The purpose of this study was to identify the dominant and preferredrnculture at Ethiopian Airlines as perceived by its employees. Arndescriptive survey design was employed. Ethiopian Airlinesrnemployees particularly in human resource management, finance,rnmaintenance and repair organization, marketing and aviationrnacademy were sampled. Cameron and Quinnâ€™s (2006) standardrnquestionnaire was utilized to collect data from sampled respondentsrnon the dominant as well as preferred culture perception of thesernemployees. The data obtained through the instrument were analyzedrnwith graphs drawn what employees believe the existing culture andrnwhat they preferred to be. Profiles of each of the six culture attributesrnand their average were analyzed and graphed. The results of thernstudy revealed that market culture was the dominant culture asrnperceived by employees and the preferred culture as perceived byrnemployees was the clan culture. Ethiopian Airlines leaders firmlyrnbelieved that application of market culture was the principal means tornwith stand the aggression of the giant carriers particularly thernaggression of the Middle East Airlines. However, employees preferredrnthe clan culture. Since organizational culture is the most importantrnagent for the success of an organization the study concluded that therngap between market culture and clan culture is wider than acceptablernlimit which is less or equal to three points. Therefore, to withstand therndomination (market domination) of the Middle east and Gulf carriersrnEthiopian Airlines is advised to adjust the existing culture gaprnbetween the two cultures which is ten points