Impact of leadership styles on employee job performance mediated by job satisfaction: Amhara region public sectors, Ethiopia
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Authors
Redie Bezabih Hailu
Issue Date
2024-01
Type
Thesis
Language
en
Keywords
Leadership styles , Job satisfaction , Job performance , Civil service sectors , Ethiopia , Employee excellence
Alternative Title
Abstract
In the public sector, leaders have an impact on employees' performance and job
satisfaction. In order to address the issue of ineffective leadership styles used in the
public sector, which subsequently affect the quality of public sector performance and
service delivery in the Amhara region of Ethiopia, the study examined the impact of
leadership styles on employee job satisfaction and performance. The aim of the study
was to ascertain how a leader's style affected employee job performance through job
satisfaction.
A positivist approach and deductive reasoning in a cross-sectional quantitative survey
were used to collect primary data via a structured questionnaire distributed and
collected from 378 respondents with a 98% response rate. Structural Equation
Modeling (SEM) comprising Confirmatory Factor Analysis (CFA) and path analysis
was applied as a research technique, and the questionnaire data were analyzed using
Analysis of Moment Structures (AMOS) version 27 software.
The research result indicated that democratic, transformational, laissez-faire and
autocratic leadership styles positively and significantly impact job satisfaction. In
contrast, transactional leadership style did not significantly impact job satisfaction.
Besides, democratic, transformational, and laissez-faire leadership styles showed a
significant but negative impact on employees' job performance, while transactional
leadership style showed a significant and positive impact on employees' performance.
However, autocratic leadership style did not significantly impact employees'
performance.
The indirect results indicated the full mediating impact of job satisfaction between
democratic and autocratic leadership styles on employee performance and the partial
impact of job satisfaction between transformational and laissez-faire leadership styles
on employees' performance. Job satisfaction did not mediate transactional leadership
style and employee performance.
The research recommended training and awareness for leaders and their focus on
leadership styles, job satisfaction and performance excellence to benefit the public
service sector and the community. Although the research was conducted in Ethiopia's
vi
public sectors, the results can be extrapolated to other regions and public services in
Africa and the world. Finally, the study suggested longitudinal research with more
mediating and moderating variables using qualitative and quantitative methods,
including leaders, as part of the study.