The general objective of the study is to investigate the practice and role of transformational leadership on organizational performance in City government of Addis Ababa. Leaders have a vital role in motivating and inspiring employees to perform their job more than they originally expected from them. In this regard, transformational leadership gives emphasis on inherent motivation and followers’ development, which fits the needs of today’s complex work groups, who want to be inspired and empowered in order to achieve the predetermined goal of their organization. Thus, this study was conducted to assess the practice and role of transformational leadership on organizational performance in public organizations of AACA.
To this end, concurrent research design was adopted. The study was conducted in fifty public organizations of two sub cities selected through stratified simple random sampling techniques. From these organizations, 431 participants were selected through proportionate, simple random and purposive sampling techniques. Questionnaires containing open and close-ended items and semi-structured interview were employed in the process of data gathering. The quantitative data were analyzed by utilizing frequency, percentages, mean, standard deviations, correlation, and regression. The data gathered through interviews and open-ended questions were categorized to groups to supplement the quantitative data.
Table of Contents
CHAPTER ONE
INTRODUCTION
1.1. BACKGROUND OF THE STUDY
1.2. STATEMENTS OF THE PROBLEMS
1.3. OBJECTIVES OF THE STUDY
1.3.1. General objective of the study
1.3.2. Specific objectives
1.4. RESEARCH QUESTIONS
1.5. SCOPE OF THE STUDY
1.6. LIMITATIONS OF THE STUDY
1.7. SIGNIFICANCE OF THE STUDY
1.8. OPERATIONAL DEFINITIONS OF SOME KEY TERMS
1.9. ORGANIZATION OF THE STUDY
CHAPTER TWO
LITERATURE REVIEW
2.1. INTRODUCTION
2.2. THEORIES AND CONCEPTS OF TERMS
2.2.1. The concepts of leadership
2.2.2. Theories of leadership
2.2.2.1. Trait theory
2.2.2.2. The behavioral theory
2.2.2.3. Situational/contingency theories of leadership
2.2.3. Concepts of transformational leadership
2.2.4. The concept of transformational leadership in public sector organizations
2.2.5. Practices of transformational leadership
2.2.6. Role of transformational leadership
2.2.7. Followers perception towards their leaders’ transformational leadership
2.2.8. Public sector organization performance
2.2.9. Public sector organization performance indicators
2.2.10. Conceptual framework of the study
2.3. EMPIRICAL LITERATURE
2.4. RESEARCH GAP
CHAPTER THREE
RESEARCH METHODOLOGY
3.1. INTRODUCTION
3.2. DESCRIPTION OF THE STUDY AREA
3.3. RESEARCH APPROACH
3.4. RESEARCH DESIGN
3.5. VARIABLES OF THE STUDY
3.5.1. Dependent variable
3.5.2. Independent variable
3.6. POPULATION AND SAMPLING PROCEDURE
3.7. SAMPLE FRAME
3.8. SAMPLING TECHNIQUES AND SAMPLE SIZE DETERMINATION
3.8.1. Sample size determination
3.8.2. Sampling techniques
3.8.2.1. Sampling techniques for quantitative data
3.8.2.2. Sampling techniques for qualitative data
3.9. DATA SOURCES AND DATA GATHERING INSTRUMENTS
3.9.1. Source of data
3.9.2. Data gathering instrument
3.9.2.1. Data gathering instruments for quantitative data
3.9.2.2. Data gathering instrument for qualitative data
3.10. DATA QUALITY CONTROL MECHANISMS
3.10.1. Reliability Test of the Instruments
3.10.2. Validity of the Questionnaires
3.11. DATA ANALYSIS
3.11.1. Quantitative data analysis
3.11.2. Qualitative data analysis
3.12. ETHICAL CONSIDERATION
CHAPTER FOUR:
DATA PRESENTATION, ANALYSIS AND DISCUSSION
4.1. INTRODUCTION
4.2. RESPONSE RATE OF RESPONDENTS
4.3. DEMOGRAPHIC CHARACTERISTICS OF RESPONDENTS
4.3.1. Demographic data of leaders
4.3.2. Demographic characteristics of employees
4.4. PRESENTATION AND DISCUSSION OF SURVEY AND INTERVIEW RESULT
4.4.1. The extent to which leaders’ practice transformational leadership
4.4.2. Frequently practiced component of transformational leadership
4.4.3. Employees perception of their leaders’ transformational leadership role
4.4.4. The Relationship between transformational leadership role of leaders’ and organizational performance
4.4.4.1. Correlation analysis
4.4.4.2. Regression analysis
CHAPTER FIVE
SUMMARY, CONCLUSION, AND RECOMMENDATION
5.1. INTRODUCTION
5.2. SUMMARY OF THE FINDINGS
5.2.1. Demographic characteristics
5.2.2. Extent of practicing transformational leadership
5.2.3. Components of transformational leadership frequently practiced by leaders
5.2.4. Employees perception regarding their leaders’ transformational leadership role
5.2.5. The relationship between transformational leadership role of leaders’ and organizational performance
5.3. CONCLUSION
5.4. RECOMMENDATIONS
5.4.1. Theoretical implications
5.4.2. Recommendations for policy makers
5.4.3. Recommendations for AACA leaders
5.4.4. Areas for further research
Research Objectives and Themes
The primary research objective is to investigate the practice and role of transformational leadership regarding organizational performance within public sector organizations in the Addis Ababa City Administration, examining how these leadership dynamics impact organizational effectiveness and efficiency.
- Application of transformational leadership dimensions (idealized influence, inspirational motivation, intellectual stimulation, and individual consideration).
- Assessment of organizational performance indicators in a public sector context.
- Employees' perceptions of their leaders' transformational leadership roles.
- Statistical correlation between transformational leadership behaviors and organizational performance metrics.
Excerpt from the Book
2.2.4. The concept of transformational leadership in public sector organizations
The main activities of public sector organizations is to provide the social, educational, scientific, cultural, sport, and other paid or free services that are not exchanged in market(Rainey, 2014:152). The functions of public sector organizations are interrelated and oriented to the fulfillment of public interests. The satisfaction of public needs and interests depends on the capacity of public sector organizations to plan, to prepare and make decisions effectively, and to control the implementation of such decisions.
However, they are facing enormous and sever challenges in aiming to provide services of the highest standards to their customers and service users while operating with strictly limited resources (Storey, 2005:174). Public sectors leadership in the twenty-first century is challenging and change oriented. Rapidly growing global conditions, shifting political and economic influences, advancements in operational technologies and practices and rising expectations of leadership are changing our ideas of “what” and ‘How’ government should do and accomplishes its mission(Walker, 2007:154).
Public-sector change is a risky business. Organizational change is fundamentally disturbing, demanding new approaches to traditional structures, and sometimes new- paradigms altogether. Pay-for-performance, competitive sourcing, public-private partnerships, performance-based budgeting, and other initiatives often create an unsettling environment in which the public
Summary of Chapters
CHAPTER ONE: INTRODUCTION: This chapter introduces the study's background, problem statement, objectives, research questions, scope, and key definitions relevant to transformational leadership in the public sector.
CHAPTER TWO: LITERATURE REVIEW: This chapter reviews theoretical, conceptual, and empirical literature concerning leadership theories, the specific concept of transformational leadership, and organizational performance indicators.
CHAPTER THREE: RESEARCH METHODOLOGY: This chapter describes the research design, population, sampling procedures, data collection instruments, and data analysis methods used to conduct the study.
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND DISCUSSION: This chapter presents the findings from survey and interview results, focusing on the extent of transformational leadership practice and its statistical relationship with organizational performance.
CHAPTER FIVE: SUMMARY, CONCLUSION, AND RECOMMENDATION: This chapter provides a summary of findings, draws final conclusions, and offers policy and practical recommendations for improving leadership effectiveness in public organizations.
Keywords
Transformational leadership, organizational performance, public sector organizations, Addis Ababa City Administration, idealized influence, inspirational motivation, intellectual stimulation, individual consideration, leadership effectiveness, public service reform, employee perception, organizational goals, service delivery, management, leadership style.
Frequently Asked Questions
What is the core focus of this research?
This research fundamentally investigates the practice and role of transformational leadership in improving organizational performance within the public sector organizations of the Addis Ababa City Administration.
What are the primary thematic areas explored?
The study explores the four dimensions of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individual consideration) and how they relate to the effectiveness and efficiency of public sector performance.
What is the overarching research objective?
The primary goal is to examine the extent to which leaders in the study area practice transformational leadership and to assess the relationship between these leadership roles and overall organizational performance.
Which scientific methodology does the researcher employ?
The study utilizes a concurrent mixed-methods research design, combining quantitative data (via Likert-scale questionnaires for 431 participants) and qualitative data (via interviews with leaders and experienced employees) to ensure comprehensive analysis.
What specific topics are addressed in the main chapters?
The work covers leadership theories, the conceptual framework of transformational leadership in public settings, empirical literature regarding organizational performance, research methodology, and a detailed analysis of findings derived from both survey and interview data.
Which keywords best characterize this work?
Key terms include Transformational leadership, organizational performance, public sector organizations, Addis Ababa, leadership dimensions, and public service reform.
How does the researcher define 'transformational leadership'?
The researcher defines it as leadership behavior that centers on the development of followers by raising their individual needs to a higher level and seeking to meet those higher needs, based on the framework of Bass and Riggio (2006).
What were the major findings regarding the relationship between leadership and performance?
The study surprisingly revealed a negative and statistically insignificant relationship between the practiced transformational leadership roles and organizational performance in the studied public sector organizations, suggesting other factors significantly influence performance outcomes.
What recommendations does the researcher provide to policymakers?
The researcher recommends developing policies and practices that resolve attitudinal problems and improve commitment levels, while also advocating for the implementation of national policies to address observed gender disparities in leadership assignments.
- Citar trabajo
- Gizachew Tilahun (Autor), 2020, Practice and Role of Transformational Leadership on Organizational Performance, Múnich, GRIN Verlag, https://www.grin.com/document/1006981
