The Effect Of Leadership Styles On Employee Commitment In Case Of Ethiopian Red Cross Society

The purpose of this study to examines the influence of leadership style on organizationalrncommitment in the case of Ethiopian Red Cross society (ERCS). 50 ERCS Leaders andrnEmployees (12 managers and 38 Employees) participated in the study from the target populationrnof 266. All respondents Employees and Leaders rated their manager’s leadership style and theirrnLeadership styles. Based on two different instruments Bass and Avolio’s (1997) multi-factorrnleadership questionnaire (MLQ) and Meyer and Allen’s (1997) organizational commitmentrnquestionnaire (OCQ) respectively. Various descriptive Correlation and regression statisticalrnoutputs were generated by using spss version 16 and carefully analyzed to look for relationshipsrnbetween Leadership styles and Employee commitment. The results of this study revealed thatrnemployees understanding for their Leaders are a strong positive and significant relationshiprnbetween transformational leadership and affective commitment; Transformational leadershiprnwas also found to have a significant and positive relationship with normative commitment andrncontinuance commitment. Transactional leadership had moderate but significant positiverncorrelation with Affective, continuance and normative commitment, and Laissez-faire resultsrnindicated a weak negative and insignificant correlation to affective commitment and normativerncommitment. Overall organization Leaders suggested to improve their leadership styles to playrnimportant roles in determining levels of organizational commitment (affective commitment,rncontinuance commitment and normative commitment)and also trying to crate favorablernenvironment for employees

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