Adaptive Leadership Styles and Organizational Performance: Evidence from Local NGOs in Ethiopia

Lakachew Zeleke; Wario Guyo; Makori Moronge

doi:10.36923/ijsser.v7i2.323

Open Access Article Business Management and Administration

Lakachew Zeleke ⁽¹⁾, Prof Guyo ⁽²⁾, Makori Moronge ⁽³⁾

(1) Jomo Kenyatta University of Agriculture and Technology, Naiorbi, Kenya, Kenya,

(2) Jomo Kenyatta University of Agriculture and Technology, Naiorbi, Kenya, Kenya,

(3) Jomo Kenyatta University of Agriculture and Technology, Naiorbi, Kenya, Kenya

https://doi.org/10.36923/ijsser.v7i2.323

Issue
Vol. 7 No. 2 (2025): Continue

Submitted
June 15, 2025

Published
September 25, 2025

Keywords:

Leadership styles, Transformational and Transactional leadership, Laissez-faire, NGOs, Ethiopia, Organizational performance

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Abstract

The objective of this study was to examine the influence of leadership styles on the performance of local NGOs in Ethiopia. A mixed-method design, combining descriptive survey and correlational approaches, was employed. Data were collected through structured questionnaires administered to 276 Chief Executive Officers (CEOs) and 199 board chairpersons from systematically sampled local NGOs. Responses were analyzed using SPSS through descriptive statistics, correlation, and regression analysis. The results demonstrate that leadership styles significantly influence organizational performance. A key contribution of the study is the identification of a contextually adaptive blend of leadership styles as the most effective approach. While transformational leadership emerged as the predominant style, it was complemented by limited transactional practices and moderate use of laissez-faire elements, applied contingently to address situational demands. The study concludes that leadership style is a critical determinant of performance in Ethiopian NGOs. The most effective approach is not a single, dominant style but rather a flexible combination of transformational, transactional, and laissez-faire leadership tailored to context. Given the cross-sectional design and reliance on internal stakeholders, future research should adopt longitudinal approaches, include external stakeholder perspectives, and extend the scope to international NGOs. This research contributes to leadership scholarship by moving beyond universalist models to propose a contingency framework for leadership optimization in developing economies, thereby enriching discourse on adaptive leadership. Practically, it offers NGO leaders and policymakers an evidence-based blueprint for cultivating agile leadership practices that strategically blend styles to enhance organizational effectiveness, stakeholder trust, and social impact.

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Authors

Lakachew Zeleke

Jomo Kenyatta University of Agriculture and Technology, Naiorbi, Kenya

https://orcid.org/0009-0001-4169-4956

lakachewwalie@gmail.com (Primary Contact)

Prof Guyo

Jomo Kenyatta University of Agriculture and Technology, Naiorbi, Kenya

https://orcid.org/0009-0000-8690-2782

Makori Moronge

Jomo Kenyatta University of Agriculture and Technology, Naiorbi, Kenya

https://orcid.org/0009-0007-3374-3571

Zeleke, L., Guyo, W., & Moronge , M. (2025). Adaptive Leadership Styles and Organizational Performance: Evidence from Local NGOs in Ethiopia. Innovation Journal of Social Sciences and Economic Review, 7(2), 59–66. https://doi.org/10.36923/ijsser.v7i2.323

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