Published Paper Details:

This study is aimed at epistemologically investigating the effect of leadership styles on the leadership outcomes of Public Sectors of Bule Hora Town. There were 20 public organizations in the town and they were categorized by the council into three groups: social, economic and administrative sectors. Out of a total of 834 employees working in the public sectors, 277 respondents filled and returned the questionnaire. In addition, 9 key informants were interviewed. The sample selection method adopted was simple random and purposive sampling technique. Mixed designs (both descriptive and explanatory) and mixed approaches (quantitative and qualitative) were employed to attain the objectives of the study. Data were collected using both the standardized questionnaire and self-developed interview items. The data were presented and analyzed applying both descriptive and inferential statistics. The results of the study reviled that most frequently applied leadership style was transactional leadership while the laissez-faire leadership style is the least frequently applied. Moreover, both transformational and transactional leadership styles had positive correlation while laissez-faire leadership style has negative correlation. Thus, it is concluded that practicing transformational leadership was relatively more contributing to the achievement of the goals of public sectors organizations than others. Ultimately, it has been recommended that laissez-faire leadership styles need to be organized for the leaders by the council.