The Link between Leadership Style, Organizational Change Perceptions and Job Satisfaction at the Ethiopian Electric Utility

  • Befekadu Zeleke
  • Belayneh Kifle
Keywords: Job Satisfaction; Organizational Change; Transformational Leadership; Transactional Leadership; Laissez-faire Leadership


This study explored the relationship between leadership style, employees’ change perception, and job satisfaction at the Ethiopian Electric Utility. A correlation research design was used to conduct the study. The sample was composed of 40 leaders and 270 employees selected using proportionate stratified random sampling. Data were gathered using three standardized questionnaires merged into one and analyzed using both descriptive statistics such as mean, SD, and inferential statistics like Pearson product-moment correlation, an independent t-test, and MANOVA. Finally, the findings unveiled significant and positive correlations between transformational leadership style and organizational change perceptions and between transactional leadership style and intrinsic and extrinsic job satisfaction. There was also a negative correlation between organizational change and employees’ job satisfaction. Furthermore, the transformational leadership style has emerged as the strongest predictor of employees’ change perception. It was concluded that leaders at the organization ought to improve their leadership style to improve the existing employees’ perception of change and their job satisfaction. Additional policy implications are also forwarded in the study.


Journal Identifiers

eISSN: 2520-582X
print ISSN: 1810-4487