Abstract:
The aim of this research is to present and explore gaps the effects of leadership styles on organizational performance in Ethiopian organizations. Qualitative with descriptive analytical synthetic approach was designed to study. Systematic review is used to summarize the previous empirical and theoretical literatures. Even if the reviewer attempts to address all researches, most of previous researchers were focused on government owned organizations. This study used cross organizational analysis to address the topics among different contexts. The search results from databases, such as Cochrane Library, Medline, Embase and CINAHL results in 31 researches and 12 of them were discarded from the study because they were out of study contexts. Therefore this study is delimited to 19 researches. Most researchers were focused on transformational leadership, but in countries like Ethiopia with high number of illiteracy the attempt to practice transformational leadership can result to wrong decisions. Because transformational leaders, can stimulate the minds of their followers, they can make these people agree and supportive of the plans and actions of the concerned body. With the authority and confidence given to these leaders, there can be instances where leaders can make harsh and abrupt decisions out of emotions which can be detrimental to the people. Since these leaders are believable and have the charm to entice others, decisions that are not in the best interests of the majority can be carried out and in the end, have negative implications. After Analyzing the targeted research works practical knowledge gaps, empirical gaps and methodology gaps were identified. Therefore future researchers are suggested to carry out researches by filling these gaps and focusing on unexplored issue such as internal business process, learning and growth and, financial performance by incorporating private sectors.
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