This research study aims at investigating the relationship between leadership styles and perceived organizational performance. The main objectives of the study were to identify if the leadership styles as independent variable is related to the dependent variable namely perceived organizational performance. The specific objectives were determining the leadership styles that were used by BOA employees, measuring if transformative, transactional and lassie faire as independent variables are significantly related with organizational performance. A structured valid and reliable questionnaire was administered to 236 employees of BOA both in head quarter and branches in Addis Ababa. 179 of them were successfully returned. Collected data was encoded to SPSS and analyzed using simple Explanatory, descriptive and spearman correlation. Major findings from the study were that all the three types of leadership styles were perceived to be practiced in BOA and are significantly related with organizational performance. Transformational and lassie-faire leadership style are positively related with organizational performance as opposed to transactional leadership styles which is negatively related to organizational performance. Hence, the bank is advised to enhance the capabilities of its managers/leaders to develop facets of a transformational and lassie-faire leadership styles while avoiding transactional leadership style