GELILA INTERNATIONAL SEMINARY

Master of art degree Concept Paper

Research Title: Contribution of Transformational Leadership and its role in Public Service
Office: the case of Bole sub-city, Addis Ababa, Ethiopia
A Concept paper submitted to Gelila International Seminary department of Cristian
Leader ship and management for the partial fulfillment of the requirement for the masters
of art degree of Cristian Leader ship and management

By: Hillina Mamo Wolancho

Id. no: -------
Main advisor: Dr. Birhanu Yadete

Mar., 2024
Addis Ababa, Ethiopia
 1. Introduction
Over the past few decades, a significant shift in leadership style has occurred. Businesses and
firms have altered their focus from a transactional leadership perspective, which encompasses a
task-oriented approach, to a more transformational leadership perspective (Abbas & Ali, 2021).
Transformational leadership encourages individuals to lead with values, cultivate an environment
where every employee feels safe and comfortable and create a relationship with each employee.
This evolving style has been widely investigated and analyzed due to its contribution to
organizational success (Ramsey et al., 2017). Previous studies have shown a positive correlation
between transformational leadership behaviors and the performance of their followers (Lowe &
Kroeck, 1996). The quality and quantity of creativity (Zhang & Zhou, 2014) and intrinsic
motivation (Li et al., 2020) in the workplace has also been mentioned as being influenced
through transformational leadership actions. These actions include intellectual stimulation,
individual consideration, inspirational motivation and idealized influence.
Transformational Leaders focus on their employees´ personal needs, which can impact their
creativity and intrinsic motivation (Li et al., 2020). Several studies have shown the positive
effects of transformational leadership but have also put limits on its influence. Abbas & Ali
(2021) mentioned that there is a consensus suggesting leaders who oversee innovative, elastic,
and/or change-oriented projects should incorporate a transformational leadership style. This
study will therefore help understanding the same consensus also suggests that leaders who
oversee projects that are less driven by these themes, such as construction or maintenance work,
will find better performance and success using a transactional approach. This concept builds up
on the various insights that have been under take by various researchers in the contribution of
transformational leadership and its role in public office, academic research and investigation into
the relationship between transformational leadership and its role in public service office
performance in the case of Bole sub city is relatively scarce.

2. Objectives

The research paper seeks to achieve its general objective of examine the contribution of
transformational leadership and its role public service office by focusing on the following
specific objectives:
  To explore the contribution of transformational leadership and its role in public service
office in study area.
 To analysis the relationship between of transformational leadership and public service
office performance in study area.

3. Research questions of this paper are:

 Are there significance relationships between transformational leadership style and public
service office performance?
 To what extent does transformational leadership influence on public service office
performance in study area?

4. Literature Review

4.1 Leadership Theory

Recently, transformational leadership has evolved into one of the most prominent leadership
styles in the business world (Islam et al., 2021). Transformational Leadership Theory is based on
the process of bringing renewed change to both followers and leaders within an organization.
This concept fosters the creation of a unanimous environment where leaders and those subject to
their leadership aim to attain a specific and similar organizational goal. Therefore, it is necessary
to develop an interdependent relationship that nourishes reciprocal trust and a sense of belonging
between these two groups (Rolfe, 2011).

4.2 The Bass Transformational Leadership Theory

Bass (1985) formulated his theory by distinguishing the difference between transactional and
transformational leadership structures. In his consideration, transactional leadership lays focus on
offering financial rewards in exchange for productivity. On the other hand, transformational
leadership is defined as an extension of transactional leadership that emphasizes a given leader’s
ability to help his/her employees grow and develop into leaders themselves. This development
within followers often occurs through leaders guiding them through aligned objectives and goals,
while also empowering and responding to personal needs (Bass & Riggio, 2006). During his
analytical studies, Bass observed and categorized four major components (4I´s) that distinguish
transformational leadership from other leadership styles. These include Idealized Influence,
Inspirational Motivation, Intellectual Stimulation and Individualized Consideration (Bass, 1985).

Transformation leader have visionary, inspiring, collaborative and emotionally intelligent and
have common characteristic of charismatic, motivating and empathetic. Successful
transformation leaders mostly focused on the finest what they can do for their organization they
also have the ability to create a positive work environment it includes all employs have the write
to share and express their creative and innovative thoughts that might help to their organization
(DiFranza, 2019).

4.3. Organization Performance

The organizational performance involves analyzing a company’s performance against its

objectives and goals. Additionally organizational performance includes real consequences or
outputs compared with future outputs. The examination focuses on three main results, first,
shareholder value performance; second, financial performance; and third, market
performance (Market Business News, 2019). According to Echavarria (2018) & Bateh
(2011), organizational performance can be evaluated by employee job satisfaction and
customer satisfaction.

5. Research methodology

The study intends to use cross-sectional survey design since data will be collected at one point in
time from sample selected to represent a larger population by a single questionnaire. The study
will sample of current 89 employees of the public service office in study area, out of a population
of 116 which are employees working in office. The study will collect both primary and
secondary data, and the quantitative data gathered will be analysis using descriptive statists
which will include percentage distribution, mean and the frequency counts. The qualitative data
from the will undergo transcription and reported in themes and sub themes. The relationship
between the independent and dependent variables will be explained through multiple regressions.
6. Research time line

The project is expected to be completed in 8 weeks with the following indicated as the activities
durations for every section of the research project.
Research section duration

1. Title Introduction and Objective 1 week

2. Research questions and methodology 2 weeks
3. Data analysis and interpretation and discussion 4 weeks
4. Summary conclusion and recommendation 1 weeks
5. Reviewing work for final submission 1 weeks

6. Reference

Abbas, M., & Ali, R. (2021). Transformational versus transactional leadership styles and project
success: A Meta-Analytic Review. European Management Journal.
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Blain, B., & Sharot, T. (2021). Intrinsic reward: potential cognitive and neural mechanisms.
Current Opinion in Behavioral Sciences, 39, 113–118.
https://doi.org/10.1016/j.cobeha.2021.03.008
Cropley, A. (2011). Definitions of Creativity. Encyclopedia of Creativity, 358–
368. https://doi.org/10.1016/b978-0-12-375038-9.00066-2
Hackman, J., & Oldham, G. R. (1976). Motivation through the design of work: test of a theory.
Organizational Behavior and Human Performance,
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Maldonado, T., Vera, D., & Spangler, W. D. (2022). Unpacking humility: Leader humility, leader
personality, and why they matter. Business Horizons, 65(2), 125–137.
https://doi.org/10.1016/j.bushor.2021.02.032
Zdaniuk, A., & Bobocel, D. R. (2015). The role of idealized influence leadership in promoting
workplace forgiveness. The Leadership Quarterly, 26(5), 863–877.
https://doi.org/10.1016/j.leaqua.2015.06.008