The Relationship Between Leadership Styles And Employees Engagement In Ethiopian Airlines

The dynamic and turbulent nature of current competitive global economy has pushed companiesrnto exploit their available resources as a means of achieving competitive advantage. In this regardrnleadership can be considered as a critical and essential because it has a great consequence on thernperformance of an organization. The study followed both descriptive and explanatory type ofrnresearch design and quantitative study approach is used to investigate the relationship betweenrnLeadership styles and employees’ engagement at Ethiopian Airlines. The target population ofrnthis study was employees of Ethiopian Airlines working at Head Quarter, which includes thern7strategic business units. From 9,604 total populations of Ethiopian Airlines Head Quarters, 370rnemployees were selected as samples of the total population. Stratified random sampling techniquernwas used to select the samples of the total population. As the study was crossectional, one time datarnwas collected by using standardized questionnaires of leadership behavior (Multi Factor LeadershiprnQuestionnaire 3rd edition) and Urchtect work Employees engagement rating scale. Correlation andrnlinear regression were used to analyze the relationship between Transactional & Transformationalrnleadership styles and employees engagement dimensions. The regression results showed thatrnTransactional & Transformational leadership styles have positive relationship with employeesrnengagement. Moreover, all employees’ engagement dimensions were significantly explained byrnTransactional & Transformational leadership styles .Generally, Transformative leadership hasrnstrong relationship with employees’ engagement and leaders shall be more transformative tornenhance and develop employees’ engagement to the highest level.

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