THE EFFECT OF LEADERSHIP STYLE ON EMPLOYEE TURNOVER INTENTIONS; A CASE STUDY OF EAST DEMBIA WEREDA CIVIL SERVICE

Abstract

Many organizations face turnover due to factors like unsupportive leadership, labor market disparities, poor work climate, and job dissatisfaction. This study examined the effect of leadership style on employee turnover intentions at the East Dembiya Woreda Civil Service Office. Using a mixed-methods approach with both descriptive and explanatory designs, data was collected from employees through surveys and interviews. Sampling involved both probability and non-probability methods, with sample size determined by Yamane’s formula (1967). Questionnaires used a 5-point Likert scale and data analysis was conducted via SPSS, employing frequency counts, percentages, means, standard deviations, and multiple regressions. Qualitative data was analyzed thematically with representative quotes. Findings showed transformational leadership significantly reduces turnover intentions by creating a motivating, supportive environment. Transactional leadership had a moderate effect by providing structure but less emotional commitment. Laissez-faire leadership was linked to reduced turnover due to its freedom. The study recommends improving leadership qualities to foster employee engagement, clear communication, and supportive management, leading to greater loyalty, lower turnover, and improved performance in East Dembiya’s civil service.