The Effect of Leadership Styles on Employee Commitment in Case of Ethiopian Red Cross Society

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Addis Ababa University


The purpose of this study to examines the influence of leadership style on organizational commitment in the case of Ethiopian Red Cross society (ERCS). 50 ERCS Leaders and Employees (12 managers and 38 Employees) participated in the study from the target population of 266. All respondents Employees and Leaders rated their manager’s leadership style and their Leadership styles. Based on two different instruments Bass and Avolio’s (1997) multi-factor leadership questionnaire (MLQ) and Meyer and Allen’s (1997) organizational commitment questionnaire (OCQ) respectively. Various descriptive Correlation and regression statistical outputs were generated by using spss version 16 and carefully analyzed to look for relationships between Leadership styles and Employee commitment. The results of this study revealed that employees understanding for their Leaders are a strong positive and significant relationship between transformational leadership and affective commitment; Transformational leadership was also found to have a significant and positive relationship with normative commitment and continuance commitment. Transactional leadership had moderate but significant positive correlation with Affective, continuance and normative commitment, and Laissez-faire results indicated a weak negative and insignificant correlation to affective commitment and normative commitment. Overall organization Leaders suggested to improve their leadership styles to play important roles in determining levels of organizational commitment (affective commitment, continuance commitment and normative commitment)and also trying to crate favorable environment for employees



Leadership Styles, Employees Commitment, ERCS