The Role of Leadership in Organizational Change Implementation: The Case of Federal Supreme Court
| dc.contributor.advisor | Asres Abitie (PhD) | |
| dc.contributor.author | Sara Alemseged | |
| dc.date.accessioned | 2024-02-09T13:31:52Z | |
| dc.date.available | 2024-02-09T13:31:52Z | |
| dc.date.issued | 2023-06-06 | |
| dc.description.abstract | This study's overarching goal was to examine how leadership plays a part in the implementation of organizational change in the Federal Supreme Court case. To be more precise, the study examined the effects of the three leadership philosophies- transactional leadership, transformational leadership, and laissez-faire leadership- on organizational change. 302 respondent employees from the chosen branches in each district were chosen using a non probability sampling approach, a convenience sampling technique, for the collection of the data. The statistical program (Statistical Package for Social Sciences, SPSS version 20) was used to analyze the data once they had been gathered, revised, coded, and entered. The findings showed that all independent variables, including laissez-faire, transactional, and transformational leadership, had a significant positive connection with the dependent variable, organizational change. Transformational leadership is ranked third in correlation strength among the other relationships examined in this study, while transactional leadership is ranked first. Laissez- Faire leadership is ranked third in terms of correlation strength | |
| dc.identifier.uri | https://etd.aau.edu.et/handle/123456789/1742 | |
| dc.language.iso | en | |
| dc.publisher | A.A.U. | |
| dc.title | The Role of Leadership in Organizational Change Implementation: The Case of Federal Supreme Court | |
| dc.type | Thesis |