The Effect of Stakeholder Orientation on the Performance  Of Micro and Small Manufacturing Enterprises:            Evidence from Bahir Dar City, Ethiopia

Alayu Mekonnen

dc.contributor.author	Alayu Mekonnen
dc.date.accessioned	2020-11-02T11:53:08Z
dc.date.available	2020-11-02T11:53:08Z
dc.date.issued	2020-11-02
dc.identifier.uri	http://hdl.handle.net/123456789/11511
dc.description.abstract	The purpose of this study is to examine the effect of leadership styles on employees’ performance in CBE, Bahir Dar city branches. To achieve the purpose, quantitative research approaches and cross sectional survey research design is used. The sources of data is primary source of data. Data is collected using Bass and Avolios’ (1995) Multifactor Leadership Questionnaire (MLQ) to measure leadership styles. In addition, employees’ performance is measured using the task performance scale consisted of 13 questionnaire items which is developed by Koopmans L et al 2013. The participants of study are 245 Employees and the return rate is 96.75%. The analysis is done using SPSS (Version-23). The data is analyzed with both descriptive and inferential statistics using frequency, percentages, mean scores, standard deviations, correlation and regression. The findings of the study indicated that employees’ performance had moderate, positive and statistically significant relationship with transformational and transactional leadership styles, but statistically insignificant relationship with laissez-faire leadership style. The finding also exposed that, transactional leadership style was the dominant leadership style. Overall, scores in transformational leadership style is found to be moderately correlated with employee performance except for the inspirational motivation dimension, idealized influence, which have insignificant positive correlation with employee performance. Transactional leadership style is found to be positively correlated with both measures of employee performance as well as overall performance. However, contingent rewards had insignificant correlation with employee performance while management by exception had moderate significant positive correlations. Laissez faire style had significant positive correlation. Moreover, transactional leadership styles contribute more than transformational to predict and influence employees’ performance. From the findings it is concluded that CBE, Bahir Dar city employees’ performance assumed to be enhanced when leaders exercised transactional leadership style. It is a dominant leadership style, it played role to attain organizational goals especially profit CBE, Bahir Dar city branches. Thus, it has been recommended that, bank service leaders to use both transformational and transactional leadership styles in combination in order to enhance employee performance as well as to achieve the organizational goals effectively and efficiently. Furthermore, bank service leaders need to organize short and long term leadership management development programs which ultimately would help achieve shared views and lay the foundation for incorporating transformational leadership style to its utmost efficiency.	en_US
dc.language.iso	en	en_US
dc.subject	Marketing Management	en_US
dc.title	The Effect of Stakeholder Orientation on the Performance Of Micro and Small Manufacturing Enterprises: Evidence from Bahir Dar City, Ethiopia	en_US
dc.type	Thesis	en_US