Magister Artium (Development Studies) - MA(DVS) / Clarifying the nexus between leadership and organisational effectiveness across the world remains a significant challenge that has raised robust scholarly debate. A wide range of conceptual models have been provided on effective leadership. But, at the global level few empirical studies have been done to examine transformational leadership in the context of Non-Government Organisations (NGOs). In line with the leadership theory and conceptual framework, this study sought to analyse members' perception of their leaders, using a case study NGO in Addis Ababa. The researcher employed both quantitative and qualitative research methods. Quantitative methodology used questionnaire surveys based on the Multifactor Leadership Questionnaire to assess the dominant leadership style within ANOPA+. Qualitative methodology was applied through semi-structured interviews, in order to deepen the understanding of the existing leadership style based on the members' perception of the organisation. The results of the study indicated that transformational leadership motivated followers to attain more than they thought possible, by appealing to followers self-esteem and inspiring them to go beyond self-centered interests. In addition, the research process identified five important gaps that impede the successful implementation of ANOPA+'s programme. First, this study revealed that ANOPA+ leaders failed to use, or lacked a proper understanding of, transformational leadership skills. Second, this empirical research, discovered that the dominant leadership style within ANOPA+ was transactional leadership. Third, this research confirmed that there was no statistically significant difference between the perception of staff and volunteers regarding the leadership style within ANOPA+. Fourth, the field data assessment showed that HIV/AIDS status is the crucial criterion for appointment as a leader in ANOPA+. However, ANOPA+ members believed that effective leaders should have a combination of the knowledge, skills and competencies that followers can use to perform their day-to-day work. Fifth, the study identified that the appointment of women in leadership positions within ANOPA+ is very low. Within the context of the above mentioned analysis, the study finally brings into focus general observations gained from the investigation and provides recommendations to policy makers and other stakeholders.

The making and breaking power of leadership has never been disputable. It is believed to be the single most important factor by which organizations used to exploit opportunities and survive hardships. Despite the fact that all functional areas are not immune to the consequences of good and bad leadership, marketing is uniquely sensitive. Unarguably, all leadership styles are not expected to equally impact marketing performance. A leader of character who inspires followers, helps employees to use their potentials, allows employees to make and fix errors, and pave ways for employee advancement is a one typically needed by organizations. This kind of leader is even more critical for those organizations operating in a brutally competitive market; like the brewing one in Ethiopia. This study is designed to investigate the direct and indirect impact of Transformational Leadership on marketing performance. Moreover, the moderating effect of leaders’ experience and the impact of group difference in leaders’ gender, leaders position and brewery sizes are studied. The unit of analysis are managers and decision makers (committee members) from the four sample breweries (St. George Brewery, Meta Abo Brewery, Raya Brewery, and Habesha Brewery). The data are collected from 211 respondents. In the study, in addition to the data cleaning procedures, all the multivariate data analysis assumptions are ensured. A model is developed and tested using a survey methodology. Four properly validated instruments, one selfdesigned (for marketing performance construct) and three adopted (for transformational leadership, organizational learning, and customer orientation constructs) are used. The validation work is ensured through factor analysis (exploratory and confirmatory). Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) are worked out using SPSS 21 and AMOS 21 packages respectively. Data is analysed through the structural equation modelling technique. Results show that, Transformational Leadership style is positively and significantly associated with marketing performance, organizational learning and customer orientation. Moreover, it is found that Transformational Leadership indirectly and positively impacts marketing performance. Nevertheless, the hypothesized moderation effect of experience for the impacts of Transformational Leadership on customer orientation is failed to be significant. The study contributes a lot by narrowing the wide literature gap existed in the topic area in the context of the developing world. Secondary evidences are strongly discussed on the antecedents and outcomes of Transformational Leadership and marketing performance. Thus, it is the researcher’s belief that now because of this study; value is added to the body of knowledge and the study can benefit practitioners and academicians alike. / Business Management / D.B.L.

The aim of the current research was to analyse existing trends in school leadership and to explore how transformational leadership could be the root for aligning the Growth and Transformation Plan (GTP) with school change and transformation. Accordingly, the study was conducted in two phases. The first phase was to identify the type of leadership style currently practised by school leaders (principals). The second phase was to implement transformational leadership in the educational leadership system of the country. In this research project, the researcher used the mixed-method approach. The data collection methods used were a structured questionnaire and unstructured interviews. Data were analysed using the Social Sciences Statistical Package (SPSS) and the computer data analysis system for the ATLAS-TI software. The general findings of this study are the following: currently the transactional leadership style is more common among school principals in Ethiopia. Many respondents explained that the focus of their principals was on routine work and much of the training content provided by Region Education Bureau (REB) was not related to the actual problems of schools, which made them reluctant to work towards the development of their school. The other major finding was that school leaders had no motivation to develop and maintain the teachers’ commitment for effective teaching and school reform. Teachers perceived their principals as passive and inactive in their efforts to adjust themselves to reform and transformation in their schools. From the analysis of interview data, it was found that the education plan, the GTP and leadership guidelines were not synchronised; students, teachers, and school leaders were not visionary people who could effectively facilitate the school reform and transformation. The interview results showed that the current school leadership system is not transformational. Respondents confirmed that though in some schools, leaders reflected some characteristics of transformational leadership, in most cases, the prevailing practices in school systems reflected transactional leadership behaviour. Generally, the results of analysis of both quantitative and qualitative data showed that in the Harari region (Ethiopia) currently the most practised leadership style at school level is the transactional leadership one. After intervention, at the school level, the transformational leadership style (TrLS) began to be implemented by principals as opposed to the transactional leadership style. Therefore, adequate training on the model of transformational leadership should be given to school principals and community. In addition, continuous follow-up and updating the awareness of school leaders is essential for effectiveness and quality of the school system. The Ministry of Education (MOE) should incorporate transformational leadership behaviour in the national training programme for leadership in conjunction with the GTP for the incumbent school leaders. / Educational Management and Leadership / Ph. D. (Education Management)