Chapter One

1.1. Organization of the Study

The study is organized in five chapters. In the first chapter, introduction part which are
background, statment of the problem, research objective, research questions, significance of the
study, scopeand limitation of the study areincluded. Chapter two deals with a review of related
literature. Chapter three presents a methdology that explains about description of the study area,
research design, type and source of data, sampling technique and sample size, data collection
instrument and procedure and data analysis. Chapter four discusses on the findings of the
research. Chapter five summary, conclusions and recomndations based on the study finding.

1.2. Problem Statement

Various organizations in Ethiopia have experienced leadership problems in recent times, despite
the advancement of some organizations. An organization should have effective leadership traits
to achieve their objectives and to encourage the employees’ achievements at an individual level.
The growths of these organizations havebeendisrupted due to the inconsistency in leadership as
managers lacked the essential leadership styles to lead the organization towards its desired goals.
The rate of employee job satisfaction is firmly connected to the accomplishment of the
organizational goals. Management with ineffective and detrimental leadership behavior, termed
as toxic, destructive, or tyrannical leadership, has an adverse impact, not only on the
organization, but also on the well-being of the employees (Chukwura, 2017).
The current organizational activities have significant management issues regarding how to
increase the job satisfaction of employees in order to meet the organizational goals. The current
diverse workforce is a significant challenge for leaders to manage. The leadership strategies need
to be developed to better handle the workforce in order to improve the performance of operations
within an organization. Previous research exhibits that leadership styles have distinct control on
employees’ job satisfaction. However,research involving the relationship between leadership
styles and job satisfaction is insignificant. The evaluation of the leadership traits in this study is
therefore based on most crucial and extensive aspects that are determined from the literature.
General Objective
 The major objective of this paper is to assess the leadership styles and their impacts on
the employees’ job satisfaction in organization.
Specific Objectives
  To identify the leadership styles that are more likely to be accepted by the employees in
the organization.
 To identify the factors which influence the job satisfaction of employees
 To identify the factor which improves the satisfaction level of employees

1.3 Purpose of the study

This study is aimed to construe and examine the relationship between leadershipstyles on the
employees’ job satisfaction andin order to indicate which leadership style is mostpreferred by the
organization. There is a demand for integration of leadership theories in the organization.
Therefore, it is crucial for the management to identify and understand the employees’ job
satisfactiontowards the organization for enhancing its goals and endeavors. This research
studyanalyzes the relationship between the leadership styles and employees job satisfaction. The
survey methodology and the resultscollected from the study will have constructive ramifications
for the leaders andmanagement of the organization.
1.4. Significance of Research
The significance of this research is to understand the influence of leadership styleson employees’
job satisfaction. The data gathered fromthis research study would help in understanding the
importance of leadership styles andleadership management on employees’ job satisfaction in the
organizations. The resultsof the study carried out could contribute to the field of organizational
management and allow the leaders and managers to understand strong leadershipand
management styles in correlation with employee job satisfaction, and how it affectsthe overall
performance of the organization. The results aim to provide knowledge to theleaders in order to
implement definitive suggestions and make sound decisions concerning leadership styles and
employee job satisfaction in leading the organizationtowards success.
1.5. Research Questions
1. Which leadership styles are most preferred by the employees in the organization?
2. What are the influences of leadership styles on employees’ job satisfaction?
1.6. Limitations
• The survey is limited to only 60 participants.
• Not all the participants have participated in the survey.
• Inaccuracy in data may arise due to non-responses.
1.7. Delimitations

 The research was conducted in Rift Valley Lakes Basin Authority.

 The research was carried out in researcher can easily access the data needed for the
survey.
1.8. Definition of Terms
Terms used in the study are defined as follows:
Leadership: Leadership is defined as the ability of an individual to influence and enableothers to
contribute toward the effectiveness and success of the organizations of whichthey are members
(Cojocar, 2008).
Leadership Styles: Leadership style is the style a leader takes in his or her interactionwith
subordinates, toward influencing attainment of organizational goals.
There are fourtypes of leader behaviors: the directive autocrat, the permissive autocrat, the
directivedemocrat and the permissive democrat (Lin, 2003).
Leadership Skills: Leadership skills are a set of learned or acquired abilities that one canlearn to
become a more effective leader. A Leadership Skills Inventory is an assessmenttool which is
used to measure individual leadership skills against the principles of servantleadership (Kwan,
2013).
Job Satisfaction: Job satisfaction refers to the general behavior shown by a person abouther or
his job that reflects the appropriateness of what is earned and what is believed tobe earned. Job
satisfaction is a crucial factor in doing construction jobs since it is theconnector between the
managerial staff and employees to determine the benefits foremployees (Yudiawan, Setiawan,
Irawanto, &Rofiq, 2017, p. 171).
Chapter Two
2. Literature Review
2.1. Introduction

Leadership has earned the recognition of researchers worldwide. A study of thescholarly articles
and research on leadership shows that there is an extensive diversity ofdifferent theoretical
methods to explain the problems of the leadership process.Leadership has been examined using
both qualitative and quantitative methods in manycontexts in large organizations. Collectively,
the research findings on leadership from thisarea provide a picture of a process that is far more
sophisticated and complex rather thana simplistic view presented in some of the books and
studies on leadership. A review oftheory will follow a critical assessment and evaluation of the
literature selected for thisstudy. In taking this approach, the findings from this study will provide
scholarlyevidence to support decision making, thereby connecting the gap between
academicresearch and practice in line with a scholar-practitioner model.

2.2. Focus of the Study

A significant amount of research and theories have been developed on the subjectof leadership,
which has often carried the aim to identify the most suitable leadershipstyle. This section of the
literature review is directed towards scholarly articles todetermine the leadership practices; its
management and its significance in businessprospects. Leadership traits, behavioral styles
theory, situational leadership theories, andleadership grid have all been discussed to understand
and to enhance leadership in the organization. Two types of leadership styles - transformational
andtransactional were identified by Burns (1978). Further, Bass (1995) determined one
moreleadership style - laissez-faire - and placed emphasis on these three leadership styles.
Thisstudy focuses primarily on these three styles. In the middle of the 21st century, it
wasrecognized that specific leadership traits might be useful in some situations, but not inothers
(Stogdill, 1948). According to transformational and transactional theory, leaderscan influence the
duties of subordinates (followers) by ensuring that the work done by thefollowers has
significance (Purvanova et al., 2006). This influence can improve jobsatisfaction and elicit an
emotional response of the subordinate to several aspects of his orher job (Kinicki&Kreitner,
2008). Moreover, the literature review also discusses theimportance of the organizational
commitment of the employees.

2.3. Definition of Leadership

Establishing a definition of the term "leadership" has shown to be a challengingattempt for
scholars and practitioners equally. More than a century has passed sinceleadership evolved into a
subject of scholarly thought and different definitions havedeveloped continuously during that
period. These definitions have been determined bymany factors, from world affairs and politics
to the aspects of the discipline in which thesubject is being studied. There is an extensive range
in the definitions of leadership.
Stogdill (1974) commented in a study of leadership research; "there are almost as manydifferent
definitions of leadership as there are people who have tried to define it."
Leadership is the accomplishment of a goal through the direction of human associates. Aleader is
one who successfully directs his human associates to achieve particular outcomes. (Prentice,
2004).Some experts defined leadership as an attempt to direct orcoordinate specific tasks for
members of a group (Fiedler, 1967). Merton (1969)mentioned that leadership is a process to
influence a particular group of people in anorganized way to achieve certain goals. “Leadership
is practiced when a person mobilizesinstitutional, political, psychological, and other resources to
inspire, engage and satisfythe objects of followers” (Bums, 1978). Researcher J. M. Bums stated
that “Leadership isone of the most observed and least understood phenomena on earth” (Zenger
& Folkman,2002). Smylie et al. (2005) mentioned that leadership is performed by an individual
whohas unique roles and task-oriented perspectives and also serves as a key “function” in
theinteractions with other leaders, followers, and situations.
Researchers have pointed out that leadership, and the study of this phenomenon,originated at the
beginning of civilization. Workplaces,business settings, worker motivations, leaders, managers,
leadership styles, and a myriadof other work-related variables have been researched for almost
two centuries. Duringthis period, researchers also started to study the relationship between leader
behavior andoutcomes such as follower satisfaction level, organizational productivity,
andprofitability. Different definitions of leadership exist, however, one aspect that hasusually
been found in all definitions of leadership is that it has to do with the capability ofan individual
to influence the actions of other individuals, who can be portrayed asfollowers (Wang, Tsui,
&Xin, 2011). Another set ofdefinitions by Bass (1990) conceptualized leadership from a
personality aspect, whichimplies that “leadership is a blend of unique traits or characteristics that
an individualpossesses. These traits enable that individual to influence others to accomplish
tasks. The approach of leadershipdefines “as an action or behavior - the things leaders do
tobring a change in a group” (p. 11). Wang et al. (2011) commented that a directrelationship
exists between the performance of employees and leadership styles, while thelatter depends on
the level of satisfaction employees believed about their jobs. Theresearchers claimed that leaders,
despite their position within the organizationalmanagement, could affect organizational
performance positively or negatively, dependingon their styles of leading. If organizations have
to achieve goals, leaders must findopportunities to fulfill the goals. De Moville (2007) noted
leadership is necessary fororganizational success in the present and future. The purpose creates
the need tounderstand and develop leadership competent of pushing the organization and
itsemployees to the highest potential.
2.4. Leadership Traits
The theory of leadership traits has more than a century of research. The traitapproach to
leadership has a broad depth and breadth of studies carried on it. This extensive research has
emerged a variety of data that show the critical role of several personality traits in the leadership
process. The trait approach of leadership focuses solelyon the leader’s characteristics and
qualities, not in the situations or the followers. The trait approach is about what traits are
exhibited and who has those traits. This approach highlights that an organization with a leader
who has a particular set of traits is vital to have effective leadership, and that it is the leader's
personality that is central to the leadership process (Germain, 2012).
Stogdill (1984, 1974) provided two models on the leadership traits. These applications supported
in classifying fundamental leadership traits that leaders have. The first model has (a) intelligence,
(b) alertness, (c) insight, (d) responsibility, (e) initiative, (f) persistence, (g) self-confidence, and
(h) sociability. The second model of his work identified traits associated with leadership
including (a) achievement, (b) persistence, (c) insight, (d) initiative, (e) self-confidence, (f)
responsibility, (g) cooperativeness, (h) tolerance, (i) influence, and (j) sociability. Additionally,
traits identified by Kirkpatrick and Locke (1991) consist of the passion for leading, energy and
ambition, self-confidence, honesty and integrity, and knowledge. Mann (1959) proposed that
personality traits could be utilized to differentiate leaders from non-leaders. His results classified
leaders as effective in these six traits: intelligence, masculinity, adjustment, dominance,
extraversion, and conservatism. Lord et al. (1986) reviewed Mann’s (1959) conclusions using a
more complex procedure called meta-analysis, where they observed that intelligence,
masculinity, and dominance were significantly related to how individuals recognized leaders.
From their findings, the authors argued strongly that personality traits could be used to make
perceptions consistently across situations between leaders and non-leaders.
However, the trait theory or “great man” theory, as it is sometimes called, is not an adequate
method for defining the strong qualities of a leader. Traits solely are not enough for successful
organizational leadership; they are only a prerequisite. Leaders who possess those essential traits
must also take specific efforts to be successful.Possessing the appropriate traits alone makes it
more conceiving that such actions will be taken and will be successful (Kirkpatrick & Locke,
1991).
2.5. Behavioral-Leadership Approach
Behavioral theory gives a greater reliance on the assumption that leadership can be taught and
developed in an individual and that behaviors can be transformed so that leaders can have a
specific response to specific motives. The vital purpose of this theory is that a leader's behavior
influences their performance and several leadership behaviors could be suitable at different
times. The best leaders can be characterized as those who can change their behavioral style
according to the situation. According to Minavand,Mokhtari, Zakerian, &Pahlevan (2013), one
of the essential leadership approaches was to focus on leaders’ behavior, instead of focusing on
their traits and characteristics. Two significant studies in leadership were conducted at Ohio State
University and The University of Michigan in the 1960s. The Ohio University studies proposed
various leadership styles with an underlying expectation that there is a reliable alternative to
drive both extents of concern for the task and concern for the people. The method of
theMichigan University research was to study the relationships among leader behavior, group
process, and the measure of group performance. The research explained that three types of
leadership behavior distinguish between effective and ineffective leaders. Yukl(2001) concluded
that they are:
1. Task-oriented behavior
2. Relation-oriented behavior
3. Participative Leadership
Furthermore, the researchers concluded that leaders' supportive behaviors were positively
associated with the problems of the subordinates, and interaction facilitation was focused on
integrating relationship conflicts among the group. In sum, goal emphasis and work facilitation
are job-centered dimensions, whereas support of the leader andinteraction facilitation are
employee-centered dimensions (Bowers & Seashore, 1966).
2.6. Situational-Leadership Approach
The difference in the conclusions on leadership traits and behavioral styles has led to the
research of situational theories (Kinicki&Kreitner, 2008). The principle discussion in the
situational theory of leadership emphasizes the importance of the situation in the effectiveness of
a leader's behavioral style; situational change needs a diversity of styles (Mostovicz et al., 2009).
According to Robbins & Judge (2007), leadership efficiency depends on the situation and the
leader's competence to apply the right style in each situation. The most significant perspective of
the situational theory is that leaders adapt their leadership style based on followers and the
situation. Besides, a leader is supposed to approach different people uniquely based on the job
they are doing and their level of capability with specific tasks and the organization at any given
situation and any point in time. Effective leadership requires behavior that is equal to the
situation (Fisher, 2009, p. 360).
One of the most extensively followed leadership models was Hersey and Blanchard’s situational
leadership theory. Hersey and Blanchard (1988) defined situational theory as “the capability and
willingness of a person to take responsibility fordirecting his/her behavior.” They pointed out
that “according to situational leadership, there is no other best way to influence people, which
leadership style a leader should use with subordinates or groups depends on the maturity level of
the people the leader is trying to influence.”
Hersey and Blanchard’s four styles of situational leadership theory are as follows:
2.6.1. Leadership through participation: involves having a high relationship with one’s
subordinates with low duties involved. This leader-driven style is applied whenfollowers are able
but unwilling or hesitant to accomplish the task at hand.
Hersey and Blanchard stated that the leader may find out why the subordinate is not motivated
and if there are any limitations in the ability to do work.
2.6.2. Selling and coaching: is a leader-driven strategy. It is exemplified when there is a high
relationship value with followers and the level of the task is high.
2.6.3. Participating and supporting: is a follower-led strategy. The authors mentioned that the
leader has low task focus and high relationship focus. However, the follower has high capability,
a shifting commitment, and is able but unwilling orhesitant.
2.6.4. Delegation: is a follower-led strategy that is used when there is the least connection with
followers and a low task requirement. Delegation style is applied when followers are able and
willing or motivated to accomplish the tasks at hand (Hersey & Blanchard, 2001).
Hersey and Blanchard’s situational leadership theory offers evidence that to become a competent
leader one should acknowledge all four styles in the situational leadership model.
2.7. Leadership Styles
Leadership style is the direction in which the followers are led. The number of leadership styles
has been growing as the leadership studies have evolved over the course of history. If the
leadership style is effective, it may develop the organizational performance and support the
achievement of desired goals, or if the leadership style is ineffective, it will have a negative
impact on organizational performance and opinions of employees. This significant relationship
between leadership styles and organizational performance led to many studies regarding the
aspect of leadership that resulted in numerous leadership theories. Each theory proposes a
distinct leadership style and, most often, a mixed set of styles for the performance of the
leadership. (Hussein& Hassan, 2016). According to Sheng Victor & Soutar (2005), leadership
styles are significantly impacted by the leader's immediate family - subordinates. This research
determines the relationship between organizational leadership and organizational standards
through committing to enhancing development that may have a positive impact on the
organization and its family. The commonly used universal leadership styles are transactional,
transformational and laissez-faire. The leadership styles are acknowledged to change depending
on the situational factors. Therefore, a leader who uses transformational style could use the
transactional style and vice versa based on the situation and vice versa. The character and
personality traits can be used to distinguish a transformational or transactional leader (Bono &
Judge, 2004). However, followers' recognition of their leaders, their willingness, task intricacies
also decide the leadership styles followed by the leaders. Therefore, leaders should have unique
ability to determine the organizational settings, carefully distinguish the unforeseen factors and
make good decisions in driving the organization towards success (Alkahtani, 2015).
2.8. Transformational Leadership Style
Many studies have proved that transformational leadership is the most preferred style by the
employees of an organization. Burns (1978)concluded that transformationalleadership style
connects the authority of a position to respond to the followers' needs and responsibilities. The
leader's vision and perception must be communicated to the follower appropriately.
Transformational leadership style is being increasingly significant due to the organizations
demand to develop in the world of globalization. Hoy and Miskel(2008) declared that
transformational leaders must be proactively improving subordinates’ awareness on the
significance of inspirational group interests, and leadersare always anticipated to guide
employees to achieve maximum results. Leadership styles determine the job satisfaction of an
employee (Al-Ababneh, 2013). Cumming et al.,(2010) recommended that the organizations
where leaders do not take the responsibility of the feelings of their followers they will see fewer
efforts of their followers in their jobs. Burns (1978) defined transformational leadership as, "a
process whereby leaders promote the motivation of their followers to pursue and accomplish
higher goals the collective interest of the group” (p.426). Bass (1997) discussed that
transformationalleaders act cooperatively with employees' by engaging to their crucial needs and
encouraging them to move towards a particular direction. Most of the research on
transformational leadership has focused on identifying distinct characteristics of transformational
leadership rather than examining the method or communications between leaders and their
employees'. According to Abdalla (2010), the specific elements of transformational leadership
classified by Avolio and Bass (2002) are as follows:
2.8.1. Idealized influence: applies to the leaders who are honored and respected by their
subordinates. The leaders can achieve this influence by placing the requirements of the
subordinates first over the leader's needs. In this aspect, the leader should consider the value of
subordinates and show morality. The leader, who followstransformational leadership style,
inspires, appreciate and respect the subordinates and drive them towards achieving higher
performance in their jobs.
2.8.2. Inspirational Motivation: is achieved by implementing a vision that is encouraging,
motivating, and future-oriented. The transformational leaders apply goals that motivate and
increase confidence in the subordinates to perform their jobs at higher levels.
2.8.3. Intellectual stimulation: is where the leaders give their subordinates opportunities to
deviate themselves from the conventional ways of doing things, in order to do things more
enthusiastically. This helps the leaders to motivate the subordinates inapproaching the problems
in a different way where they can be involved in their work more actively.
2.8.4. Individualized consideration: allows the leaders' train and guide their subordinate to
develop their potentiality and performance at work. Employees' who have a lower confidence
level and problem-solving skills receive assistance from the leaders' in the form of training, as
transformational leaders focus on individual needs for success and growth of their subordinates
Individual identification is essential in the transformational leadership because such influence
would result in subordinates' acknowledgment of the leader's charisma. Charisma is a crucial
component of the transformational leadership style. However, charisma by itself is not sufficient
to consider for the transformational process (Bass, 1985 p. 31). The capability of a project leader
to build leadership in the subordinates is very crucial in the construction industry. It is significant
because the project team members may have to act in the role of a project manager at times of
crisis. Besides, a transformation leader encourages followers by driving them towards a common
goal (Parry, 2004).
2.9. Transactional Leadership Style
Burns (1978) referred transactional leadership as to one that focuses on the changes that happen
between leaders and their followers. Similarly, managers who offer raises to employees who
exceed their goals are displaying transactional leadership. The exchange aspect of transactional
leadership is prevalent and can be perceived at many levels throughout all types of organizations.
This leadership style focuses on meeting the targets of the given job. The fundamental concept of
transactional leadership is that the understanding of the relationship between effort and reward,
the receptivity to exhibit the issues, the use of incentive, reward, punishment, the motivation of
goal setting and rewarding of performance, and the use of power to subject followers to complete
the tasks (Burns, 1978).
Transactional leadership theory is developed based on two primary factors:
2.9.1. Contingent reward approach - where rewards are given in exchange for meeting the
objectives or the capability of followers to complete tasks based on their leaders’ wish.
2.9.2. Management-by-exception - the leaders interfere when employees make errors by
ascertaining visible mechanisms to implement proper rules. A leader using the management by
exception style takes an aggressive and selfish interest in job andmonitoring of tasks. The leader
involveshim or her consistently in the work process looking for deviations from standard
protocol, intervening before employees making errors (Bass &Avolio, 1990).
Transactional leadership is equally essential as transformational leadership to assist leaders to
increase organizational competitiveness in the age of global competition. Transactional
leadership does not hold the same level of morality when compared with that of the
transformational leadership. A significant disadvantage of the transactional leadership style is
lack of motivation to the employees to give anything beyond what is specified. This
distinctiveness is causing a problem in the construction industry, which has complexities in
stipulating complete job descriptions well in advance due to the nature of the projects. The
influence of project managers’ leadership styles on a project is crucial to performance in the
construction industry (Oshinubi, 2007).
2.10. Laissez-faire leadership style
A leader who avoids or does not interfere with the work assignments or may entirely avoid
responsibilities and does not guide or support the followers can be considered as a laissez-faire
style of leader. This leader's style is compared with dissatisfaction, unproductiveness, and
ineffectiveness (Limsila&Ogunlana, 2008).
According to Morreale (2002), the leader fails to lead the team, does not fulfill the
responsibilities as a leader, overall, effective leadership is not attempted. Laissez-faire style
leaders maintain a hands-off approach and are rarely involved in decision-making and
contributing any guidance and direction. This leadership style enables the subordinates to make
their own decisions, as the leader exhibits no real authority. The leader only responds to
questions and provides information or gives support to the group. The subordinates of laissez-
faire leaders have to seek other sources to assist them in making final decisions (Liphadzi,
Aigbavboa, &Thwala, 2015).
It is also the least performing and least effective leadership style. This style of leadership does
not make decisions regularly and offers little care, guidance, sense of encouragement to their
subordinates. Laissez-faire leadership negatively impacts subordinates’ work outcomes (Avolio,
Waldman &Einstein, 1988; Bass, 1990). The more significant leader exhibit laissez-faire
behavior, the poorer subordinates perform at work.
2.11. Job Satisfaction
Job satisfaction is a topic that is of interest for both the researchers and the peoplewho work in
organizations. This topic has been associated with several organizational aspects of leadership,
performance, and attitude, moral, etcetera. Many researchers have attempted to classify the
various elements of job satisfaction and study what outcomes these elements have on employee
performance and commitment to an organization.
Ellickson and Logsdon (2002) defined job satisfaction as the degree to which employees enjoy
their work. Parvin&Kabir (2011) state that job satisfaction is suggested by some researchers to
be the aspect of need fulfillment. Schermerhorn (1993) defined job satisfaction as a practical or
emotional response towards several aspects of an employees' work. Job satisfaction is also
defined as an emotional reaction to an individual's responsibilities and workplace conditions, and
the extent to which a worker’sexpectations are satisfied (Kreitner&Kinicki, 2009).
Job satisfaction, the degree to which employees like their work, has remained a crucial concept
in the organizational study of the responses employees have to their job satisfaction. The recent
interest in job satisfaction is focused principally on its impact of employee commitment to the
organization, absenteeism, and turnover (Brooke & Price, 1989; Michaels & Spector, 1982;
Steers & Rhodes, 1978). Even though the importance of job satisfaction in determining these
organizational behaviors has been examined (Nicholson, Brown, & Chadwick-Jones, 1976), job
satisfaction continues to be one of the most studied concepts in organizational research. Porter,
Steers, Mowday, &Boulian(1974) defined job satisfaction as the feeling an employee has about
his or her job regarding pay, promotion, supervision, and the work itself. Gallos (2006)
concluded that, for many employees, a reward could be attractive. He further emphasized that if
employees' see rewards as being tied to a particular level of performance, the organization is
likely to get more of that performance. High levels of job satisfaction are associated with reduced
stress, higher empowerment, increased productivity, organizational growth, and an increased
motivation among employees (Sledge, Miles, &Coppage, 2008). Job satisfaction is associated
with essential job attitudes, practices, meaningful outcomes, and organizational effectiveness
including organizational commitment, turnover, performance, and organizational behavior
(Sinclaire, 2011).
Satisfied employees tend to be dedicated, productive, and settled in their jobs. The job
satisfaction construct has been studied broadly because of its importance and itsrelationship with
other organizational outcomes as well as organizational success (Gu, Wang, Sun, &Xu, 2010).
Chapter Three
3.Methodology
3.1.Research Objective
The study is designed to determine the impact of leadership styles on employees’job satisfaction
in the Rift Valley Lakes Basin Authority.
The methodology is focused on the two research questions raised in chapter one. Thechapter
provides a description of the research method, design, participants, datacollection,
instrumentation, and data analysis used in the presentresearch study. The assessment of the data
acquired from the participants will help inevaluating the significance of leadership traits inRift
Valley Lakes Basin Authority.
3.2. Research Methods and Design
A research design is a model for the collection and analysis of data for how theresearch study is
to be conducted. A quantitative analysis was undertaken by conductinga survey amongst
employees in the construction industry of India to ascertain theemployees’ perception of the
leadership styles. Quantitative analysis is used because thestudy is based on measuring the job
satisfaction of the employees. The quantitativemethod measures variable, investigate
relationships between variables, tests methods, and examines concerns for large groups of
individuals executing the method suitable forthe research problem. Quantitative research allows
for the discovery of relationships witha basis for finding reliability and validity of the research
subject. Quantitative analysisreduces issues and data to numbers, definitive in meaning, and
discovering how muchand how many, by concentrating on experimentation with predefined
variables throughcollecting and measuring data (Snowden, 2011). A quantitative research is
based onnumbers and statistics. It is used to test hypotheses, look at cause and effect, and
makepredictions. It is used to identify statistical relationships between variables and yields
objective results (Shibani & Sukumar, 2015). A qualitative methodology is not used forthis
research study because the qualitative analysis is used to characterize and learn fromthe aspects
of the study. It is not suitable for the investigation as the purpose of theresearch was to examine
relationships between the predictive and standard variables.
Survey researchcontributes to an economical platform for conducting large-scale research studies
in lesstime. The data was collected using a survey questionnaire. The developed survey consisted
of 24 questions that were based ondemographics, leadership styles, and factors affecting the job
satisfaction. The demographic section of the survey includedquestions regarding the age, gender,
educational qualifications, and working experience in the organization. Thequestionnaires were
distributed to the workers in the organization.
3.3. Participants and samples
The populations of this study were employees working in Rift Valley Lakes Basin Authority at
Hawassa. As the sample for this study, 60 employees were randomly chosen from 130
employees found in the organization. The selection method for the survey participant sample
wascompatible with the research question because the selection procedure directly
targetedemployees who worked in Rift Valley Lakes Basin Authority. The study was conducted
onthese working groups because they were most affected by the leadership styles used by
themanagement. The survey was prepared for these employees to measure their
feedbackregarding the construed research questions of the current research study. The
surveyparticipants were both males and females and were full-time employees. The participation
of the employeesin the study was voluntary.
3.4. Data Collection
The questionnaire was prepared and given to the participants to be answered. All the participants
were given one day to answer and respond the questionnaire.
3.5. Description of Questionnaire
In this study, data was gathered through a questionnaire form. The questions weredivided into
three sections to specifically address the two research questions formulatedin the study. The first
section consisted of questions related to demographics; the secondsection consisted of questions
that would determine the leadership styles used in theorganization. The responses from these
questions are related to the research question “Which leadership styles are most preferred by the
senior managers of the organizations?”
The third section consisted of questions about factors affecting the job satisfaction of
employees’. The responses towards this sectionwould give answers to the research question
raised in the first chapter. The questionnaire, which is used for the present study, is derived from
the literature review based on previous studies.
The survey questionnaire was used as the principal data-gathering instrumentbecause it
contributes many benefits. A questionnaire is the most efficient and reasonablemeans of
collecting data when compared to telephonic or group interviews, as therespondents can answer
the questions without exposing their identities. Furthermore, thequestionnaire can be answered
by the ease of the respondents. This will sincerelypromote disclosure of information, eliminating
mistakes that happen due to the prejudiceof the respondents.
3.6. Measuring Instrument
Likert Scale: The Likert scale is a bipolar scaling method, which is used to measure positive and
negative responses to the survey questions. Likert’s instrument of leadership styles was used as a
theoretical framework for the study. The Likert scale is very popular and has been widely used
by many researchers for measuring attitudes of the managers’ and employees’ because the
method is simple to run. The Likert scale falls under an ordinary level of measurement because
the responses given by the survey participants have a ranking order, which is measured as a total
sum of responses of Likert items on the Likert scale. The responses can be portrayed into
numerous statistical charts which also includes bar charts (Essays, 2013).
A Likert-type scale assumes that the intensity of the experience is linear, i.e., on a continuum
from strongly agree to strongly disagree, and assumes that attitudes can be estimated.
Respondents may be offered a choice of five to seven or even nine pre-coded responses with the
neutral point being neither agree nor disagree (McLeod, 2008).
All the survey questions are measured by using the five-level Likert scale, ranging from:
1. Strongly disagree 2. Disagree3. Neither agrees nor disagrees 4. Agree5. Strongly
agreeEach question was designed to rate the leadership styles and job satisfaction (SD = very
weak, D = weak, N = neutral, A = good, SA = very good). Each question was calculated based
on this score. The mean score and percentage of each question were used to assess the research
questions as a conclusion. If the mean score was 3.1 to 5, it was considered positive. If the
mean was 1 to 2.5, it was considered negative. If the mean was between 2.51 and 3.0, it was
considered neutral.
3.7. Hypothesis
The H1 and H0 hypothesis associated with this study is:
H1: There is a significant relationship between leadership styles and employees’ job satisfaction.
H0: There is no significant relationship between leadership styles and employees’ job
satisfaction.
3.8. Data Analysis
The data collected from the survey was analyzed using the SPSS. The insight of data analysis
allowed for evaluations of the distribution of demographic characteristics in the sample and gave
a perception of the participants from which the sample was drawn. The descriptive statistics
included the frequency and the percentage of the frequency for all variables.

Chapter Three
4.Results and Discussions
The purpose of the current study was to determine the leadership styles and their relationships
with job satisfaction. The study aimed to determine the different levels of leadership styles and
job satisfaction among employees of the Rift Valley Lakes Basin Authority. The first section
consists of demographics of all the participants in the research as identified by using the
questionnaire. The second section consists of leadership assessment of the organization. The
third section isabout Jobsatisfaction that discusses the findings of the study as compared with the
original hypotheses. The targeted population for this study was 60 participants.
4.1. Demographics of participants
The survey was distributed to the workers in Rift Valley Lakes Basin Authority to assess the
influenceof leadership styles on the employees’ job satisfaction. The data was obtained from all
the participants (n=60).
The graphic results of the respondents’ data are:

1. Gender

20
males
females
40

Figure 1, gender of respondents

Based on figure 1 the total numbers of participants in the organization, 40(67%) of them were
males and 20 (33%) of them were females.

2. Age Group

Figure 2,Age of respondents

Based on Figure 2, the age groups of the employees were four age groups. The numbers of
participants from age group 20-26 years were (26.32%). Age groups 26-35 years were (31.58%).
Age group 35-46 years were (21.05%)age group over 46 years were (21.05%).

3. Educational level

13 12

Diploma
Degree
Masters

35

Figure 3,Educational status of respondents

Based on Figure 3, 12(20%) participants had adiploma, 13(22%)participants possessed a
bachelor’s degree, and 35(58%)participants had a master’s degree.

4.Years of working

12 13
less than 1 year
1-2 years
2-3 years
11 3 years & above
24

Figure 4,Years of Working in the organization

Based on Figure 4, the percentage of participants with work experience for less than a year was
13 (22%), participants from 1-2 years was 11(18%), participants from 2-3 years were 24(40%),
and participants above 3 years were 12(20%).
4.2. Leadership Assessment
The second sections of the questionnaire (Questions 1 through 10) were targeted towards the
research question 1 to assess the leadership styles of the higher-level management of the
organization. The leadership styles were determined by the responses to the questions by the
selected samples in the organization.
Question no 1.
 My manager promotes an atmosphere of team work.
From Table 1, all the respondents of 30 (50%) strongly disagreed with the statement.
15 (25%) respondentschose ‘disagree’ and 10(16.66%) respondents chose ‘neither agree nor
disagree’. 3(5%) respondents chose ‘agree’ and 2(3.33%) chose ‘stronglyagree’
Table 1
 Response to question no, 1

My manager promotes an atmosphere of team work SA A N DA SD

No. of participants ( n) 2 10 15 30
3
Percentage of response 3.33 5 16.66 25 50%
%

A detailed statistical result of the question 1 of section II is presented in Table 2.

Table 2
 Leadership style assessment question 1

30
25
20
15 Series 2
25 25 Series 1
10
5
6
0 2 2
strongly disagree disagree neither agree nor agree strongly agree
disagree

Question no 2.
 My manager listens to team members’ point of views before taking decisions.
From Table 2, all the respondents of 30 (50%) strongly disagreed with the statement.
20 (33.33%) respondents ‘disagree’ and 10(16.66%) respondents chose ‘neither agree nor
disagree. There are no ‘strongly agree and agree’ respondents.
Table 3
 Response to question no 2

My manager listens to team members’ point of views SA A N DA SD

before taking decisions
No. of participants ( n) 0 0 10 20 30
Percentage of response 0% 0 16.66% 33.33% 50%
%

A detailed statistical result of the question 2 of section II is presented in Table 4.

Table 4
 Leadership style assessment question 2
35

30

25

20

15 30

10 18
5
5 4 5
0
strongly disagree disagree neither agree nor agree strongly agree
disagree

Question no 3.
 My manager appreciates the quality of my efforts.
From Table 3, all the respondents of 20 (33.33%) strongly disagreed with the statement.
10(16.66%) respondents ‘disagree’ and 15(25%) respondents chose ‘neither agree nor disagree’.
8(13.33%) respondents chose ‘agree’ and 7(11.66%) chose ‘strongly agree’
Table 5
 Response to question no 3

My manager appreciates the quality of my efforts SA A N DA SD

 No. of participants ( n) 7 8 15 10 20
Percentage of response 11.66 13.33% 25 16.66% 33.33%
% %

A detailed statistical result of the question 3 of section II is presented in Table 6.

Table 6
 Leadership style assessment question 3
35
30
25
20
15 30 Series 2
Series 1
10
15
5 10
3 2
0
strongly disagree neither agree agree strongly agree
dsagree nor disagree

Question no 4.
 My manager gives me with insightful suggestions on what I can do to improve.
From Table 4, all the respondents of 18 (30%) strongly disagreed with the statement.
24 (40%) respondents ‘disagree’ and 15(25%) respondents chose ‘neither agree nor disagree’.
2(3.33%) respondents chose ‘agree’ and 1(1.66%) chose ‘strongly agree’

Table 7
 Response to question no, 4

My manager gives me with insightful suggestions on what I SA A N DA SD

can do to improve
No. of participants ( n) 1 2 15 24 18
Percentage of response 1.66% 3.33 25% 40% 30%

A detailed statistical result of the question 4 of section II is presented in Table 8.

Table 8
 Leadership style assessment question 4

40
35
30
25
37
20
15
10 13
5 3 3 4
0
strongly disagree disagree neither agree nor agree strongly agree
disagree

Question no 5.
 My manager makes decisions that promote our team’s performance and productivity.
From Table 5, all the respondents of 16 (26.66%) strongly disagreed with the statement.
26(43.33%) respondents ‘disagree’ and 18(30%) respondents chose ‘neither agree nor disagree’.
0(0%) respondents chose ‘agree’ and 0(0%) chose ‘strongly agree’
Table 9
 Response to question no, 5

My manager makes decisions that promote our team’s SA A N DA SD

performance and productivity.

No. of participants ( n) 0 0 18 26 16
Percentage of response 0 0% 30 43.33% 26.66%
% %

A detailed statistical result of the question 5 of section II is presented in Table 10.

Table 10
 Leadership style assessment question 5
 35
30
25
20
15 30
10
5 10 10
5 5
0
strongly disagree disagree neither agree nor agree strongly agree
disagree

Question no 6.
 My manager emphasizes team’s strength over weaknesses.
From Table 6, all the respondents of 40 (66.67%) strongly disagreed with the statement.
13 (21.67%) respondents ‘disagree’ and 5(8.33%) respondents chose ‘neither agree nor
disagree’. 1(1.66%) respondents chose ‘agree’ and 1(1.66%) chose ‘strongly agree’
Table 11
 Response to question 6

My manager emphasizes team’s strength over SA A N DA SD

weaknesses.
No. of participants ( n) 1 1 5 13 40
Percentage of response 1.66% 1.66% 8.33% 21.67% 66.67%

A detailed statistical result of the question 6 of section II is presented in Table 12

Table 12
 Leadership style assessment question 6
30
25
20
15
26
10
14 15
5
0 3 2
strongly disagree disagree neither agree nor agree strongly agree
disagree

Question no 7.
 My manager does not interfere with the project until problems become severe.
From Table 7, all the respondents of 5 (8.33%) strongly disagreed with the statement.
10(16.67%) respondents ‘disagree’ and 15(25%) respondents chose ‘neither agree nor disagree’.
10(16.67%) respondents chose ‘agree’ and 20(33.33%) chose ‘strongly agree’
Table 13
 Response to question 7

My manager does not interfere with the project SA A N DA SD

until problems become severe.
No. of participants ( n) 20 10 15 10 5
Percentage of response 33.33 16.67% 25% 16.67% 8.33%
%

A detailed statistical result of the question 7 of section II is presented in Table 14

Table 14
 Leadership style assessment question 7
30
25
20
15
25
10
15 15
5
0 3 2
strongly disagree disagree neither agree nor agree strongly agree
disagree

Question no 8.
 My manager is particular regarding who is responsible for leading performance
targets.
From Table 8, all the respondents of 30 (50%) strongly disagreed with the statement.
15 (25%) respondents ‘disagree’ and 10(16.66%) respondents chose ‘neither agree nor disagree’.
3(5%) respondents chose ‘agree’ and 2(3.33%) chose ‘strongly agree’
Table 15
 Response to question 8
 My manager is particular regarding who is SA A N DA SD
responsible for leading performance targets.

No. of participants ( n) 2 3 5 18 32
Percentage of response 3.33% 5% 8.33% 30% 53.33%

A detailed statistical result of the question 8 of section II is presented in Table 16

Table 16
 Leadership style assessment question 8
35
30
25
20
15 30
10
5 10 10 6
0 4
strongly disagree disagree neither agree nor agree strongly agree
disagree

Question no 9.
 My manager spends the time to teach and coach his subordinates.
From Table 9, all the respondents of 30 (50%) strongly disagreed with the statement.
20 (33.33%) respondents ‘disagree’ and 5(16.66%) respondents chose ‘neither agree nor
disagree’. 3(5%) respondents chose ‘agree’ and 2(3.33%) chose ‘strongly agree’
Table 17
 Response to question 9

My manager spends the time to teach and coach his SA A N DA SD

subordinates.
No. of participants ( n) 2 3 5 20 30

Percentage of response 3.33% 5% 8.33% 33.33% 50%

A detailed statistical result of the question 9 of section II is presented in Table 18

Table 18
  Leadership style assessment question 9

25

20

15
Series 2
10 20 20 Series 1
15
5
5 5
0
strongly disagree neither agree agree strongly agree
disagree nor disagree

Question no 10.
 My manager is efficient in reaching company’s requirements.
From Table 10, all the respondents of 27 (45%) strongly disagreed with the statement.
15 (25%) respondents ‘disagree’ and 4(6.67%) respondents chose ‘neither agree nor disagree’.
6(10%) respondents chose ‘agree’ and 8(13.33%) chose ‘strongly agree’
Table 19
 Response to question 10

My manager is efficient in reaching organization’s SA A N DA SD

requirements.
No. of participants ( n) 8 6 4 15 27

Percentage of response 13.33% 10% 6.67% 25% 45%

A detailed statistical result of the question 10 of section II is presented in Table 20
Table 20
 Leadership style assessment question 10
 35
30
25
20
15 30
25
10
5
3 1 1
0
strongly disagree disagree neither agree agree strongly agree
nor disagree

4.3. Job Satisfaction

The third sections of the questionnaire (Questions 11 through 20) were targetedtowards the
research question two and three to assess the job satisfaction of the employees. These questions
were based on the derived hypothesis.
 Hypothesis 1: There is a significant relationship between leadership styles
and employees’ job satisfaction.
Question no 11.
 I am given the chance to do multiple things associated with the tasksassigned to me.
From Table 11, all the respondents of 35 (58.33%) strongly disagreed with the statement.
15 (25%) respondents ‘disagree’ and 8(13.33%) respondents chose ‘neither agree nor disagree’.
2(3.33%) respondents chose ‘agree’ and 0(0%) chose ‘strongly agree’
Table 21
 Response to question 11

I am given the chance to do multiple things associated SA A N DA SD

with the tasks assigned to me.

No. of participants ( n) 0 2 8 15 35
Percentage of response 0 3.33% 13.33% 25% 58.33%
%

A detailed statistical result of the question 11 of section III is presented in Table 22

Table 22
 Job satisfaction survey question 11
40

30

20 40 Series 2
Series 1
10
10
5 3 2
0
strongly disagree neither agree agree strongly agree
disagree nor disagree

Question no 12.
 My job provides for steady growth.
From Table 12, all the respondents of 6 (10%) strongly disagreed with the statement.
5 (8.33%) respondents ‘disagree’ and 10(16.67%) respondents chose ‘neither agree nor
disagree’. 19(31.67%) respondents chose ‘agree’ and 20(33.33%) chose ‘strongly agree’
Table 23
 Response to question 12

My job provides for steady growth. SA A N DA SD

No. of participants ( n) 20 19 10 5 6
Percentage of response 33.33% 31.67% 16.6 8.33% 10%
7

A detailed statistical result of the question 12 of section III is presented in Table 24

Table 24
 Job satisfaction survey question 12
25
20
15
10 20 20 Series 2
Series 1
5 10
5 5
0
strongly disagree neither agree agree strongly agree
disagree nor disagree
Question no 13.
 My job is subjected to favorable working conditions.
From Table 13, all the respondents of 27 (45%) strongly disagreed with the statement.
15 (25%) respondents ‘disagree’ and 7(11.67%) respondents chose ‘neither agree nor disagree’.
3(5%) respondents chose ‘agree’ and 8(13.33%) chose ‘strongly agree’
Table 25
 Response to question 13

My job is subjected to favorable working SA A N DA SD

conditions.
No. of participants ( n) 8 3 7 15 27
Percentage of response 13.33 5 11.67 25% 45%

A detailed statistical result of the question 13 of section III is presented in Table 26

Table 26
 Job satisfaction survey of question 13
25
20
15
Series 2
10 20
15 15 Series 1
5
5 5
0
strongly disagree neither agree agree strongly agree
disagree nor disagree

Question no 14.
 I think my skills are not thoroughly utilized in the job.
From Table 14, all the respondents of 1 (1.67%) strongly disagreed with the statement.
3(5%) respondents ‘disagree’ and 8(13.33%) respondents chose ‘neither agree nor disagree’.
20(33.33%) respondents chose ‘agree’ and 28(46.67%) chose ‘strongly agree’
Table 27
 Response to question 14
I think my skills are not thoroughly utilized in the SA A N DA SD
job.
No. of participants ( n) 28 20 8 3 1
Percentage of response 46.67% 33.33% 13.33 5% 1.67%
%

A detailed statistical result of the question 14 of section III is presented in Table 28

Table 28
 Job satisfaction survey of question 14
16
14
12
10
8 15 15 15 Series 2
6
10 Series 1
4
2 5
0
strongly disagree neither agree agree strongly agree
disagree nor disagree

Question no 15.
 I am forced to work more than I should.
From Table 15, all the respondents of 6 (10%) strongly disagreed with the statement.
8 (13.33%) respondents ‘disagree’ and 19(31.67%) respondents chose ‘neither agree nor
disagree’. 12(20%) respondents chose ‘agree’ and 15(25%) chose ‘strongly agree’
Table 29
 Response to question 15

I am forced to work more than I should. SA A N DA SD

No. of participants ( n) 15 12 19 8 6
Percentage of response 25% 20% 31.67% 13.33% 10%

A detailed statistical result of the question 15 of section III is presented in Table 30

Table 30
  Job satisfaction survey to question 15
25
20
15
10 20 Series 2
15 15 Series 1
5
5 5
0
strongly disagree neither agree agree strongly agree
disagree nor disagree

Chapter five
5. Conclusion and Recommendations
The overall purpose of Chapter 5 is to understand and discuss the results of analyses regarding
the study, which was summarized in Chapter 4. The primary objective of this research is to
identify the influence of leadership styles on employees’ job satisfaction in Rift Valley Lakes
Basin Authority. The leadership styles andemployee job satisfaction have been measured using a
survey questionnaire. The survey results provided answers to the research questions raised in
chapter 1 of the present study. The Likert scale proved that an organization's leadership style
strongly influences employees’ job satisfaction.

1. Which leadership styles are most preferred by the higher-level management of the
organization?
There were total 60 respondents from the organization. The majority of participants showed that
they were strongly dissatisfied and dissatisfied most of the time due to their management
leadership styles. However, there were differences in the responses, with some employees being
neither satisfied nor dissatisfied, while very few were satisfied. Therefore, this may suggest a
laissez-faire leadership style and low supportive – low directive style is most prevalent in the
organization. From the findings it can be concluded that laissez-faire leadership style and low
supportive – low directive style has a negative effect on the involvement of the leader in
planning, directing, controlling, and goal clarification.
2. What are the impacts of leadership styles on employees’ job satisfaction?
There were total 60 respondents in the organization. There is a low-level of job satisfaction in the
organization.Almost all respondents who were participated in the questionnaire were strongly
dissatisfied based on the question they were asked. The current study highlighted a laissez-faire
leadership style as aconsequence of low job satisfaction. The findings show that the laissez-
faireleadership style could result in low interpersonal relationships, resulting inweak employee
job satisfaction and productivity levels.
5.1. Implications
The research findings found that the laissez-faire leadership style had a negative influence on job
satisfaction on the employeesin Rift Valley Lakes Basin Authority. The study also discovered the
negative influence of upper-management leadership style on employees has a negative influence
on organization performance.
Organizations, therefore, should pay more attention to the employees’ promotion, career growth,
and equal job responsibilities of all the employees. Leaders should understand iftheir leadership
style is positively or negatively affecting the employees’ job satisfaction.Organizations,
therefore, should pay more attention to the employees’ promotion, career growth, and equal job
responsibilities of all the employees. The higherlevelmanagement needs to train all managers and
leaders In transformational leadershipwithin the organization. Use of these styles must associate
with the employees' valuesand concerns. The leaders should encourage and motivate their
subordinates to performexceptionally, which will ensure employees’ job satisfaction. Ahigher
level of employee organizational commitment will increase the employeeperformance that leads
to organizational success. Therefore, this study has shown thatleadership styles have a significant
impact on employees’ job satisfaction.
5.2. Limitations
• In this study, the population used for the survey was only limited to sixty employees of Rift
Valley Lakes Basin Authority. It was not extended to the other organizations.
• The results from the data cannot precisely prove the leadership styles of different organizations
in Ethiopia. It is only limited to the Rift Valley Lakes Basin Authority.
5.3. Recommendations
1. in this study, the population used for the survey was only limited to sixty employees. The
study can be extended to various organizations, and larger sample size. This will help the
researcher to gain an overall understanding of leadership styles and their impact on job
satisfaction.
2. In this research, the focus was only on employees in Rift Valley Lakes Basin Authority.
Future researches are recommended to focus on other organizations. This could help in
identifying crucial factors that could affect the employees’ job satisfaction.
3. Lastly, the future research may consider added measurement instrument for the leadership
styles relation with job satisfaction to contribute different outcomes through different
organization’s culture.
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Appendix A
Section 1 - Demographics
1. Gender?
Male female
2. Age group?
20-26 years 26-35 years 35-46 years Over 46 years
3. Educational level?
Diploma Bachelor’s Degree Master’s Degree PhD
4. Years you worked with company?
Less than 1 year 1-2 years 2-4 years 4 years and above

Section 2 – Questionnaire

items Strongly disagree Neither agree Strongly

disagree agree agree
nor
disagree
1 My manager promotes an atmosphere of
teamwork.
2 My manager listens to team members’ point
of views before taking decisions.
3 My manager appreciates for the quality of
my efforts.
4 My manager gives me with insightful
suggestions on what I can do to improve.
5 My manager makes decisions that promote
our team’s performance and
 productivity
6 My manager emphasizes team’s strengths
over weaknesses.
7 My manager doesn't interfere with the
project until problems become severe
8 My manager is particular regarding who is
responsible for leading performance
Targets.
9 My manager spends time to teach and coach
his assistants.
10 My manager is efficient in reaching
company's requirements.
11 I am given the chance to do multiple things
associated with the projects assigned tome.
12 My job provides for steady growth
13 My job is subjected to favorable working
conditions.
14 I think my skills are not thoroughly utilized
in my job.
15 I am forced to work more than I should