Africa Beza College Nekemte Campus

Faculty of Business and Social Sciences

Department Of Management
The Assessment The Effect Of Leadership Style And Organizational Challenges On
Business Management In Case Of Study Of Dashan Bank Nekemte Branch
By
1, Bedasa Abera
2, Daba Regasa
3. Bilise Hundara
4, Lalise Mitiku
5, Diriba Worku
Advisor Mr. Bekele Debela

March 2025
Nekemte, Wallaga, Oromia, Ethiopia

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 Declaration

We, the undersigned, hereby declare that the work entitled assessment of The Assessment The
Effect Of Leadership Style And Organizational Challenges On Business Management In
Case Of Study Of Dashan Bank Nekemte Branch is the result of our dedicated efforts. We affirm
that all sources and materials utilized in this study have been appropriately acknowledged. This
research has been conducted independently, with the exception of the valuable guidance and
suggestions from our research advisor, which have significantly enhanced the quality of our
work.
Researcher’s Name Date Signature
1) ___________________ ________________ ____________
2) ___________________ ________________ ____________
3) ___________________ ________________ ____________
4) ___________________ ________________ ____________
5) ___________________ ________________ ____________
6) ____________________ ___________________ __________
Adviser’s Name Date Signature
__________________ ____ ____________
Dep’t Name
------------------------------------------- ------------------ ----------------
Department council
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 ACKNOWLEDGMENT
First and foremost, praises and thanks to the God, the Almighty,
for his showers of blessings throughout my research work to
complete the research successfully. Next I will like to thank man y
people who have help me in the writing of the thesis and also
population of the organization un der the study who help me in
filling the questionnaires and provide essential information. I woul
d like to extend my heartfelt thanks to my academica Mr.
BEKELEDEBELA(MSc), for theirs wi llingness to provide me
with technical support, relevant materials, and for his invaluable
scientifc advice. Theirs dynamism, vision, sincerity, and
motivation have deeply inspired me. They have taught me the
methodology to carry out the research and to present the research
works as clearly as possible. It was great privilege and honor to
work and study under his guidance. I am extremely gratef

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 Abstract
In this study, the effect of leadership style on organizational change management was explored in the case
of Dashen Bank. Through an exhaustive literature review, the author learned that the leadership style is one
of the leading factors in managing change in the organizations. However, there is controversy about the key
leadership style for establishing change in the organization. This research project is aimed at finding out
the effect of leadership styles on change management and the dominant predicting leadership style in the
case bank, with a view to enhancing the practice of appropriate leadership and change management. The
study used a descriptive and exploratory research design and used both convenience sampling and
proportional stratified random sampling for interviews and questionnaires respectively. The target
population of the study was 2084 and the sample size collected via questionnaires for further analysis was
252. The research also included the interview results of 6 senior managers of the bank. The qualitative data
was analyzed using content analysis and the data obtained through the questionnaires was analyzed using
SPSS version 21. The association between the independent variables (Transformational, Transactional,
Authoritarian, and Laissez faire leadership styles) and dependent variable (Change management) was
established using. However, the study found out that Laissez-faire leadership had a positive and
insignificant effect on change management. As the strength of the organization dwells much on the
transformational style of leadership, the study recommended that the bank's management apply more of that
and blend it with other leadership styles as needed in order to successfully manage change.
Key words: Transformational leadership, Transactional leadership, Autocratic leadership, Laissez faire
leadership, Change management.

ul for what they have offered me.

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Contents
1.2 STATEMENT OF THE PROBLEM...................................................................................................2
1.3 Objective of the Study..........................................................................................................................3
1.3.1 General Objective..........................................................................................................................3
1.3.2 Specific Objective.........................................................................................................................3
1.4 Research Questions..............................................................................................................................3
1.5 Significance of the Study.....................................................................................................................3
1.6 Scope of the Study...............................................................................................................................4
1.7 Limitations of the Study.......................................................................................................................4
1, 8 Organization of the Research..............................................................................................................4
CHAPTER TWO...........................................................................................................................................6
2.1 Introduction..........................................................................................................................................6
2.2.1 Leadership Styles..........................................................................................................................6
2.1.1. Transformational Leadership Styles............................................................................................8
2.1.2. Autocratic Leadership style........................................................................................................8
2.1.3 Democratic Leadership style........................................................................................................8
2.2.2. Organizational Performance.........................................................................................................8
2.4 Conceptual Framework......................................................................................................................10
CHAPTER THREE......................................................................................................................................12
3.1 Introduction........................................................................................................................................12
3.2 Research Design.................................................................................................................................12
3.3 Research Approach............................................................................................................................13
3.4 Sampling Design................................................................................................................................13
3.4.1 Target population........................................................................................................................14
3.4.2, Sampling Technique...................................................................................................................14
3.4.3,Sample Size.................................................................................................................................14
3.5.2 ,Data Collection Tools.................................................................................................................14
3.6 Data Analysis Methods......................................................................................................................15
REFERENCES.............................................................................................................................................16
CHAPTER FOUR..........................................................................................................................................17
4. TIME AND BUDGET SCHEDULE...............................................................................................................17
4.1. Tentative Time Schedule.................................................................................................................17

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 4.2. Cost Budget.....................................................................................................................................17
APPENDIX I: QUESTIONNAIRE..............................................................................................................19

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 CHAPTEONE
1.1BackgroundoftheStudy
Employees who are satisfied with their jobs are more likely to perform at the maximum level.
One of the most effective strategies to boost corporate happiness is to choose a leadership style
that benefits both the corporation and its personnel. Some leadership styles exist, and diverse
scenarios are prevalent in this context. Some people combine styles to suit their needs. Extensive
job descriptions that highlight strategies of achievement are the first step in developing a culture
of accountability. According to Thomas (2002) leadership style is the aspect of a leader’s
personality that inspires subordinates to follow them. In addition, Alexander (2002) explains that
leadership styles are specific actions used by a leader to drive subordinates to fulfill the
organization goal. Bank supervisors occupy a unique role as theme manager or administrator in
change of the bank’s resources in order to fulfill banking objectives.
Leadership is a universal human phenomenon. The study of leadership is not a new phenomenon,
but it is an ancient art. The old civilizations of Egypt and Rome showed examples of leadership
practices. Regardless of the culture, leadership occurs universally among all people (Bass, 2001).
Leadership is one of the most pressing issues and one of the least understood concepts in the
corporate world. The history of leadership encompasses through several paradigm shifts and
voluminous body of knowledge. As a universal activity, leadership is fundamental for effective
organizational and social functioning. The very nature of leadership is its influencing process and
its resultant outcomes. Such process is determined by the leaders and followers’ characteristics,
dispositions, behavior perceptions, attributions and the context wherein the process of
influencing occurs. The moral purpose of leadership is to create an empowered follower that
leads to moral outcomes that are achieved through moral means.

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 1.2 STATEMENT OF THE PROBLEM
Leadership style cultivated itself as a significant determinant of workers' organizational
Performance together with normal skills familiar by supervisors at various level of progressive
system. Target reaction of individuals to leaders for the most part is identified with the worker’s
attributes and leader's qualities and demonstrated skills. Researchers recommended that a quality
relationship amongst worker and leader or its nonattendance remarkably affects self-regard of
employees in occupation. In like manner leadership styles should be explored to protect the
accomplishments of hierarchical objectives regarding satisfaction. Although correlations
between leadership styles and organizational performance has been studied in a wide variety of
arenas and in similarly extensive range of situations, few of these studies focus on this
relationship in the context of international non-governmental organizations in African context.
Most of the studies concentrate on leadership styles and employees ‘organizational performance.
Different from this absorption, this study had looked at the relationship between leadership styles
and organizational performance in the context of developing country, Ethiopia with specific
concern to Cooperative Bank of Oromia, Ethiopia and discovers the relationship of leadership
styles and organizational performance. Leaders need the ability to lead an organization to
achieve the objective set in the given period of time. However, many organizations have immoral
and unethical banking practices, high labor turnover and inability to meet basic required
obligations. This could be due to a lack of strong leadership. Many organizations' primary goal is
to meet their stated goals, necessitating the need for a skilled leader to effectively manage and
encourage their employees. Unfortunately, several businesses are unaware of their managers'
leadership styles. Similarly, I observed some Cooperative Banks of Oromia employees are not
active enough to serve their customers as they are expected to do. Based on this situation the
researcher is motivated to study the reason behind
this problem whether the leaders play their roll or not

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1.3 Objective of the Study

1.3.1 General Objective

The main objective of the study was to assess the effect of leadership style and organizational
challenges on business management in case of study of Dashan Bank Nekemte Branch

1.3.2 Specific Objective

As the general objective is mentioned above the specific objectives of the study are forwarded
Below:
▪ To identify the preferred leadership style Dashen Bank Nekemte Branch and branch banks in
the case of Cooperative Bank of Oromia.
▪ To analyze the impact of autocratic leadership style on organizational performance in the case
of Dashen Bank Nekemte Branch
▪ To examine the impact of transformational leadership style on organizational performance in
the case of Dashen Bank Nekemte Branch.
▪ To analyze the impact of democratic leadership style and organizational performance in the
case of Dashen Bank Nekemte Branch.

1.4 Research Questions

1. What are the leadership styles practiced at Dashen Bank Nekemte Branch?
2. How autocratic leadership styles and organizational performance are related in the case
of Dashen Bank Nekemte Branch?
3. How transformational leadership style and organizational performance are in the case
of Dashen Bank Nekemte Branch?
4. How democratic leadership style and organizational performance are in the case
of Dashen Bank Nekemte Branch?

1.5 Significance of the Study

The study had attempt to demonstrate the current state of the bank’s leadership style, which
identifies the bank's current strengths and weaknesses, as well as provide recommendations to
the bank's management and assist the management in understanding the impact of leadership
style on organizational performance. Finally, the study can assist other scholars who are
conducting research on the same topic for academic purposes. This study will be beneficial to
identify which leadership style is good for employees in terms of satisfaction for the success of

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Their career and achieving their vision. The study can provide information to Dashen Bank
Nekemte Branch on how their leadership style is affecting employees and can help to identify
which leadership style will be appropriate to be effective. It can be beneficial for leaders to
understand which types of leadership style impacts on organizational performance for a better
performance and how employees can also be motivated through proper leadership. It helps as a
reference to similar companies in identifying appropriate leadership styles that can improve
performance of the company and lead the company to success. Adoption of the appropriate style
will help induce trust and loyalty for the organization.

1.6 Scope of the Study

The main focus of this study is analysis of relationship between leadership styles and
organizational performance in Dashen Bank Nekemte Branch. The study was delimited
conceptually, geographically as well as methodologically. Conceptually the study was limited to
concepts of about leadership style and organizational performance. At the same strengthen, there
are various forms of leadership styles. However, for the sake of this study, only three forms of
leadership styles (i.e. transformational, autocratic and democratic leadership) were used. The
study was geographically delimited to assessing the organizational performance where the
sample will be obtained at the Dashen Bank Nekemte Branch only.
The 20 study employed explanatory research design. To conduct the study, primary data was
used. In Order to collect the data, self-administrated questionnaire was employed. The sample
population of the study was all the population of the study. At the end, both descriptive and
inferential Statistics was used for the data analysis purpose.

1.7 Limitations of the Study

The researcher had faced the shortage of sample size to collect data and lack access to data. In
addition, the respondents may not give an accurate data to achieve the intended objective of the
study.

1, 8 Organization of the Research

The study comprises five main chapters. Chapter one is devoted to the general introduction
covering the background of the study, the statement of the problem, the objectives, significance,
scope, limitations and how the research was organized. Chapter two is mainly concerned with the
review of related literatures and gives a detailed explanation on the issue. Chapter three provides

4
the methodology that was applied to achieve the research objectives including primary data and
method of analysis. Chapter four covers the analysis and presentation of data. This chapter
discusses the result obtained in accordance with the research questions. Finally Chapter five
deals with summary of findings, conclusion and recommendations

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CHAPTER TWO
RELATED LITERATURE REVIEW

2.1 Introduction
In Accordance to the aim of the paper, this chapter is dedicated to present literatures found on the
Online web system and also some preliminary books as well. This Chapter reviews about
organizational performance, the concept of leadership style, different styles of leadership,
theories, empirical review and conceptual framework. Encompassing empirical reviews and
results of some findings will be presented. Finally, conceptual framework of the study will be
offered at the end of the chapter

2.2 Theoretical Review

2.2.1 Leadership Styles

“Leadership is a social influence process in which a leader seeks out subordinates' voluntary
Engagement in order to achieve organizational objectives” Mitonga-Monga, J. & Coetzee, M.,
2012. Leadership is an important managerial talent that involves motivating a group of people to
achieve a common goal. Leadership is concerned with the growth and development of followers,
as well as their needs and capacities (Klein et al., 2013). Managers in leadership roles must
prioritize the development of employees' value systems, motivational levels, and morality in
Addition to the development of their talents (Uchenwamgbe, 2013; Ismail et al., 2009). In the
workplace, this technique will essentially assist followers in achieving their objectives.
According to Khan et al. (2014), followers will be encouraged to be creative in their thinking.
According to Michael (2010), leadership has a direct cause-and-effect relationship with
Organizational success. Values, culture, change tolerance, and employee motivation are all
determined by leaders. They influence institutional initiatives, including how they are
implemented and how effective they are. It is important to note that leaders can be found at any
level of an organization and are not limited to the top. Successful leaders, on the other hand,

Share one trait. They exert influence over others around them in order to maximize the value of
The organization's resources, particularly its most valuable and costly human resources and
Capital. This achievement can only be attained and most likely sustained in organizations that
useThe right leadership style or styles at the right moment. The employment of non-coercive
Influence to shape a group is also referred to as leadership. Despite the differences in definitions,

6
These concepts have at least three crucial implications. To begin with, leadership is a process
that Specific individuals engage in (leaders). It is a continuous activity in a company. Second, it
involves other people in the form of subordinates or employees who are influenced by the leader
due to their desire. As a result, subordinates solidify the leader's authority by facilitating the
leadership process. Finally, the achievement of a goal and objectives is the goal of leadership.
There have been a seemingly endless number of definitions produced, but there is one common
thread that runs through all of them: the concept of impact. As a result, leaders exert influence
over others to aid in the achievement of group and organizational goals. However, it should be
noted that using the right leadership style at the right moment is a key factor in achieving
organizational success.“A leadership style is defined as the set of features, traits, and behaviors
that he or she employs when interacting with subordinates” Mitonga-Monga and Coetzee (2012),
Mitonga-Monga &Coetzee. They define leadership as a pattern of managerial action that is
designed to integrate organizational or personal interests and impacts in order to achieve specific
objectives. Harris etal. (2007) have proposed that a leader's style might be described as the type
of interaction he or she uses to get people to work together toward a common purpose or
objective. The manner in which a leader leads is referred to as his or her leadership style. Some
leaders are more concerned with the task at hand than with the people with whom they work,
while others are more concerned with their subordinates' relationships than with the task at hand.
A leader’s style is usually defined by whether he prioritizes work completion or human
interactions.
According to Thomas (2002), leadership style is the aspect of a leader's personality that inspires
Subordinates to follow them. On the other hand, according to Alexander (2002), leadership styles
Are specific actions used by a leader to drive subordinates to fulfill the organization's goals.
Bank Supervisors occupy a unique role as theme manager or administrator in charge of the
bank's
Resources in order to fulfill banking objectives. Formulating goals and objectives, developing
structures, managing and motivating workers, and giving leadership are just a few of them. Mr.
Maxwell (2007) Marily, on the other hand, believes that delivering leadership is a critical aspect
of a leader's job. The leadership style that leaders use to fulfill the above duties will decide
whether or not they are able to complete the task at hand and achieve long-term organizational
goals, as well as whether or not they are able to build and maintain strong relationships with their
employees. Leadership styles can be classified into the following categories, according to
modern leadership styles: Harris et al. (2007) provide examples of leadership styles

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:(1)Transformational leadership, (2) Transactional leadership (3)Democratic leadership, (4)
Laissez faire leadership and (5) Autocratic leadership.

2.1.1. Transformational Leadership Styles

The focus of transformational leadership is on the growth of followers as much as the
development of the organization. With the preamble of their talents, managers with
transformational leadership styles focuses on the growth and development of employees' value
systems, inspirational levels, and moralities. The goal of transformational leadership, according
to Bass, is to "transform" people and organizations in the literal sense to change them in mind
and heart, enlarge vision, insight, and understanding, clarify reasons, align behavior with values
and concepts, and bring about changes that are permanent, self-perpetuating, and momentum-
building

2.1.2. Autocratic Leadership style

An autocratic leader is frequently portrayed as someone who is well aware of his position and
has little faith or trust in his or her employees. In nature, autocratic dictators are regal and
domineering. Those in charge require their subordinates to carry out their orders (Al Khajeh,
2018). Autocratic authorities reserve the authority to make judgments in general (Longe,
2014).The autocratic ruler believes that providing an advanced salary for completed labor is a
fairs exchange and that an employee can only be motivated by money.

2.1.3 Democratic Leadership style

Democratic leadership, also known as participatory leadership, is a type of leadership in which
Group members have an active role in decision-making. This leadership style is concerned with
achievement and people (Bhargavi & Yaseen, 2016). Democratic leadership encourages
employees to participate in decision-making within the organization (Nwokocha &
Iheriohanma,2015). The democratic leader facilitates decision-making collaboration between the
leader and the team. Arguments and compliments are critically presented, and a sense of
responsibility is developed within the community. The leader talks with subordinates until he or
she issues broader particular directives via which they feel free to act (Bhargavi & Yaseen,
2016). The boss urges the subordinates to use their initiative and keep contributing. The bosses
even give their subordinates advice on how to accomplish their jobs.

2.2.2. Organizational Performance

Organizational Performance is a complex and multidimensional phenomenon in the business
Literature. Organizational performance comprises of the results of an organization or the actual
outputs of an organization, which can be measured against intended outputs, goals and

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objectives. The organizational performance involves three areas associated with the organization
–financial performance (return on investments, profits etc.), shareholder return economic value
added, total shareholder etc.) And the product/service market performance (market share, sales
etc.) (Gavrea, et al., 2011).Ireland, Cantens & Yasui (2011) explained performance as a dynamic,
requiring judgment and interpretation illustrated by using a causal model that describes how
current actions may affect future results. Performance measurement is basic to companies’
improvement as its measurements are used to control and keep track of how the company is
performing and whether objectives are met. In fact, performance may be understood differently
depend on the person involved in the assessment of the performance. Fu-Jin Wang et al. (2010)
illustrates that both Financial and non-financial factor of performance need to be considered at
the same time while Measurement because non-financial aspects such as employee morale and
product quality are very important for its long term operation. Hofman cited in Fu-Jin Wang et
al. (2010) also Stressed nonfinancial performance measures like customer satisfaction, product
quality or
Employee turnover are too relevant as they indicate the entity’s durable performance. Therefore,
in this study, the performance of the Bank was measured in terms of non financial performance
Measures such as employee job satisfaction, innovation and technology, learning and
Development and employee turnover. These non-financial performance measures are discussed
in the following section. Employee Job satisfaction; According to Kaliski as cited in Brikend
Aziri (2011), job Satisfaction is a worker’s sense of achievement and success on the job. In a
general word it can be perceived to have direct linkage with productivity and personal well-
being. Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s
efforts. Further Implication of job satisfaction goes to enthusiasm and happiness and accordingly
job satisfaction
is the key ingredient that leads to recognition, income, promotion, and the achievement of other
Goals that in turns lead to organizational achievement. Job satisfaction represents an
amalgamation of positive or negative feelings that workers have towards their work. Meanwhile,
when a worker employed in a company, brings with it the needs, desires and experiences which
determinates expectations that he has dismissed. Job satisfaction represents the extent to which
expectations are and match the real awards. Job satisfaction is closely linked to that individual’s
behavior in the work place Davis et al. (1985) cited in (Brikend Aziri, 2011)

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2.4 Conceptual Framework
Leadership style is defined as the set of features, traits, and behaviors that he or she employs
when interacting with subordinates” Mitonga-Monga and Coetzee (2012), Mitonga-Monga
&Coetzee. They define leadership as a pattern of managerial activity aimed at integrating
organizational or personal interests and affect to achieve defined goals. The conceptual basis for
this study is based on Kurt Lewin's autocratic and democratic model's behavioral leadership
theory. In autocratic leadership, the leader makes decisions, tells employees what to do, and
closely supervises workers, whereas democratic leadership encourages participation in decisions,
works with employees to determine what to do, and does not closely supervise workers
(Koontzand Donnell (1993).According to Bass (1985), followers of transformational leadership
have faith in, appreciate, and respect for the leader, and are inspired to go above and beyond
what is asked of them. Organizational performance, according to Koontz and Donnell (1993), is
an organization’s capacity to meet goals such as high profit, good quality products, and a
significant market share. Based on the objectives of the research and review of existing literature
regarding the relationship between leadership style and organizational performance in case of
Cooperative Bank of Oromia, the study has developed the following framework that is expected
to explain the relationship between leadership style and organizational performance in case of
Cooperative Bank of Oromia in the study area. The following figure depicts the relationship
between the independent and dependent variables, employee’s satisfaction of the study

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CHAPTER THREE
RESEARCH METHODOLOGY

3.1 Introduction
The previous chapter clearly identifies the knowledge gap which together with the problem
statement shown in chapter one necessitates the conduct of this research. This chapter provides
the details of the research methodology. While the study primary aim is to assess leaders Dashen
Bank Nekemte Branch hip style and analyze the impact of leadership style on organizational
performance in case of Cooperative Bank of Oromia. The research design and methodology
section will clearly define the research design, approaches of the study, population and sampling
design, data type and sources, data collection, data analysis methods finally data validity and
reliability method will be intensively presented.

3.2 Research Design

A research design is simply the frame work of the study. From different types of research
designs explanatory type of research design was employed as a main research design for this
study to analyze the impact of leadership style on organizational performance in Dashen Bank
Nekemte Branch in the headquarters and two districts near Addis Ababa City. This study uses
explanatory research design to explaining, understanding, predicting and controlling the
relationship between variables. By taking cross-section of the population relevant data we
recollected at one point in time. Then the study determines to what extent leadership
styleaffectsorganizational performance. All relevant data was collected from a single point in
time. Correlation is used to measure the direction of the linear relationship between two variables
as well as to measure the strength of association between variables (Tabachnick and Fidell, 2007,
p

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 3.3 Research Approach
Creswell (2003) discussed three research approaches, namely quantitative, qualitative, and mixed
Research approaches. In this research quantitative research approach were used so the following
Paragraph is briefly discussing the nature of research approach intend to be use. The study is
quantitative in nature which is generally associated with especially since it is used with
predetermined and highly structured data collection techniques under this study. Thus, the study
used explanatory methods approach as a design in methods in which the researcher collects
Quantitative data analyzes the results, and then uses the results to find conclusion and
recommendation. The study was quantitative where survey research is followed since it provides
quantitative or numeric description of trends, attitudes, or opinions of a population by studying
sample of that population that includes a cross-sectional study using survey questionnaires for
data collection with the intent of generalizing from a sample to a population (Fowler, 2008

3.4 Sampling Design

For the purpose of time and cost saving the primary data was collected from population of
Dashen Bank Nekemte Branch branches in Baka jama and 07 kebeles towns. The researcher
believed that all the population were the respondent, since they are small in number which was
below one hundred. As a result, the researcher took all 55 employees as respondents to the data
collection. However many sampling designs can be used for such type of research, the researcher
took all the population purposefully because it gave equal opportunity to all the respondents as
they were small in number to be used for the primary data collection. First, the population were
selected in to their respective department and then by educational level. Then, the researcher
showed the letter given from university that witnesses the researcher being formally involved in
the organizations to collect data. After the researcher was given permission from the
organization, the researcher distributed the questionnaire to be filled by the respondents.
Finally, the researcher collected all the distributed questionnaires and analyzed the data.

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3.4.1 Target population
A population may be described as items with the traits that one desires to study that can be a
Person, business enterprise, or different that researcher wish to attract medical inferences
Approximately (Kelley, okay., Clark, B., Brown, V., & Sitzia, J., 2003). The goal populations of
The study that I have a look at, turned into 55 managerial and clerical team of workers of dashen
Bank Nekemte Branch 2 branches in nekemte city Researcher selected this target population
due to their accessibility and excessive confidence of acquiring facts.

3.4.2 , Sampling Technique

Sampling technique used for this study was non-random sampling technique. In non-random
Sampling, the sample choice follows a specific set of conditions and is normally used in studies
Where in the sample wishes to be collected primarily based on a specific feature of the
population.

3.4.3 ,Sample Size

Sample size can be determined using certain formula in the case of quantitative study, whereas,
in qualitative study, determining sample size is entirely a matter of judgment, there are no set
rules (Cohen, L. Manion, L. & Morrison, 2000).the sample size of this study is all the population
of the study which is 55 in number.

3.5.2 ,Data Collection Tools

Primary data was gathered using a structured questionnaire. This method covered some
employees of the respected firm. A questionnaire is a type of survey was respondent’s writes
answers to questions posed by the researcher on a question form. Since, the study mainly
focused on assessing the impact of leadership style on organizational performance in
Cooperative Bank of Oromia. The researcher proposes that the data to be used based on both
primary and Secondary data which will help the researchers to provide enough data for
investigating Questionnaire distributed to collect data from the respondents. The secondary
data collected from
reports of the Cooperative Banks of Oromia from the selected areas which were legally
Documented in the office. The questionnaire was prepared to be inclusive of the constructs
Measured in the study. The questionnaire has two sections. The first section covered the
Demographic profile of the participants like age, sex, educational level and other background
Data. The second section is structured on a Likert scale of 1-5 to show their degree of agreement

14
or disagreement to the sentences about the constructs under study.

3.6 Data Analysis Methods

The demographic facts obtained from the respondents were summarized using frequency
Distribution. Inferential statistical analysis was used. As it is mentioned above, scale type
Questionnaires were used as a way of data collection tool, then the Scale type questionnaires
Were analyzed by using descriptive statistics, correlation, and particularly regression and
Answering the research questions. The data was analyzed using tabulate

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CHAPTE FOUR

RESULTS AND DISCUSSION

4.1. Introduction

This chapter presents the findings, analysis and interpretation of the findings. The discussion of
the findings of this study is also presented in relation to previous leadership and change
management studies.

4.2. Response Rate

As described in the previous chapter, the sample size of the study was 336 staff of the bank.
Based on the past experience of the researcher, the distributed number was 24 more than the
sample size, for a total of 360 questioners. However, as shown in table 4.1, Out of the total
sample size, the valid questionnaires collected and used for further analysis were 252 (75
percent).

Table 4.1. Response Rate of the study

Questionnaires Issued No of returned Response Perc

Job enta
classification ge
Front Middle Back Front Middle Back
T T
office office office o office office office o
t t
a a
l l
Senior 1 2 2 5 1 2 2 5 100
%
Middle 32 7 6 45 2 4 5 3 67%
1 0
Line 26 14 4 44 2 8 4 3 75%
1 3
Profes 159 54 29 242 1 4 2 1 76%
sionals 0 9 6 8
9 4
Total 218 77 41 3 1 6 3 2 75%
3 5 3 7 5
6 2 2

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Source: Survey data (2021)

According to Bailey (1987), a response rate of 75 percent is considered valid. Similarly, Babbie
(1990), asserts that a response rate of 50 percent is considered to be adequate. Hence, the
response rate obtained by the study was 75%, which is sufficient to conduct the research.

17
4.3. Demographic Profile of the Respondents

This section provided demographic data such as sex, age group, educational qualification, work
experience, position/job designation and line of business of employees.

4.3.1. Gender Distribution of the respondents

Female
24%
Male
76%

Source: Survey data (2021)

Figure 4.1. Gender distribution of respondents in %

As figure 4.1, shows regarding the gender distribution of respondents, the survey had a 24
percent female response rate and a 76 percent male response rate. This suggests that all genders
were fairly represented in the study, relative to the ratio of female to male employed staff in the
organization. Hence, the findings can be concluded to be free of gender bias.

18
4.3.2. Age Distribution of the respondents

Graph [Link] the following graph depicts the age distribution of the respondents. As the response

Age Group of respondents in %

[51-60] 0.4
Age Group

[41-50] 22.6
[31-40] 53.7
[20-30] 23.6

0.0 10.0 20.0 30.0 40.0 50.0 60.0

Source: survey data (2021)

Graph 4.1. Age distribution of the respondents

shows, 53.7 percent were between the ages of [31 and 40], 23.6 percent were between the ages of
[20 and 30], and 22.6 percent were between the ages of [41 and 50] years old. This suggests that
the sample is dominated by menials and followed by Gen X. However, the share of baby
boomers and Gen Z are null and few respectively.

4.3.3. Academic Qualification

The study tried to determine the respondents' academic qualifications in order to better
understand their qualifications and capacity to offer the information needed by the study.

Academic Qualification of respondents in %

Masters 41.7
Degree 56.3
Diploma 2.0

0.0 10.0 20.0 30.0 40.0 50.0 60.0

Source: Survey data (2021)

Graph 4.2. Academic qualification of respondents

19
Accordingly, as graph 4.2 depicts, the majority (56%) had a bachelor's degree as their greatest
level of education, while around 42% had a master's degree, and 2% had diplomas.

4.3.4. Work Experience of Respondents

Similarly, respondents were asked about their job experience, as graph 4.3 shows, 96 (38.7%)
replied they worked for the bank for 4 to 6 years, 52 (21%) replied they worked for more than 12
years, 40 (16.1%) replied they worked for 7-9 years, 39 (15.7%) replied they worked for 10 to 12
years, and the remaining 21 (8.5%) replied they worked for 1 to 3 years.

Work Experience of respondents in %

>12 21.0
Work Experience

[10-12] 15.7
[7-9] 16.1
[4-6] 38.7
[1-3] 8.5

0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0

Source: Survey data (2021)

Graph 4.3. Work Experience of respondents in years

The result shows that most of the respondents have matured experience within the bank. Hence,
they are in a good position to respond to the research variables with more understanding.

4.3.5. Position Classification

The survey went on to ascertain the respondent's job designation, and as graph 4.4 shows, the
majority (73%) of the respondents’ were professionals, 13.1% were line managers, 11.9% were
middle managers, and 2% were senior managers. Hence, the response rate was represented by all
hierarchies of the bank.

20
 Position classification of respondents in %

Professionals 73.0

Line Management 13.1

Middle Management 11.9

Senior Management 2.0

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0

Source: Survey data (2021)

Graph 4.4. Position classification of respondents

4.3.6. Respondents Business Domain

Finally, in terms of working area assignment, as figure 4.2 shows, 60.3 percent of respondents
worked in the front office, directly interacting with customers, 25 percent worked in the middle
office, closely facilitating front office work processes, and the remaining 14.7 percent worked in

Back office
15%

Front office
Middle office 60%
25%

Source: Survey data (2021)

Figure 4.2. Respondent’s business domain in %

the back office, which serves as an enabler for all segments. Furthermore, the response rate was
well stratified to assess the case bank from a holistic perspective, instead of collecting one side

21
view of the research variables. Therefore, respondents represented all business lines which are
affected by the changes introduced by the bank.

4.4. Descriptive Statistics of the Study Variables

This section describes statistical results for each dimension of leadership styles, which are
transformational, transactional, Autocratic Laissez-faire, and change management practice of the
bank in terms of percentage, frequency, mean, and standard deviation.

4.4.1. Transformational Leadership

Table 4.2. Descriptive response of Transformational Leadership Style

Rating scales
No Items 1 2 3 4 5 Mean St. dev
1 Leaders in Dashen Bank influence the 0.4 3.6 16.3 42.9 36.9 4.12 0.83
followers to accept the change.
2 Leaders in Dashen Bank increase 0.4 4.8 17.1 51.2 26.6 3.99 .816
motivation to change.
3 Leaders use intellectual stimulation to 1.2 7.2 27.1 43 21.5 3.76 .910
make change possible
4 Leaders always instill pride in staff 0.4 11.1 35.7 40.5 12.3 3.53 .863
after achieving a change.
5 Leaders in Dashen Bank articulate 3.6 12 32.7 43.4 8.4 3.41 .931
clearly the future.
6 Leaders in Dashen Bank inspire others 1.2 22 36.4 36 4.4 3.20 .875
to change.
7 Leaders build genuine trust between 3.2 19.9 45.4 27.1 4.4 3.10 .876
them and followers.
8 Leaders adjust and create the culture 4.4 27.4 40.5 23.8 4 2.96 .920
to meet the long term needs for
change.
9 Leaders develop skill of employees to 6.3 32.1 34.9 19 7.5 2.89 1.03
meet the requirement of change.
10 Leaders in the Bank seek different 5.2 34.7 38.2 17.5 4.4 2.81 .934
perspectives before initiating change.
Aggregate Score 3.73 0.65

Key: 1 = strongly disagree; 2 = disagree, 3 = neutral; 4 = agree and 5 = strongly agree

Source: Survey Result (2021)

22
To measure the effect of transformational leadership on change management, the study
employed different statements. The results are presented in table 4.2. The first statement is that
the leaders of Dashen bank influence the followers to accept the change. Accordingly, 36.9% of
respondents strongly agreed with the statement. The majority (42.9%) agreed with the statement
that leaders in the bank influence followers. 16.3% were neutral, 3.6% and 0.4% of respondents
disagreed and strongly disagreed with the statement respectively. The statement's mean was 4.12
with a standard deviation of 0.83.

For the second question, respondents were asked how leaders at Dashen Bank motivate
employees to change. Accordingly, 26.6 percent of respondents strongly agreed, 51.2 percent
agreed, 17.1 percent were indifferent, 4.8 percent disagreed and 0.4 percent strongly disagreed.
The statement's mean was 3.99 with a standard deviation of 0.816. Similarly, in the third
statement, respondents were asked to reply to leaders’ use of intellectual stimulation to facilitate
change. As a result, 21.5 percent strongly agreed, the majority of 43% and 27.1 % expressed
their agreement and neutrality with the statement respectively, and 7.2 % disagreed and 1.2 %
strongly disagreed. The statement's mean was 3.76 with a standard deviation of 0.910.

Regarding the statement that leaders instill pride in staff after achieving a change objective. 12.3
percent strongly agreed, 40.5 percent agreed, 35.7 percent were indifferent, 11.1 percent
disagreed, with this statement and 0.4 percent strongly disagreed. The mean of the statement was
3.53, with a 0.863 standard deviation.

In the fifth question, respondents were asked if the bank's leaders clearly articulated the future.
Consequently, 8.4% strongly agreed, 43.4% agreed with this statement, 32.2% were indifference,
12 % disagreed with the statement and 3.6 % strongly disagreed. The mean of the statement was
3.41, with a 0.931 standard deviation. The sixth statement is that leaders inspire others to change.
Consequently, 4.4 % strongly agreed with this assertion, 36% agreed, 36.4% were indifference,
22% disagreed and 1.2% strongly disagreed with the assertion. The mean of the statement was
3.20 with a standard deviation of 0.875.

With regard to question seven, leaders build genuine trust between them and their followers. 4.4
percent strongly agreed, 27.1 percent agreed, 45.4 percent were indifference, 19.9 percent
disagreed with the statement, and 3.2 percent strongly disagreed. The mean of the statement was

23
3.10, with a 0.876 standard deviation. Similarly, respondents were asked whether leaders adjust
and develop the culture to satisfy the long-term needs for change in the eighth statement. As a
result, 4% strongly agreed, 23.8 percent agreed, 40.5 percent of respondents were interference,
and
27.4 percent disagreed and 4.4 percent strongly disagreed. The mean of the statement was 2.96,
with a 0.920 standard deviation.

In response to the ninth question, respondents were asked if leaders develop employees to gain
the skills to meet the demands of change. In this regard, 7.5 percent strongly agreed, 19 percent
agreed,
34.9 percent were indifferent, 32.1 percent disagreed, and 6.3 percent strongly disagreed with
this assertion. The mean of the statement was 2.89, with a 1.030 standard deviation. For the final
question about this leadership style, respondents were asked to reply to the statement that leaders
in the Bank seek different perspectives before initiating change. Consequently, 4.4% strongly
agreed, 17.5% agreed, the majority (38.2%) was neutral, 34.7 % disagreed and 5.2 % strongly
disagreed with the statement. The statement had a mean of 2.81 and a standard deviation of
0.934.

The last response, in contrast to the findings of Achitsa, Y.A. (2013) at Equity Bank Limited in
Kenya, where the research found that the inclusion of staff in the bank's decision-making process
made a significant majority of interviewees feel involved in the change management process.

4.4.2. Transactional Leadership Style

To ascertain the impact of transactional leadership on change management, the research

employed different items. The results are displayed in table 4.3. The first statement is that leaders
in the bank offer rewards for the change attainment . As a result, 4.4 percent strongly agreed, 45.6
percent agreed with it, 23.8 percent were indifferent, 19.4 percent disagreed, and 6.9 percent
strongly disagreed with it.

The mean of the statement was 3.21, with a 1.02 standard deviation. Similarly, in the second
question, respondents were asked to reply to the statement that leaders in the bank set clear
change goals. Accordingly, 8.2% of respondents strongly agreed with the statement, the majority
of 47.1% expressed their agreement, 27.9% were neutral, and 14.3% disagreed and 2.5%

24
strongly disagreed. The statement's mean was 3.44 with a standard deviation of 0.91.

25
Table 4.3. Descriptive response of Transactional Leadership Style

Rating scales
No Items Mean St. dev
1 2 3 4 5
1 Leaders in the Bank offer rewards for
6.9 19.4 23.8 45.6 4.4 3.21 1.02
achievement of change.
2 Leaders in Dashen Bank set clear
2.5 14.3 27.9 47.1 8.2 3.44 0.91
change goals.
3 The leaders in the Bank are
2 8.9 20.6 45.6 23 3.79 0.96
responsible for goal achievement.
4 Leaders motivate followers towards
4.9 19 26.3 35.2 14.6 3.36 1.09
achievement of change.
5 Leader develops a vision and sells the
6.5 17.3 18.5 43.1 14.5 3.42 1.12
vision to the followers.
6 Leaders in the Bank are interested in
creating conducive environment for 6.4 15.6 35.2 38.8 4 3.18 0.96
change.
Aggregate Score 3.39 0.75
Source: Survey Result (2021)

With regard to statement three, the leaders in the bank are responsible for goal achievement.
Accordingly, 23 percent strongly agreed, 45 percent agreed, 20.6 percent were indifferent, 8.9
percent agreed, and 2 percent strongly disagreed with this statement. The statement's average
was 3.79, with a 0.96 standard deviation. By the same token, respondents were asked to respond
to the assertion that leaders motivate followers towards achievement of change. According to the
results,
14.6 percent strongly agreed, 35.2 percent agreed, 26.3 percent were indifferent, 19 percent
disagreed, and 4.9 percent strongly disagreed. The mean of the statement was 3.36, with a 1.09
standard deviation.

In the fifth question, respondents were asked if the leader creates a vision and sells it to the
followers. As a result, 14.5 percent strongly agreed, 43.1 percent agreed, 18.5 percent were
neutral,
17.3 percent disagreed, and 6.5 percent strongly disagreed with this statement. The mean of the
statement was 3.42, with a 1.12 standard deviation. As a final question about this leadership
style, respondents were asked to reply to the statement that leaders in the Bank are interested in
creating a conducive environment for change. As a result, 4 percent strongly agreed, 38.8%
26
agreed, 35.2

27
percent were indifferent, 15.6 percent disagreed, and 6.4 percent strongly disagreed with the
statement. The statement had a mean of 3.18 and a standard deviation of 0.96.

4.4.3. Autocratic leadership style

To measure the effect of the autocratic leadership style on change management, the research
employed different items. The results are displayed in table 4.4. Accordingly, 20.6% of
respondents strongly agreed with the first statement that the leader‘s behavior in the bank focuses

Table 4.4. Descriptive response of Authoritarian Leadership Style

Rating scales
No Items Mean St. dev
1 2 3 4 5
1 Leader‘s behavior in the bank
12.3 29 38.1 20.6 3.67 0.94
focuses on taking control.
2 Leader makes order of the employees
without offering much clarification 23.4 37.9 34.3 4.4 3.20 0.84
and dialogue.
3 The leader involves in
.8 33.6 45.2 17 3.3 2.88 0.81
implementation of projects.
4 Leaders in Dashen Bank are swift in
.8 33.9 50.6 12.2 2.4 2.82 0.74
handling activities.
5 Leader in Dashen Bank uses
2.4 22.7 28.7 36.3 10 3.29 1.00
punishment in case of failure.
6 Tight Leadership style is an effective
5.2 42.4 39.2 11.2 2 2.62 0.82
leadership style.
Aggregate Score 3.07 0.72
Source: Survey Result (2021)

on taking control, the majority of respondents (38%) agreed with this statement, 29% were
neutral with the statement and 12.3% disagreed with the statement. The statement's mean was
3.67 with a standard deviation of 0.94. Similarly, in the second question, respondents were asked
to reply to the statement leader's order of the employees without offering much clarification and
dialogue. Accordingly, 4.4 % of respondents strongly agreed with the statement, 34.3%
expressed their agreement, the majority (37.9%) were neutral with the statement and 23.4 %
disagreed with the statement. The statement's mean was 3.20 with a standard deviation of 0.84.

28
With regard to statement three, the leader is involved in the implementation of projects.
Accordingly, 3.3% of respondents strongly agreed, 17% agreed with this statement, the majority
of respondents (45.2%) were neutral about the statement, 33.6% disagreed and 0.8% strongly
disagreed. The statement’s mean was 2.82 with a standard deviation of 0.81. Likewise, in the
fourth question, respondents were asked to reply to the statement that leaders in the bank are
swift in handling activities. Accordingly, 2.4 % of respondents strongly agreed with the
statement, 12.2% expressed their agreement, the majority (50.6%) were neutral, 33.9% disagreed
and 0.8 % strongly disagreed with the statement. The statement's mean was 2.82 with a standard
deviation of 0.74.

Concerning the fifth statement, the leader of the bank uses punishment in case of failure.
Accordingly, 10% of respondents strongly agreed, the majority of respondents (36.3%) agreed
with this statement, 28.7% were neutral about the statement, 22.7% disagreed and 2.4 % strongly
disagreed. The statement's mean was 3.29 with a standard deviation of 1.00. As a final question
about this leadership style, respondents were asked to reply to the statement that a tight
leadership style is an effective leadership style. Consequently, 2% strongly agreed, 11.2% agreed
with the statement, 39.2% were neutral, the lion share (42.4%) disagreed and 5.2 % strongly
disagreed. The mean of the statement was 2.62 and the standard deviation was 0.82.

4.4.4. Laissez-Faire Leadership

To evaluate the effect of laissez-faire leadership on change management, the study employed
different statements. The results are presented in table 4.5. The first statement is that leaders in
the bank avoid making decisions. Accordingly, 23.9% of respondents strongly agreed, the
majority of respondents (53%) agreed with this statement, 19.9% were neutral about the
statement and 3.2% of respondents disagreed with the statement. The statement's mean was 3.98
with a standard deviation of 0.75. Similarly, in the second question, respondents were asked to
reply to the statement leaders in the bank's delay in responding to urgent questions. Accordingly,
34.3% of respondents strongly agreed with the statement, the majority (39.8%) expressed their
agreement, 21.1% were neutral with the statement, 4% disagreed and 0.8% strongly disagreed.
The statement's mean was 4.03 with a standard deviation of 0.83.

With regard to statement three, leaders in the bank use passive management. Accordingly, 11.3%
of respondents strongly agreed, the majority of respondents (40.1%) agreed with this statement,
29
Table 4.5. Descriptive response of Laissez-faire Leadership Style

Rating scales
No Items Mean St. dev
1 2 3 4 5
1 Leaders in the bank avoid making
3.2 19.9 53 23.9 3.98 0.75
decisions.
2 Leaders delay in responding to urgent
.80 4 21.1 39.8 34.3 4.03 0.88
questions.
3 Leaders in the bank use passive
0.4 9.7 38.5 40.1 11.3 3.52 0.83
management.
4 The leader makes no attempt to help
9.6 40.8 43.2 6.4 3.46 0.75
in solving problems.
5 Leaders in the bank renounce their
2.8 14.5 41.1 37.5 4 3.25 .85
leadership.
6 Leader doesn‘t concern themselves
7.6 55 32.7 4.8 3.35 0.68
in the stimulation of subordinates.
Aggregate Score 3.60 0.57
Source: Survey Result (2021)

38.5% were neutral, and 9.7% of respondents disagreed and 0.4% strongly disagreed with the
statement. The statement’s mean was 3.52 with a standard deviation of 0.83. Likewise, in the
fourth question, respondents were asked to reply to the statement that the leader makes no
attempt to help in solving problems. Accordingly, 6.4 % of respondents strongly agreed with the
statement, the majority (43.2%) expressed their agreement, 40.8 % were neutral and 9.6%
disagreed with the statement. The statement's mean was 3.35 with a standard deviation of 0.68.

Concerning the fifth statement, respondents were asked to reply to the statement that leaders in
the bank renounce their leadership. Accordingly, 4% of respondents strongly agreed, 37.5%
agreed with this statement, line share of the respondents (41.1%) were neutral on the statement,
14.5% disagreed and 2.8 % strongly disagreed. The statement's mean was 3.25 with a standard
deviation of 0.85. As a final question about this leadership style, respondents were asked to reply
to the statement that leaders in the bank don‘t concern themselves with the stimulation of
subordinates. Consequently, 4.8% strongly agreed, 32.7% agreed with the statement, the
majority (55%) were neutral and 7.6% disagreed with the statement. The mean of the statement
was 3.35 and the standard deviation was 0.68.

30
4.4.5. Change Management

Finally, to evaluate change management, the research employed different items. The results are
displayed in table 4.6. Accordingly, 11.3% of respondents strongly agreed with the first
statement that there is ownership change in the bank. Accordingly, 34.3% agreed with this
statement, the majority (37.5%) were neutral about the statement, 14.9 % disagreed and 2%
strongly disagreed with the statement. The statement's mean was 3.38 with a standard deviation
of 0.94. Similarly, in the second question, respondents were asked to reply to the statement that
leaders in the bank are responsible for the change process. Accordingly, 21.7 % of respondents
strongly agree with the statement, the majority of respondents (54.9 %) expressed their
agreement, 9% were neutral with the statement, 9.4% disagreed and 4.9 % strongly disagreed.
The statement's mean was 3.79 with a standard deviation of 1.04.

Table 4.6. Descriptive response of Change Management

Rating scales
No Items Mean St. dev
1 2 3 4 5
1 There is ownership of change in the
2 14.9 37.5 34.3 11.3 3.38 0.94
bank.
2 Leaders in the bank are responsible
4.9 9.4 9 54.9 21.7 3.79 1.04
for the change process.
3 Change helps Dashen bank to become
2.8 25.7 24.9 36.5 10 3.25 1.03
more effective.
4 Leaders develop skill of employees
1.6 20.2 16.1 40.3 21.8 3.6 1.08
to meet the change objectives.
5 Leaders seeks different perspectives
2.8 13.9 20.6 52.8 9.9 3.53 0.94
before initiating change
Aggregate Score 3.51 0.72
Source: Survey Result (2021)

With regard to statement three, change helps Dashen bank to become more effective.
Accordingly, 10% of respondents strongly agreed, the majority of respondents (36.5%) agreed,
24.9% were neutral about the statement, 25.7 % disagreed and 2.8% strongly disagreed. The
statement’s mean was 3.25 with a standard deviation of 1.03.

Concerning the fifth statement, leaders develop the skills of employees to meet the change
objectives. Accordingly, 21.8% of respondents strongly agreed, the majority of respondents

31
(40.3%) agreed with this statement, 16.1% were neutral about the statement, 20.2% disagreed
and 1.6% strongly disagreed. The statement's mean was 3.6 with a standard deviation of 1.08. As
a final question of this dimension, respondents were asked to reply to the statement that leaders
seek different perspectives before initiating change. Consequently, 9.9% strongly agreed, the
majority (52.8%) agreed with the statement, 20.6 % were neutral, 13.9% disagreed and 2.8 %
strongly disagreed. The mean of the statement was 3.53 and the standard deviation was 0.94.

4.5. Qualitative Data Analysis

Interviews were conducted to supplement and compare the information gathered via
questionnaires. The interviews in this study were intended because the interviewees provided
details about some specific areas of study. Accordingly, the interview is divided into three
sections. The first section presents the leadership styles practiced by Dashen Bank and the
attributes of each leadership style. The second section reveals the effectiveness of the practiced
leadership styles in change management, and the final section presents the best leadership styles
proposed by the interviewee for managing change in the bank.

The respondents of the interview were six senior managers of the bank who have matured
experience and knowledge of the research title. The interviewee's responses are denoted by
participant number (PT-1) for the first senior Manager, 2 for the second senior manage (PT-2),
and so on. The following is a summary of their responses.

The first question was targeted at identifying the leadership style adopted by the bank.
Accordingly, out of six respondents interviewed, three managers (PT 1-3) or 50% of respondents
revealed that the leadership style practiced in the bank was transformational leadership. The
main attributes they described for the claimed leadership style include: inspiring followers to
look beyond their own interests for the good of the team and the organization, influencing
followers, developing and communicating a vision, motivating employees specifically at the
commencement of the change initiative, trying to convince the participants of the change of the
need for the change, and acting as an agent of change even if somehow they lack consistency in
this regard. For a similar question, Participant 4 (PT-4), replied that the leadership style practiced
by the bank is Laissez faire and the attributes he has put for his claim are lack of determination,
focus, and tone setting at the top, thereby limiting buy-in by participants in pushing the

32
change towards the desired

33
objective. Likewise, participant 5, revealed the practiced style was transactional leadership and
his manifestation of his claim included that leaders are responsible for goal achievement, setting
clear change goals, and offering rewards for achievement of change. Finally, for the same
question, Participant 6, revealed the absence of a specific leadership style adopted by the bank,
and he substantiated his assertion by referring to the lack of a clearly stipulated style as a bank
and adding his own beliefs that leadership styles vary with the personalities of the leaders.
The second question the interviewees were asked to reply to the effectiveness of the leadership
style in change management at the bank. Accordingly, the majority of respondents (PT 1-3 and
Participant 5) stated that the bank's leadership style is producing positive results. The basic
elements of their positive perceptions include people management, motivation, employee
development programs, and some of the benefit packages as an encouraging practice of the
bank's leadership. Nevertheless, they have some doubts about change management sustainability.
They specifically specified their reservation by stating that in most of the change introduction
phases, the leadership team is fully involved and inspires others to implement it, and in the
process, they will disappear. Hence, they reflected the lack of sustainment of the momentum of
the change. Two participants, PT 4 and PT 6, revealed their reservations about the effectiveness
of the leadership style on change management and their arguments for their doubts include lack
of attention to the change management issues, absence of a well-defined process for managing
the change, lack of identifying the appropriate leadership style relevant for the business, delays
in projects, lack of proper communication channels on the change agenda, power distance, and
lack of professionals in the area, These are some of the issues expressed by the respondents.
The final question the interviewee was asked to reply to the best leadership style for managing
change in Dashen bank? Consequently, almost all the participants except participant 4
recommended the transformational type of leadership style as the best style for managing
change. They have justified their recommendation by expressing that a transformational
leadership style avoids lack of determination, focus, and tone setting. It encourages subordinates
to think outside the box, and propose innovative ideas in a competitive business, it emanates
from the change intent clarity, it tries to influence and motivate employees. On the contrary, for
the same question, Participant 4 revealed that if the change management practice of the bank is to
be effective, a flexible leadership style is prudent based on the change intent instead of a
one-fit for-all

34
prescriptive style. This is because, in some instances, a particular type of leadership may not be
appropriate for managing change.

4.6. Inferential Statistics or Correlation of the variables

The correlation matrix is used to determine the degree to which changes in one variable are
connected to changes in another. The correlation coefficient should be in the range of -1 to +1,
with -1 denoting perfect negative correlation, +1 denoting perfect positive correlation, and 0
denoting no connection (Kothari and Garg, 2014). These values indicate both the direction and

Table 4.7. Correlation matrix of leadership styles and change management

Transfor Trans Au Laissez Change
mational action toc -faire Management
al rati
c
Pearson 1
Transformatio Correlation
nal Leadership Sig. (2-tailed)
N 252
Pearson .574 1
Transactional Correlation
Leadership Sig. (2-tailed) .000
N 252 252
Pearson .128* -.080 1
Autocratic Correlation
Leadership Sig. (2-tailed) .042 .203
N 252 252 25
2
Pearson .108 .175 .08 1
Laissez-faire Correlation 9
Leadership Sig. (2-tailed) .088 .005 .15
7
N 252 252 25 2
2 5
2
Pearson .713 .576 .14 . 1
Change Correlation 9* 1
Management 6
9
Sig. (2-tailed) .000 .000 .01 .
8 0
0
35
 7
N 252 252 25 2 252
2 5
2
. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

Source: Survey Result (2021)

36
size of the relationship. According to Cohen (1988), coefficients of correlation (r) ranging from
0.10 to 0.29 may indicate a weak relationship, ranging from 0.30 to 0.49 may indicate a
moderate level of relationship, and (r) ranging from 0.50 to 1.00 may indicate a strong
relationship.

As Table 4.7 shows in the above table, there is a significant positive correlation between
transformational leadership style and change management at an r value of 0.713. There was also
a significant positive correlation between transactional leadership style and change management
at an r value of 0.576. There was a weak positive correlation between autocratic leadership and
change management at an r value of 0.149 and there was a positive correlation between the
Laissez-faire leadership style and change management at an r value of 0.169. The table shows
that the majority of the research factors had a positive impact on the dependent variable.

4.7. Test for Assumptions of Regression Model

4.7.1. Normality Test

The purpose of normality testing is to determine whether a data set is well-modeled by a normal
distribution. The test is used to determine how likely a random variable in a data collection is to
be normally distributed. The significance tests and relationships between the variables are
distorted when study variables are not normally distributed (Grace, 2019). When the normality
assumption is violated, the explanation and implications are not valid or reliable (Razi and Wah,
2011). The reason for this is that regression analyses assume normal distributions. Various tests
can be used to check for normality. One of the methods used to test normality is called the
(probability– probability plot). The cumulative probability of a variable is plotted against the
cumulative probability of a given distribution in the graph. The variable is normally distributed if
values fall on the diagonal of the plot, but departures from the diagonal indicate deviations from
normality (Field, 2005).

This study adopted the probability–probability plot test and the findings are presented in
(Appendix 1). Thus, we can deduce that the assumption of a normally distributed error term was
not breached.

37
4.7.2. Multicollinearity Test

Multicollinearity is a statistical event in which two or more research variables are substantially
associated with each other in a multiple regression model. This indicates that one of the variables
is likely to be linearly projected from the others with a high degree of precision (Grace, 2019).
According to Gujarati (2011), if there is one or more such relationships among the regressors, we
call them multi-collinear or collinear. The standard errors increase as the multicollinearity
increases.

Table 4.8. Collinearity Diagnosis Result

Coefficients a
Model Collinearity Statistics
Tolerance VIF
Transformational Leadership .640 1.563
Transactional Leadership .630 1.586
1
Autocratic Leadership .937 1.067
Laissez-faire Leadership .958 1.043
a. Dependent Variable: Change Management

Source: Survey Result (2021)

Multicollinearity can be tested either by correlation coefficient results or by VIF (Variance

Inflation Factor). Accordingly, this study used Variance Inflation Factor (VIF) to test the
presence of multicollinearity in the regression analysis. According to Newbert (2008), if the VIF
value is above 10, this is indicative of the presence of damaging collinearity. As shown in table
4.8, all the values of VIF in the study were found to be below 10, which means that
multicollinearity among the study variables was not damaging.

General comments on chapter 4:

38
4.1. Introduction
Comment: The introduction is clear but could benefit from a brief overview of the key findings
that will be discussed in this chapter.
4.2. Response Rate
Correction: "questioners" should be corrected to "questionnaires" for consistency.
Comment: Consider adding a brief explanation of why the response rate is significant in
research.
Table 4.1. Response Rate of the Study
Correction: Ensure consistency in terminology (e.g., "No of returned Response" should be
"Number of Returned Responses").
Comment: It might be helpful to clarify what "Front office," "Middle office," and "Back
office" mean in the context of the bank.
4.3. Demographic Profile of the Respondents
Comment: This section is well-organized but could use subheadings for better readability. For
example, use "4.3.1 Gender Distribution" instead of "4.3.1. Gender Distribution of the
respondents."
4.3.1. Gender Distribution of the Respondents
Correction: "the survey had a 24 percent female response rate and a 76 percent male response
rate" could be rephrased for clarity: "The survey recorded a response rate of 24% from
females and 76% from males."
4.3.2. Age Distribution of the Respondents
Correction: "As the response" appears to be an incomplete sentence. It should be rephrased or
completed.
Comment: Consider including a brief analysis of the implications of the age distribution
findings.
4.3.3. Academic Qualification
Correction: "the majority (56%) had a bachelor's degree as their greatest level of education"
could be rephrased to "The majority (56%) of respondents held a bachelor's degree, while
approximately 42% had a master's degree, and 2% held diplomas."
4.3.4. Work Experience of Respondents
Comment: It would be helpful to add a summary sentence that interprets the significance of

39
the work experience data.
4.4. Descriptive Statistics of the Study Variables
Comment: Introduce this section with a brief explanation of why descriptive statistics are
important for understanding the study variables.
4.4.1. Transformational Leadership
Correction: Ensure consistent formatting in the table. For example, "St. dev" should be
spelled out as "Standard Deviation" in the header.
Comment: Consider summarizing the key insights from the table after presenting it, rather
than just listing the results.
4.4.2. Transactional Leadership Style
Comment: Similar to the previous section, summarize the implications of the findings after
presenting the table.
4.4.3. Autocratic Leadership Style
Correction: "the majority of respondents (38%) agreed with this statement" should specify
what statement is being referred to for clarity.
4.4.4. Laissez-Faire Leadership
Comment: The analysis could be enhanced by discussing how laissez-faire leadership might
impact change management negatively or positively.
4.4.5. Change Management
Correction: In "the statement’s mean was 3.25 with a standard deviation of 1.03," consider
rephrasing for clarity: "The mean score for this statement was 3.25, with a standard deviation
of 1.03."
4.5. Qualitative Data Analysis
Comment: The introduction of qualitative data is good, but consider providing more context
on how qualitative data complements quantitative findings.
4.6. Inferential Statistics or Correlation of the Variables
Correction: "the correlation coefficient should be in the range of -1 to +1" could be rephrased
for clarity: "The correlation coefficient ranges from -1 to +1, where -1 indicates a perfect
negative correlation, +1 indicates a perfect positive correlation, and 0 indicates no
correlation."
Comment: Summarize the implications of the correlation findings for leadership and change
management.
40
4.7. Test for Assumptions of Regression Model
4.7.1. Normality Test

Comment: Consider providing a brief explanation of why normality is important in regression

analysis.
4.7.2. Multicollinearity Test
Comment: The explanation is clear; however, a brief summary of why multicollinearity
matters in the context of your study could enhance understanding.
General Suggestions
Formatting: Ensure consistent formatting throughout the chapter, particularly in headings,
subheadings, and tables.
Clarity: Use clear and concise language. Avoid overly complex sentences that may confuse the
reader.
Summary: At the end of each section, consider including a brief summary or conclusion that
encapsulates the key points discussed.

41
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1. Introduction

In this chapter, the study's findings on the effect of leadership styles on change management in
the case bank are carefully described; appropriate conclusions are taken from the findings and
the study attempts to advance pertinent recommendations. The dependent variable is change
management and the independent variables are transformational leadership style, transactional
leadership style, autocratic leadership and laissez-faire leadership style.

5.2. Summary of Findings

According to the regression results, the study revealed that transformational leadership and
change management had a significant positive relationship. According to this finding,
transformational leadership has a major effect on change management. Hence, transformational
leadership is the most powerful predictor of change management in DB.
On the same theme, according to the descriptive study findings, leaders of the bank to make
change possible in most transformational leadership items, like influencing followers, increasing
motivation, use of intellectual stimulation, instilling pride, inspiring others, articulating the future
and building genuine trust, revealed a mean score of 3 and above, which is positive and
encouraged. Whereas seek different perspectives before initiating change, develop the skills of
employees to meet the requirements of change, and adjust and create the culture to meet the
long- term needs for change have a mean score within a range of 2.8 -3, which needs further
effort to grab the full benefit of transformational leadership.
Based on the specific aim of the study, to determine the effect of transactional leadership on
change management in the case bank, the regression study revealed that transactional leadership
and change management had a significant positive relationship. According to the findings,
transactional leadership has a significant impact on change management next to transformational
leadership.

In a similar vein, the descriptive study findings for transactional items questions respondents
revealed that leaders of the bank develop and sell the vision to their followers, set clear change

42
goals, are responsible for goal achievement, create a conducive environment for change, and
offer rewards for achievement of change, all of which reveal a mean score of 3.18 and above,
which are positive and encouraged.

To establish the effect of Autocratic leadership on change management in the case bank, the
regression study revealed that autocratic leadership and change management had a significant
positive linear relationship. According to the findings, autocratic leadership has a significant
effect on change management.

On the same subject, the descriptive study findings for Autocratic leadership questions
respondents revealed that leaders of the bank focus on taking control, are swift in handling
activities, involved in implementation of projects, make orders without clarification and use
punishment in case of failure, all of which reveal a mean score of 3.18 and above, which is
positive and encouraged. However, the last item, the effectiveness of the autocratic leadership
style in change management, has a mean score of 2.6, which needs further effort to grab the full
benefit of the style in an appropriate context.
To determine the effect of laissez-fair leadership on change management in the case bank, the
regression study revealed that laissez-faire leadership and change management had a positive but
insignificant linear relationship. According to the findings, laissez-faire leadership has an
insignificant effect on change management.

43
5.3. Conclusion

The study found that the bank employed a variety of leadership styles in the change management
process. Transformational leadership's effect on change management is positive and significant.
Hence, transformational leadership caused change management to be smoothly implemented in
the bank. Based on the above findings, transformational leadership styles had the highest
predictor power for change management in Dashen Bank S.C.

The study also concluded that the transactional leadership style had an effect on the change
management of Dashen bank. According to the findings, the effect of transactional leadership on
change management is positive and significant.

Regarding the effect of an autocratic leadership style on change management, similarly, an

autocratic leadership style had an effect on the change management of Dashen bank. According
to the findings, the effect of autocratic leadership on change management is positive and
significant.

Finally, the study concluded that the effect of the laissez-faire leadership style on change
management is positive but insignificant.

5.4. Recommendation

Based on the findings of the study to enhance the success of change management, the following
recommendations have been proposed to the case bank:

 As per the finding of the study the bank employed a variety of leadership styles in the
change management process. However, as the effect of transformational leadership is
greater than the other styles which affect change management positively and significantly,
the bank recommended to strengthening the transformational style so as to affect the success
of change in a sustainable way.

 Given the importance of proper leadership during the process of change management in an
organization, it is essential to employ proper leadership assessment in the leadership
recruitment process in order to identify transformative leaders so as to achieve the change

44
management objective. In line with this, the bank needs to direct its development investment
towards capacitating this leadership style to implement the change effectively.

 Creating a positive culture in an organization is a critical ingredient of transformational

leadership. Hence, to maximize the effect of transformational leadership on change
management, the leadership of the bank recommended to strengthening the trust between its
employees and management, thereby shaping the intended culture in line with the bank’s
mission and vision.

 The study found out that the mean score of leaders in developing the skills of employees to
meet the requirements of change is lower in transformation leadership questions. As training
and development improve employees' ability to do their job as well as help to facilitate the
effective implementation of the desired changes, the bank recommended to adequately train
all employees on the need for change whenever the bank introduces new initiatives, so as to
completely reap the benefits of changes.

 Similarly the study found the limitedness of view involvement in the change process.
Hence, the leader recommended to participate employees to provide their perspectives on
the new change initiatives of the bank. This is because those who contribute their ideas early
in the change process will feel more ownership, act as change champions, reduce resistance
to change, and help to sustain change initiatives. In line with this, Dashen bank should craft
a structured communication approach to create an effective information flow that reduces
the lack of knowledge about the change agenda.

 With regard to the change management office, in order to play the central role in change
facilitation and expedite the success of the change, the bank's change management office
requires prior focus on structural set up, assignment of trained professionals, and employee
development programs including exposure visits.

 Last but not least, the bank needs use a variety of leadership styles during the change
management process, including transformational, transactional, and autocratic leadership
styles. This is because, in this study, though the dominant predictor is transformational
leadership, except for the laissez-faire leadership style, the other leadership styles were
proven to be effective in bringing about change in Dashen Bank S.C. Hence, among the

45
leadership

46
 styles found to be significant, Dashen bank should employ different styles depending on the situation,
so as to reinforce the need for change.

5.5. Areas of Further Research

The study investigated the effect of leadership styles on change management in the case of Dashen
Bank S.C. more of research can be done on how other leadership styles affect change
management in other banks within Ethiopia. Further research can also be done on how leadership
styles affect change management in the banking industry of the nation.

Some comments and suggestions for corrections and improvements to Chapter Five, focusing
on clarity, structure, and grammar:

5.1. Introduction
Comment: The introduction effectively sets the stage for the chapter. Consider briefly
summarizing the main findings that will be discussed in the summary.
5.2. Summary of Findings
Correction: In the phrase "the study revealed that transformational leadership and change
management had a significant positive relationship," consider rephrasing to "the study
revealed a significant positive relationship between transformational leadership and change
management."
Comment: The section is informative but could benefit from clearer transitions between the
different leadership styles. Consider using bullet points or subheadings for each leadership
style to enhance readability.
Example Structure:
Transformational Leadership:

Significant positive relationship with change management.

Mean scores indicate areas of strength and areas needing improvement.
Transactional Leadership:

Significant positive relationship with change management.

47
Key positive attributes identified.
Autocratic Leadership:

Significant positive relationship with change management, but one area needs improvement.
Laissez-Faire Leadership:

Positive but insignificant relationship with change management.

5.3. Conclusion
Comment: The conclusion summarizes the findings well. However, consider emphasizing the
implications of these findings for the bank's future strategies in change management.
Correction: The phrase "the bank employed a variety of leadership styles in the change
management process" could be more concise: "the bank utilized various leadership styles in
managing change."
5.4. Recommendations
Comment: The recommendations are practical and relevant. However, consider numbering
them for easier reference.
Example:
Strengthen Transformational Leadership: Focus on enhancing transformational leadership to
ensure sustainable change management.
Leadership Assessment: Implement leadership assessments during recruitment to identify
transformative leaders.
Cultivate a Positive Culture: Foster trust between employees and management to align with
the bank’s mission and vision.
Training and Development: Provide adequate training for employees to improve their skills
for new initiatives.
Employee Participation: Involve employees in the change process to foster ownership and
reduce resistance.
Change Management Office: Ensure the change management office is well-structured and
staffed with trained professionals.
Diverse Leadership Styles: Utilize a mix of leadership styles, adapting to the needs of specific
situations.
5.5. Areas of Further Research
48
Comment: This section is important for guiding future studies. Consider specifying what
aspects of leadership styles could be explored further, such as their impact on employee morale
or organizational culture.
Correction: The phrase "more of research can be done" should be corrected to "further
research can be conducted."
General Suggestions
Clarity and Conciseness: Aim for concise language throughout the chapter. Avoid redundancy
(e.g., "the effect of transformational leadership is greater than the other styles" can be
shortened to "transformational leadership has a greater effect than other styles").
Formatting: Ensure consistent formatting for headings, subheadings, and bullet points
throughout the chapter.
Proofreading: Check for grammatical errors, such as subject-verb agreement and
punctuation. For example, "the limitedness of view involvement in the change process" should
be rephrased to "the limited involvement of employees in the change process."

49
REFERENCES
Achitsa, Y.A. (2013). Leadership and management of strategic change at equity bank limited
Kenya.
Bass, B. M. (1990). Bass and Stogdill’s handbook of leadership: A survey of theory and research.
New York: Free Press

Bass, B. &Riggio, R. (2006). Transformational leadership 2nd Ed. New York: Psychology Press.

Babbie, E. (2004). The practice of social research. Belmont, CA: Wadsworth Publishing Company.
Bailey, K.D. (1987) Methods o

Bass, B. (1985). Leadership and performance beyond expectations. New York: The Free Press.
Burns, J. (1978). Leadership. New York: Harper & Row.
Befekadu, Z. and Belayneh, K. (2020). The Link between Leadership Style, Organizational
Change Perceptions and Job Satisfaction at the Ethiopian Electric Utility. Ethiopian Journal of
the Social Sciences and Humanities (EJOSSAH): V. 16, No. 2

Bhal, K., & Dadhich, A. (2011). Impact of Ethical Leadership and Leader-Member Exchange on
Whistle Blowing: The Moderating Impact of the Moral Intensity of the Issue. Journal of
Business Ethics, 103(3), 485-496.

Bunmi. O (2007). Effect of Leadership Style on Job-Related Tension and Psychological Sense of
Community in Work Organizations: A Case Study of Four Organizations in Lagos State,
Nigeria, Bangladesh e-Journal of Sociology, 4 (2).

Burns, J. M. (1978). Leadership, New York, NY: Harper & Row.

Caldwell, C. and Hayes, L. (2007). Leadership, Trustworthiness, and the Mediating Lens.
Journal of Management Development, 26(3), 261–278.
Čater, T., Lang, R., & Szabo, E. (2013). Values and leadership expectations of future managers:
Theoretical basis and methodological approach of the GLOBE Student project. Journal for East
European Management Studies, 18(4), 442-462.

Cohen, J.W. (1988). Analysis for the behavioral sciences (2nd Ed.).Hillsdale, NJ: Lawrence
Erlbaum Associates.

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Dahlan, A. N. (2009, August). The Critical Success Factors for the Effective Performance of Malaysian
Government Linked Companies. MA thesis. Malaysian: Southern Cross University.

Dashen Bank S.C. 24th Annual report for the year ended June 30, 2020. Davis and

Holland (2002), Change is the rule, Texas: Winhope Press.

Field, A. (2005). Discovering Statistics Using SPSS (Third). SAGE Publications.

Ellen, Stephanie. "Slovin's Formula Sampling Techniques" [Link], [Link]

[Link], accessed 25 June 2021.
Ememe, J. (2017). Leadership Strategies for
Managing Change in the Nigerian Banking Industry.
Flamholtz, E. & Randle, Y. (1998). Changing the g

51
 AFRICA BEZA COLLEGE NEKEMTE CAMPUS

FACULTY OF BUSINESS AND SOCIAL SCIENCES

DEPARTMENT OF MANAGEMENT

APPENDIX I: QUESTIONNAIRE
Dear respondent, we are management of student at Africa beza college and we are presently
carrying out are search work for my final thesis, on the topic of impact of leadership style on
organizational performance, a case study of Assessment The Effect Of Leadership Style And
Organizational Challenges On Business Management In Case Of Study Of Dashan Bank
Nekemte Branch You have been carefully chosen as one with capacity to help in gathering this
information that will contribute to the expected results of this research. All the information
provided will be treated with utmost confidentiality it deserves and it will strictly be used for
academic research.
Thanks for your anticipated cooperation.
NB: The information collected is only for academic purpose it could be promised that all
information you provide would be strictly confidential.
PART I. PERSONAL DATA
1. Which branch of the banks do you work for?
2. Are you a male or female?
3 . What is your age?
4. How long have you been in this bank?
5. What is your current grade or level?
6. What is your job designation or title?
PART II. Close-Ended Questionnaires
1. Leadership Style
1, Strongly Disagree 2, Dis Agree 3, Neuteral 4 Agree 5, Strongly Agree
AUTOCRATIC LEADERSHIP STYLE 5 4 3 2 1
The leader bestowed rewards and gives
punishments to motivate employees to
achieve organizational objectives.
2 The leader makes all the major decisions.

52
3, The leader doesn’t get too involved with
the team and doesn’t have conversations
with them frequently.

4,The leader is the principal judge of the

achievements of the team.

TRANSFORMATIONAL LEADERSHIP
STYLE

5 The leader considers the moral and

ethical consequences of decision.

6 The leader expresses confidence that

goals will be achieved.

7 The leader Seeks different perspectives

when solving problems.

8 The leader Treats employees as an

individual rather than just as a member of
group.

Democratic Leadership Style

9 You receive advice from the leader on

what to do and how.

10 The leader encourages creativity and

people are frequently largely engaged in
systems and decisions.

53
 11 The leader encourages group
conversations.
12 There’s frequent and supportive
communication from the leader to the rest
of the staff

General comments
Title Page
- Title Formatting: Ensure the title is properly capitalized and formatted. Change to: "The Effect of Leadership Style and
Organizational Challenges on Business Management: A Case Study of Dashen Bank Nekemte Branch."
- Grammar: Change “ARESEARCH PAPER SUBMITTED TO DEPARTMENT OF MANAGEMENT IN PARCIAL
FULFILIMENT FOR REQUIREMENT OF BACHILER OF ART DEGREE IN MANAGEMENT” to “A RESEARCH PAPER
SUBMITTED TO THE DEPARTMENT OF MANAGEMENT IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR
THE BACHELOR OF ARTS DEGREE IN MANAGEMENT.”
- Advisor Name: Correct “Advisor” and ensure proper formatting (e.g., “Advisor: Mr. Bekele Debela, MSc”).
- Spacing: Ensure consistent spacing between sections and names for better readability.

Declaration
- Title Capitalization: Change “Assessment of The Assessment The Effect Of Leadership Style And Organizational Challenges On
Business Management In Case Of Study Of Dashan Bank Nekemte Branch” to “The Effect of Leadership Style and
Organizational Challenges on Business Management: A Case Study of Dashen Bank Nekemte Branch.”
- Grammar: Change “We, the undersigned, hereby declare that the work entitled assessment of The Assessment The Effect Of
Leadership Style And Organizational Challenges On Business Management In Case Of Study Of Dashan Bank Nekemte Branch is
the result of our dedicated efforts” to “We, the undersigned, hereby declare that the work entitled 'The Effect of Leadership Style
and Organizational Challenges on Business Management: A Case Study of Dashen Bank Nekemte Branch' is the result of our
dedicated efforts.”
- Signature Section: Ensure that the signature lines are formatted consistently, and consider adding a line for the advisor's
signature and date.

Acknowledgment
- Clarity: Change “praises and thanks to the God, the Almighty” to “I would like to express my gratitude to God, the Almighty.”
- Grammar: Change “Next I will like to thank man y people who have help me” to “Next, I would like to thank many people who
have helped me.”
- Punctuation: Ensure proper punctuation throughout, especially at the end of sentences. For example, change “my academica Mr.
BEKELEDEBELA(MSc)” to “my academic advisor, Mr. Bekele Debela (MSc).”
- Clarity: The sentence “I am extremely gratef” is incomplete. Change it to “I am extremely grateful for all they have offered me.”

Abstract
- Clarity: Change “the effect of leadership style on organizational change management was explored in the case of Dashen Bank”
to “This study explores the effect of leadership style on organizational change management at Dashen Bank.”
- Grammar: Change “However, there is controversy about the key leadership style for establishing change in the organization” to
“However, there is controversy regarding the key leadership style that effectively facilitates change within organizations.”
- Clarity: The phrase “the dominant predicting leadership style in the case bank” should be rephrased for clarity, e.g., “the
dominant leadership style influencing change management at the bank.”

Contents
- Formatting: Ensure consistent formatting for headings and subheadings, including spacing and alignment. For example, use "1.2
Statement of the Problem" instead of "1.2 STATEMENT OF THE PROBLEM."
- Chapter Numbering: Ensure that chapters are numbered correctly and consistently throughout.
54
 Chapter One: Introduction
1.1 Background of the Study
- Clarity: Change “One of the most effective strategies to boost corporate happiness is to choose a leadership style that benefits
both the corporation and its personnel” to “Choosing a leadership style that benefits both the organization and its employees is one
of the most effective strategies to enhance workplace satisfaction.”
- Grammar: Change “According to Thomas (2002) leadership style is the aspect of a leader’s personality that inspires subordinates
to follow them” to “According to Thomas (2002), leadership style refers to the aspects of a leader’s personality that inspire
subordinates to follow.”
- Clarity: The phrase “the study of leadership is not a new phenomenon, but it is an ancient art” should be rephrased for clarity,
e.g., “The study of leadership is not a recent development; rather, it is an ancient practice.”

1.2 Statement of the Problem

- Clarity: Change “Leadership style cultivated itself as a significant determinant of workers' organizational performance together
with normal skills familiar by supervisors at various level of progressive system” to “Leadership style has emerged as a significant
determinant of organizational performance, along with the skills possessed by supervisors at various levels.”
- Grammar: Ensure proper punctuation and grammar throughout, especially in complex sentences.

1.3 Objective of the Study

1.3.1 General Objective
- Clarity: Change “The main objective of the study was to assess the effect of leadership style and organizational challenges on
business management in case of study of Dashan Bank Nekemte Branch” to “The main objective of this study is to assess the
effect of leadership style and organizational challenges on business management at Dashen Bank Nekemte Branch.”

1.3.2 Specific Objective

- Clarity: Ensure specific objectives are clearly defined and measurable. For example, change “To identify the preferred leadership
style Dashen Bank Nekemte Branch and branch banks in the case of Cooperative Bank of Oromia” to “To identify the preferred
leadership styles at Dashen Bank Nekemte Branch.”

1.4 Research Questions

- Clarity: Ensure questions are clearly stated and consistent in format. For example, use “What leadership styles are practiced at
Dashen Bank Nekemte Branch?” for all questions.

1.5 Significance of the Study

- Clarity: Change “the study had attempt to demonstrate the current state of the bank’s leadership style” to “This study aims to
demonstrate the current state of the bank’s leadership styles.”
- Clarity: The phrase “the study can assist other scholars who are conducting research on the same topic for academic purposes”
should be rephrased for clarity, e.g., “This study can serve as a valuable resource for scholars conducting similar research.”

1.6 Scope of the Study

- Clarity: Ensure that the scope is clearly articulated, specifying what will and will not be included in the study. For example,
clarify the geographical and conceptual delimitations.

1.7 Limitations of the Study

- Clarity: Change “the researcher had faced the shortage of sample size to collect data and lack access to data” to “The researcher
faced challenges related to the limited sample size and lack of access to certain data.”

1.8 Organization of the Research

- Clarity: Ensure that the organization of the research is clearly laid out, using bullet points or numbering for clarity.

Chapter Two: Literature Review

2.1 Introduction
- Clarity: Change “this chapter is dedicated to present literatures found on the Online web system” to “This chapter presents
literature sourced from online databases and relevant academic texts.”

2.2 Theoretical Review

2.2.1 Leadership Styles
55
- Clarity: Change “Leadership is a social influence process in which a leader seeks out subordinates' voluntary engagement” to
“Leadership is a social influence process through which a leader seeks the voluntary engagement of subordinates.”
- Grammar: Ensure proper punctuation throughout, especially in complex sentences.

2.2.2 Organizational Performance

- Clarity: Change “Organizational Performance is a complex and multidimensional phenomenon in the business literature” to
“Organizational performance is a complex and multidimensional concept in the field of business literature.”

2.4 Conceptual Framework

- Clarity: Ensure that the conceptual framework is clearly articulated, possibly using a diagram for visual representation.

Chapter Three: Research Methodology

3.1 Introduction
- Clarity: Change “this chapter provides the details of the research methodology” to “This chapter outlines the research
methodology employed in this study.”

3.2 Research Design

- Clarity: Change “A research design is simply the frame work of the study” to “A research design serves as the framework for the
study.”

3.3 Research Approach

- Clarity: Change “the study is quantitative in nature which is generally associated with especially since it is used with
predetermined and highly structured data collection techniques” to “This study employs a quantitative research approach,
characterized by predetermined and highly structured data collection techniques.”

3.4 Sampling Design

- Clarity: Change “the primary data was collected from population of Dashen Bank Nekemte Branch branches in Baka jama and
07 kebeles towns” to “Primary data was collected from employees of Dashen Bank Nekemte Branch and its branches in Baka
Jama and 07 Kebeles.”

3.5.2 Data Collection Tools

- Clarity: Change “Primary data was gathered using a structured questionnaire” to “Primary data was collected using a structured
questionnaire designed for this study.”

3.6 Data Analysis Methods

- Clarity: Ensure that the methods of data analysis are clearly articulated, including how both qualitative and quantitative data will
be analyzed.

Chapter Four: Results and Discussion

4.1 Introduction
- Clarity: Change “This chapter presents the findings, analysis and interpretation of the findings” to “This chapter presents the
findings, analyses, and interpretations derived from the research.”

4.2 Response Rate

- Correction: Change “questioners” to “questionnaires” for consistency.
- Comment: Consider adding a brief explanation of why the response rate is significant in research.

4.3 Demographic Profile of the Respondents

- Clarity: Use subheadings for each demographic category for better readability.

4.3.1 Gender Distribution of the Respondents

- Correction: Change “the survey had a 24 percent female response rate and a 76 percent male response rate” to “The survey
recorded a response rate of 24% from females and 76% from males.”

4.3.2 Age Distribution of the Respondents

- Correction: Ensure that the age distribution is clearly presented, possibly using a table or graph for visual clarity.

56
4.4 Descriptive Statistics of the Study Variables
- Comment: Introduce this section with a brief explanation of why descriptive statistics are important for understanding the study
variables.

Chapter Five: Summary, Conclusion and Recommendations

5.1 Introduction
- Clarity: Change “the study's findings on the effect of leadership styles on change management in the case bank are carefully
described” to “This chapter summarizes the study's findings regarding the effect of leadership styles on change management at
Dashen Bank.”

5.2 Summary of Findings

- Clarity: Use bullet points or subheadings to clearly delineate findings related to each leadership style for better readability.

5.3 Conclusion
- Clarity: Change “the study found that the bank employed a variety of leadership styles in the change management process” to
“The study found that the bank utilized various leadership styles in managing change.”

5.4 Recommendations
- Clarity: Number the recommendations for easier reference and clarity.

5.5 Areas of Further Research

- Clarity: Specify what aspects of leadership styles could be explored further, such as their impact on employee morale or
organizational culture.

References
- Formatting: Ensure that all references are formatted consistently according to a specific citation style (e.g., APA, MLA).
- Completeness: Check that all cited works are included in the reference list, and ensure proper citation for all sources.

Appendix
- Clarity: Ensure that the introduction to the appendix is clear and concise.
- Formatting: Use consistent formatting for questions, ensuring clarity in response options.

57