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AMBO UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT
PUBLIC ADMINISTRATION AND DEVELOPMENT MANAGEMENT
CCRDA-AMBO UNIVERSITY PARTNERSHIP
POSTGRADUATE PROGRAM
(MA) IN DEVELOPMENT MANAGEMENT
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BY
FIKRE FIKADU FUFA
SUBMITTED TO:
Dr. P. Bhaskar pillalamarri
Ambo University,
Ambo,
June, 2017

2. i
i. Table of contents
Table of contents Pages
i. Table of contents------------------------------------------------------------- i
ii. List of Abbreviations---------------------------------------------------------- ii
1. Introduction------------------------------------------------------------------------------ 1
2. Statement of the problem ------------------------------------------------------------- 5
3. Research Questions / Hypotheses--------------------------------------------------- 7
4. Objective of the paper------------------------------------------------------------------------ 7
4.1. General Objective ---------------------------------------------------------------------- 7
4.2. Specific Objectives --------------------------------------------------------------------- 8
5. Scope of the Study---------------------------------------------------------------------------- 8
6. The Significance of the study -------------------------------------------------------- 9
7. Interim Literature Review------------------------------------------------------------------ 10
8. Limitation of the Study---------------------------------------------------------------------- 22
9. Organization of the study------------------------------------------------------------------- 22
10. Interim Methodology------------------------------------------------------------------------ 23
10.1. Research Design----------------------------------------------------------------------- 23
10.2. Sample design------------------------------------------------------------------------- 23
10.3. Data sources----------------------------------------------------------------------------- 24
10.4. Data collection methods------------------------------------------------------------ 24
10.4.1. Primary data---------------------------------------------------------- 24
10.4.2. Secondary data------------------------------------------------------------ 25
10.5. Method of data analysis------------------------------------------------------------ 25
11. Work Schedule of Research Activity---------------------------------------------------- 25
12. Required budget ------------------------------------------------------------------------------ 25
13. conclusion--------------------------------------------------------------------------------- 26
14. References:------------------------------------------------------------------------------- 27

3. ii
ii. List of Abbreviations
Full-range leadership (FRL)
Millennium Development Goals (MDGs),
Growth and Transformation Plan (GTP)
World Health Organizations (WHO)
Ministry of Finance and Economic Development MoFED,
Tanganyika African National Union (TANU)
Statistical package for social science (SPSS)
Focus Group Discussion (FGD)
Village Executive Council (VEC)

4. 1
1. Introduction
Leadership is an essential feature of all government and governance: weak leadership
contributes to government failures, and strong leadership is indispensable if a government is to
succeed (Masciulli, 2009). A good leader must be able to render selfless service and desist from
selfishness, he must make provision for training and empowering his people and encourage
self-employment, he must be serious about issues that concern the youths as they are the
future leaders and should not look down on the adults. There abound different styles of
leadership with attendant different effects. Effective leadership is helpful in ensuring
organizational performance and in solving the challenges of good governance. As a result, many
leadership theories have been proposed in the last fifty years which are claimed to have
influenced the effectiveness of organizations where they have been employed through
employee performance (Obasan and Banjo 2014).
Although trait, behavioral, and contingency approaches have each contributed to the
understanding of leadership, none of the approaches have provided a completely satisfactory
explanation of leadership and leadership effectiveness. No leadership style fits all situations the
same way. Since the 1970s, several alternative theoretical frameworks for the study of
leadership have been advanced. And among the more important of these is the Full-range
leadership (FRL) style model created by (Avolio & Bass, 1991) which includes transactional
leadership, transformational leadership, and laissez-faire leadership. Political leadership models
generally practiced and of relevance to Africa are transformational leadership, participative
leadership, servant leadership and authoritarian leadership. Leadership, generally, has been
defined from different quarters using varied terms with the common concept being that is a
variable that shapes various developments and governance outcomes (Sadler, 2003). It is a set
of activities, observable to others that occur in a group or organization involving a leader and
followers who willingly subscribe to common purposes and work together to achieve them
(Sadler, 2003). This definition leaves out various important components in leadership such as
multidirectional, reciprocal influence (Yukl, 2006) and persuasion or example (Gardner, 1993).

5. 2
As one area of leadership, the role of government leadership goes far beyond this; at the
beginning of the new millennium, world leaders gathered at the United Nations to shape a
broad vision to fight poverty in its many dimensions. That vision, which was translated into
eight Millennium Development Goals (MDGs), has remained the overarching development
framework for the world for the past 15 years. In September 2000, 189 heads of states adopted
the UN Millennium Declaration and endorsed a framework for development. The plan was for
countries and development partners to work together to increase access to the resources
needed to reduce poverty and hunger, and tackle ill health, gender inequality, lack of
education, lack of access to clean water and environmental degradation (UN, 2008; WHO,
2009).
Good governance is pointed out as one of the targets of the Millennium Development Goals
(MDGs) and an agenda for poverty alleviation and sustainable development. It is perhaps the
single most important factor in eradicating poverty and promoting development. To achieve
the economic and social development, strengthening good governance is assumed to play a key
role especially in mobilizing human and capital resources. In this regard, the current
government of Ethiopia has committed itself to eradicate poverty by introducing proven
economic strategies in tandem with good governance. As part of Growth and Transformation
Plan (GTP), the government planned and has been striving to realize and strengthen the
implementation of good governance and to address the bottlenecks in its implementation
processes among other measures. However, the government is still facing many challenges in
the effort to put the principles of good governance into the ground. Hence, reinforcing good
governance and democratic system is crucial and paves ways to economic and social
development (MoFED, 2015). The Growth and Transformation Plan (hereafter the GTPII)
(2015/16-2020/21) has been formulated, on the basis of experiences gained from the previous
two PRSs, and is currently being implemented aiming at the achievement of the MDG targets by
2020, and the long term national vision of making Ethiopia among middle income countries by
2020-2023 Ashenafi (2012).

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The role of the stakeholders in solving the challenges of good governance is also an essential
thing. The main directions of public participation, strengthening democratic system and
national consensus to be pursued during GTP II are building, strengthening and consolidating
the system of democracy and good governance throughout the nation. A well-established
democratic system is necessary to fully mobilize, engage and ensure participation of citizens in
the development process on the basis of their interest so as to realize the national vision of
becoming a middle-income economy by 2025. Thus, the lessons are drawn during GTP I
implementation, particularly, the lessons of experiences in areas of natural resources
conservation and basin development through conscious, voluntary, coordinated and organized
citizens engagement and participation will be employed and scaled up throughout the nation to
speed up and ensure structural economic transformation. Emphasis will be given to building
system of a democratic election through enhancing citizens' engagement and participation in
the election process to determine their voice on the basis of their free and conscious interest.
In addition, actions will be taken to strengthen the councils and institutions accountable to
them, in this regard; emphasis will be made to strengthen the parliamentary system of the
Government, such as the House of Peoples Representative and House of Federation through
training and with knowledge sharing the workshop. Furthermore, the justice system will be
strengthened to guarantee peace and security of the citizens and ensure developmental good
governance. The strategic direction of media broadcast and communication is to build capacity
for national consensus building on constitutional principles, national poverty eradication
agenda, the national vision of becoming a middle-income economy by 2025, national image
building, the ongoing success of Ethiopia's renaissance and respect for diversity (GTP II)
(2015/16-2020/21).
The government is committed to promoting the empowering of women and youth to ensure
their participation in building democratic system & good governance, social-economic &
cultural development process. In this regard, women and youth initiatives will aim to benefit
and ensure access to credit and ownership of productive assets. Ensuring gender equality in
education, employment, creating the conducive environment for female students, increasing
number of female teachers, enhancing ownership of land and other fixed assets, eradicating

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violence against women and children and harmful practices, and eliminating gender-based
discrimination practices, political and decision-making processes will be effectively
implemented. The post-2015 sustainable development goals related to women and youth
empowerment will be fully implemented aligned with the sectors' development strategy to
ensure benefit and participation of women and youth in overall economic, political and
decision-making process(hereafter the GTP II) (2015/16-2020/21). However, the concepts of
participation and empowerment incur different meanings depending on the use and context in
which they are applied. Therefore, a precise understanding of participation and the underlying
processes of empowerment requires a critical analysis of the spaces within which these take
place Huq (2012).
Therefore, the purpose of this study is to assess the role of Government leadership and
stakeholders in solving the challenges of good governance in Ethiopia. As it is very well known,
in Ethiopia many people are poor; municipalities are very sensitive areas because of the nature
of services they provide to the citizens. On the other hand, because of different challenges and
constraints, the leadership of the municipalities is also among the areas commonly and
continuously blamed for lack of good governance. So, the leadership of the municipalities is the
highly susceptible area that can be exposed to bad governance. Because of this, according to
different researchers, currently, the leadership of the municipalities is different at least to some
extent, from other offices in the public sector. The role of the leadership of the municipalities
and stakeholders in addressing and solving these chronic problems is invaluable. This could be
in their power as a majority electorate and also in their aspirations to take the reins of
leadership. These call for the need to understand leadership objectively and within the
Ethiopian context with the sole goal of educating, enlightening and empowering Ethiopian's
next generation of leaders. So, the researcher of this study strongly believes that Government
leadership and stakeholders are one of the most important areas that need for the realization
and practical existence of practical good governance at all levels.

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2. Statement of the problem
Leadership involves complex activities to be performed for the utilization of resources towards
the desired objectives of an organization. Leadership is the process of planning, organization,
leading and controlling the work of organization member and of using organizational resources
to achieve the intended organizational goals. Leadership is concerned with the process of
carrying out organizational functions and utilization of the resource of all kinds to achieve the
desired objections of an organization (Adane, 2002).
The leadership and stakeholders are very broad and multidimensional concept. Government
leaders face numerous challenges to achieve the intended goals. They face challenges in
relation to political, economic, socio-cultural and staffing trends. The leadership has engaged in
multiple ways to address this challenge. However, this study is focused only on some of the role
of government leadership and stakeholders in solving the challenges of good governance in
Ethiopia: In case of Addis Ketema Sub-city, Addis Ababa, Ethiopia. The success of development
is dependent on good governance; therefore, it is an essential precondition to ensure positive
changes particularly in developing nations like Ethiopia. On the other hand, lack of good
governance distorts the economy through the waste and misallocation of scarce resources and
egle ts itize s‟ fu da e tal eed for food, shelter, health, a d edu atio Ra hel, ; IFA,
2013).
Currently, the government of Ethiopia has given special emphasis, preparing GTP II and its
implementation strategies, undertaken the deep renewal and the fifth year's performance
evaluation programs of leadership from top to down, principles of good governance into
ground in all the sectors of the economy. Therefore, the role of leadership to solve the
challenges of good governance, in the country, is assumed to play a key role in increasing public
trust and allocation of public resources in an efficient and effective manner for the
development of the country. Despite the efforts of the local and national governments
leadership and the assistance of the international community to the development and
realization of good governance, the current state of good governance in Ethiopia is not

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satisfactory. This is mainly because of varied constraints in the process of putting the indicators
of good governance into practice particularly at the levels of the local governments and their
municipalities. As a result, there are growing threats in a delivery of efficient and effective
public services to the community and in ensuring sustainable development.
When we came to the Addis Ababa city administration, municipalities, the present condition
the leadership roles in solving the challenges of good governance is inadequate. There are
challenges in realizing the principles of good governance in the municipalities. Specifically, an
existence of rent seeking thinking in the delivery of municipal services, non-uniform or
discriminatory application of laws, regulations, and policies in the process of municipal service
provision and less commitment to the leadership of the municipalities are among the major
constraints. In addition, lack of commitment of the employees, lack of filling positions with a
qualified and competent workforce, and lack of published performance standards are among
the challenges that are given less emphasis. Moreover, lack of budget that helps to provide
training on the principles of good governance, lack of sufficient understanding, both from the
employees and the leadership side, on the principles of good governance, are some of the
common challenges that the municipalities have been facing.
To curb challenges government launched a number of process re-engineering and training
programs to improve skills and ensure appropriate implication capacity fanatical mobilization
inflation problem, rain dependency, under performance of the industrial sector and deep
renewal evaluation are good practices. According to PASDEP leadership management and
organization implement mobilization of domestic resource, good governance industrialization
and social sector of instructor implement is taken as the solution in a countries political and
economic growth and stability for this and others some basic question to be answered. It is my
observation that the level of awareness about leadership how the society/stakeholders
participate on good governance is passive and those of them who exercise political power is
considered as deviants in the Sub-city. Thus, the study tries to explore that what the role of
leadership and stakeholders should look like in solving the challenges of good governance and

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raising awareness about the significance of good governance in Ethiopia; in case of Addis
Ketema Sub-City administration, Addis Ababa, Ethiopia.
3. Research Questions / Hypotheses
In addressing the issue mentioned in the statement of the problem, this study, therefore, will
be guided by the following leading questions:
 To what degree is the sub- city's leadership capable of planning and leading the
Government organizations and employees?
 How effective are the Sub-city leadership in communicating with the stakeholders to
solve the challenges of good governance?
 What capacity are gaps observed in the leadership of Sub-city Government officials?
 What are the main challenges (factors) that constrained society to get and participate in
good governance?
 What are the measures taken by the leadership to solve the main challenges of good
governance?
 To what extent the principles of good governance are aware to the officials, employees
of each municipality, and stakeholders?
 What is an attitude of society on governance related factors?
 What do you recommend as a solution to the major challenges of good governance?
4. Objective of the paper
4.1. General Objective
The main objective of the paper is to assess and analyze the role of government leadership and
stakeholders in solving the challenges of good governance in Addis keema sub- city
administration, Addis Ababa, Ethiopia; so as to forward some workable recommendations.

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4.2. General Objective
The main objective of the paper is to assess and analyze the role of government leadership and
stakeholders in solving the challenges of good governance in Addis ketema sub- city
administration, Addis Ababa, Ethiopia; so as to forward some workable recommendations.
4.3. Specific Objectives
 To investigate the capacity of the Sub-city's leadership with respect to planning
and leading the government activities.
 To examine the capacity of the sub-city leadership with respect to
communicating with the stakeholders.
 To assess the capacity gaps to observe in the leadership of Sub-city Government
officials.
 To assess main challenges (factors) that constrained society to get and
participate in good governance
 To identify the measures taken, by the leadership and stake holders in the sub-
city, in order to solve the challenges of good governance.
 To analyze to what extent the elements of good governance are aware to the
officials, employees of each municipality, and stakeholders
 Assess the opportunities of society to get good governance in
 Come up with relevant recommendations that help to curb the challenges of
good governance and to improve the role of government leadership and stake
holders participation based on the major findings of the study.
5. Scope of the Study
Due to time and resource constraints, the research will not be based on the comprehensive
study of all government leaders and stakeholders roles in solving the challenges that society has
been comforting in the contemporary world. It did not also include all administrative Sub-cities
in Addis. The study will be confined to the assessment of the role of government leadership and

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stakeholders in solving the challenges of good governance in Addis ketema sub- city
administration, Addis Ababa, Ethiopia.
6. The Significance of the study
After many years of neglect, most developing countries now appreciate the leadership for the
government bureaus. Studies on applicability, necessity and the role of leadership development
are therefore increasing. The present study attempts to add to the existing ones by probing into
the role of government leadership and stakeholders in solving the challenges of good
governance in Ethiopia.
Good governance is the key to development and prosperity. Effective, stable, and accountable
governments are essential in the fight against poverty. It is the critical factor in poverty
reduction as well as in achieving development objective in its right. However, the current
challenges associated with good governance are unbearable due to factors such as corruption,
bad governance, economic crisis, and poor service delivery among others. In our country
Ethiopia, the struggle to alleviate poverty and improve the living condition of their people,
researches which have been conducted on good governance have an imperative place. Hence
this study will be significant in many ways. It can provide stakeholders at all levels to
acknowledge the best alternatives for promoting good governance. On the other hand, on the
community side, it is greatly observed that low or minimal participation, lack of awareness,
mistrust of the public sector, passiveness or lack of the culture of civic engagement and low
capacity of communities towards participating and implementing to bring good governance and
social accountability.
Finally, this research will give insight information on challenges of good governance and the
determinants behind in promoting good governance and democracy. At last, this research can
be used as an input for who can conduct further research on similar areas by identifying gaps
pertinent to good governance in the country.

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7. Interim Literature Review
Interim Literature Review
CONCEPTS OF LEADERSHIP
Leadership is the process of influencing others to understand and agree about what needs to be
done and how to do it, and the process of facilitating individual and collective efforts to
accomplish shared objectives (Yukl, 2010). Leadership is the process of making sense of what
people are doing together so that people will understand and be committed (Drath and Palus,
1994). While Schein (1992) leadership is the ability to step outside the culture to start
evolutionary change processes that are more adaptive. Leadership is a process of giving
purpose (meaningful direction) to the collective effort and causing willing effort to be expended
to achieve the purpose (Jacobs and Jaques, 1990). Leadership can be seen as an ability of a
person(s) to influence a group of other people toward the achievement of targeted goals of an
organization. However, the term leadership has been defined by different authors and in
different ways: such as Goddard Tim (1997) leadership as the act of working with a group of
individual to achieve communal goals. Leadership involves a social influence process whereby
intentional influence is exerted by one person or group over other people or groups to
structure the activities and relationships in a group or organization (Yukl, 2010 and House,
1999), defined leadership as the ability of an individual to influence, motivate, and enable
others to contribute towards the effectiveness and success of the organization.
Leadership is the process that influences the behavior and daily activities of others' effort
towards the achievement of goals in a given situation. As to Hemphill (1949), leadership is the
initiation of a new structure of procedure for accomplishing the organizations' goals and
objectives. According to Halpin (1956), a successful leader contributes to group objectives and
their relationship. Davis (1998) also states that leadership is the ability to persuade others to
seek defined objectives enthusiastically; the human factor binds a group together and
motivates it towards its goals. McGregor (1978) defined leadership as leaders and followers to
act for certain goals that represent the values and motives; the wants and needs, the aspiration
and expectation of both leaders and followers. According to Hersey, Blanchard, and Jonson

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(cited in Wossenu, 2006), leadership is the process of influencing the activities of an individual
or a group in efforts towards goal achievement in a given situation. From the above definitions,
we can understand that leadership is thus inseparable from the followers' needs and goals as it
occurs in a group. Like other human activities, leadership is difficult to pin down (Wossenu,
2006). In this regard, leadership is a concept that does not have yet universally accepted
definition rather it is agreeable in working definition by scholars who work in the field. Similarly,
Yukl (2010) said that the term leadership is taken from the common vocabulary and
incorporated in the technical vocabulary of a scientific discipline without being precisely refined
which resulted from confusion in its meaning. However, a working definition may help us to
have a common understanding. Leithwood and Riehl (cited in Wossenu; 2006) noted that at the
core of most definitions of leadership are two functions; these are providing direction and
exercising influence. Wossenu (2006) on his part stated that leaders mobilize and work with
others in order to achieve the common goals. To this end, leadership is an influential process in
supporting others to work enthusiastically at the aim of shared goals or objectives. In the study
of leadership, it is important to have a concern about similarities and differences between
leadership and management. Leadership is frequently seen as an aspect of management, with
real leaders often characterized as charismatic individuals with visionary and the ability to
motivate and enthuse others – even if they lack the managerial or administrative skills to plan,
organize effectively or control resources. On this basis, it is often argued that managers simply
need to be good at everything that leaders are not (Wossenu, 2006:3).
Leadership is believed that where you need to go with a clear vision and sharing that vision to
create a common purpose with staff and stakeholders. And it is also the ability to entrust the
followers towards a definite goal. Management is a complex task that involves the process of
planning, organizing, staffing, directing and controlling the organizational operation to realize
certain goals. Organizational performances depend to a large extent, on how resources are
allocated and management's ability to adapt changing conditions. Murugan (2005) attempted
to pin down the significant difference between those two terms, as follows: Management
cannot operate without formal organizational structure, where a manager directs people

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through the legitimate authority and he or she has to perform all the five function: planning,
organizing, staffing, directing and controlling. But leadership can exist in both organized and not
organized groups. Leaders may/ or not have formal authority but direct people by influencing
their behaviors (P.327) To Murugan, managers do their work to achieve their goals through
regulatory and controlling methods, while leaders have empathy with other people and create
excitement in works in order to influence people and make all opportunities of changes. Both
managers and leaders have the power to influence other people. However, most management
positions provide opportunities to engage in leadership. Although different stakeholders exist in
a school, a principal is a prominent figure who has the power to influence others. Principals are
supposed to have the capacity and skills of managing the staff members and available resources
to academic achievements. And they should also use interchangeably their leadership power
and managerial skill to cover their irreplaceable roles and importance in educational leadership.
In addition, school leaders should be familiar with their functions to perform for school
improvement and they are also expected to follow different leadership styles for their
effectiveness.
Good leaders are informed by and communicate clear sets of personal and educational values
which represent their purposes for the school (Day; 2001). Leaders are made not born. If you
have the desire and willpower, you can become an effective leader. Good leaders develop
through a never ending process of self-study, education, training, and experience. This guide
will help you through that process. To inspire your workers into higher levels of teamwork,
there are certain things you must be, know, and, do. These do not come naturally, but are
acquired through continual work and study. Good leaders are continually working and studying
to improve their leadership skills; they are NOT resting on their laurels. (Yukl, 2010)

16. 13
THE SCOPE OF GOVERNMENT/POLITICAL LEADERSHIP
Leadership, generally, has been defined from different quarters using varied terms with the
common concept being that is a variable that shapes various developments and governance
outcomes (Sadler, 2003). It is a set of activities, observable to others that occur in a group or
organization involving a leader and followers who willingly subscribe to common purposes and
work together to achieve them (Sadler, 2003). This definition leaves out various important
components in leadership such as multi-directional, reciprocal influence (Yukl, 2006) and
persuasion or example (Gardner, 1993). Employing this definition within the African context
would additionally be folly based on the fact that it focuses on a premise of leadership in a
willing population which can only exist in a fairly successful democracy. That cannot be said of
all African states.
Bogardus captures leadership broadly to mean both a personality phenomenon and a social
process involving a number of persons in mental contact in which one person assumes
dominance over the others and organizes their activities to move in a specific direction,
changes their attitudes and beliefs and at every stage the followers exert influence, often a
changing counter-influence, upon the leader (Bogardus, 1934). A complimentary definition is
given by Daniel Moi who states that leadership is the dynamic and catalytic ability of an
individual or a group to liberate, engage and direct the constructive endeavors of a people for
the betterment of individuals or whole communities, for their material prosperity and for their
socio-cultural uplift, spiritual peace and mental productivity ( Moi, 1986).
More specifically and based on this general background, political leadership is a part of a multi
causal social process that brings about concrete political outcomes (Greenstein, 2006). In this
regard, leaders mobilize a significant number of followers to accept their diagnosis and policy
prescriptions for collective problems or crises (Masciulli, 2009) and both leader and followers
are in the end affected by what they create (Rousseau, 1987). A combination of these
approaches gives a flexible definition of political leadership that could very easily fit any
leadership style in Africa.

17. 14
From the foregoing, the characteristics of political leadership are therefore; the existence of a
group phenomenon meaning that there are no leaders without followers, the use of influence
by the leaders to guide a group of people towards a certain course of action or towards the
achievement of certain goals and the assumption of some form of hierarchy within a group (
Nahavandi, 2014).
Government/POLITICAL LEADERSHIP MODELS
Political leadership models generally practiced and of relevance to Africa are transformational
leadership, participative leadership, servant leadership and authoritarian leadership.
Transformational Leadership
Transformational leadership is an ongoing process by which leaders and followers raise one
another to higher levels of morality and motivation; it basically converts followers into leaders
and leaders into moral agents (Burns, 1978). Essentially the leader's task is raising
consciousness on a wide plane and his/her fundamental act is to induce people to be aware or
conscious of what they feel, to feel their true needs so strongly, to define their values so
meaningfully, that they can be moved to purposeful action (Burns, 1978). Such a leader moves
the follower beyond immediate self-interests through idealized influence (charisma),
inspiration, intellectual stimulation, or individualized consideration (Bass, 1999). This
heightening of awareness requires a leader with vision, self-confidence and inner strength to
argue successfully for what he sees as right or good not for what is popular or acceptable
according to the established wisdom of time (Bass, 1985).
Nelson Mandela, the first black president of post-apartheid South Africa is one leader who very
easily makes the cut of transformational leadership. Bass puts forward four elements of
transformational leadership which are the charismatic (idealized) influence, inspirational
motivation, intellectual stimulation and individualized consideration (Bass & Bass, 2009). All
these are mirrored in Mandela's leadership in South Africa, during and after apartheid.

18. 15
Idealized influence as a component of transformational leadership calls for the leader to serve
as a role model for high ethical behavior, instill pride and gain respect and trust of the people
Si ić, . Ma dela's haris a i this regard was re ow , so u h so that it was a ed the
‘Madi a agi ' Boeh er, . O e o ly eeds to liste to road asts fro arou d the glo e
about Nelson Mandela's example of influence in their individual trajectories. These include
citizens of South Africa, political leaders such as Barack Obama (Obama, 2014), spiritual leaders
such as the Dalai Lama (Dalai Lama, 2014) and even sporting organizations such as FIFA
testament to the broad appeal of the principles he exemplified (Obhi).
Inspirational motivation within the context of transformational leadership means the degree to
which the leader articulates a vision that is appealing and inspiring to followers in order to elicit
a common goal (Bass & Riggio, 2006). Leaders with inspirational motivation challenge followers
with high standards communicate optimism about future goals and provide meaning for the
task at hand. Nelson Mandela had a clear vision of a South Africa free from apartheid and was
able to portray this vision despite his 27 years of incarceration by the same regime. He
communicated this vision clearly to the people of South Africa and the world over, a vision that
was realized as a result of among other things, this inspiration (Obhi).
Transformational leadership style should also have a component of intellectual simulation
whereby the leader encourages the followers to challenge the status quo and drive them
towards innovation and creativity (Avolio, 2010). Mandela's reconciliatory approach to fighting
apartheid was creative in that he sought to have a South Africa that was free from apartheid
and saw the equality of all races. This resulted in an effective regime change without causing
disharmony among the races (Obhi).
Bass' final component of transformational leadership is an individualized consideration in which
through the process of transformational leadership, the leader takes on the role of mentor by
assigning responsibilities to followers as opportunities for growth and development through a

19. 16
process of self-actualization (Avolio, 2010). Mandela spearheaded the formation of the Truth
and Reconciliation Commission which sought to heal the nation after the nation's long period
under the apartheid regime. Through this, he recognized the ability of South Africans to live in
harmony despite their differences and scarred past (Obhi). This ideal form of leadership is
without a doubt what the African continent needs in order to change the status quo on the
continent. Additionally, such leadership should be emulated by young people seeking to be
leaders.
Participative Leadership
Participative leadership involves efforts by a leader to encourage and facilitate participation by
others in making important decisions (Yukl, 2006). This type of leadership focuses on
consultation, consensus building through public forums and even referendums. One example of
the best application of this leadership style is Kenya's constitutional referendum in 2010 in
which the citizens voted in the current constitution in force (McGregor & Ombok, 2010).
Many countries in Africa have had numerous, even major and critical, constitutional changes
brokered without any consultations with the public. The most commonly abused constitutional
provision is perhaps the extension of presidential term limits. Between 1990 and 2009, 24
African presidents considered changing the provisions for tenure in their constitutions, 15 of
which succeeded (Dulani, 2011).
Servant Leadership
The premise of servant leadership is that the leader is one who seeks to serve and that this
serving is a natural component of the leader (Greenleaf, 1977; Farling, Stone, and Winston,
1999). Being a natural component of the leader, this leadership style is considered virtuous
with the leader possessing specific virtues of agape love, humility, altruism, vision, trust,
empowerment, and service (Patterson, 2003).

20. 17
The founding president of Tanzania, Julius Nyerere is a good example of an intelligent and
altruistic leader who practiced participative leadership. Under the auspices of the Tanganyika
African National Union (TANU), Nyerere introduced the ideology of "Uhuru na Kazi" -freedom
and work (1963). The main pillar of "Uhuru na Kazi" was "ujamaa and kujitegemea" (solidarity
and self-reliance). In the pre-colonial era, Tanzania was largely a peasant agriculturalist society.
This had changed markedly in its years under various colonial powers; the Portuguese (1652),
the German, (1888) and British (1890) into a large cash crop cultivating society supplying the
industrial revolution in Europe.
It was against this background that Nyerere invoked his Ujamma na Kujitegemea policy, aimed
at returning Tanzania to a self-sufficient agricultural economy. This was a deliberate strategy by
Nyerere to break away from the colonial concept of modernization and dependency. The
Village Executive Council established under the Ujamaa Villages Act equally made provision for
each village to establish its own village assembly and a Village Executive Council. The VEC had
the power to initiate and coordinate their social, commercial, and economic ventures.
According to the World Bank Annual Report of 1980, between the periods of Ujamaa 1970 and
1979, the indices of food production in Tanzania ranked one of the highest in Africa: 102
percent in 1970, 117 percent in 1975, and an annual average of 101.5 percent through 1979
(Etkepe & Okolo, 2010). The founding President's altruism was also evident in his voluntary
decision to step down from power.
Authoritarian Leadership
This is considered the most common and most publicized leadership model in Africa.
Authoritarian leadership has greatly contributed to the problems with succession in Africa as
well as an attack on democracy. Several factors can be attributed to creating this type of
leadership style.

21. 18
i) Mode of Acquiring Power
For the first 30 years after independence, the number of African presidents who were elected
in free and fair democratic elections was few and far between. Only a third of one hundred and
two political successions between 1963 and 1998 were regulated (Govea & Holm, 2010). In the
first two decades of independence in Africa, there were forty successful coups and countless
attempted coups (Meredith, 2006). Power in Africa was acquired by gun, rigging or giving
power to handpicked successors.
This inadvertently led to paranoia and leaders constantly feared being overthrown. The end
result was leaders' undivided focus on consolidating loyalty, scheming longer office tenure and
silencing any dissension leading some to pursue violent methods. Idi Amin, for instance,
acquired power by a coup, was prone to erratic behavior and believed that his more educated
ministers and military officers were plotting his upheaval (Meredith, 2006; Kaufman, 2003).
Such thinking adversely affects the governance of a country seeing that the leader's attention
would be on furthering his personal agenda rather than those of the state.
ii) Sycophancy
Sycophancy is based on a need for self-preservation leading people to do whatever it takes to
remain in the good graces of a person. The rule of despotic leaders in Africa has been
perpetuated by those close to and around them encouraging and cheering them on. In Nigeria,
military generals around General Sani Abacha were key in helping him hold on to power and
enabled his authoritarian and corrupt rule to go on for 15 years (Dowden, 2009). For African
leaders to break the cycle of dictatorship, they must break the circle of yes men, and women,
around them.
iii) Weak Institutions
In countries like Angola, weak institutions have made it possible for leaders to loot public
coffers at will with tax payers' money bankrolling lavish lifestyles of top officials (Dowden,
2009). Without clear mechanisms to separate institutions such as the Central Bank, the police

22. 19
force, the judiciary and parliament from the executive, leaders are able to control all areas of
governance and are accountable to no one. For instance, the governor and deputy governor of
the Bank of Uganda is a presidential appointee in a system that has little, if any, checks on the
process (Section 27 Bank of Uganda Act).
Is Democratization a Solution?
In Francis Fukuyama's seminal work The End of History and The Last Man, he makes the
assertion that we can declare an end to the evolution of human society when all nations have
completed their transition to liberal democracy, or Western type democracy (1993). Without
gainsaying, the relative preference for democracy as a form of government vis a vis possible
alternatives, Fukuyama's assertion gives way to the contested theories and realities of
democratization. In its origins in Hellenic political culture democracy was viewed as
"government by the people". However, democracy's modern 18th-century definitions start to
take life in the classical theory of Jean-Jacques Rousseau based on his idea of the "social
contract" that creates an indivisible body that we are all a part of, and to which we cede our
power to act. This collective will is to be exercised for the common good of all by the supreme
wielder of power.
Samuel Huntington (1993) however warns of the challenges of ambiguity emerging when
democracy is defined purely in terms of a source of authority or in terms of purposes, as the
classical theory does. He simply states that the key procedure of democracy is that the leaders
are selected by people they govern through the means of competitive elections. Indeed Dahl
(1971) suggests five criteria that governance systems should strive to fulfill in order to fulfill
basic tenets of democracy. These are effective participation, voting equality, enlightened
understanding amongst the population, and control of the agenda and inclusion of adults. This
idea of polyarchical democracy is impossible to birth without critical institutions within the
governance system that cater to varied needs. As such Dahl observes that modern states to be
seen as democracies should have institutions that engender representation through elected

23. 20
officials; free, fair and frequent elections; freedom of expression; alternative sources of
information; associational autonomy and inclusive citizenship.
This briefly sets up the framework within which we can test the measures and depths of
democracy in African nations. Dahl's classification of critical institutions gives youthful Africans
an analytical tool through which they may gauge the depth of democracy in their countries. For
example, the presence and regularity of free and fair elections is a useful tool in gauging the
progressive maturity of a country, so too the independence of the media and alternative voices
in the society.
INDICATORS OF EFFECTIVE Government LEADERSHIP PRACTICE
"The effectiveness of a group or an organization depends on the interaction between the
leader's personality and the situation". An effective leader finds more influence over followers
by switching behavior, from task-oriented to relationship-oriented and back, based on the
situation at hand. Contingency theory is presented to explain the impact of environmental
factors and relationships with followers on leadership (Fiedler, 1967).
Like definitions of leadership, conceptions of leader effectiveness differ from one writer to
another. The criteria selected to evaluate leadership effectiveness reflect a researcher's explicit
or implicit conception of leadership. Most researchers evaluate leadership effectiveness in
terms of the consequences of influence on a single individual, a team or group, or an
organization. One common indicator of leader effectiveness is the extent to which the
performance of the team or organizational unit is enhanced and the attainment of goals is
facilitated. Examples of objective measures of performance include sales, net profits, profit
margin, market share, return on investment, return on assets, productivity, cost per unit of
output, costs in relation to budgeted expenditures, and change in the value of corporate stock.
Subjective measures of effectiveness include ratings obtained from the leader's superiors,
peers, or subordinates. Follower attitudes and perceptions of the leader are other common
indicators of leader effectiveness, and they are usually measured with questionnaires or

24. 21
interviews. How well does the leader satisfy the needs and expectations of followers? Do they
like, respect, and admire the leader? Do they trust the leader and perceive him or her to have
high integrity? Are they strongly committed to carrying out the leader's requests, or will they
resist, ignore, or subvert them? Does the leader improve the quality of work life, build the self-
confidence of followers, increase their skills, and contribute to their psychological growth and
development? Follower attitudes, perceptions, and beliefs also provide an indirect indicator of
dissatisfaction and hostility toward the leader. Examples of such indicators include
absenteeism, voluntary turnover, grievances, complaints to higher management, requests for
transfer, work slowdowns, and deliberate sabotage of equipment and facilities (Yukl, 2010).
Leader effectiveness is occasionally measured in terms of the leader's contribution to the
quality of group processes, as perceived by followers or by outside observers. Does the leader
enhance group cohesiveness, member cooperation, member commitment, and member
confidence that the group can achieve its objectives?
Does the leader enhance problem-solving and decision making by the group, and help to
resolve disagreements and conflicts in a constructive way? Does the leader contribute to the
efficiency of role specialization, the organization of activities, the accumulation of resources,
and the readiness of the group to deal with change and crises? A final type of criterion for
leadership effectiveness is the extent to which a person has a successful career as a leader. Is
the person promoted rapidly to positions of higher authority? Does the person serve a full term
in a leadership position, or is he or she removed or forced to resign? For elected positions in
organizations, is a leader who seeks reelection successful? It is difficult to evaluate the
effectiveness of a leader when there are so many alternative measures of effectiveness, and it
is not clear which measure is most relevant (Yukl, 2010).
Some researchers attempt to combine several measures into a single, composite criterion, but
this approach requires subjective judgments about how to assign a weight to each measure.
Multiple criteria are especially troublesome when they are negatively correlated. A negative
correlation means that trade-offs occur among criteria, such that as one increases, others

25. 22
decrease. For example, increasing sales and market share (e.g., by reducing price and increasing
advertising) may result in lower profits. Likewise, an increase in production output (e.g., by
inducing people to work faster) may reduce product quality or employee satisfaction (Yukl,
2010).
According to (Adari.1993) Effective leadership practice is carefully structured to ensure a steady
easily acquired insight into leadership skills that helps us. He further stated that effective
managerial leaders are neither made nor born given the necessary psychological and
organizational conditions, anyone who values managerial leadership work can exercises
effective in role leadership. All of the conditions except one is open to some degree of human
influences and modification the known modifiable condition is that of cognitive complexity, but
even that can be adjusted by ensuring that everyone is appointed only to rocks with the level of
work for which he/she has the necessary cognitive capability, and the level of works is
increasing as his or her cognitive capability matures. In order to be able to discharge the
leadership accountability in a managerial role, it is necessary (as with any accountability).
8. Limitation of the Study
While carrying out this study, the researcher might be faced certain constraints. One of the
problems the researcher would be encountered is, lack of well organized secondary sources is a
major limitation will be encountered during development of the proposal; because, the concept
of good governance is multidimensional that includes social, economic and political aspects; it is
difficult to draw inferences from political and administrative dimension alone. As this study
gives more emphasis to the political and institutional dimensions, there may be the probability
of getting biased responsibility from the languages.
9. Organization of the study
This research reports will be organized into five chapters. Chapter one concentrates on the
problem and its approach. It includes the background of the study, statement of the problem,
objectives of the study, significance of the study, the scope of the study and research design

26. 23
and methodology. The second chapter is general literature review on the role of Government
leadership and stakeholders in solving the challenges of good governance and in Ethiopia, in
case of Addis ketema sub-city administration, Addis Ababa, Ethiopia. The third chapter includes
the methodology of the research. The fourth chapter covers presentation and analysis of the
data. The last chapter focuses on the summary, conclusions, and recommendations of the
study.
10. Interim Methodology
10.1. Research Design
In this research, both qualitative and quantitative research will be employed to undertake the
study. Both primary and secondary data will be used to collect the required information. In
qualitative research, data will mediate through the researcher or the human instrument.
Qualitative research helps to undertake in-depth study through exploring attitude, behaviors,
and experience by using such data collection instruments as the key informant and focus group
discussion. On the other hand, quantitative research generates statistics and produce numerical
data which will collect through questionnaire indulges the opportunity to be as much flexible as
needed in digging deep into the situation.
The main purpose of this study focuses on assessing the role of government leadership and
stakeholders in solving the challenges of good governance in Addis ketema sub- city
administration, Addis Ababa, Ethiopia. The role of leadership and the citizen participation in
planning, implementation, monitoring and evaluation and their institutionalization in the
government structure will be assessed by collecting data related to people's opinion about
social accountability, responsibility, participating communities in decision making, participation
of local government and service providers and responsiveness of administrates to the needs of
community.

27. 24
10.2. Sample design
The major objective of this study is assessing the role of government leadership and
stakeholders in solving the challenges of good governance in Addis ketema sub- city
administration, Addis Ababa, Ethiopia. To achieve this objective, it is desirable to gather the
opinion from government leadership representatives, service providers, stakeholders,
stakeholder representatives (women, youth, CSO, religious based organizations, Diasporas, and
others) and, community representatives will be incorporated.
For the purpose of identifying respondents in the sub-city level, the researcher will identify and
collect data from the ten woredas of the sub-city, government leaders and stakeholders, and
active community representatives. The population represented in this study is the people of
Addis ketema sub- City Administration in Addis Ababa, Ethiopia. However, since it is usually
impossible to deal with the whole population, the researcher identified the portion of the
population for sampling.
10.3. Data sources
Data regarding leadership( service providers), stakeholders(social accountability program),
good governance and other related information will be gathered in numerous ways by making
reference document review, interviewing, surveying or combination of two or more methods.
For the purpose of this study, data will be collected from both primary and secondary source so
as to answer the basic questions of this research. It is believed that the combination of both
primary and secondary information obtained from different groups of respondents and
organizational documents will give the clear picture of the existing situation.
10.4. Data collection methods
For the purpose of this study, data will be collected from both primary and secondary source to
answer the basic questions of this research. It is believed that the combination of both primary
and secondary information obtained from different groups of respondents such as citizens,

28. 25
service providers, and local government's stakeholders/ partner organization gives the clear
picture of the existing situation.
10.4.1. Primary data
The FGD participants will be selected from the community (community representatives,
women', and youth, marginalized groups and others), local government institution and public
service providers in the form of both close ended and open ended questionnaires.
10.4.2. Secondary data
Secondary data gathering techniques of analyzing written documents- both published and
unpublished material will be used for this study.
10.5. Method of data analysis
The method of data analysis will mainly use descriptive type and the analysis will be handled in
a way that each issue included in the study will be addressed. The filled questionnaires and the
FGD will be used as main inputs. All the questionnaires that will be collected will be checked
and also data editing will be done to ensure that as the questionnaires have the required
quality. Finally, based on the available information which will be obtained from the analysis
part, a conclusion and recommendation will be made by taking into account the most
important points related to objectives and problems of the study.

29. 26
11. Work Schedule of Research Activity
No Research Activity
Work Schedule
J F M A M J J A S O N D
1. Topic refinement through literature review X
2. Select a problem X
3. Research Design X
4. Research proposal X
5. Construct instruments X
6. Improve instrument X
7. Collect data X
8. Analyze data X
9. Write research report X
12. Required budget
Working on the area is a good opportunity for me to answer the research questions/
hypotheses of the study by using the structure of the Government and stakeholders with very
least costs.

30. 27
13. Conclusion
Leadership is an essential feature of all government and governance: weak leadership
contributes to government failures, and strong leadership is indispensable if a government is to
succeed (Masciulli, 2009). A good leader must be able to render selfless service and desist from
selfishness, he must make provision for training and empowering his people and encourage
self-employment, he must be serious about issues that concern the youths as they are the
future leaders and should not look down on the adults. The role of the stakeholders in solving
the challenges of good governance is also an essential thing. The main directions of public
participation, strengthening democratic system and national consensus to be pursued during
GTP II are building, strengthening and consolidating the system of democracy and good
governance throughout the nation. This proposal is designed to identify the state of the
problems of the role of the government leadership and stakeholders in solving the challenges of
good governance in Ethiopia and stated a plan to answer the research questions/ hypotheses.
Then, based on the data analysis, interpretation and major findings, the study will be finally
come up with best recommendations.

31. 28
14. References:
Adane T. (2002).The Nature of Organization and Management in Education, Bahir Dar; Bahir
Dar University: unpublished, Master thesis.
Ashenafi, K. (2012). Assessing Progress in Ethiopia towards Eradication of Extreme Poverty and
Hunger as Part of Goal One of the Millennium Development Goals. Public Administration and
Development Management. Addis Ababa, Ethiopia, Addis Ababa University. MA: 75.
Avolio, B.J. & Bass, B.M. (1999). Re-examining the components of transformational and
transactional leadership using the Multifactor Leadership Questionnaire. Journal of
Occupational & Organizational Psychology.
Avolio, J & Bass, M 2004, Multifactor leadership questionnaire, Mind Garden Inc, USA.
Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through
transformational leadership. Thousand Oaks, CA: Sage Publications
Ephrem, S. (2010). The role of micro and small enterprises in poverty alleviation in gulele sub
city, addis ababa ethiopia. Public Administration. Addis Ababa, Addis Ababa University. M.A:
117.
Gardner. J. (1993), On Leadership, Simon and Schuster
Huq, P. A. (2012). Leading to Participatory Local Governance?Participation, Empowerment and
Community-Driven Development. Discipline of Politics and Public Policy, School of Social and
Policy Studies. Australia, Flinders University. M.A: 376.

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Masciulli,J., Molchanov, M.A., and Knight, W.A. (2009). The Ashgate Research Companion to
Political Leadership, Ashgate Publishing, Ltd.
Ministry of Finance and Economic Development (MoFED) (2015): Growth and Transformation
Plan (2015/16-2020/21): Addis Ababa, Ethiopia.
Negalegne Mamo. 2010. Current status of decentralized governance and self-administration in
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MA Thesis, Addis Ababa University, Addis Ababa. Nigeria. Spectrum Books.
Obasan Kehinde A., Hassan Banjo A. (2014). A Test of the Impact of Leadership Styles on
Employee Performance: A Study of Department of Petroleum Resources. International Journal of
Management Science, Research Academic of Social Science.
Sadler, P. (2003) Leadership, Kogan Page Publishers.
Yukl, G.A (2006). Leadership in Organizations, Prentice-Hall International
Tulder, R. v. (2008). The Role of Business in Poverty Reduction towards a Sustainable Corporate
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9.