gender Bias, Glass Ceiling, Work-Life Balance, Stereotypes & Prejudices, Women’s AdvancementItem The Effect of Leadership Style on Employee Performance: The Case of Public Service and Human Resource Bureau of Afar Regional State(Addis Ababa University, 2024-10) Oumer Dawide; Wubshet Bekalu (PhD)This study aimed to identify the impact of leadership styles (transformational, transactional, and laissez-faire) on employee performance in the Afar National Regional State Public Service and Human Resource Bureau. A quantitative research approach was employed, with a questionnaire response rate of 89% (127 valid responses). The leadership styles were measured using the Multifactor Leadership Questionnaire developed by Avolio and Bass (2004) and modified to fit the study context. The data was analyzed using SPSS (Version-26), employing both descriptive and inferential statistical techniques. The findings reveal that the transformational leadership style to be the most prevalent, followed by the transactional and laissez-faire leadership styles. The results show a strong correlation between transformational and transactional leadership styles and employee performance, while laissez-faire leadership had a weak correlation. The overall correlation between leadership styles and employee performance was strong, with a coefficient of r=0.717. The regression analysis indicates that 47.5 % of employee performance can be jointly explained by leadership styles. Transformational leadership style was found to be the strongest predictor of employee performance, followed by transactional leadership. In contrast, laissez-faire leadership was found to have an insignificant impact on employee performance. Based on the positive and the higher level of correlation that has been proved to exist between transformational leadership style and employee performance the researcher recommended transformational leadership style to be implemented by all leaders in the studied organization as a default prioritized style. And since the effects of transactional leadership tend to be more short-term and narrow in scope compared to the broader, more sustainable benefits associated with transformational leadership, the researcher recommended to the leaders in the studied organization that they should often employ a combination of both transactional and transformational leadership style when needed. The researcher has also recommended that laissez-faire leadership should generally be avoided in favor of more effective leadership approaches like transformational Leadership. Keywords: Leadership Styles, Transformational, Transactional, Laissez-faire, Employee PerformanceItem Assessing the effect of implementing Achieving Competitive Excellence on Organizational Performance: The case of Ethiopian Airlines(Addis Ababa University, 2024-10) Seblewongel Azene; Abdulrazak Mohammed (PhD)In Today’s highly volatile, uncertain, complex, and ambiguous business world organizations strive to lower costs, enhance quality, and delight their customers by being more responsive than their competition through utilizing a variety of continuous improvement approaches. The Airline industry in particular; is one of the most turbulent; highly dynamic; hyper-competitive, unpredictable, and overly susceptible to economic cycles. For decades, Ethiopian Airlines has been registering exceptional succuss despite the challenges. In the context of Ethiopian Airlines services, this research examined the impact of Achieving Competitive Excellence - ACE on organizational performance. The major four factors of ACE namely Process Improvement tool, Waste Elimination too, Problem Solving tool, and Decision-Making tool are considered as independent variables while the Organizational Performance is taken as dependent variable. The researcher used a mixed method, a quantitative and qualitative research approach designed with close-ended and open questions and applied both descriptive and correlation and simple random sampling technique to take a sample from the population to the study. A questionnaire and an interview were designed and used the five-point Likert’s scales to examine all the major factors of Achieving Competitive Excellence Ethiopian airlines. The statistical analysis of this study was done by SPSS software version 20 the result of the study shows in inference and descriptive analysis. Based on the overall findings it can be concluded that all aspects of ACE's process improvement, decision-making, problem-solving, and waste elimination tools have a significant and advantageous impact on organizational performance. Ethiopia Airlines should therefore focus those tools to improve the effectiveness of its organizational structure. Keywords: Organizational performance, process improvement, decision making, problem solving, and waste elimination toolsItem Effect of Reward Management on Employees’ Job Performance in the Case of Getfam Hotel(Addis Ababa University, 2024-10) Selamawit Amdework; Teklegiorgis Assefa (PhD)The purpose of this study is to examine the effect of reward management on the performance of employees. The study also attempted to investigate what types of reward system financial or non-financial contribute to the employee better performance. This helps the hotel to identify which one is the most effective and contribute to the success of the hotel in providing exceptional service which is expected from five-star hotel. Quantitative research method was applied. Primary data was collected by using questionnaires targeting employees working in a hotel. In order to select the respondents from the total population of 193permanent staff of the hotel, random sampling method was applied. The sample size determination comes with 130 samples to be taken in to the study by using a formula adopted Isreal 2012. A survey was done and the study achieved 95.38% response rate. From 130 questionnaires 124 were filled and returned. Descriptive analysis presented numerical daa. Inferential statistics was also used to show the interdependence between the dependent and the independent variables using correlation and regression analysis. The descriptive statistical tool, Statistical Package for Social Sciences (SPSS 20) was used to help the researcher describe the data. According to the study's findings, there is a link between reward management and employee performance in general, as well as financial and non-financial rewards in particular. The research also revealed that employees' working performance was influenced more positively and significantly by the non-monetary reward component than by the financial reward component. The study concluded that the hotel needs to strengthen its present reward systems in order to attract and retain their personnel. Furthermore, the hotel must consider rewards as a performance motivator and part of its overall company plan. Key Words: Reward, Reward Management, Financial Rewards, Non-Financial Rewards, Reward Management Practices