THE ORGANIZATIONAL CULTURE OF SELECTED WOREDAS IN JIMMA ZONE OF YOUTH AND SPORT AFFAIRS OFFICES IN SOUTH WEST ETHIOPIA.

Abstract

The purpose of this study was to investigate the relationship between leadership styles (transactional, transformational, and laissez-faire) and Organizational culture dimensions (Dominant characteristics, organizational leadership Employee management, Strategic emphasis and criteria of success) in Jimma Zone Youth and Sport Affairs. Total participants in the research were 132, which is 120 Employee and 12 leaders. Multifactor leadership questionnaire (MLQ) and organizational Culture Assessing Instrument (OCAI), were used to measure leadership styles and organizational Culture respectively. The data obtained through the instrument were analyzed with graphs. Profiles of each of the six culture attributes and their average were analyzed and graphed. The results of the study revealed that Hierarchy culture was the dominant culture as perceived by employees and the preferred culture as perceived by employees was the clan culture. Jimma Zone Youth and Sport Affairs Office leaders firmly believed that application of Hierarchy culture was the principal means to bring success. Therefore, Jimma Zone Youth and Sport Affairs Office advised to adjust the existing culture gap between the two cultures which is ten points. The findings of the study also revealed that transformational leadership style has significant and positive correlations with criteria of success. Transformational leaders focus on developing their followers by tapping them of their potentials, inspiring them, promoting collaboration, motivating them, and by reinforcing positive behaviors. Based on these findings, it is evident that leadership development is a critical area that needs to be addressed by both relevant authorities and industries to increase youth and sport affairs office competitiveness.