COLLAGE OF LEADERSHIP AND GOVERNACE

DEPARTMENT OF LEADERSHIP AND GOVERNACE

RESEARCH PROPOSAL ON: ASSESSMENT OF CHALLENGES AND GOOD

GOVERNANCE PRACTICE IN CASE STUDY OF YEKA SUB CITY, ADDIS ABEBA

BY; ABI ZERFU TUFA

ID; ECSU2301365

ADVISOR; APRIL, 2023

AddisAbaba, Ethiopia

Contents

CHAPTER ONE 1.1 INTRODUCTION..............................................................................................1

1.2 Background of the Study.....................................................................................................................1

1.3 Statement of Problem.........................................................................................................................4

1.4 Research Objectives...........................................................................................................................5

 1.5 RESEARCH QUESTIONS...............................................................................................................5

1.7 Significance and Limitation of the Study............................................................................................6

1.8 Scope of the Study..............................................................................................................................6

1.9 Definition of Key term........................................................................................................................6

1.10. Organization of the study.................................................................................................................7

CHAPTER TWO...........................................................................................................................................8

2. Theoretical Review of Literature.............................................................................................................8

2.1..............................................................................................................................................................8

2.2..............................................................................................................................................................9

2.3..............................................................................................................................................................9

2.4............................................................................................................................................................10

2.5............................................................................................................................................................11

CHAPTER THREE.....................................................................................................................................14

3. THE RESEARCH METHODOLOGY....................................................................................................14

3.1 Description of the Study Area...........................................................................................................14

3.2. Research Design and Approach........................................................................................................14

3.2.1 Types and Sources of Data........................................................................................................15

3.2.2 Source of Data...........................................................................................................................15

3.5. Sampling Design..............................................................................................................................15

3.5.1. Population and Sample size......................................................................................................15

3.6. Data collection..................................................................................................................................15

 3.6.2. Data analysis.............................................................................................................................16

3.6.3 Qualitative Data Analysis..........................................................................................................16

3.6.4 Reliability of the study...............................................................................................................16

4. Work plan and Cost budget.....................................................................................................................19

4.1 Work plan.........................................................................................................................................19

4.2 Cost Budget.......................................................................................................................................20

Reference:....................................................................................................................................................23

DECLARATION

I hereby declare that this thesis entitled "Assess the challenge of good governance: the case of Yeka
sub city, Addiss Ababa, Ethiopia", has been carried out by me under the guidance and supervision of
Dr. Chala. The thesis is original and has not been submitted for award of any degree or diploma to any
university or institutions. Researcher's name Date
Signature

____________________ _____________ _____________

Acknowledgment

First I would like to say thank you God, since he gave me the ability, knowledge and the health to
write this proposal. My heartfelt thanks go to my advisor Dr. Chala for providing constructive
comments, valuable advices and time dedicated throughout this work. I would never forget the shares
of my parents Solomon Amare and Kelelu Teshome, my husband Mesay Akililu, my sisters bezawit
Solomon and Tensaye Solomon they continuously help and encourage me by giving moral, advice
and material support throughout my fruit study. Special gratitude to my friend Meskerem Eshete,
selamawit Ayele and Helina Teshome for their support.
CHAPTER ONE

No 1. Introduction

1.1 Background of the study ......................................................

1.2 Problem of the statement ......................................................

1.3 Key research question .........................................................

1.4 Significance of the study ....................................................

1.5 Objective of the study ........................................................

1.6 Scope of the study ...............................................................

1.7 Limitation of the study ............................................................

1.8 Organization of the study ..........................................................

CHAPTER TWO 2. Literature review..........................................................................

CHAPTER THREE 3. Research methodology

3.1 Research design and approach ...................................................

3.2 Source and type of data ............................................................

3.3Sampling design .....................................................................

3.3.1 Target and study population ...................................................

3.3.2 Sampling techniques and procedure ..........................................

3.3.3 Sample size determination .....................................................

3.4 Data collection method and procedure ..............................................

3.5 Validity and reliability .................................................................

3.6 Data analysis techniques ..............................................................

3.7 Ethical consideration....................................................................

4. Research planning..........................................................................

REFERANCE
1.Introduction

All organizations need good leadership. Well-led organizations tend to be more productive,
competitive and responsive to change. Their employees have a clearer vision of where they
are headed and why, and are therefore more engaged and motivated. Organizations that excel
at developing leaders tend to achieve higher long-term profitability.

An effective leader is a person who does the following:

1. Creates a vision of the future.

2. Works well with a team.

3. Enables their team's success.

4. Demonstrates flexibility.

Back in 2003, executive coach and author Marshall Goldsmith identified five emerging characteristics
that he believed would be increasingly important to future leaders. [2] And they remain true today.
They are the ability to:

Think globally.

Appreciate cultural diversity.

Develop technological know-how.

Forge partnerships and alliances.

Share leadership.
Leadership in itself is a somewhat fluid principle. Generally, most leaders adapt their leadership
styles to suit their situation. This is particularly true the longer they lead; they adapt their leadership
style as they learn and engage with their employees.

To become a more successful leader, leaders must understand their current leadership style.

What is a leadership style?

A leadership style refers to a leader’s methods, characteristics, and behaviors when directing,
motivating, and managing their teams. A leader’s style is shaped by a variety of factors, including
personality, values, skills, and experiences, and can have a significant impact on the effectiveness of
their leadership.

Their leadership style also determines how leaders develop their strategy, implement plans and
respond to changes while managing stakeholders’ expectations and their team’s well-being.

In many cases leaders will express a wide-range of leadership styles – and will likely adapt this
dependent on their situation. However, leader will often have one pre-eminent style that they tend to
express more often.

Why is it important to know your own leadership style?

As a leader, understanding your leadership style is critically important. When you understand your
leadership style, you can determine how this affects those you directly influence. It also helps you
find your leadership strengths and define which leadership skills to develop.

Some leaders can already categorize their current leadership style, recognizing whether this makes
them effective. Or how their employees see them. But it is not always so defined. It is usually the case
that leaders can categorize their style; however, they often exhibit traits of many other leadership
styles.

Detailed feedback is one easy way to know your leadership style. Asking those who you lead to
provide you with open and honest feedback is a helpful exercise. Doing so will allow you to adapt
your style’s characteristics within your day-to-day responsibilities as a leader.
The leadership style you adopt sets the tone for decision-making. It can foster a positive and
collaborative environment or create toxicity, as seen with authoritarian leadership. In this style, the
leader swoops in, barks orders, and makes decisions without seeking input. Team members feel like
mere cogs in a machine, with no chance to voice their opinions or contribute ideas. As a result,
creativity and innovation are stifled, leaving the team disheartened, unmotivated, and simply going
through the motions to survive. This is hardly a recipe for success.

Communication stands as the very foundation of effective leadership, acting as the essential medium
through which leaders inspire, guide, and align individuals towards shared goals. At its core,
leadership is a dynamic and relational process, and the efficacy of this process hinges on a leader's
proficiency in communication. A leader's ability to articulate a compelling vision, convey
expectations, and cultivate a shared sense of purpose is intricately tied to their communication skills.

The essence of leadership lies in the art of inspiring and guiding others, mobilising a collective effort
towards a common goal. However, this orchestration is only possible through effective
communication. A leader must be able to translate abstract ideas and aspirations into a narrative that
captivates the imagination and commitment of the team. This process requires more than the mere
transmission of information; it demands the ability to craft a compelling story that resonates with the
values and aspirations of the individuals being led.

Central to effective leadership communication is the articulation of a compelling vision. A leader's

vision serves as a beacon, providing direction and purpose to the team. The power of a vision lies not
only in its substance but in how well it is communicated. A leader who can express their vision with
clarity, passion, and relevance can evoke a shared understanding and commitment from the team. The
vision, when communicated effectively, becomes a source of inspiration, fuelling motivation and
collective effort.

Communication is crucial to relationships, and no less so to interpersonal connections in the

workplace. Strong relationships lead to stronger and more effective organizations, however there are
barriers to good communication. Leaders who communicate to understand an issue will make better
decisions. We must be able to overcome barriers to communication through respect and active
listening, to truly understand each other and build the type of trust necessary to collaborate and make
good decisions.
While leadership is a combination of many things, your characterization of particular leaders and their
effectiveness is often a reflection of the decisions that they have or have not made. While decision
making is a constant process in organizations, it does not always go as well as it could.
Understanding how decisions are made, how they can be biased, and how to make the decision-
making process run smoothly will help you make choices more fully aligned with the organization’s
goals.
2. Leadership practice at Addis Ababa city Yeka sub city woreda 05 administration

At Yeka sub city woreda 05 administration according to organizational structure of Addis Ababa city
administration, there are 22 sectors which are public service and human resource development,
communication, farmer and urban agriculture, culture; art and tourism, construction permit and
control, cooperation, peace and security, finance, women; children and association, houses
management, education, council, rule enforcement, cleaning management, coordination of good will
and community participation, youth and sport, health, trade, executive office, chief executive office,
critical event, and work and skills sectors that established depending on the rule and regulation of city
administration. All 22 sectors have their own leaders which are assigned by Yeka sub city
administration prosperity party. The chief executive office leader is responsible to lead woreda with
other leaders of 21 sectors and he/she is a head of all leaders at woreda level. The chief executive
leader also responsible to evaluate every leader activity and creates opportunity for leaders to evaluate
each other by facilitating cabinet meeting of woreda. The deputy CEO is commonly known that the
one who assigned at work and skills office as a leader. The deputy CEO is responsible for all activity
in the woreda next to chief CEO and for his/her sectors performance and also took responsibility to
lead every action, when the chief CEO not present due to many reason such as illness, for meeting out
of city, training and others.

The leadership style that practiced between the leader of the woreda is more of not depend on to leave
the leaders to exercise their own leadership style depending on their nature of personality and ability.
Rather, the leadership practice at this woreda is more of the chief executive of woreda accepts the
command of higher level managers, means from city and sub city manager, and command others to do
it. Several leaders at woreda level exercise different leadership style depending on the situation and
followers ability. The chief executive of woreda exercise autocratic leadership style by accepting a
command from higher managers and direct other leader of its organization to do it. For example, the
sub city chief executive command the 12 woreda chief executives each woreda to collect 1 million
birr for renaissance dam building without any understanding of each woreda situation on the ground.
Then, every woreda chief executives don’t complain for assignment given to them, they immediately
accept the command and back to their job place and meet with other leaders of woreda to collect
money at a given time for them. At this circumstance both the chief executive of woreda and sub city