HARAMBE UNIVERSITY

SCHOOL OF POST GRADUATE STUDIES

MBA PROGRAM

ASSESSMENTS OF THE ROLE OF LEADERSHIIP IN ORGANIZATIONAL

CULTURE AND EMPLOYEE ENGAGEMENT IN HURUTA HOSPITAL

A RESEARCH PROPOSAL SUBMITTED TO THE DEPARTMENT OF

MANAGEMENT IN PARTIAL FULFILLMENT OF MASTERS OF BUSINESS
ADMINISTARTION (MBA)

BY: JEMAL GENALE HUSEIN

ID. No: GRS, 220625/15

ADVISOR: NURU MOHAMMED (PhD)

JANUARY, 2024
ADAMA, ETHIOPIA

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Table of Contents
List of Tables.............................................................................................................................................iii
List of Figures...........................................................................................................................................iii
CHAPTER ONE........................................................................................................................................1
INTRODUCTION.....................................................................................................................................1
1.1 Background of the study.................................................................................................................1
1.2 The Statement of the problem...................................................................................................2
1.3 Research Question and hypothesis of the study.......................................................................3
1.4 The Objectives of the study.............................................................................................................4
1.4.1 General Objective:....................................................................................................................4
1.4.2 Specific Objectives:...................................................................................................................4
1.5 Significance of the study..................................................................................................................4
1.6 Scope and limitation........................................................................................................................5
1.7 Organization of the paper...............................................................................................................5
CHAPTER TWO.......................................................................................................................................6
LITERATURE REVIEW.........................................................................................................................6
2.1 Theoretical Review....................................................................................................................6
2.1.1 Definition of leadership and its styles...............................................................................6
2.1.2 Definition of Organizational culture.................................................................................9
2.1.4 The Role of Leadership in Changing Organizational Culture......................................10
2.1.5 The Role of Leadership in Employee Engagement........................................................10
2.2 Empirical Review...........................................................................................................................11
2.3 Conceptual Frame work..........................................................................................................14
CHAPTER 3............................................................................................................................................16
RESEARCH METHODLOGY..............................................................................................................16
3.1 Description of the study area........................................................................................................16
3.2 Research design........................................................................................................................17
3.3 Source and types of data..........................................................................................................17
3.4 The Target population.............................................................................................................18
3.5 Method of data collection........................................................................................................18
3.6 The sampling Technique and sample size..............................................................................18
3.7 Method of data analysis...........................................................................................................19
4. Plan of action and Budget time table.................................................................................................20
References................................................................................................................................................22

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List of Tables

Table 1: Used sampling method for health professional working in Huruta Hospital..................19
Table 2: Work plan with activities.................................................................................................20
Table 3: Budget plan with activities..............................................................................................21

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 CHAPTER ONE

INTRODUCTION
1.1 Background of the study
Leadership plays a pivotal role in shaping organizational culture and driving employee
engagement. As organizations increasingly recognize the impact of culture on performance,
there has been a global trend towards placing greater emphasis on leadership development and
its association with defining and nurturing the culture within an organization. Effective
leadership sets the tone for the values, beliefs, and behaviors that define the work environment,
ultimately influencing employee engagement levels and, subsequently, organizational success.
In the global context, it is evident that organizations are prioritizing leadership that not only
focuses on achieving strategic objectives but also on fostering a positive and inclusive culture
that encourages employee participation, innovation, and commitment. This trend is reflected in
various industries and sectors across the world. When we turn our attention to Ethiopia, a
similar movement is observed, albeit with its own unique cultural and contextual
considerations. Ethiopian organizations are recognizing the significance of leadership in
shaping organizational culture and driving employee engagement as key factors in achieving
sustainable growth and success (Edgar,2013)

The health sector has experienced significant changes and transformations globally since the
onset of the current pandemic. Healthcare professionals and policymakers have been
consistently focusing on enhancing the performance of the health sector, which cannot be
achieved without improving the performance of healthcare workers. Speechia et al. (2021)
highlighted that providing better health services to the public while managing the allocated
budget for the health sector is a major challenge for the health sector.

The success of organizations and most businesses, both small and large, is predicated on the
quality and ability of the leadership styles possessed by leaders in organizations and businesses.
The Huruta Hospital plays a crucial role in providing healthcare services to the surrounding
community. Leadership, organizational culture, and employee engagement are pivotal factors

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 supposed to influence the Hospital effectiveness and the well-being of its employees.
Understanding the interplay between these elements is essential for fostering a positive work

environment and achieving organizational goal zooming into a specific case, the Huruta
hospital in Lode Hetosa district serves as an example of how leadership impacts organizational
culture and employee engagement within a localized context. Here, the role of leadership is
particularly crucial in the hospital, where the well-being of both the employees and the patients
is directly linked to effective leadership and a positive work culture. By examining the
practices and strategies employed within the Huruta hospital of Lode Hetosa district, we can
gain valuable insights into the intersection of leadership, organizational culture, and employee
engagement within the hospital.

1.2 The Statement of the problem

The research gap in the role of leadership on organizational culture and employee engagement in
the health sector in Ethiopia is motivated by several real problems identified in the existing
literature. These problems include the lack of effective healthcare leadership in the Ethiopian
health sector, which hinders the achievement of health reforms and the Health Sector
Transformation Plan (HSTP)
Past researchers have pointed out that an effective leadership style may influence health workers
job performance. Still, researchers have been struggling to answer this question about the nature
of the relationship between leadership style and health workers job performance, more
specifically which leadership style influences health workers’ job performance (Specchia et al.,
2021). Therefore, this study aims to investigate the appropriate leadership style required to
enhance health workers’ job performance.
Most studies done in Ethiopia were conducted on what effects leadership styles have on
Ethiopian Banking Industry Performance and even so, there is a lack of research papers done that
explore the relationship between leadership styles and organizational performance in health
industry. And unluckily, no study has been done to know if there is any relationship between
leadership and organizational culture in case of hospitals and health sectors. So, this paper helped
to open a way for the future to conduct and investigate further and in detail the relationship
between two variables.

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This study would likely aim to address the limited existing research on the specific dynamics of
leadership, organizational culture, and employee engagement within the context of Huruta

Hospital of Lode Hetosa district. By delving into this specific setting, it can uncover insights and
implications that are directly relevant to the local operational and managerial landscape,
contributing to both scholarly understanding and practical improvements within the hospital
operational performance. This research can help in identifying gaps in leadership practices, areas
of improvement in organizational culture, and strategies to enhance employee engagement within
the health bureau of the district.

1.3 Research Question and hypothesis of the study

 What is the existing leadership style and practices currently practiced in the Huruta
hospital?
 What is the role of leadership in changing organizational culture and employee
engagement in case of Huruta Hospital?
 How do leadership behaviors and actions influence the formation and evolution of
organizational culture in the Huruta Hospital?
 To what extent does leadership contribute to the development of a positive and
sustainable organizational culture in the Huruta Hospital?
1.4 The Objectives of the study
1.4.1 General Objective:
The general objective of this research proposal is to comprehensively investigate the role
of leadership in shaping the organizational culture and employee engagement within the
Huruta hospital of Lode Hetosa district.
1.4.2 Specific Objectives:
To analyze the existing leadership styles and practices within the Huruta hospital of Lode
Hetosa district, and their impact on organizational culture and employee engagement.
To assess the current organizational culture within the hospital, identifying its
predominant characteristics and their effects on employee attitudes and behaviors.
To measure the level of employee engagement within the Hospital, understanding the
factors that influence it and its correlation with leadership and organizational culture.

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1.5 Significance of the study
The outcomes of this study will be helpful for policymakers and healthcare professionals to focus
more on transforming leadership style. The findings of this study may give clear understanding
of what problems are there and how those problems were handled by health office leaders and
Administrators.
Thus, the government will be able to adopt a comprehensive strategy, and minimize the observed
leadership problems to increase operational efficiency of health sectors and health worker’s
productivity. At the end of the study a clear picture will emerge showing the real leadership
styles taking place. Understanding how leadership behaviors and decisions impact culture
provides insights into effective leadership practices and helps leaders take responsibility for
shaping a healthy culture.
Research can provide guidance on effective strategies and approaches that leaders can use to
navigate and facilitate culture change successfully. Culture affects the well-being of employees
and a toxic or unhealthy culture can lead to stress, burnout, and turnover. Leadership's role in
creating a positive and supportive culture is crucial for employee satisfaction and retention.
In today's rapidly changing business environment, organizations need to be agile and adaptable.
Research can uncover how leadership can foster a culture of innovation and adaptability, which
is essential for staying competitive. Leadership sets the tone for the organization's values and
ethics. Research in this area helps ensure that leaders are aligning the culture with the
organization's core values and principles.

1.6 Scope and limitation

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The study is limited to assess the role of leadership in organizational culture and employee
engagement in Huruta Hospital and the study area is bounded in Lode Hetosa woreda and other
sectors will not be included in this study.
1.7 Organization of the paper
This research proposal is organized into five chapters. The first chapter deals with introduction
of the study including background, problem statement, objective of the study, significance of the
study, scope and limitation of the study and organization of the paper. The second chapter deals
on review of theoretical, empirical literatures and conceptual framework as well as related to
topic of the study. While, chapter three deals with the research methodology pursued, the fourth
chapter, Plan of action and budget time table and the last will be References.

CHAPTER TWO
LITERATURE REVIEW
2.1 Theoretical Review
Leadership plays an important role in organizations towards driving the growth and success.
and employee engagement is considered a key factor for organizational efficiency, success

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 and achievement. Existing literature defines drivers of the employee engagement from
different angels and commonly relates a portion to leadership skills, especially of the
immediate managers.
Developing a healthy organization involves implementing processes, programs, and
interventions that can produce effective leadership potential. Transformational, transactional,
and situational leadership styles can help lead employees to trust their leaders, which can
generate and increase productivity. Assessments can be helpful in improving leader and
follower relationships. Effective leaders should understand their leadership style,
communicate with followers, and use their leadership power to influence and encourage
members to create positive change. An organization's health depends on not disturbing
stressors that can generate frustrations, low motivation, personal conflict, dissatisfaction, and
a drop in productivity.
Leaders should reduce the effects of stress and encourage a healthy and efficient organization
that focuses on maintaining and building performance. To avoid risking reputation and

potential financial loss, leaders should remain with a moral and ethically principle-governed
mindset.
Developing a positive leader mindset involves listening to followers' needs, adapting to
situations, creating positive exchange, and building trust. Supportive leadership nurtures a
mentally-healthy workplace, improves employee satisfaction, boosts productivity, and
encourages creativity. A strong leadership team is essential for building a healthier
organization. Organizational health is composed of various psychological, physiological, and
social components, and there is no secret sauce to maintain a perfectly healthy organization.
Nonetheless, organizational alignment, effective communication, employee engagement, and
continuous learning and development are key factors that positively affect organizational
health.
2.1.1 Definition of leadership and its styles
2.1.1.1 Transformational leadership
Is a leadership style that emphasizes change and transformation? Leaders who adopt this
approach strive to inspire their followers to achieve more than they ever thought possible by

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 tapping into their potential. This type of leadership can be highly effective in organizations
looking to make significant changes or transformations.

Some of the key characteristics of transformational leadership include:

 A focus on the future: Transformational leaders always look ahead and think about
what needs to be done to achieve the organization’s goals. They inspire their
followers to do the same.
 A focus on change: Transformational leaders are comfortable with change and
understand it is necessary for organizational success. They work to ensure their
followers are comfortable with change and can adapt to it.
 A focus on people: Transformational leaders see the potential in every one of their
followers. They strive to develop their followers’ individual strengths and abilities so
that they can reach their full potential.

2.1.1.2 Delegative Leadership

Often referred to as “laissez-faire,” a delegative leadership style focuses on delegating
initiative to team members. This is generally known as one of the least intrusive forms of
leadership; this translates to “let them do.” This is therefore considered a very hand-off
leadership style. Leaders who adopt this style have trust and rely on their employees to do
their jobs. They don’t micromanage or get too involved in providing feedback or guidance.
Instead, delegative leaders allow employees to utilize their creativity, resources, and
experience to help them meet their goals.
This can be a successful leadership strategy if team members are competent and take
responsibility for their work. However, delegative leadership can also lead to disagreements
among team members and may split or divide a group. It can be challenging for newcomers
to adapt to this style of leadership or staff members to develop an understanding of who is
ultimately in charge and responsible for outcomes. Therefore, this leadership style must be
kept in check.

2.1.1.3 Authoritative Leadership

Authoritative leaders are often referred to as visionary. Leaders who adopt this style
consider themselves mentors to their followers. Not to be confused with authoritarian

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 leadership, authoritative leadership emphasizes a “follow me” approach. This way, leaders
chart a course and encourage those around them to follow.
Leaders who display authoritative traits tend to motivate and inspire those around them.
They provide overall direction and provide their teams with guidance, feedback, and
motivation. This promotes a sense of accomplishment or achievement. The authoritative
leadership style relies heavily on getting to know each team member. This allows a leader to
provide guidance and feedback on a more personalized level, helping individuals to succeed.
This means authoritative leaders need to be able to adapt, particularly as the size of their
team grows.
Authoritative leadership is very hands-on, but leaders must be cautious not to micromanage.
This is a tendency with this style, which can be overbearing for team members and create
negative sentiments.

2.1.1.4 Transactional Leadership

Transactional leadership, often referred to as managerial leadership, is a leadership style that
relies on rewards and punishments. This leadership style clearly emphasizes structure,
assuming individuals may not possess the motivation needed to complete their tasks. With
this reward-based system, a leader sets clear team goals or tasks. Leaders also clarify how
their teams will be rewarded (or punished) for their work. Rewards can take many formats
but typically involve financial recompenses, such as pay or a bonus.

This “give and take” leadership style is more concerned with efficiently following
established routines and procedures than making transformational organizational changes.
Transactional leadership establishes roles and responsibilities for each employee. However,
it can lead to diminishing returns if employees are always aware of how much their effort is
worth. Therefore, incentives must be consistent with company goals and supported by
additional gestures of appreciation.

2.1.1.5 Participative Leadership

Sometimes referred to as democratic leadership, participative leadership is a leadership style
that encourages leaders to listen to their employees and involve them in the decision-making

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 process. This leadership style requires leaders to be inclusive, utilize good communication
skills, and, crucially, be able to share power/responsibility.

When a leader adopts a participative leadership style, this encourages collaboration through
accountability. This often leads to a collective effort of a team to identify problems and
develop solutions instead of assigning individual blame. This leadership style has historically
been prevalent and utilized by many leaders in many organizations. However, as working
habits have changed (accelerated by the COVID-19 pandemic) and teams have become more
decentralized, this leadership style is more complicated.
Spontaneous, open, and candid communication is often associated with a participative
leadership style. Remote working or virtual teams can make this particularly challenging to
maintain. Participative leadership is often favored as it helps to build trust with employees.

Empowering them and encouraging them to share their ideas on essential matters,
demonstrating their value to a team.
2.1.1.6 Servant Leadership
Servant leadership is a leadership style that puts the needs of others first. It emphasizes
creating strong relationships with those around you and focuses on enabling them to reach
their full potential. As a leader, it requires focusing on understanding the people you are
working with and developing their abilities, while also setting a good example and
understanding their personal goals. At its core, servant leadership is about ethical decision
making; if one follows this model they will be more likely to make decisions based on what
is right for everyone involved, rather than just benefitting a select few. This approach fosters
an environment where creativity and problem-solving thrive as team members feel
empowered to suggest new solutions and build upon each other’s ideas.
Furthermore, following the principles of servant leadership can result in improved
communication between all involved parties – from senior management to front-line
employees. By taking into account the opinions of subordinates, leaders can prevent any
potential conflicts while maintaining both healthy relationships and peaceful work
environments. Ultimately, these qualities help create a stronger sense of loyalty amongst
team members which consequently leads to increased productivity overall.

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2.1.2 Definition of Organizational culture
Organizational culture is generally understood as all of a company’s beliefs, values and
attitudes, and how these influence the behaviour of its employees.

Culture affects how people experience an organization—that is, what it’s like for a customer
to buy from a company or a supplier to work with it. It shows up in company policies such
as dress code and office hours. It also informs things such as workspace design and
employee perks. Culture is usually set by a company’s leaders

Companies don’t tend to define their cultures explicitly; they tend to emerge from what
people believe, how they think, what they say and what they do. Culture shapes what
behaviour is acceptable or unacceptable. Culture may help define values and core principles
that guide organizational behavior.

2.1.3 Definition of Employee engagement

Employee engagement is defined as the emotional investment employees make in their

organizations. It is the passion, involvement, and motivation they bring to work, which they
use to guide their work. Engaged employees identify with the goals of the organization and
align their own goals with the organization's goals

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2.1.4 The Role of Leadership in Changing Organizational Culture

According to Daoud. A, (2023) Leadership plays a crucial role in changing organizational
culture, which is essential for an institution's success, adaptability, and sustainability.
Leaders drive cultural change by setting an example, providing a clear vision and
direction for the new culture, effective communication and coordination, empowering
employees to contribute to the culture change, holding themselves and others accountable

for adhering to the new culture's principles, offering support, resources, and guidance to
employees as they adapt to the changes, being adaptable and open to feedback, and
remaining persistent and committed to the process. Effective leaders employ a rich toolkit
of strategies to navigate resistance and successfully drive cultural change. They
understand the importance of transparency, empowerment, and alignment with the
organization's values. Leadership contributes not only to the positive transformation of

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 culture but also to its sustainability. Leaders set the tone, communicate the vision, and
provide the ethical compass that steers the organization's cultural evolution.
2.1.5 The Role of Leadership in Employee Engagement
Batista-Taran.L, et.al. (2009) examined the relationship between leadership styles and
employee engagement in the workplace. As global markets become more competitive,
organizations are shifting their focus from products and profits to employee development and
performance management. Talent management has emerged as a key strategy for achieving
competitive advantage, retention, and increased productivity. The paper focuses on
motivation as a component of talent management and explores how leadership styles can
impact employee engagement levels. The purpose of the paper is to identify the leadership
style most conducive to increasing employee engagement and its implications for
organizational success.
2.2 Empirical Review
Hema. M, (2023) investigated the relationship between organizational culture and employee
engagement and effectiveness. The paper highlights the importance of human resources in
bringing knowledge, skills, and abilities to the organization, making employees valuable
organizational resources. Employee commitment and loyalty are crucial for organizational
growth and sustainability. Employee engagement is defined as the commitment towards
organizational goals and enthusiasm in achieving them. Employee effectiveness is associated
with the ability to complete desired results. Organizations with positive employee orientation,
where employees are given freedom for experimentation of various ideas and are consulted
for decisions, are found to be engaged and able to put extra efforts for the fulfillment of
business goals.

Polona. S and Klemen. Š, (2022) examined the work engagement level in a public healthcare
organization at the primary healthcare level, focusing on the role of work environment
characteristics. The study employed a descriptive, cross-sectional, correlational design with
the Utrecht Work Engagement Scale and a non-probabilistic availability sample of 630
employees of the Community Health Centre Ljubljana, Slovenia, in 2018. They stated that job
resources play an important role in employees' work engagement and highlights the
importance of leadership style, career choices, and employment process in an institution. The
study concludes that managing factors stimulating work engagement is crucial for healthcare

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 management at the primary level, particularly in "soft areas" such as leadership style and
communication.

Nguyen.t, et.al, (2022) conducted study in the public sector in Vietnam and examined the
relationship between transformational, transactional, and laissez-faire leadership styles and
staff work engagement at the department level. The research, conducted with 378 participants
from the Ministry of Culture, Sports, and Tourism of Vietnam, found a significant indirect
relationship between staff work engagement and innovative work behavior and task
performance. The results indicate a positive correlation between transformational and
transactional leadership styles of department-level leaders with staff work engagement,
innovative work behavior, and task performance, while the laissez-faire leadership style has a
negative impact on staff work engagement and innovative work behavior. The findings
suggest that the Vietnamese public sector should focus on identifying and promoting
transformational and transactional leaders, while minimizing the adoption of laissez-faire
leadership. The study is limited to the department level and the three specific leadership
styles, and it recommends further research to expand the scope to higher levels than
department leader

Hanna. D, (2021) analyzed relationship between leadership and organizational culture in

Ethiopian Banking Industry the Case of Dashen Bank and pointed out that the culture within
an organization plays a significant role in creating a happy and healthy work environment.
The interaction between leadership and culture can contribute to team communication and

collaboration, encouraging employees to accomplish the organization's mission and

objectives. Leaders play a crucial role in maintaining an organization's culture, ensuring
consistent behavior between members of the organization, reducing conflicts, and creating a
healthy working environment for employees. The results also suggest that organizational
culture has a significant positive impact on work engagement, and that leadership is a catalyst
for cultural change, enhancing organizational performance, and fostering a positive workplace
environment.

Janine.B, et.al, (2021) explored the impact of transformational leadership on hospital staff
burnout, in Canadian general hospital, using mission valence as a mediator. Transformational
leadership was found to be negatively related to lagged levels of burnout, and mission valence

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 accounted for these effects. transformational leaders play a crucial role in promoting their
followers' wellbeing in the workplace by creating an appealing and meaningful mission.

Muhammad.A and Mansour.A, (2021) Investigated the most suitable leadership styles for
improving health workers' job performance in the healthcare sector of Saudi Arabia. The
study collected data from 284 health workers working in different government and private
hospitals in Saudi Arabia and analyzed it using SPSS version 16. The study found that among
different leadership styles, transformational and multicultural leadership styles positively
influence health workers' job performance.

Bwonya E, J., et, al. (2020) examined the impact of organizational changes, technological
developments, and global competition on the nature of leadership and its influence on
organizational performance. They emphasize the importance of leadership in achieving
organizational goals and the evolving relationship between leadership style, organizational
culture, and performance. The paper highlights the need for empirical research to further
explore the interplay between leadership, organizational culture, and performance to address
existing knowledge gaps. The authors suggest that the direct effect of leadership style on
performance is inconclusive due to the potential mediating influence of organizational culture.
They call for additional empirical research to fill this gap.

Sandile, J., (2017) conducted the study aimed to explore the relationship between leadership
styles and organizational performance among MBA year three students at the University of
KwaZulu-Natal (class of 2017). The study was quantitative, targeting 100 students out of a
total population of 140, using simple random sampling. The participants generally agreed that
leadership styles have a significant impact on organizational performance. They identified
transformational leadership as the most complementary style, followed by strategic and open
leadership styles. Conversely, toxic and autocratic leadership styles were perceived as
detrimental to organizational performance.

Rose M, et,al, , (2017) found out that rewards had a positive impact on employee engagement
in Kenya, due to rewards determined the organizational strategy. Additionally, the study
found that a clear leadership positively influenced employee engagement in Kenya. The
corresponding change in engagement could be explained by a unit change in leadership clarity
with the constant. The study also found that leadership emphasis was low, and respondents

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 expressed overwhelming excitement and eagerness for integration of leadership. However,
these attitudes were dampened by various challenges they faced. Rewards had the potential to
provide a framework for professional development, one consistent with experiential learning
and the development of a learning organization.

Kamil. Z and Ahmet.O, (2017) Analyzed the correlation between leadership and employee
engagement, specifically in the context of AB Volvo Penta. The study found that there is a
positive correlation between the Leadership Effectiveness Index (LEI) and the Employee
Engagement Index (EEI) in 146 departments measured. The results suggest that employees
place significant importance on the behavior of their immediate leaders, which in turn impacts
their engagement at work. The study also highlights that focusing on increasing leaders' skills
would increase employee engagement.

Lucy. K, et.al, (2016) focused on assessing the impact of leadership on organizational

performance among health workers in Kenya. The study found that leadership plays a crucial
role in promoting organizational commitment, employee job satisfaction, and individual
productivity, which in turn affects organizational performance. Poor leadership was identified

as a major factor contributing to strikes, lack of commitment among health workers, and
ultimately, poor health services and loss of lives in hospitals. The research used a descriptive
survey design and stratified sampling techniques to gather data from 384 employees in
selected hospitals. The findings revealed that leadership influences the relationship between
employee participation and organizational performance, and there was a poor relationship
between leaders and employees.

2.3 Conceptual Frame work

Leadership, organizational culture, and employee engagement are interrelated concepts that
influence each other. Leadership plays a crucial role in shaping the culture of an organization,
which in turn affects employee engagement. A positive work culture has a direct impact on
employee engagement, leading to a more productive, innovative, and loyal workforce.
Creating a culture of engagement requires leadership to understand the unique needs and
motivations of their employees and to create an environment that fosters trust, collaboration,
and creativity. Organizational culture reflects the values, beliefs, and behavioral norms that

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 are used by employees in an organization to give meaning. Leaders have to appreciate their
function in maintaining an organization's culture, which would ensure consistent behavior

between members of the organization, reducing conflicts, and creating a healthy working
environment for employees. A strong culture has a clear set of values and a well-defined
mission that guides the organization's alignment with business objectives. Regularly
communicating these values and mission to all employees through various channels is crucial.
Cultivating a high-performing culture is achieved by making strategic investments in the
team, prioritizing professional development, and ensuring that it's embodied by every member
of the staff and guided by leadership

Leaders play a significant role in shaping organizational culture and fostering employee
engagement. A workplace culture of inclusiveness, trust, and psychological safety, created by
leaders, positively influences employee engagement and ultimately the patient experience

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 CHAPTER 3

RESEARCH METHODLOGY
3.1 Description of the study area
Lode Hetosa district is one of the 26 administrative unit of Arsi zone. The name of the district is
derived from two tribes called Lode and Hetosa living in the area. Lode Hetosa district has 22
Administrative units of which 19 of them are Peasant Associations while three are urban
administrative units. Huruta town is the capital town of the district. It is located at 164 km from
Regional Capital City, Finfine and 39km from zonal capital, Asella Town to Eastern direction
found on Iteya-Arsi Robe main road. Relatively the district shares a boundary line with Dodota
district in the north and north west, Sire district in the north and north east, Hetosa district in the
west, north west, south west, Diksis in the east and south east direction. The total area of the
district is 509.7 Km2/46000hek. It shares 2.43% of the total area of the Arsi Zone.

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Source: Taken from Lode Hetosa district Finance and economic development office

According to the estimation made from 1999 (2007) census report, Lode Hetosa had 153,694
total populations of which 25,719 urban and 127,875 rural in the year 2012. From the total
population of the district, only 16.7. % are living in urban areas in the same year. This indicates
that about 84.3% of the population of the district is living in rural area depending on agricultural
activities. From the total population, females accounted for 50.1%. There were 1 public hospital,
four Government Health center 19 Health post during the year 2012. In addition, there were 8
non- governmental clinics and 6 rural drug vender in the district during the indicated year. The
ratio of population to Health Center, and health post was 38423.5:1, and 8089:1 respectively in
the year 2012 which is above the WHO standard (25000, and 5000 respectively).

3.4.4.2 Number of personnel by types of profession

No Type of institution 2014 2015

1 Doctors 7 17
2 Health officers 17 19
2 Nurses 51 50
3 Pharmacy Technicians 10 12
4 Laboratory “ 6 12
5 Sanitarians 1 7
6 Health assistants 0 8
7 Extension workers 40 43
8 Supportive staffs 40 57
Total 172 225
Source: Huruta Hospital.

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3.2 Research design
The research design that will be used in this study is descriptive research design which employs
both probability and non-probability sampling techniques .

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3.3 Source and types of data

The data for this study will include both quantitative and qualitative information. qualitative
data, such as perceptions, opinions, and feelings about the role of leadership in organizational
culture and employee engagement, will be gathered from healthcare professionals at Huruta
Hospital, including doctors, nurses, health officers, pharmacists, and others working in various
roles.

3.4 The Target population

In this particular case, the study target population will be those employees working in Huruta
Hospital.

3.5 Method of data collection

Primary data will be collected through questionnaire which includes closed and open-ended
questions for the health professionals as well as officials. The questions will prepare for the
health workers included close ended; that have four alternatives, three alternatives and with two
alternatives.

Using structured questionnaires, there is high possibility of restricting the respondents’ response
towards the targeted variables in the study and information required. The questions employed
include both open ended and closed ended in such a way that additional information can be
extracted. On the other hand, some questions will be designed open and this type of question
shall prepare to gather information freely which is not covered by the close ended questions. The
interview questions will be designed only for the woredas Health office administrators and this
will be designed to gather information from the respective bodies and to strengthen the data we
will collect from health workers working in the hospital.

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It is also flexible enough to allow the discussion to lead into the area which may not have been
considered prior to the interview but which may be potentially relevant to the study. Moreover,

this tool will enable to understand and find out respondent’s personal view and concern more
effectively, by probing deeper in to question and answers as it makes the respondent talk freely
explain the questions. Then the relevant data gathered will be processed for further analysis.
These include the activities such as editing, coding, classification and tabulation.

????

3.6 The sampling Technique and sample size

A proportional random sampling technique will be used to select health workers who will
provide required data and the purpose of using this sampling method is each element of the
respondents has equal chance and the sample can be independent, generalized and known
population. For the selection of employees of weroda health Office, judgmental sampling
method will be used. The purpose of this sampling technique used here is to address experts in
the area who are familiar with the work and based on knowledge and position their works

The total population of the health workers is Huruta hospital as of today totaling 225. Whereas,
for the woreda health officials, totaling 18 will be the sampling frame. Hence, the total
population of the study is equal to the sum of health workers working in Hospital and health
officials of the woreda. This is equal to 243. For the selection of health workers, simple random
sampling techniques will be used.

To drive in to the appropriate sample size from the total population of 243 the researcher has
been used the formula of sampling according to Kothari (2004).
The following formula is used for the purpose of determining sample size of the respondents.
n=¿ ¿

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Here that, n = required sample size, Z = confidence level at 95% (standard value of 1.96 ) p=
sample proportion m =margin of error at 5% (standard value of 0.05).
The proportion of targeted population is taken 15% of the population.
Therefore
p=0.1∧q=1−0.1=0.9 n=¿ ¿
Table 1: Used sampling method for health professional working in Huruta Hospital

Number Types of Numbers of Sample size

respondents health nN1
N 1=
professionals N
1 Hospital 225
workers 195∗225
N 1= =195
(Doctors and 225
Nurses)
2 Health 6 6 (Judgmental approach)
workers

3.7 Method of data analysis

The study will use both qualitative and quantitative analysis. Qualitative analysis is preferred as
more the variables in partnership are of qualitative in nature. The specific descriptive methods of
data analysis involve computation of frequencies and percentages, ratio, and computation of
descriptive statistics such as mean and standard deviation. ????

???

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4. Plan of action and Budget time table
Months

No Activities Jan Feb Marc April May June

Dec

1 Topic selection and reading √

2 Reviewing literature √

3 Proposal preparation and approval √ √

4 Designing data gathering tools √ √

6 Data collection √ √

7 Data entry and transcription √ √

8 Data analysis and interpretation √ √ √

9 First draft report writing √ √

10 Editing and finalizing √

11 Final report writing √ √

12 Submitting and presentation √

Table 2: Work plan with activities

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Table 3: Budget plan with activities

No Items Unit Quantit Unit Total remark

y price price
1 Paper Packet 2 500 1000
2 Note books (trainees
Number 10 30.00
on data collection) 300.00
3 Secretarial service 72
Pages 180 4.00
(typing and printing) 0.00
4 Flash Memory (64 1,5
Piece 2 750.00
GB) 00.00
5
Binding Number 6 10.00
60.00
6 16
Per deim for trainee Trainees 8 200.00
00.00
7
Per deim for trainer Trainer 2 193.00
386.00
8 Per diem for data # of 372
30 124.00
enumerators Days 0.00
9 148
FGD Persons 12 124.00 FGD
8.00
10 Data entry, cleaning per Data entry, cleaning
15
and statistical data question 150 10.00 and statistical data
00.00
processing er processing
11 Proof reading and 1,0 Proof reading and
Persons 1 1000.00
editing 00.00 editing
12 Mobile card and
Mobile card and 1,0
Months 1 1000.00 internet expenses
internet expenses 00.00
for two researchers
13 14,274
Total
ETB

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