The Effects of Leadership Style on Employees‟ Organizational Commitment: the case of Ministry of Public Service and Human Resource Development

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Addis Ababa University


The purpose of this study was to examine the effects of leadership styles on employees‟ organizational commitment in the ministry of public service and human resource development. Thus, attempts were made to provide answers to the research questions. The study employed both primary and secondary sources. For the purpose of gathering the data for this study, the simple random sampling technique was used to select participants for the questionnaire of the study. In order to collect qualitative data semi structured interviews employed through purposive sampling technique employed to select directors in managerial position. Two separate instruments, namely the Multifactor Leadership Questionnaire (MLQ) and the Organizational Commitment Questionnaire (OCQ), were used to measure leadership styles and employees‟ organizational commitment respectively. The findings revealed that although transformational leadership was the dominant one, the most dominant dimension of organizational commitment in the MOPSAHRD was affective commitment. The finding also shows that transformational, transactional and laissez-faire leadership styles have positive and statistically significant relationship with dimensions of organizational commitment. From the findings, it was concluded transformational and laissez-faire leadership behaviors play a more important role in developing and improving affective, continuance and normative commitment than the transactional leadership style. Finally, it was recommended that Ministry of Public Service and Human Resource Development should capable in inspiring and motivating employees towards organizational goal, participate employees in decision making process and provide employees rewarded for their achievement. Furthermore, the ministry must assign managerial positions based on merit, rather through succession or political affiliation.


A Thesis Submitted to the Department of Public Administration and Development Management of Addis Ababa University in Partial Fulfillment of the Requirements for the Degree of Masters in Public Management and Policy (MPMP)


Leadership style, Organizational commitment, Human Resource Development