CIVIL SERVICE UNIVERSITY

COLLEGE OF LEADERSHIP AND GOOD

GOVERNANCE DEPARTMENT MA PROGRAM

The effects of Leadership Styles on employee’s

commitment: The Case of Ethio telecom, East Addis Abeba
Zone

This Research Proposal Submitted to Civil Service

University College of Leadership and Good Governance in
Partial Fulfillment of the Requirements for Master of
Leadership and Good Governance

BY: SEMIRA NEGASH

ADVISOR: TEMESGEN BIREGA (PhD)

Addis Ababa, Ethiopia

May, 2024
 CIVIL SERVICE UNIVERSITY COLLEGE OF LEADERSHIP AND
GOOD GOVERNANCE DEPARTMENT MA PROGRAM

APPROVAL SHEET FOR LEADERSHIP AND GOOD GOVERNANCE

RESEARCH PROPOSAL

Advisor approval Sheet

As this research proposal advisor, I hereby certify that I have read and evaluated this
research proposal prepared, under my guidance, by Semira Negash, entitled “The effects
of Leadership Styles on employee’s commitment: The Case of Ethio telecom, East Addis
Abeba Zone/EAAZ/”. I recommended that it be submitted as fulfilling the research
proposal requirement for the Degree of Masters of Arts in leadership and good
governance.

BY Semira Negash __________________ _____________________

ID NO ECSU 2100650

Temesgen Birega (PhD) __________________ _____________________

Name Signature Date

i
 Acknowledgements
First of all I would like to thank almighty GOD for being there in all my need. Also I
would like to thanks to my advisor Temsgen Birega (PhD) for his guidance and support
during the preparation of this research proposal.

Finally, for all those who have lent a helping hand in any way and shared ideas big or
small, for the successful completion of this research proposal.

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 Abstract
The objective of this study is to assess the effects of Leadership Styles on employees’
commitment in Ethio telecom East Addis Ababa zone. The study adopt a cross-sectional
descriptive research design to assess the effects of leadership style on the employees’ job
satisfaction and commitment in the performance of Ethio telecom East Addis Ababa zone.
This research employee a Quantitative research approach. The target population is used
450 permanent employee of Ethio telecom with a sample size of 150 and stratified
sampling techniques over the employees of Ethio telecom East Addis Ababa used to select
the respondents. Collected data analyzed using SPSS Version 26.

Keywords: Employees, Commitment, Leadership

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Contents of Table
Advisor approval Sheet.....................................................................................................................i
Acknowledgements..........................................................................................................................ii
Abstract...........................................................................................................................................iii
List of Tables...................................................................................................................................vi
List of Figure..................................................................................................................................vii
CHAPTER ONE..............................................................................................................................1
1. Introduction..............................................................................................................................1
1.1. Back ground of the study..................................................................................................1
1.2. Statement of the problem..................................................................................................3
1.3. Research questions...........................................................................................................5
1.4. Objectives.........................................................................................................................5
1.4.1. General Objective.....................................................................................................5
1.4.2. Specific objectives....................................................................................................5
1.5. Significance of the study..................................................................................................5
1.6. Scope of the study............................................................................................................6
1.6.1. Thematic Scope........................................................................................................6
1.6.2. Spatial Scope............................................................................................................6
1.6.3. Temporal Scope........................................................................................................6
1.7. Operational Definition of Terms.......................................................................................6
1.8. Organization of the study.................................................................................................6
CHAPTER TWO.............................................................................................................................7
2. Literature review......................................................................................................................7
2.1. Theoretical Review...........................................................................................................7
2.1.1. Definition and concepts of leadership.......................................................................7
2.1.2. Leadership Styles......................................................................................................7
2.1.3. Leadership and Management....................................................................................8
2.1.4. Employees’ Commitment.........................................................................................9
2.2. Empirical Review...........................................................................................................10
2.3. Gaps in the Literature.....................................................................................................12
2.4. Conceptual Frame Work.................................................................................................12
CHAPTER THREE........................................................................................................................13
3. Methodology..........................................................................................................................13

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 3.1. Introduction....................................................................................................................13
3.2. Description of the Study Area........................................................................................13
3.3. Research design..............................................................................................................13
3.4. Research Approaches.....................................................................................................14
3.5. Target Population...........................................................................................................14
3.6. Sample size and Sampling techniques............................................................................14
3.6. Data Collection Methods................................................................................................15
3.6.1. Primary data collection methods.................................................................................16
3.6.2. Secondary data Sources..........................................................................................17
3.7. Methods of Data Analysis..............................................................................................17
3.8. Reliability and Validity..................................................................................................18
3.8.1. Reliability...............................................................................................................18
3.8.2. Validity...................................................................................................................18
3.9. Ethical Consideration.....................................................................................................18
Chapter Four: Results and Discussion............................................................................................19
4.1 Introduction..........................................................................................................................19
4.2 Demographic Characteristics of Respondents......................................................................19
4.1.1 Response Rate...............................................................................................................19
4.1.2 Sex of the Respondents.................................................................................................19
4.2 Descriptive Analysis of Data Related to Leadership Styles...................................................21
4.4 Dimensions of Employee Commitment................................................................................24
CHAPTER FIVE............................................................................................................................34
5.1. Summary of Major Findings................................................................................................34
5.2. Conclusions.........................................................................................................................35
5.3 Recommendations................................................................................................................35
References......................................................................................................................................36
Appendix I:....................................................................................................................................40

v
List of Tables
Table 3-1: Target population and sample size................................................................................15

vi
List of Figure
Figure 2-1: Conceptual framework.................................................................................................12

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 CHAPTER ONE
1. Introduction
1.1. Back ground of the study

The culture, morale, and general performance of an organization are all greatly impacted
by the leadership style employed. It influences how leaders engage with their teams, reach
decisions, express objectives, and motivate others. An effective leadership style can
stimulate creativity, improve employee satisfaction, and create a positive work
atmosphere. Conversely, weak leadership can result in disengagement, disagreements, and
lower output. The power of a leader's style to influence teamwork, employee dedication,
and eventually the organization's success makes it crucial. Organizational experts continue
to focus heavily on performance, and they know that when workers are treated properly,
they will perform well as well.

Leadership is described as the heart of every organization and it is a process of leading

followers/team. To get better outcome from the employees and to achieve the
organizational goals, the leader should be able to understand the pulse of the employees
and his or her own. Effective leadership is integral for the achievement of the goals and
objectives of the organization (Zhang, 2010). Studies have shown that organizational
leaders are being challenged to find the best ways to adapt their styles, techniques and
communication approaches in order to maximize potential within the workplace,
ultimately motivating and retaining them. Recognizing this, the current government in
Ethiopia has embarked on a series of reform programs by undertaking different reform
initiatives since 1991 (Wiza & Hlanganipai, 2014).

Organizations are social frameworks where human resources are the most essential
components for effectiveness and proficiency. Organizations need powerful supervisors
and employees to accomplish their goals. As an issue of regular contentions, the
achievement or disappointment of an association is subject to the styles and aptitudes of a
leader (Ahmed & Haq, 2014). Another study by Hilena (2015) on leadership challenges in
implementing organizational change in Ethiopian Electric Power Utility indicates that the
challenges leaders face in leading organizational performance results from poor working
culture, fixed mindset, inadequacy of skilled man power, the existence of

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unethical(corrupt) behavior, incompetency in decision making activities and resource
constraint.

Employee commitment has been a subject that organizational researchers are interested in
(Ushakov, 2011). One of the main reasons is that organizations have to sustain in a
competitive business through committed employees. Many researchers agreed that an
organization’s success is determined, by having a high level of organizational commitment
(Mezinova & Balanova, 2022).

The relationship between leadership style and employee commitment is significant in

shaping an organization’s success. Leaders that encourage transparent communication,
employee empowerment, and a shared sense of purpose typically see an increase in
employee commitment. Greater employee dedication is frequently the result of leaders that
inspire and excite their staff. Conversely, a lack of support, encouragement, or recognition
from a leader can lead to lower staff commitment and higher turnover. Understanding how
leadership style affects employee commitment enables companies to foster a happy
workplace and retain a motivated and engaged staff (Mezinova & Lazareva, 2023).

From the above, the importance of leadership (especially the style adopted by the leader)
and employee commitment to the achievement of either job or organizational goals
becomes apparent and critical. Leadership has always been considered as a critical element
and function of management, which helps manage the dedication level of employees
within the organization and the attainment of organizational goals (Keskes, 2014). It has
also been noted that the nexus between leadership styles and employees’ commitment has
received considerable scholarly attention. Most studies on leadership have recognized
numerous sorts of leadership styles that leaders adopt in managing organizations (Kelly &
MacDonald, 2019). Transformational leadership, transactional leadership, and laissez-faire
leadership styles have been classified as the most usually embraced styles utilized in
organizational leadership studies. Likewise, three major kinds of commitment (affective,
normative, and continuance commitment) are exhibited by employees in organizations
(Abasilim, 2014).

But this research did not forward challenges in leading performance in light of good
governance pillars. Similarly, a study by Zerihun (2015) on effective leadership and
organizational performance has indicated that many of the government organizations have

2
challenged in leading organizational performances. According to him, the major problems
responsible for this state of affairs have been identified as lack of motivation and
communication of the vision, commitment to reform is inadequate, many institutions are
lacking visionary leadership, and the accountability relationship between government and
public service providers has not been clarified. Thus, capable leader provides direction for
the organization and lead followers towards achieving desired goals. In similar vein,
employees with high Commitment and job satisfaction are likely to exert more effort in
their assigned tasks and pursue organizational interests. Moreover, the writer has
underlined the necessity of undertaking a similar study in another context.

1.2. Statement of the problem

Any public sector organization's primary goal is to offer the community useful and
efficient services. Whether they are private or public, all businesses strive to increase their
success by offering high-quality goods and services. Many resources are used by
organizations in order to accomplish those goals. Among them, human resources are the
most important resources for any business to succeed. If they have committed, capable,
and qualified staff, they can use other resources effectively. Every organization's most
precious resource is its people, and highly dedicated workers have a direct impact on the
success of the company (Soelistya & Mashud, 2016).

The achievement of employees’ satisfaction fall on different factors, among different

factors leadership behavior is one of them. Organization should give much focus on the
best leadership behavior because it also affects the goal and objectives of the organization
(Chiok, 2001). Accordingly, there is a positive relationship between effective leadership
and employees commitment leading to organizational performance (Edoka, 2012). This
indicates that the success or failure of the organization depends on effectiveness of
leadership that determines the organizations performance.

Research by (Zou & Migacz, 2022), identified that failure of service by frontline
employees is a failure of the service organization. Currently, service organizations face the
issue of guaranteeing that border-spanning employees deliver better service to customers
who interact with their customers daily and offer service. Besides that, many frontline
employees find their repetitive responsibilities Pahi et al. Leadership and Commitment to
Service Quality and roles boring in their daily work schedule. Most of the frontline
employees’ routine and repetitive acts make it difficult for them to remain committed or

3
engaged in daily scheduled work. Furthermore, frontline employees face frustration or
anger from disruptive customers, which creates job dissatisfaction and less commitment
toward service delivery (Hewagama & Boxall, 2019).

There are several factors such as innovative remuneration structures, access to employee
benefits, comfortable work environment, core values of an organization, career
advancement opportunity, recognition, and employees’ engagement, among others, have
been adduced to be responsible for enhanced employee and organizational performance
(Popli & Rizvi, 2016). Moreover, studies have shown that top on the list responsible for
employees’ commitment has been leadership, which pertains to the style adopted by the
leader and the impact it has on the commitment level of organizational workforce for
performance (Yasir & Imran, 2016).

In today’s organizations, there are different types of leadership styles. According to (Dahie
& Mohamed, 2017), leaders are either human relations-oriented or task-oriented.
According to him there is no ideal leader. Both task-oriented and relationship-oriented
leaders can be effective if their leadership orientation fits the situation. When there is a
good leader-member relation, a highly structured task, and high leader position power, the
situation is considered a "favorable situation".
In many organizations there is a growing commitment gap - a widening split between the
expectations of employers and what workers are prepared to do. There are a number of
reasons for this erosion of employee commitment; the most common one being a failure of
management in some way or another. To be effective, the skills of committed employee
management must be installed in an organization so they become part of its culture. In this
way there is consistency and equity with respect to how people are managed from the top
down to the most junior employee (Allen & Meyer, 1990). Businesses need skilled,
competent and committed employees as an effective team member to succeed. Failure to
ensure this by managers or supervisors can lead to the loss of valued employees who place
a premium on the success of organization. Employee behavior on the job is influenced by
his or her immediate supervisor. Positive influences are essential to strengthening
employee commitment.
The first step in building commitment is to improve the quality of management (Meyer &
Becker, 2004). What is now apparent is that employee commitment largely influenced by
the interactions that occur between colleagues and with their immediate and senior
managers.

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The problem affecting leadership style in Ethio teleom is the competence of the leaders so
appointed. In most cases, some of their appointments lack merit. What becomes of such
organization is having competent leaders who lack the abilities or capacities to use the
appropriate leadership style to lead the members to attain set goals or objectives (Ethio-
telecom, 2022). Therefore, this study is considered an important to determine the effect of
leadership Styles of bank leaders (i.e. transformational, transactional and laissez-faire
leadership) on employees commitment of employees (i.e. affective, normative and
continuance) particularly in Ethio telecom, East Addis Ababa zone.

1.3. Research questions

Having the above articulated research problems in mind; this study has been conducted to
answer the following research questions
 What are the existing leadership practices in the Ethio telecom, East Addis Ababa
zone?
 What are the different dimensions of employee commitment in Ethio telecom?
 Is there any relationship between leadership style and employees’ commitment?

1.4. Objectives
1.4.1. General Objective
The main objective of the study to assess the effects of leadership styles on employee’s
commitment towards effective performance of Ethio-telecom in the case of East Addis
Ababa zone.

1.4.2. Specific objectives

Having the general objective, the specific objectives are to:
 Access the existing leadership practices in the Ethio telecom.
 To identify the different dimensions of employee commitment
 Investigate the relationship between leadership style and employees’ commitment.

1.5. Significance of the study

This study is significant for Ethio telecom in that it could point to further need in the
management of the organization to ensure leadership development programs are
adequately preparing their leaders. This study will creates awareness to the managers in
order to carefully plan the management and the overall leadership style in relation to the
practices and effects of leadership and Employees management. Findings and
recommendations of this study will have used by policy makers to identify the leadership

5
gaps being seen in the organization and work on the way out. Besides, this study is used
by other interested researchers as a reference material to make further research on the
related title.

1.6. Scope of the study

1.6.1. Thematic Scope

The study focus on the current practices and performances of the Ethio telecom,
challenges that are facing the Ethio telecom and its effects on employee’s commitment in
way employees react to the present leadership in the organization is the main focus areas
of the study.

1.6.2. Spatial Scope

This study spatially delineated to the East Addis Ababa zone of Ethio telecom, permanent
employees, contract workers, daily labors, division manager, section managers, team
supervisors and operation director.

1.6.3. Temporal Scope

Data to be used by this study is from the period of 2019 up to now.

1.7. Operational Definition of Terms

Commitment: - is the devotion and willingness of employees to achieve organizational
goals (Clark & Hartline, 2009).
Leadership: is an activity that the process of directing, influencing and mobilizing of
resources to achieve the organization goal (Raja & Palanichamy, 2011).
Leadership style: refers to leaders’ characteristics and behaviors when directing,
motivating, guiding, and managing people. Effective leaders can identify political
movements and social change. They can also motivate others to perform, create, and
invent something (Fasola & Adeyemi, 2013).

1.8. Organization of the study

This study comprises five chapters. The first chapter is the introductory part. Chapter two
deals with literature review. Chapter three indicates research methods and methodology.
Chapter four is research findings or results and discussions thereon. The last chapter
comprises two sections namely, conclusions and recommendations.

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 CHAPTER TWO

2. Literature review
2.1. Theoretical Review
2.1.1. Definition and concepts of leadership

Leadership is a process by which a person influences others to accomplish an objective

and directs the organization in a way that makes it more cohesive and coherent (Yasir &
Imran, 2016). This definition is similar to Northouse's (2015) definition — Leadership is a
process whereby an individual influences a group of individuals to achieve a common
goal. Though it may be of different forms leadership has been around for as long as people
and societies have existed and it is present in all cultures no matter what their economic or
social makeup may be. In today’s competitive environment, organizations expand globally
and face a lot of challenges to meet their objectives and chased to be more successful from
others. Leaders play essential role in accomplishment of these goals and boost employee’s
performance by satisfying them with their jobs therefore, it grasps the attention of
researchers from many years. Leadership is, most fundamentally, about changes.

2.1.2. Leadership Styles

A leadership style refers to leaders’ characteristics and behaviors when directing,
motivating, guiding, and managing people. Effective leaders can identify political
movements and social change. They can also motivate others to perform, create, and
invent something (Gcaza & Garande, 2018). Some leaders possess one style or many
styles that helps them to direct and guide their followers in effective manner. Some leaders
are not always being a well-liked person. They are treating for their employees very
roughly. Some leaders are stay with their followers friendly. Like that effective employee
change their styles situations to situations. However effective leaders provide positive
directions through different leadership styles. Ineffective leaders do not change their styles
according to the situation and do not correlate with their organization and individuals who
are attempting to lead (Alkahtani, 2016).

2.1.2.1. Transformational Leadership style

Transformational leadership is a process of influencing in which leaders change their

associates’ awareness of what is important, and move them to see themselves and the
opportunities and challenges of their environment in a new way. Transformational leaders

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are proactive: they seek to optimize individual, group and organizational development and
innovation, not just achieve performance "at expectations". Finance, market linkage,
business training, working area, seed money, information support, technological and
infrastructural supports given to women returnees to start their own business is limited.
Moreover, administrative supports including business assistance, administrative network,
legal and policy supports, loan support, bureaucracies, incentives and tax advantages are
extremely weak. They convince their associates to strive for higher levels of potential as
well as higher levels of moral and ethical standards (H. M. S. Ahmed & Wube, 2019).

2.1.2.2. Laissez-faire leadership

Laissez-faire leadership, also known as the hands-off style is a style where the leaders
perceive themselves as no different to their followers and consequently, they are easy-
going and not much involved in decision-making processes. Employees have freedom as
no-one looks over their shoulder with regards to achieving organizational goals (Thomran
& Ahmed, 2020).

2.1.2.3. Transactional Leadership

A "pure" transactional style focuses on everything in terms of explicit and implicit

contractual relationships. All job assignments are explicitly spelled out along with
conditions of employment, disciplinary codes, and benefit structures. Self-interests are
stressed. Employees work as independently as possible from their colleagues. Cooperation
depends on negotiations not problem solving or a common mission. There is little
identification of the employees with the organization, its mission or vision. Superiors
primarily are negotiators and resource allocators. Transactional leadership is based more
on "exchanges" between the leader and follower, in which followers are rewarded for
meeting specific goals or performance criteria (Trottier & Van Wart, 2018). The
researchers conclude that educational level of father’s and Mothers’ of students have a
significant association with student’s intention to start their own business (H. Ahmed &
Ahmed, 2017).

2.1.3. Leadership and Management

Many people use the terms leadership and management interchangeable, however, there
are differences between the two. Westcott (Kleinhans 2017) summarizes the difference
between leadership and management succinctly as follows: “Leadership focusses on doing

8
the right things; management focusses on doing things right”. These differences are
discussed in more detail below. Leadership is similar to, and different from, management.
They both involve influencing people. They both require working with people. Both are
concerned with the achievement of common goals.

2.1.4. Employees’ Commitment

Employees’ commitment has a wide range of meanings, making the concept elastic.
Employee commitment is “both the willingness to persist in a course of action and
reluctance to change plans, often owing to a sense of obligation to stay on course” (p. 4).
Employee commitment as the degree to which employees identify with their organization
and are given to adding value to accomplishing the set goals and objectives of their
organization. It could likewise be alluded as how much a person identifies himself or
herself as an employee of an organization and the amount of enthusiasm displayed in
meeting up his or her job roles (Mensah & Akuoko, 2016).

An individual employee’s commitment is expressed through his or her willingness to

deliver the best service quality and work beyond the organization’s requirements. In other
words, employee commitment reflects the level of trust, loyalty, and extra efforts put in by
the employee on behalf of the organization. Employee commitment refers to employee
engagement in a never-ending process and putting extra effort into their work. During the
service encounter, leadership and supervisors could not control their employee’s actions
and behavior toward customers, such as the willingness of frontline employees to satisfy
customers and enhance business performance (Oentoro & Popaitoon, 2017).

Employees’ commitment resides in their psychological attachment to their organizations

and this helps reduce the rate of turnover that would have occurred if they were not
committed. That is to say, employee commitment is the mental state that ties both
individual and manager, occupation and organization. They identified three types of
employees’ commitment (affective, continuance, and normative commitment) (Allen &
Meyer, 1990).

2.1.4.1. Affective Commitment

The level of a person's relationship and commitment to the organization is measured by

emotional responsibility. Sometimes employees become truly committed to their company
for a variety of reasons, such as positive working relationships, a pleasant environment,

9
friendly surroundings, and friend motivation (Van Knippenberg & Sleebos, 2006).
Employees that fit this assessment typically have a positive outlook on the achievement of
the company's goals since they want to stay with a company that isn't dependent on
outside funding (M. & Meyer, 2004).

2.1.4.2. Normative Commitment

This kind of representative is loyal to the company because they believe that since the
company is meeting their needs and providing them with benefits, they should remain
loyal to the company in any role. It demonstrates that this type of representative sticks
with their association despite being dissatisfied with their jobs and refusing to leave when
opportunities increase (Gellatly et al., 2006).

2.1.4.3. Continuance commitment

Continuance commitment means extent to which employees feel committed to their

organizations by virtue of the costs that they feel are associated with leaving. Continuance
commitment is a commitment situation originating from the needs of employees to stay in
the organization considering the costs of leaving (M. & Meyer, 2004).

2.2. Empirical Review

As compared to transactional leadership, transformational leadership was more favored
and associated with employees' commitment. Salary did not appear to be a determining
factor among the sampled respondents, despite the fact that positional identification of the
respondents had a considerable impact on employees' dedication and perceptions of
leadership styles. The study found that while income can be viewed as a type of financial
motivation, it does not appear to account for employees' choice for a certain leadership
style or their commitment to the firm. Instead, employees' perceptions of others influence
their desire for a particular leadership style. The study's findings provide credence to the
idea that employee engagement in an organization is not always explained by extrinsic
motivation (Raja & Palanichamy, 2011).

The critiques teachers in their community received were the cause of their low affective
and normative commitment. Additionally, their research showed a negative correlation
between teachers' affective commitment and the actions of school principals who
exhibited traits associated with both transformational and transactional leadership,
including idealized attribute, idealized influence, intellectual stimulation, individualized

10
consideration, conditional reward, and management by exceptions—active. In contrast,
principals who used a laissez-faire and management by exceptions approach were
positively connected with teachers' affective commitment. They also observed that
extrinsic motivation did not drive the teachers' affective commitment. This suggests that
the leadership style used in a business does not always determine how committed
employees are (Cemaloglu & Sezgin, 2012).

A study by (Garg & Ramjee, 2013), in public agencies in South Africa found out that
transformational leadership and affective, normative, and continuous commitment have a
weakly positive and significant link. Laissez-faire leadership had a weak negative
significant association to affective and normative commitment, while transactional
leadership had a weak but substantial positive correlation with normative commitment.
The study found that employees may feel more obliged to stay with the company if they
exhibit more of the traits that make up a transformational leadership style, such as building
trust, inspiring a shared vision, creating excitement, empowering inventiveness, offering
coaching, and recognizing accomplishments.

Laissez-faire leadership style, which is typified by failing to act when problems arise, has
a negative impact on affective commitment, whereas transactional leadership style, which
consists of outlining goals and targets, acknowledging accomplishments, setting
compliance benchmarks, defining what constitutes ineffective performance, punishing
followers who fail to meet those standards, and closely monitoring deviations, errors, and
blunders for prompt remedial action, appears to have an impact on employees' feelings
about the need to stay with the company. This also makes clear the various viewpoints
held by staff members regarding their feelings over whether or not they wish to remain
with the company. The study reiterated that leadership styles (transformational,
transactional, and laissez-faire) do account for the different levels of employees’
commitment (affective commitment, continuance commitment, and normative
commitment).

Employee commitment is influenced by leadership styles, and executives inside the

company who recognize this will guarantee the intended results. The study supported the
idea that when workers felt that the organization had a good leadership style, it would be
easier for them to relate to it. Additionally, their investigation showed that whereas
transactional leadership style had a substantial positive association with only normative

11
employee commitment, transformational leadership style had a significant positive
relationship with affective and continuity employee commitment. The management of
public tertiary institutions must foster an effective leadership structure among its academic
staff (Wiza & Hlanganipai, 2014). According to the findings, when this is in place, it
would bring about an enhanced employee commitment level and reduce employee
turnover in the organization.

The workers' commitment is significantly increased when managers use transformational

and transactional leadership styles; employees' commitment is negatively impacted when
managers adopt a laissez-faire leadership style. The results suggest that there may not be a
uniform association between employee commitment and leadership approaches. There
could be a positive or negative link. Employees’ commitment is positively related with
transformational and transactional leadership styles (Dahie & Mohamed, 2017).

2.3. Gaps in the Literature

The content of the variables that have high loadings from each factor to see if they fit together
conceptually and can be named (Ahmed et. al, 2018). Thus, the commitment of competent
employees is critical to the success of the organization. Although researches were undertaken on
the importance of the effect of directive, participative and empowerment styles leadership styles on
employees commitment, but now in present days more of transformational, transactional and
laissez-faire leadership are exercised . Along these lines, the study an attempt to bridge this
gap in the literature that affects the Ethio-telecom East Addis Ababa zone work
environment.

2.4. Conceptual Frame Work

This study conduct based on the conceptual framework drawn from the theoretical and
empirical literature reviews, which are explain in above reviews. The Variables those are
used in measuring leadership style considered separately as independent variables. On
the other hand, employee commitment used as dependent variable.

Independent variables

 Transformational Dependent variables

 Transactional
 Laissez-Faire  Employee Commitment

Figure 2-1: Conceptual framework

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 CHAPTER THREE

3. Methodology

3.1. Introduction
This chapter discussed about concepts related to materials and methods required to
conduct this study. Those are; description of the study area, research design, research
approach, population, sample size and sampling techniques, data sources and collection
methods, methods of data analysis, methods of data presentation, reliability and validity
test, and ethical considerations.

3.2. Description of the Study Area

Ethio telecom reestablished under the Regulation no 480/2021 issued by the Council of
Ministers in February 2021 as public enterprise as an amendment to the ethio telecom
establishment regulation No. 197/2011. Accordingly, Ethio telecom has divided its
structure in to zones and regions in which zonal offices are located only in the town of
addis abeba. Among this zonal offices, East addis abeba zone is one of these zonal offices
covering the territories of bole sub city and lemi kura sub city administrations. East addis
abeba ethio telecom zone have several divisions in its entire structural organization.
Among these, Fixed access network/FAN/ division is one of the crucial part of the
organization generally developed for the purpose of providing and installing variety of
telecom infrastructures in order to facilitate the voice telecom, internet telecom, wireless
internet services. Therefore, as described in the scope of the study, the research will
emphasize on the East Addis Abeba zonal office of Ethio telecom located at the Eastern
side of Addis Ababa which is the busiest and the highest profit generating business area of
Ethio telecom.

3.3. Research design

According to (Kothari, 2004), descriptive research is a research type which describes

phenomena as they exist and it is used to identify and obtain information on the
characteristics of a particular problem or issues. This research will designed to be
descriptive because it tries to describe the effects of leadership style on employees’
commitment.

By conducting explanatory research, individuals can predict the cause, or make a

hypothesis, behind a phenomenon and predict future occurrences (Kothari, 2004). In

13
addition, explanatory type of research design is the best to achieve the aim of this research
since the study aimed to numerically analyzed on the effects of leadership style on
employee’s commitment.

3.4. Research Approaches

In terms of the research approaches, this study followed quantitative approaches because
it tries to determine in numerical terms the employees’ commitment impacts due to
leadership style.

3.5. Target Population

The study conducted among permanent employees, contract workers, division manager,
section managers, team supervisors and the East Addis Ababa zone operation director. The
total numbers of population in case of Ethio telecom, East Addis Ababa zone are 450
staffs. From the above population of respondents, the researcher consulted by the office
operation director who helped him obtain a number of permanent employees.

3.6. Sample size and Sampling techniques

Sample size refers to the number of participants or observations included in a study. The
below formula is used to calculate the sample size is:
N
n= 2 Equ. (3.1)
(1+ Ne )
Where; N=is the total population;
n= is the sample from the population; and
e= is the error term, which is 5% (i.e. at 95% confidence interval)

The study delimited to Ethio-telecom East Addis Ababa zone, the population size of
employees participating in permanent employees, contract workers, division manager,
section managers, team supervisors and operation director staffs are 450. Using the above
formula, the sample size of the study is determined as;

450
n= 2
(1+450∗0.05 )

450
n= =211.76=150
2.125

14
To proportionate the numbers of study subjects for each project, the below formula is
used.

(n∗nf )
Equ.3.2
N

Where; n= number of employees in each selected division;

nf = Is total sample size (150);
N = total number of employees (450)

320∗212
Permanent employees= =100
450

For the other selected division cases similar approach of sample size
stratification/proportion are used. Overall population and sample size stratified for each
section are shown in Table 3-1 below.

Table 3-1: Target population and sample size

No Name of division Population Sample Size

1 Permanent employees 320 100
2 Contract workers 75 25
3 Division manager 12 6
4 Section managers 6 3
5 Team supervisors 23 5
6 Operation director 14 1
Total 450 150

As shown on table 3-1, the number of respondents required for this study from permanent
employees, contract workers, division manager, section managers, team supervisors and
operation director, are 151, 35, 6, 3, 9 and 8, respectively.

3.6. Data Collection Methods

The data collection approach adopted for conducting this research included both primary
and secondary sources. These different methods of data collection were used in order that
the data or information obtained from one can be supplemented by the others whereby the
collected data were given multiple evidences.

15
3.6.1. Primary data collection methods
Primary data sources: This obtained from the original source of information. Studies show
that primary data are more reliable and have more confidence level of decision-making
with the trusted analysis having direct intact with occurrence of the events (Kassu, 2019).
Questionnaire and interview provided the primary data for this study.

Questionnaires

The main tool for gaining primary information in practical research is questionnaires. This
is due to the fact that the researcher can decide on the sample and the types of questions to
be asked. The closed ended questionnaires which will designed on an ordinal scale of
measurement basis were used to collect primary data, so that the variables could be ranked
to measure the degree of their strength or the agreement or the disagreement of the
respondents with the variables (Argaw & Ahmed, 2017).

The questionnaires are divided into three sections: Section A focuses on the demographic
data of the respondents, which include gender, age, marital status, highest qualifications,
employment status, and years of service; Section B assesses the leadership style(s) of the
employees in the study area; and Section C evaluates the type of commitment exhibited by
the employees in the study area.

Two separate instruments, namely multifactor leadership questionnaire (MLQ) and

Employees commitment questionnaire (ECQ), will used in this research to obtain
quantitative information on leadership styles and employees’ organizational commitment
respectively.

Participants asked to judge the extent to which their leader engaged in specific behaviors
measured by the MLQ. The MLQ Form 5X is self-scoring and used 27 items excluding
least relevant ones in our country’s context to measure the nine subscales (3 items for
each) in this study. These items are rated using a 5-point Likert scale labeled as 1= not at
all, 2 = once in a while, 3 = sometimes, 4 = fairly often, 5 = frequently, if not always. High
score shows high effectiveness of leadership style perception while low score implies low
effectiveness perception in the scale.
Examples of items from the MLQ-Form 5X questionnaire include (Ibid.):
(a) Inspirational motivation (transformational) - talks optimistically about the future;

16
(b) MBE-passive (transactional) – directs my attention towards failures to meet standards;
(c) Laissez-faire - avoids making decisions.
Employees Commitment Questionnaire consists of three dimensions as “Affective
commitment”, “Continuance commitment” and “Normative commitment”. The selected
ECQ is a self-scoring questionnaire and the responses to each of the 12 items (4 items for
each dimension) are rated using a 5-point Likert scale labeled as 1 = strongly disagree, 2 =
disagree, 3 = neither agree nor disagree, 4 = agree, 5 = strongly agree. High score shows
high employees’ organizational commitment perception while low score implies low
perception in the scale.
Examples of items from the OCQ questionnaire include (Ibid.):
(a) Affective commitment - I feel a strong sense of belonging to this organization;
(b) Continuance commitment - It would be very costly for me to leave this organization
right now;
(c) Normative commitment - I would feel guilty if I left my organization now.
3.6.2. Secondary data Sources
Secondary data Sources: Secondary data sources obtained from literatures the company’s
manuals, reports, and other management documents. Reputable journals, books, different
articles, periodicals, proceedings, magazines, newsletters, newspapers, websites, and other
sources related to the topic under discussion will also be considered. Secondary data
collected from books, journals, magazine, websites and others relevant sources.
3.7. Methods of Data Analysis

After the data collected, it is necessary to utilize statistical techniques to analyze the
information as this study is quantitative in nature. Therefore, the survey data was
processed using an SPSS (version 26). First the relevant data is coded, summarized and
then transferred to SPSS to be analyzed and presented.
Frequency tables used to summarize the respondents profile in the form of frequency and
percentages whereas the descriptive statistics such as mean and standard deviations of
employees’ answers to leadership styles and employee commitment scales were calculated
in order to determine employees’ perceptions of leadership styles and employees’
commitment. This study employed two-tailed Pearson correlation analysis to investigate
the relationship between various leadership styles and employee commitment dimensions.
The correlation analysis supported in determining both the form and degree of the
relationship between the leadership styles and employee commitment.

17
3.8. Reliability and Validity

3.8.1. Reliability
Reliability: refers to whether your data collection techniques and analytic procedures
would reproduce consistent findings if they were repeated by another researcher.
Reliability mainly deals with the consistency, dependability and replicability of the results
obtained from a piece of research (Zohrabi, 2013).

Cronbach’s Coefficient Alpha Developed by Lee Cronbach in 1951, was used to measures
reliability, or internal consistency. The normal range of Cronbach’s coefficient alpha value
between 0.0 and + 1.0.

3.8.2. Validity

The validity, in essence, refers to the appropriateness of the measures used, the accuracy
of the analysis of the results and generalize ability of the findings” (Mark, 2009). In order
to provide supporting evidence that the researcher measure what it intends to measure, a
test for content validity was conducted by a pilot study. To check the content validity five
questionnaires is distributed to professionals having greater than five-year experience in
leadership.

3.9. Ethical Consideration

In this study, approval for this study formally obtained from Civil Service University. And
formal consent obtained from each participant/sampling unit before data collection
commenced. The researcher undertaken to protect the rights of the respondents by:

 Ensuring that none of the respondents will not name during the research or
subsequent thesis;
 Respondents are select to participate without compulsion;
 All respondents properly informed of the reason and purpose of the research; and
Informed consent was sought from the management of the selected organizations
before the commencement of this research initiative.

18
 Chapter Four: Results and Discussion
4.1 Introduction
This chapter presents the findings of the study and discusses them in relation to the
research objectives and questions outlined in Chapter One. The chapter is divided into
several sections, each corresponding to a specific objective or research question. The
results are presented using descriptive and inferential statistics, and are followed by a
discussion that interprets the findings in the context of the existing literature.

4.2 Demographic Characteristics of Respondents

In this study the demography of the respondents include sex, age, year of experience,
educational level, job category, and contractual status.

4.1.1 Response Rate

Table 4.1 Response Rates

Statistics
Educational
Gender age martial qualification Experience
N Valid 145 145 145 145 145
Missing 5 5 5 5 5
Source: Survey Data, 2024
As it is shown in Table 4.1 about 150 questionnaires were dispatched and respondents were
145 successfully completed the questionnaires and returned back. The total number of
response rate is about 96%. Due to various reasons 5 respondents were not returned back the
questionnaires. According to Cooper Schindler (2014); Mugenda (2003), 50% response rate is
adequate for analysis. Therefore, the response rate of this study is highly adequate to make the
analysis.

4.1.2 Sex of the Respondents

Table 4.2. Sex of Respondents
Gender
Valid Cumulative
Frequency Percent Percent Percent
Valid Male 134 89.3 89.3 89.3
Female 16 10.7 10.7 100.0
Total 150 100.0 100.0
Source: Survey Data, 2024

As it is indicated on Table 4.2, 134(89.3%) were male and 16(10.7%) of them were female.
Thus, this implies that the number of male respondents greater than female. This shows that

19
the human resource of the company give attention for females at the process of hiring
employees to make the composition proportionally.

4.1.3 Age of the Respondents

Table 4.3 Ages of Respondents

Age
Valid Cumulative
Frequency Percent Percent Percent
Valid <26 7 4.7 4.7 4.7
26-35 37 24.7 24.7 29.3
36-45 68 45.3 45.3 74.7
46-55 36 24.0 24.0 98.7
>55 2 1.3 1.3 100.0
Total 150 100.0 100.0
Source: Survey Data, 2024

As is indicated on the Table 4.3, the majorities of the respondents 68(45.3) are between the
ages of 36 and 45 years. This indicates that the company staffed with young and energetic
employees. In other words, most of the employees are belonging in the productive age group.

4.1.4 Marital Status of the Respondents

Table 4.4 Ages of Respondents

Martial
Valid Cumulative
Frequency Percent Percent Percent
Valid Single 28 18.7 18.7 18.7
Married 110 73.3 73.3 92.0
divorced 10 6.7 6.7 98.7
widowed 2 1.3 1.3 100.0
Total 150 100.0 100.0
Source: Survey Data, 2024

As is indicated on the Table 4.3, the majorities of the respondents 110(73.3) are Married. Thus
this indicates that nearly the half respondents are Head of the family.

20
4.1.5 Highest Level of Education Completed
Table 4.5 Highest Level of Education Completed

Educational qualification
Valid Cumulative
Frequency Percent Percent Percent
Valid Degree 94 62.7 62.7 62.7
Masters 56 37.3 37.3 100.0
Total 150 100.0 100.0
Source: Survey Data, 2024
As indicated in the tables above master‟s holder is 56(37.3%), followed by first degree
holders 94(62.7%). It can be concluding from the above table, majority of the employees have
at least a first degree and we can say that human resource profile of the company in terms of
educational background is in a good status.

4.1.6 Service Year of the Respondents in the Organization

Table 4.6 Service Year of the Respondents

Experience
Valid Cumulative
Frequency Percent Percent Percent
Valid <1year 1 .7 .7 .7
1-5years 47 31.3 31.3 32.0
>5years 102 68.0 68.0 100.0
Total 150 100.0 100.0
Source: Survey Data, 2024
According to the above table the length service in the organization,1(7%) of the respondents
worked from <1 years, 47(31.3%) respondents are worked 1-5 years, and 102(68.0%)
respondents worked >5 years respectively. The overall result indicates that most of the
respondents have served in the organization for a long period of time. This is can be
considered as the majority of the respondents as having detailed information about the
leadership styles and employee commitment of the ethio telecom.

4.2 Descriptive Analysis of Data Related to Leadership Styles

The descriptive statistics quantified in the form of mean and standard deviation, were
presented to explain the level of agreement of the respondents with their relations. Descriptive
statistics was used to summarize quantitative data.

21
Leadership Style Frequency: Analyze the frequency of each leadership style based on
the responses. Interpretation: Discuss which leadership style is most prevalent in the East
Addis Ababa Zone of Ethio telecom and provide potential reasons for this prevalence.

Descriptive Statistics
Minim Maxim Std.
N um um Mean Deviation
Leadership style
I provide others with assistance in 150 1.00 5.00 3.5800 1.56844
exchange for their efforts

Examining critical assumptions 150 2.00 5.00 3.1933 1.00800

I fail to interfere until problems 150 1.00 4.00 2.8200 .76912

become serious

I focus attention on irregularities 150 1.00 5.00 2.5867 1.39600

You are exerting effort and pressure 150 1.00 5.00 3.6267 1.43563
to improve performance

I avoid getting involved when 150 1.00 5.00 2.3667 1.59031

important issues arise

I talk about my most important values 150 1.00 5.00 2.7733 1.30125
and beliefs

I seek differing perspectives when 150 2.00 5.00 3.5600 .96572

solving problems

I talk optimistically about the future 150 1.00 5.00 3.5133 1.15704

I instill pride in others for being 150 1.00 5.00 2.7467 1.72306
associated with me

I discuss in specific terms who is 150 2.00 5.00 3.6533 1.06806

responsible for achieving
performance targets

Section two

Minim Maxim
N um um Mean Std. Deviation
Provides me with assistance in 150 1.00 5.00 2.6933 1.13485
exchange for my efforts

Re-examines critical assumptions to 150 1.00 5.00 3.2933 .89403

question whether they are appropriate

22
Focuses attention on irregularities, 150 1.00 5.00 3.5667 1.36798
mistakes, exceptions, and deviations
from standards

Avoids getting involved when 150 1.00 5.00 2.8600 1.23174

important issues arise
Talks about their most important 150 1.00 5.00 3.2267 1.41964
values and beliefs
Seeks differing perspectives when 150 2.00 5.00 3.3867 .88830
solving problems
Talks optimistically about the future 150 1.00 5.00 3.3467 1.25311

Instills pride in me for being 150 1.00 5.00 2.8133 1.46268

associated with him/her

Discusses in specific terms who is 150 1.00 5.00 3.2200 1.32031

responsible for achieving performance
targets

Waits for things to go wrong before 150 1.00 5.00 3.4733 1.51811
taking action

Talks enthusiastically about what 150 3.00 5.00 3.6333 .51052

needs to be accomplished

Spends time teaching and coaching 150 1.00 5.00 3.6867 .60353

Goes beyond self-interest for the 150 1.00 5.00 3.1600 1.78013
good of the group

Treats me as an individual rather than 150 1.00 5.00 2.8600 1.08702

just as a member of a group

Demonstrates that problems must 150 1.00 5.00 3.4467 .83173

become chronic before taking action

Acts in ways that builds my respect 150 1.00 5.00 3.5733 1.32780

Considers the moral and ethical 150 1.00 5.00 3.6000 1.58008
consequences of decisions

Keeps track of all mistakes 150 1.00 5.00 3.9200 .85546

Directs my attention toward failures 150 1.00 4.00 2.4667 .57541

to meet standards

Avoids making decisions 150 1.00 4.00 2.4067 .79509

Helps me to develop my strengths 150 1.00 5.00 2.8267 1.13957

Suggests new ways of looking at how 150 1.00 5.00 3.7200 .89832
to complete assignments

23
Delays responding to urgent 150 1.00 5.00 2.5000 1.37938
questions

Emphasizes the importance of having 150 3.00 5.00 3.7867 .45740

a collective sense of mission

Expresses satisfaction when I meet 150 2.00 5.00 4.0800 .51187

expectations

Expresses confidence that goals will 150 2.00 5.00 3.9200 .31771
be achieved

Valid N (list wise) 150

The descriptive statistics unveil a nuanced picture of leadership behaviors among the 150
participants surveyed. Across various dimensions, including providing assistance,
examining critical assumptions, and exerting pressure for performance improvement,
participants demonstrate varying inclinations. For instance, there's a moderate tendency to
provide assistance in exchange for efforts, as indicated by a mean score of 3.58. Similarly,
participants show a moderate inclination to examine critical assumptions (mean: 3.19),
though they tend to avoid interference until problems escalate (mean: 2.82). Interestingly,
while there's a strong willingness to exert effort for performance enhancement (mean:
3.63), there's also a no Bar chart tendency to avoid involvement in crucial issues (mean:
2.37).

Further insights from the frequency analysis reveal the distribution of responses across
different levels of engagement for each behavior, painting a comprehensive picture of
participant perceptions. These findings collectively inform potential areas for
improvement in leadership effectiveness, suggesting a need for targeted interventions to
address reactive tendencies and foster proactive engagement with critical issues.
4.4 Dimensions of Employee Commitment
Descriptive Statistics of Employee Commitment: Provide the mean and standard
deviations for the different dimensions of employee commitment (affective, continuance,
and normative).

Frequency Distribution: Analyze the frequency distribution for each dimension of

employee commitment. Interpretation: Discuss the overall level of commitment among
employees and highlight which dimension of commitment is most prominent.

24
 Descriptive Statistics
Std.
N Range Mean Deviation Variance
Employee Commitment
I feel like part of the family at this 150 4.00 4.1333 1.07857 1.163
organization

Too much of my life would be 150 3.00 2.9933 1.22883 1.510

disrupted if I decided that I wanted
to leave

I would not leave this organization 150 3.00 3.0067 1.21233 1.470
right now because of what I would
stand to lose

This organization has a great deal of 150 3.00 3.5067 .85724 .735
personal meaning for me

It would be very costly for me to 150 3.00 3.4733 .88003 .774

leave this organization right now

For me personally, the cost of 150 3.00 3.5267 .81674 .667

leaving this organization would be
far greater

Even if it were to my advantage, I 150 4.00 2.9867 1.23694 1.530

do not feel it would be right to leave
I would violate a trust if I quit my 150 3.00 3.0333 1.22839 1.509
job with this organization now
I feel a strong sense of belonging to 150 3.00 4.0067 .69992 .490
this organization
I feel emotionally attached to this 150 2.00 3.7600 .65210 .425
organization
I would feel guilty if I left my 150 4.00 2.9867 1.23694 1.530
organization now
I would not leave this organization 146 4.00 2.8904 1.31895 1.740
right now
Valid N (list wise) 146

The descriptive statistics provide insight into various dimensions of employee

commitment based on the responses of 150 participants. The mean values represent the
average level of agreement with each statement, while the standard deviation indicates the
degree of variability or dispersion around the mean.

"I feel like part of the family at this organization" has a mean of 4.13, suggesting a high
level of agreement among participants, with relatively low variability (Std. Dev. = 1.08).

25
"Too much of my life would be disrupted if I decided that I wanted to leave" has a mean
of 2.99, indicating moderate agreement, with slightly higher variability (Std. Dev. = 1.23).

"I would not leave this organization because of the financial loss" has a mean of 3.01,
reflecting moderate agreement, with similar variability (Std. Dev. = 1.21).

"This organization has a great deal of personal meaning for me" shows a mean of 3.51,
indicating a relatively high level of agreement, with low variability (Std. Dev. = 0.86).

"It would be very costly for me to leave this organization right now" has a mean of 3.47,
suggesting moderate agreement, with slightly higher variability (Std. Dev. = 0.88).

"For me personally, the cost of leaving this organization would be far greater" shows a
mean of 3.53, indicating moderate agreement, with low variability (Std. Dev. = 0.82).

"Even if it were to my advantage, I do not feel it would be right to leave" has a mean of
2.99, reflecting moderate agreement, with slightly higher variability (Std. Dev. = 1.24).

"I would violate a trust if I quit my job with this organization now" shows a mean of 3.03,
indicating moderate agreement, with similar variability (Std. Dev. = 1.23).

"I feel a strong sense of belonging to this organization" has a mean of 4.01, indicating a
high level of agreement, with relatively low variability (Std. Dev. = 0.70).

"I feel emotionally attached to this organization" shows a mean of 3.76, indicating
moderate agreement, with low variability (Std. Dev. = 0.65).

"I would feel guilty if I left my organization now" has a mean of 2.99, suggesting
moderate agreement, with slightly higher variability (Std. Dev. = 1.24).

The interpretation suggests that participants generally express a high level of commitment
to the organization, particularly in terms of feeling like part of a family, personal meaning,
a sense of belonging, and emotional attachment. However, there are also considerations of
potential disruption to life, financial implications, and ethical concerns about leaving. The
variability in responses indicates differing degrees of agreement among participants,
highlighting the complexity of employee commitment within the organization.

26
27
28
29
30
Bar chart 1: "I feel like part of the family at this organization"

Statement: This Bar chart reflects responses to the statement "I feel like part of the family
at this organization." Interpretation: The majority of respondents (89.3%) either agree or
strongly agree that they feel like part of the family at the organization. A significant
portion (40.7%) strongly agrees, indicating a strong sense of belonging. A small
percentage (10%) either disagrees or strongly disagrees with the statement.

Bar chart 2: "Too much of my life would be disrupted if I decided that I wanted leave"

Statement: Responses to the statement "Too much of my life would be disrupted if I

decided that I wanted to leave." Interpretation: A majority (80%) express some level of
disagreement with the statement. Among those who disagree, 58% strongly disagree. A
smaller percentage (24%) agree or strongly agree that leaving would disrupt too much of
their life.

Bar chart 3: "not leave organization cause of standing the lose"

Statement: Responses to the statement "I would not leave the organization because of
standing they lose. "Interpretation: More than half (79.3%) of the respondents express
some level of disagreement with the statement. Among those who disagree, 56% strongly
disagree. About one-fourth (23.3%) agree or strongly agree that they would not leave due
to potential losses.

Bar chart 4: "this organization has a great deal of personal meaning for me"

Statement: Responses to the statement "This organization has a great deal of personal
meaning for me." Interpretation: A majority (91%) of respondents indicate some level of
agreement with the statement. However, a significant portion (51.3%) only feels neutral
about the organization having personal meaning for them. About one-fourth (16.7%)
strongly agree, indicating a strong personal connection.

Bar chart 5: "It would be very costly for me to leave this organization right now"

Statement: Responses to the statement "It would be very costly for me to leave this
organization right now." Interpretation: The majority (84%) express some level of
disagreement with the statement. Among those who disagree, 50.7% feel neutral about the

31
costliness of leaving. About one-fourth (23.3%) agree or strongly agree that leaving would
be costly.

Bar chart 6: "formepersonallythecostofleavingthisorganizationwouldbefargreater"

Statement: Responses to the statement "For me personally, the cost of leaving this
organization would be far greater." Interpretation: A majority (80%) express some level of
disagreement with the statement. Among those who disagree, 56% feel neutral about the
cost of leaving. About one-fourth (23.3%) agree or strongly agree that leaving would be
personally costly.

Bar chart 7: "Even if it were to my advantage I do not feel it would be right to leave"

Statement: Responses to the statement "Even if it were to my advantage, I do not feel it

would be right to leave." Interpretation: A majority (82.7%) express some level of
agreement with the statement. Among those who agree, 58% disagree or strongly disagree
with leaving even if advantageous.

Bar chart 8: "I would violate a trust if I quite my job with this organization now"

Statement: Responses to the statement "I would violate a trust if I quit my job with this
organization now." Interpretation: A majority (83.4%) express some level of disagreement
with the statement. Among those who disagree, 56.7% strongly disagree. About one-fourth
(26.7%) agree or strongly agree that leaving would violate trust.

Bar chart 9: "I feel a strong sense of belonging to this organization"

Statement: Responses to the statement "I feel a strong sense of belonging to this
organization."

Interpretation: The majority (91.7%) express some level of agreement with the statement.
Among those who agree, 75.3% strongly agree. A small percentage (8%) disagree with
feeling a sense of belonging.

Bar chart 10: "I feel emotionally attaché to this organization"

Statement: Responses to the statement "I feel emotionally attached to this organization."

32
Interpretation: The overwhelming majority (88%) strongly agree that they feel emotionally
attached to the organization. Only a small percentage (12%) disagree with feeling
emotionally attached.

Bar chart 11: "I would feel guilty if I left my organization now"

Statement: Responses to the statement "I would feel guilty if I left my organization now."

Interpretation: The majority (83.4%) express some level of agreement with the statement.
Among those who agree, 58% disagree or strongly disagree with feeling guilty about
leaving.

Only a small percentage (0.7%) strongly disagree with feeling guilty.

Bar chart 12: "I would not leave this organization right now"

Statement: Responses to the statement "I would not leave this organization right now.
“Interpretation: A majority (82.9%) express some level of agreement with the statement.
Among those who agree, 51.3% disagree or strongly disagree with leaving. Only a small
percentage (7.5%) strongly disagrees with not leaving the organization.

Each Bar chart provides insights into the sentiments and perceptions of employees within
the organization regarding various aspects like belonging, loyalty, attachment, and the cost
of leaving.

33
 CHAPTER FIVE
SUMMARY OF CONCLUSION AND RECOMMENDATION
The research summary, conclusion, and recommendations are all included in this chapter. Ethio
telecom would be advised based on the findings of the research. In general, this would point to a
research gap that has to be filled in the future.

5.1. Summary of Major Findings

To interpret these correlation coefficients, we'll focus on the significant correlations (those
marked with ** or *) as they indicate a meaningful relationship between the variables.

Positive Correlations "I provide others with assistance in exchange for their efforts" has a
strong positive correlation with "Examining critical assumptions" (r = 0.896) and
moderate positive correlations with several other factors like "I talk about my most
important values and beliefs" (r = 0.394), "I seek differing perspectives when solving
problems" (r = 0.599), and "I feel a strong sense of belonging to this organization" (r =
0.127).

"I avoid getting involved when important issues arise" has a strong positive correlation
with "You are exerting effort and pressure to improve performance" (r = 0.657) and
moderate positive correlations with other factors like "I provide others with assistance in
exchange for their efforts" (r = 0.657) and "I seek differing perspectives when solving
problems" (r = 0.605).

Negative Correlations "I avoid getting involved when important issues arise" has a
negative correlation with "I feel emotionally attached to this organization" (r = -0.348).

"I talk about my most important values and beliefs" has a negative correlation with "I
avoid getting involved when important issues arise" (r = -0.348) and "You are exerting
effort and pressure to improve performance" (r = -0.348).

These correlations suggest some interesting dynamics within the organization Employees
who provide assistance to others tend to critically examine assumptions and engage in
problem-solving. Those who avoid getting involved in important issues are less likely to
feel emotionally attached to the organization. Employees who talk about their values and
beliefs are less likely to avoid getting involved in important issues or to exert effort and
pressure to improve performance. These are just a few insights, and a more thorough

34
analysis would involve considering the context of the organization and the specific nature
of the variables being measured.

Compare the findings with previous research on leadership styles and employee
commitment. Discuss the practical implications of the findings for Ethio telecom,
particularly in terms of leadership development and employee management strategies.

Address any challenges identified in the study, such as issues with leadership competence,
employee dissatisfaction, or commitment gaps.

5.2. Conclusions
Examining how leadership style affects employee commitment at the Ethio telecom was
the main objective of the study. The results show that the two leadership styles are used in
a hybrid way. While some leaders are transactional in their approach, others are
transformative. The study's findings show that employee Commitment subscales are
significantly affected by both transactional and transformational leadership. Employee
engagement is positively correlated with the leadership styles of the ethio telecom,
transformational leadership, and transactional leadership. Transformational leadership is
more often used to increase employee commitment than transactional leadership.

5.3 Recommendations
Provide recommendations based on the study's findings. These might include suggestions
for leadership training programs, initiatives to enhance employee commitment, or
strategies to address identified challenges.

35
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 Appendix I:
ETHIOPIAN CIVIL SERVICE UNIVERSITY

SCHOOL OF GRADUATE STUDIES

DEPARTMENT OF LEDEARSHIP AND Good GOVERNANCE

Respondents Instruction

Research Questionnaire to be filled by division managers, supervisors and Employees of

Ethio telecom, East Addis Ababa zone, Fixed Access network division.

The name of the researcher is Semira Negash, the objective of this questioner is to identify
The effects of Leadership Styles on employee’s commitment: The Case of Ethio telecom,
East Addis Ababa Zone/EAAZ/. Your response to this questionnaire will serve as source
of information to the research paper which is to be done for the partial fulfillment of
Master Degree in Leadership and Good Governance.

Dear respondents,

Any response you provide here is strictly confidential and will be used only for academic
purpose. And your honesty in responding the right answer is vital for the Research
outcome to be reliable. Therefore, I would be very grateful if you could complete the
following questions honestly and sincerely. Kindly, I want to thank you for your full
support and patience in advance.

General Instructions

1. Writing your department, position and tick your age, sex & experience.

2. Before you attempt to answer, please read the instructions

3. Then read each question which requires responses from you and give your answer
according to the instructions given on each category

4. If you have any question, please try to ask the researcher.

Thank you in advance.

40
SECTION A: DEMOGRAPHIC CHARACTERISTICS

1. Sex Male Female

2. Age below 26 26-35 36-45 46-55 Above 55

3. Marital Status Single Married Divorced Widowed

4. Educational Qualification Diploma Degree Masters PhD

5. Total years of experience in Ethio telecom Less than 1 year 1 to 5 years

above 5 years

SECTION B: Leaders and Employees opinion towards leadership styles and

practices

INSTRUCTION: you are being requested to participate in a survey to provide your

organization with leadership styles related information that will help improve the working
environment for employees. Participation in this survey is voluntary and no individual data
will be reported. If you are unsure or do not know the answer, leave the answer blank.
Please indicate the extent of your agreement or disagreement with each statement about
your leader/supervisor by circling a number from 1 to 5. Please make a “√” mark on your
response to each statement according to the five point scale labeled at each statement (1)
Not at all, (2) Once in a while, (3) Sometimes, (4) Fairly Often, (5) Frequently

No Leaders opinion 1 2 3 4 5
1 I provide others with assistance in exchange for their efforts
2 I re-examine critical assumptions to question whether they are
appropriate
3 I fail to interfere until problems become serious
4 I focus attention on irregularities, mistakes, exceptions, and deviations
from standards
5 You are exerting effort and pressure to improve performance
6 I avoid getting involved when important issues arise
7 I talk about my most important values and beliefs
8 I seek differing perspectives when solving problems

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9 I talk optimistically about the future
10 I instill pride in others for being associated with me
11 I discuss in specific terms who is responsible for achieving
performance targets
Employees Opinion
1 Provides me with assistance in exchange for my efforts
2 Re-examines critical assumptions to question whether they are
appropriate
3 Fails to interfere until problems become serious
4 Focuses attention on irregularities, mistakes, exceptions, and deviations
from standards
5 Avoids getting involved when important issues arise
6 Talks about their most important values and beliefs
7 Seeks differing perspectives when solving problems
8 Talks optimistically about the future
9 Instills pride in me for being associated with him/her
10 Discusses in specific terms who is responsible for achieving
performance targets
11 Waits for things to go wrong before taking action
12 Talks enthusiastically about what needs to be accomplished
13 Spends time teaching and coaching
14 Goes beyond self-interest for the good of the group
15 Treats me as an individual rather than just as a member of a group
16 Demonstrates that problems must become chronic before taking action
17 Acts in ways that builds my respect
18 Considers the moral and ethical consequences of decisions
19 Keeps track of all mistakes
20 Directs my attention toward failures to meet standards
21 Avoids making decisions
22 Helps me to develop my strengths
23 Suggests new ways of looking at how to complete assignments
24 Delays responding to urgent questions
25 Emphasizes the importance of having a collective sense of mission

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 26 Expresses satisfaction when I meet expectations
27 Expresses confidence that goals will be achieved

SECTION C: Employee Opinion Survey‐ Organizational Commitment

Questionnaire

INSTRUCTION: The following statements are about Employee Opinion Survey‐

Organizational Commitment in Ethio Telecom East Addis Ababa zone. Please make a “√”
mark on your response to each statement according to the five point scale labeled at each
statement (1) Strongly Disagree (2) Disagree (3) Neutral (4) Agree (5) Strongly Agree

No Items 1 2 3 4 5
1 I feel like part of the family at this organization
2 Too much of my life would be disrupted if I decided that I wanted to
leave this organization now
3 I would not leave this organization right now because of what I would
stand to lose
4 This organization has a great deal of personal meaning for me
5 It would be very costly for me to leave this organization right now
6 For me personally, the cost of leaving this organization would be far
greater than the benefit
7 Even if it were to my advantage, I do not feel it would be right to leave
my organization now
8 I would violate a trust if I quit my job with this organization now
9 I feel a strong sense of belonging to this organization
10 I feel emotionally attached to this organization
11 I would feel guilty if I left my organization now
12 I would not leave this organization right now because I have a sense of
obligation to the people in it

43