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The study aimed to examine how leadership behavior affects organizational change management process within public universities in Ethiopia. It utilized a mixed research approach, combining quantitative and qualitative methods. The research design employed was descriptive and explanatory. The sample size consisted of 581 academic staff and academic leaders who were selected using systematic random sampling techniques. This ensured that a representative sample was obtained from the target population. Data collection involved the use of questionnaires, interviews, and focus group discussions (FGDs). Descriptive and inferential statistics were used to analyze the collected data. The study findings revealed that a positive and significant relationship was found between autocratic, democratic, laissez-faire, and transactional leadership behaviors and organizational change management. However, there was a negative and significant relationship between transformational leadership behavior and organizational change management. Additionally, the study identified significant differences in the perceptions of leadership behaviors and organizational change management between academic staff and academic leaders. Based on the study findings, the authors recommended that leaders in public universities customize and apply the identified positive leadership behaviors (autocratic, democratic, laissez-faire, and transactional) to effectively manage organizational change.
Jinga et al. (2024) studied this question.