The main objective of this study was to investigate the effect of leadership styles on employees’ engagements in Amhara National Regional State public sector bureaus. Quantitative research approach was used. A descriptive correlational research design was used to investigate the effects of the three leadership styles on employee’s engagement in Amhara National Regional State public sector bureaus. The total populations of the study were 504 of which 223have been taken as a sample. To draw the sample, stratified sampling technique and simple random sampling technique was used. Two standardized Questionnaire were used to collect the data. Bass &Avolio’ (1995) Multifactor Leadership Questionnaire (MLQ) was used to measure the independent variables and Gallup’s (1998) Q12 (“The Gallup Workplace Audit” or GWA) for Engagement Questionnaires. 223 questionnaires developed and distributed to employees, 203 were correctly rated and returned. the response rate was 91.03%. Statistics Packages for Social Science (SPSS version 20) was used to processed the data. The demographic data were analyzed using descriptive statistics such as frequency, percentages, and the dominant leadership style analyzed using descriptive statistics mean and standard deviations. Besides, inferential statistics such as a two tailed Pearson correlation and multiple regression analysis were employed. As we have seen from the finding, transformational leadership style was the dominant leadership style practiced in Amhara National Regional State public sector bureaus. The correlation analyses reveal that there was a positive and statistically significant relationship between transformational, transactional and laissez-faire leadership styles and employees engagement. The levels of employee’s engagements revealed that, they were not‐engaged.