Abstract:
This study aimed to explain the link among leadership styles, job satisfaction and organizational commitment in Eastern Ethiopian public higher education institutions. A correlational survey design was preferred to examine the three variables. Data for the study was collected using three standardized instruments: multifactor leadership questionnaire; job satisfaction survey questionnaire and organizational commitment survey questionnaires developed by Bass and Avolio in 1995, Weiss and others in 1967 and Meyer & Allen in 1990 respectively. Three universities were selected using purposive sampling technique and from 2191 total population 338 respondents were selected using stratified random sampling technique. The data were analyzed using descriptive statistics and inferential statistics like Pearson correlation, stepwise multiple regression and path analysis to examine the relationship of the variables, extent of predictors and determine the indirect effect of exogenous variables on the endogenous variables. The result shows, transformational leadership exhibits a positive and a moderate relationship with extrinsic and intrinsic job satisfaction. Similarly, there is a positive and significant relationship between transactional and extrinsic job satisfaction but no significant relationship with intrinsic job satisfaction. Laissez-faire leadership has a significant negative relationship with extrinsic job satisfaction, but it has no significant relationship with intrinsic job satisfaction. Moreover, transformational leadership has a moderate and significant positive relationship with affective and normative commitment, but no significant relationship with continuance commitment. Transactional leadership style has a positive relationship with normative commitment but no significant relationship with affective and continuance commitment. In addition, laissez-faire leadership style has a negative relationship with affective and continuance commitment, but it has no significant relationship with normative commitment. The result of path analysis depicted transformational and laissez-faire leadership styles indirectly influence organizational commitment through job satisfaction. Finally, it was concluded that the frequently practiced laissez-faire leadership style, the ambivalent level of job satisfaction and organizational commitment of the academic staff might negatively affect the overall performance of the universities. Therefore, self-reflection of the department heads on their leadership styles, policy direction to provide continues leadership training and appreciating individual and team contributions were some forwarded recommendations. Other similar studies also suggested for the consistency of the findings.
