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.
Zeleke et al. (Thu,) studied this question.