OROMIA State University

School Of Post Graduate Studies

Department of leadership and change management
The Role of Leadership in Managing Organizational Change: The Case of
Dodola Municipality

By:
Amano kedirkimo
Advisor:
Tegegne Alemayehu (Ass. Professor)

A Thesis Submitted to Oromia State University, school of Post Graduate

Studies in Partial Fulfillment of the Requirements for the MA in Leadership
and Change Management

July 2020
Zuway, Ethiopia

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 OROMIA State University
School Of Post Graduate Studies
Department of leadership and change
management
The Role of Leadership in Managing Organizational Change: The Case of
Dodola Municipality
By:

Amano kedirkimo

Advisor:

Tegegne Alemayehu (Ass. Professor)

A Thesis Submitted to Oromia State University, School of Post Graduate

Studies in Partial Fulfillment of the Requirements for the MA in Leadership
and Change Management

July 2020
Zuway, Ethiopia

I|Page
 Declaration

I, Amano Kedirkimo, hereby declare that the thesis entitled “The Role of Leadership in
Organizational Change Relating to the Successful Organizational Change to Visionary and
Innovative Leadership in Case of Dodola Municipality is my own original work and has not been
submitted for any degree in any other University. It is offered for the award of the Master’s
Degree in Oromia State University Department of Leadership and Change Management.

Name: Amano Kedirkimo

Signature: __________________

Advisor: Tegegne Alemayehu (Ass. Professor)

Signature: _______________

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 Approval Sheet.

The Role of Leadership in Managing Organizational Change: The Case of

Dodola Municipality

Approved by the Board of Examiners

Advisor Signature Date

Tegegne Alemayehu (Ass. Professor) 24/12/12

Examiner Signature
Workineh Teshome[ PhD Candidate ] 24/12/12

Examiner Signature Date

______________________ ___________________ _________________
______

ACKNOWLEDGMENT

First, I would like to thank the Almighty God for his mercy, unconditional love, guidance,
inspiration and all blessings in my life. I know I can do nothing without Him.
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Secondly,I would like to thanks my advisor Tegegne Alemayehu (Ass. Professor).Thank you for
your guidance, encouragement, and invaluable comments throughout this process. I really
appreciate you for valuable comments and thoughts that gave directions to my study.

Next, I would like to express my heartfelt thanks to all Dodola Municipality staff those assisted
me in conducting my research by providing me all relevant information and by taking part in
responding to the questionnaire regardless of your busy work schedule.

I really appreciate my family especially my lovely wife Medina Hussein for &Brotherthe support
and encouragement in whole my education. Without your support and help, it may be difficult to
complete this all.

Finally, I would like to thank and appreciate my classmates and friends for your constructive
idea sharing and my family for your prayer and support.

Table of Contents
Declaration..................................................................................................................................................II
Approval Sheet...........................................................................................................................................III
ACKNOWLEDGMENT..................................................................................................................................IV
LIST OF TABLES AND FIGURES...................................................................................................................VII

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List of figures.............................................................................................................................................VII
LIST OF ACRONYMS..................................................................................................................................VIII
ABSTRACT..................................................................................................................................................IX
CHAPTER ONE.............................................................................................................................................1
INTRODUCTION...........................................................................................................................................1
1.1 Background of the Study..............................................................................................................1
1.2 Statement of the Problem...........................................................................................................3
1.3 Research Objectives...................................................................................................................10
1.3.1 General Objectives............................................................................................................10
1.4 Research Question.....................................................................................................................10
1.5 Significances of the Study..........................................................................................................11
1.6 Scope of the study.....................................................................................................................11
1.7 Limitations of the study.............................................................................................................11
1.9 Organization of the Study..........................................................................................................12
CHAPTER TWO..........................................................................................................................................13
Literature Review......................................................................................................................................13
2.1 Introduction.....................................................................................................................................13
2.2. Concepts of leadership..............................................................................................................13
2.2.1 Definition of leadership....................................................................................................14
2.2.2 Leadership theories:..........................................................................................................15
I. Trait theory.............................................................................................................................................15
II.Behavioral Theory...................................................................................................................................16
2.2.3 Leadership styles...............................................................................................................17
2.2.4 Leadership approach.........................................................................................................20
2.3.Why vision is important for leadership............................................................................................20
2.3.1 Vision.................................................................................................................................22
2.3.2 Visionary leadership..........................................................................................................22
2.4. Importance of innovative leadership.........................................................................................24
2.5. Why is change needed for organizations...................................................................................25
2.5.1 The organization................................................................................................................26
2.5.2 Change...............................................................................................................................27
2.5.3 The organizational change................................................................................................27
2.5.4 Importance of organizational change...............................................................................29
2.5.5 Challenges of organizational change................................................................................31
2.6. Role of leadership in organizational change..............................................................................32

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 2.7. Empirical Review........................................................................................................................33
2.8. Conceptual Literatures..............................................................................................................35
CHAPTER THREE........................................................................................................................................36
3. Methodology of the study................................................................................................................36
3.1. Introduction....................................................................................................................................36
3.2. Description of the Study Area....................................................................................................36
3.3 Research Design.........................................................................................................................37
3.4. Population and Sample..............................................................................................................37
3.4.1. Sample size........................................................................................................................38
3.4.2. Sample techniques............................................................................................................38
3.5. Data and instrumentation/data collection techniques..............................................................39
3.6. Analysis of the Data...................................................................................................................40
CHAPTER FOUR.........................................................................................................................................41
Result Discussion and Analysis.................................................................................................................41
4.1 Introduction...............................................................................................................................41
4.2 General Information of Respondents........................................................................................41
4.2.1 Analysis of Data Gathered Through Questionnaires.....................................................................42
4.4. Innovative leaders approach..........................................................................................................48
4.5. The Role of leadership in change management..............................................................................51
4.6 The Need for Change.................................................................................................................55
CHAPTER FIVE...........................................................................................................................................60
5 Summary, Conclusions and Recommendations...............................................................................60
5.1 Summary of the Findings...........................................................................................................60
5.2 Conclusions................................................................................................................................61
5.3 Recommendations.....................................................................................................................62
References................................................................................................................................................63
Appendix...................................................................................................................................................65

LIST OF TABLES AND FIGURES

Table 4.1Characteristics and Background of Respondents
Table 4.3.1 Summary of respondents’ response on why vision is important for leadership

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Table 4.3.1.1Summary of respondents’ response on visionary leader, evaluation of visionary leader &
main objective of visionary leadership,
Table 4.3.1.2 Summary of respondents’ response on visionary leadership development program
Table 4.4 .1. Summary of respondents’ response on Innovative leaders approach.
Table 4.5.1Summary of respondents’ response on role of leadership in municipality
Table 4.5.2respondents’ perception pertaining leaders’ role
Table 4.6.1Summary of respondents’ response on reason behind why change is needed in municipality
Table 4.6.1 .2 summaries of respondents on reason of change in organization

List of figures
Fig 2.1 Conceptual framework

LIST OF ACRONYMS
GTP –Growth and Transformational Plan
M.A –Master of art

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 ABSTRACT
The aim of this study is assessment of role of leadership inManaging Organizational Change:
The Case of Dodola Municipality.The study employee descriptive research design as well as
both quantitative and qualitative approaches to provide a better understanding of a research
problem and to get reliable information.The target population of this study is 160 employees of
Dodolatown municipality, the top management and the whole staff including two kebele workers

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who are the stakeholders of the study.The Procedure used for conducting the study were simple
random sampling (probability sampling) and purposive sampling /none probability sampling.By
employing simple random sampling two from leaders, thirty nine from employees and seven
were from process owners was inculcated in the study as a sample. Data was collected through
questionnaire, interview and documents analysis. Based on the analyzed data, majority of
respondents do not know importance of Vision for organization, there is a problem with
formulating strategy and plan for municipality, at municipality level respondents strongly
disagree, as leaders are strategists, financial crisis is the main bottleneck why change is needed
for the organization. From this it is concluded that workers are working without knowing
importance of vision of the organization, the worker of municipality has great skill gap and
desirers training of all aspects regarding the reason behind why change is needed in the
organization particularly, and there is also a gap in role of leader in line with delegating their
power and authority. It is recommended for the municipality to create awareness for employees
about why vision is important, to work on empowerment of women, to create visionary leaders
with good communication skill, to practice delegating power and authority to create future
leaders.
Key words: Leadership, Visionary, innovative, organizational change.

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 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Our iceberg is melting (Kotter &Rathgeber, 2006). A penguin realizes that the iceberg is melting
and understands immediately that this will evolve into a disaster. This is a story that Kotter
(2006) tell as an allegory for change. At first none of the other penguins believe he but he does
not give up and the reader is able to follow the brave penguin’s way of practicing change
management. There are plenty of melting icebergs out there in different forms and shapes that we
have to become better at handling.

Organizational change is the movement of an organization away from its present state and
toward some future state to increase its effectiveness. Forces of organizational change include
competitive forces, economic, political and global forces, demographic and social forces, and
ethical forces. Organizations are often reluctant to change because resistances to change at the
organization, group, and individual levels have given rise to organizational inertia. The more an
organization changes, the easier and more effective the change process becomes. Developing and
managing a plan for change are vital to an organization’s success.

Change management is important in creating a readiness for change with an aim to reduce
resistance as well as enabling the change with resources and time needed.Set of basic tools or
structures intended to keep any change effort under control. The goal is often to minimize the
distractions and impacts of the change. Change management is a structured approach for
ensuring that changes are thoroughly and smoothly implemented, and that the lasting benefits of
change are achieved. Every living creature is reluctant to change, whether it is a planned change
or accidental change. Respondents of change are affected by both external factors (outside the
organization) and internal factors (inside the organization); study reveals that internal factors are
actually the management style and leadership that influence the process of change (chirimbu,
2011). Considered the inherent conundrum of organizational change: that people, the human
resources of organizations, are both an essential factor in organizational change and, at times, the
biggest obstacles to achieving change. Therefore, it explains that important element for a
successful change in any organization is “leadership”. Leaders are known as “champions of
change”- as it is the top management of any organization who keep the process of change going
on and maintaining the operational reliability of the organization (Nadler& Nadler, 1998).

To begin with, successful change within an organization leaders have to a clear and thorough
understanding of what change truly means. It requires the capacity to generate and use power or
influence in the change process. By providing the vision and support for the change efforts. It is
critical for the leadership to set priorities about what change initiatives that allow the
organization to achieve its vision most effectively and efficiently and It requires an effective
process for getting from where the organization is today to where it ultimately wants to be. Role
of Organizational leaders have the responsibility for assessing and measuring progress so that
necessary modifications can be made to ensure successful change.

Many leadership related theories and styles that have been presented by several scholars on how
to handle different organizational situations.Armstrong (2009) identified seven types of change
and how they can be successfully handled. They are incremental, transformational, strategic,
organizational, systems and processes, cultural, and behavioral. He maintained that incremental
change is a gradual change. It takes place in small steps. It is about responding to crises logically
and progressively. It means initiating innovations in the organization in such a way that the
people progressively get used to the new initiative.

To be a promoter of change, leaders have to exhibit appropriate leadership styles. Change

success has been found to be dependent on the leadership style (Baesu&Bejinaru, 2013).
Through appropriate leadership style, change leaders would be able to ‘influence and ultimately
change the behaviors of employees, teams and the organization at large’ (Baesu&Bejinaru 2013,
p.147).According to Ajay (2002), change is an illogical and emotional process. Being a leader of
change, one has to focus more on human aspects of change as individuals are the main actors in
sphere of intellectual capital.

Senge (1990) illustrates three foundation characteristics for a person to be in a leadership role in
the modern day organizational change and they are of an architect, a teacher, and a steward.
These three qualities assist in clarifying mission, vision and values; identifying strategies,
structure and policies; generating efficient learning processes; and facilitating subordinates to
develop their mental model continuously and think systematically.For an effective change, the
study reveals that charismatic leadership and trust in top management both are important. They
are strongly correlated (positively) with change implementing behavior, monitoring of
anticipators, management level, and department connection (Michaelis, Stegmaier& Sonntag,
2009). According to Noer (1997), the leader, as a person, is the most important tool for change.
The leader's spirit, insight, wisdom, compassion, values, and learning skills are all important
facets in the capabilities to lead others to embrace change and redesign.

The leader who prompts change within a firm is often subject to approximate thought (Nadler &
Nadler, 1998). It is the leadership’s behavior that makes the change situations more effective
(Higgs & Rowland, 2005).Moreover, some describes the importance of organizational change in
different manner and accept it for long term business survival and success so the researcher
focuses on assessing the role of leadership in managing organizational change in case of Dodola
town municipality.

1.2 Statement of the Problem

Today in the age of globalization where we are facing cutthroat competition and number of
brands is available, every individual has some dreams and goals for betterment, improvement or
successful future. But unfortunately only having dreams and goals is not sufficient. We need to
take practical steps and actions to get them in a better way, and these steps and actions demand
different kind of knowledge, skills and talent to become successful. In order to get the level of
long-term success and sustainability the organizations need to take some practical steps. While
talking about these practical steps for organizations, the scholars and researchers are, agree that
organizations need to accept, adopt and implement changes in their business model according to
changing trends, technologies, customer preferences and future concerns. At the one end when,
Caetano takes the organizational change as a demand of time to remain successful in business
(Caetano, 1999) Boston, at the other end claims that organizational change is important for long-
term success and survival of an organization. There are possibilities for organizations to lose
their repute and market share if they do not prepare themselves according to rapidly changing
circumstances and situations. Different authors describe the significance of organizational
change in different way, but it is an accepted fact that organizational change is important for
sustainable business and long-term success.

Scholars and researchers also agree on the point that role of a leadership/leader is very important
while managing organizations or addressing the issue of organizational change. Kennedy
believes that role of the leadership is a key while addressing the issue of organizational change
and skillful leader can bring effective change for an organization (Kennedy 2000). In their book
Organizational Change, Senior and Fleming discus, the role of leadership and claim that leader is
a change agent who can take initiative and bring change for organization (Senior and Fleming
2006).

Knowing the importance and implication of organizational change and admitting the fact that
organizational change is the demand of a time, for sustainable success and leadership can play a
key role in bringing and implementing these changes, by deciding the desired form of an
organization and taking the action, which are needed for the process.

In this era of rapidly changing business trends and increased customer demands, the role of
leadership is more crucial now days. The strategic leadership is eagerly needed for organizations,
which is well capable to predict the essential alterations and changes, in advance and create
required commitment and highly suitable atmosphere for worker and teams to understand and
adopt these changes successfully. This action by leaders is decisive not only for the effectiveness
of the organization but also for its very survival (Bass, 1990; Burke & Cooper, 2004

At the point where the above mentioned authors agrees and accept that the role of a leader is
crucial for managing organizational change, at the same point they also mention that the process
of organizational change is very complex and challenging. A competent and effective leadership
is required to manage the situation. Gruban highlight the fact that the leadership competencies
have a great relation with successful organizational change and a competent leader may prove
more effective in managing the change process successfully (Gruban, 2003). Bennis also
acknowledges that special qualities and characteristics for instance like commitment,
vision,Inspiration,Innovative,Empowering and Customer Focusare the key quality that need for a
leader tomaintain change (Bennis, 1987).Therefore most of the organizations are forced to
construct changes in order to survive for a longer period. They are required to respond rapidly to
the local, national and global uprising of new technology and competition, if they want to
survive. Everyone knows that change is not going to take place at once. In fact, few
organizations meet their stated objectives (Anderson, 2011).

Change management has highly focused on people, identity and the patterns of human
interaction. Lack of leadership concentration on the complexity of change, poorly developed
strategy and structures, but yet importantly least attention towards people behavior towards
change, make the process of change management ineffective. For an effective organizational
change management process, it is required by the leaders to pay notice towards identity
formation of the people in an organization (Karp &Helgo, 2008). coming to the stage where we
believe that not only the leadership but the competent leadership is required to understand,
formulate and implement the most suitable change for organizations, the next manifest is , what
kind of knowledge, skills, talent and competencies are required from a leader to bring a
successful organizational change. It is also important to know, how successful organizational
change in relation to the leadership competencies or leadership quality, importance of vision for
leadership to run the organizational change and role of leadership in implementing organizational
change and why change is needed for organization will be the focus of the thesis.
While discussing the leadership or leadership competencies authors admit that organizational
change is a process in which a most desirable and suitable future form of an organization is
perceived and route map is decided to get this new shape. Therefore, a visionary leadership with
innovative approach is a key to make this change happen successfully (Gesell, 2010). According
to Bennis, vision is a mental image of a desirable future, so it is important that this future be
perceived accurately, which needs a visionary leadership. Scholars also highlight that the
innovative approach of a leader can increase the chances of success for a leader to get His vision
(Bass 1990). Under the light of scientific articles and journals, it can be seen that vision and
innovative approach are two of those important characteristics of leadership, which can make
his/her more effective to address the issue of organizational change successfully,

Leadership is a kind of power where one person has the ability to influence or change the values,
beliefs, behavior and attitudes of another person (Ganta, and Manukonda, 2014). A person with
strong leadership ability will be a good example or role model to their employees, because the
leader who is able to effectively achieve some good result or achievement gains the trust and
admiration of their employees, and inadvertently changes their values, beliefs, behaviour and
attitudes, for mimicry is the sincerest form of flattery (Grint, 2007). Northhouse (2009), who
states that leaders who possess strong leadership have the strength to influence others to achieve
the goals and objectives of the organization, also supports this statement

A characteristic of effective leaders is that they give a clear direction to their employees, and
lead their employees to commit to their jobs and to work as a group to achieve the organization’s
goals and objectives (Wasim, and Imran, 2010). This also tells us that good leaders usually have
a clear vision for the company and therefore can easily identify the problems and obstacles that
currently stand between them and the aims of the organization. In this way, they are able to
effectively and efficiently bring about the necessary reforms that will bring the company into the
future while keeping abreast with contemporary changes in the business world.

According to Jackson and Parry (2008), leadership is a process where leaders use their skills and
knowledge to lead and bring a group of employees in the desired direction that is relevant to their
organization’s goals and objectives. Additionally, an effective leader that has strong leadership
skills should also be in possession of certain characteristic, such as, passion, consistency, trust
and vision; for only leaders who own these characteristics are able to build trust in
employees.Leadership and management are two different aspects, management is more like the
traditional way of managing business, which the owner of the business has complete control of
the organization, and will singlehandedly establish a direction and direct their employees to do
their work in accordance to the owner’s instruction and plan. On the other hand, leadership is
when the leader guides their employees towards the organizational goals, all the while trying to
communicate and motivate their employees in order to make sure their employees are in the right
position to use their talents and commit to their jobs. Leadership strategies also will change
according to the current trends when necessary; unlike management that merely follows, it is old,
traditional rules. (Graetz et al, 2010).

Change has always been an issue for organization, just as it has always been a common
characteristic of human life. Change is definitely hard for humans to accept, as it is something
that pull people out of their comfort zones, which forces them to change their habits and makes
them highly uncomfortable (Lorenzoni, Nicholson, and Whitmarsh, 2007). For example, a
worker usually starts work at 9 a.m.; if his supervisor suddenly requests the worker to begin
work at 7 a.m., the worker will be late to work because force of habit keeps him waking up late.
The same thing applies to the organization, if an employee’s normally does their work following
the sequence of A to Z, suddenly changing the sequence of work from Z to A, can be quite
difficult for all the employees to get use to in a short period. Change management in an
organization can be defined as an approach to deal with change in two different areas - the
organization and the individual, with individuals and the overall organization adapting to change
at their own pace and style (Rouse, 2014). Change management allows the organization to catch
an opportunity to gain a competitive advantage, if the organization effectively and efficiently
implements and adapts to the change of the market (Du Plessis, 2007). There are three stages in
change management, which are adapting to change, controlling the change and lastly effecting
the change. The first stage, adapting to change, is determining the individual readiness to adapt
to the changes and their willingness to commit to the change. The second stage involves
controlling the change and implementing it in daily life. Lastly, effecting the change is to sustain
the change and to get used to it in life. (Hritz, 2008). The time taken for the process of change
management in an organization is hard to determine, due to the difference in individual
employees’ ability to adapt, as some might rapidly embrace change, while others might take a
longer time to engage in the change. Just like some employees will be happy with the change,
and some might not. The leader should communicate and work together with the group of
employees to sustain the long-term process changes (Wuestman and Casey, 2015

According to Atkinson, (if there is no proper leadership role [for instance trust,
organizationalculture, leaning, Teamwork, Communication and Leading,] in an organization no
changes be expected, because there are no leaders that motivate and lead the organization’s
employees as well as provide a clear direction for the organization. [Atkinson, 2015).

Trust is an essential issue in leadership for leaders, as gaining the trust of group members or
employees could help to improve the overall performance and commitment of the group
members or employees (Lee et al., 2010). If the employees or the group members trust in their
leaders, it reflects that they are good, effective leaders. Only when the employees trust in their
leader will change be brought about, because people will only follow a person that they trust to
lead them to the correct path; not a leader that only talks but without action to back up their
words (Stacey, Paul and Alice, 2011). If the employees trust their leader, this relationship will
bind them together and improve the overall performance and commitment of the employees; if it
happens conversely, the performance and commitment of the employees will go downhill and
could cause a high employee turnover rate in the organization.

Leadership can shape a good culture. A culture is shaped within the trust between the employees
and the leaders of an organization, or it can define, as cultures need trust to be able to form.
Employees and leaders in the organization need to trust each other in order to shape a positive
organizational culture. Leaders with strong leadership skills are able to shape a positive culture
in the organization (Ionescu, 2014), due to them being able to inspire trust from their employees.
A positive organizational culture not only improves performance, but also influences the
behavior and attitude of the employees in the organization for the better. In addition, it motivates
employees and gives them a sense of belonging to the organization, which inspires loyalty and
commitment to the company (Schein, 2010). A good organizational culture not only improves
the performance and reduces the turnover rate of the organization; it also facilitates the solution
of internal issues in the organization. When a good organizational culture is established, that
does not discriminate based on races, religious etc., it provides a pleasant environment to work
in, thereby reducing internal conflict and encouraging discussion and cooperation in order to
work through any interemployee issues that crop up. In addition, good organizational culture
encourages a sense of healthy competition, motivating employees in the organization to be more
innovative. Therefore, a strong organizational culture can change the overall performance of the
organization.

RegardingRole Asleader with special qualitycan encourage employees in the organization to

learn through certain types of motivators, such as rewards or position (Azzam, 2014).
Continuously learning is one of the ways to improve the overall performance of the organization.
It is not only the employees that need to improve but even all segments of the leadership levels
of an organization, if only to set a good example to the bottom line to motivate them to learn.
Leaders should join leadership-training programs in order to strengthen their skills and
knowledge, making them more effective in their strategies and execution (Freifeld, 2013). The
same goes for employees, as sending employees for further training will improve their ability to
do their job as well as help to facilitate the effective implementation of the desired changes. This
helps the organization to increase the productivity and performance of the employees (Abou-
Moghli, 2015). Since learning does not have an end, leaders need continuous improvement of
their leadership skills and knowledge to be competitive in the business market nowadays (Park,
et al., 2014). If an organization or leader stops improving and as a result find that their skills and
knowledge are insufficient, their company will surely find itself deteriorating. The organization,
Nokia, is a very good example, Nokia was once one of the best cell phone brands in the world,
but Nokia did not continuously improve their skills and make changes in order to adapt to the
new trends and needs of the market, and Nokia dropped from the one of the best to a brand that
not many people pay attention to (Lee, 2013).

Besides strengthening their leadership skills, leaders also need to encourage the employees of
the organization to be innovative and cooperative. Teamwork and communication are the best
way to create innovative ideas in order to produce the best outcome for the organization
(Maxwell, 2009). To achieve the kind of teamwork and rapport that is necessary for the birth of
innovative ideas, leaders need to cultivate a positive culture where the employees trust each other
, are allowed to do their own jobs without too much interference and have the freedom to
establish a dialogue with one another (Malloch and Melnyk, 2013). Leaders that wish to facilitate
effective change in the organization should encourage employees to collaborate and
communicate with each other, for this is how people are able to create and discover new ways to
think (Gilley, Dixon and Gilley, 2008), which produces a greater outcome for the organization
and also encourages them to learn from different people the ways to improve themselves. Even
high-ranking management can learn from the strong points of their employees, which they might
find themselves lacking. Communication helps people to get to know each other, and could help
to create more ideas that are new by sharing opinions with each other. It is also one of the best
ways to gain each other’s trust and bond the whole employees in the organization together.
Lastly, leadership not only influences the employees in the organization, but also provides a clear
direction to the employees according to the organization’s vision and mission. Effective leaders
set strategies to help the employees to achieve the company’s target and objectives. Leader also
play a role in monitoring the direction of the employees to make sure the employees are on the
right path to achieve the goals according to the strategies. This is only possible with leadership
of special quality that inspires employee trust, as employees are unwilling to follow someone
who has little to no idea of what they are doing and who wastes too much time and resources on
the unnecessary.

Despite all these efforts, as previous studies has shown that role of leadership characteristics with
regards toinnovative/visionary is not much investigatedin this contexts as far the topic researcher
concernedTherefore, from those facts, the researcher aimed to investigate, and take an initiative
to assess the role of leadership based on its competences in which innovative/visionary leader
that creates identity formation of the people in an organization and results successful
organizational change. So, the purpose of this study is assessing the role of leadership in
managing organizational change in case of Dodola town municipality.

1.3 Research Objectives

1.3.1 General Objectives
The general objective of this study is assessment of the role of leadership in managing
organizational change: the case of Dodola municipality
Specific Objectives
 To assess importance of vision for leadership to Manage the organizational change in
Dodola town municipality.
 To describe importance of innovative leaders approach for organizational change in Dodola
town municipality.
 To explore the role of leadership for successful organizational the change in Dodola town
municipality
 To identify why change is needed for organizations/ in Dodola town municipality?
1.4 Research Question
This study tried toanswer the following basic research questions. .

1. Why is vision important for leadership tomanagethe organizational change in Dodola town
municipality?
2. What is the importance of innovative approach of managing change in organization of in case
of Dodola town municipality?
3. What is role of leaders in organizational the change in Dodola town municipality?
4. Why is change needed for organizations/ in Dodola town municipality?
 1.5 Significances of the Study

The results of this study might have great contributions to develop leadership strategy and input
for practices to government decision makers, other concerned bodies about managing
organizational change in different level. It suggests possible measures that help to alleviate the
problems that inhibit the proper implementation of change management to the municipality
based on the finding of study and the summary obtained from the research. The study,
therefore, might create excellent opportunity for others to make further investigation.

1.6 Scope of the study

Many organizations are applying change management to achieve organizational success for
long time of survival and the researcher focuses on the role of leadership in managing
changeduring reforms thematically. Geographically the scope of this study only focuses on
employees of municipality, to assess roles of leadership in managing organizational change
by using questionnaires and interview methods., due to time, finance and studying at a very
wide range and time taking, the researcher limited on selected of the employees of
municipality, in Dodola town.

1.7 Limitations of the study

The major limitation faced by the researcher when undertaking the research is shortage of budget

or money because resource is limited, time, nature of the sample, nature of the data, nature of the

instruments used and even network problem is another factor as whole. Emphasis was made on

sampling, data, and instruments of data collection related limitations, instead of merely making

statements about time and money constraints/limitations.

1.8 Definition of Key Terminologies

Leadership: an act /art of having follower by earning the heart of people

Change management: managing or addressing change issue.

Planned change: an intended change

Champions of change:the top management of any organization who keep the process of change
going on and maintaining the operational reliability of the organization.

1.9 Organization of the Study

This paper is consists of five chapters, the first chapter is an introductory part of the study which
introduces the whole study. This part consists of background of the study, statement of the
problem, research questions, objectives, significance and scope of the study and other. The
second chapter focuses on review of related literatures in which former researchers will consult.
it will includes theoretical literature review ,empirical and conceptual review of related literature
in relation to objectives of study like importance of leadership in the organizational change, role
of leadership in implementing organizational change, type of organizational change
implemented and leadership qualities or character for an effective process of organizational
change will be discussed in depth. The third chapter is research methodology, in which it
focuses on description of the study area ,the research design , population and sample, sample
size, sampling techniques, instrumentation/data collection techniques and analyzing / treatment
of data will be used the fourth chapter deal with data analysis and interpretation whereas the
fifth chapter will be conclusion and recommendation
 CHAPTER TWO

Literature Review
2.1 Introduction

The goal of this literature review is to develop a framework for the study and to
situate the study within the broader context of related research. In this chapter, the
researcher tries to evaluate the literature, which is related the question raised, and
how it answered by the different researchers in different perspectives, situations to
compare past knowledge written on different sources familiar with what is already
known and with the unknown or unproved. it will be addressed role of leadership
for successful organizational the change, importance of innovative approach for
organizational change, importance of vision for leadership to run the organizational
change, and examine why change is needed for organizations will be reviewed in
different literatures which was conduct by different researchers.

2.2. Concepts of leadership

Leadership means many things to many people. This is due to the changing environment of
leaders in different roles in different functions in different settings starting from leadership of the
family to the top positions in multinational organizations. However, the essentials of leadership
are the same to all leaders in all positions. Nevertheless, due to the variation in the skills
required, roles played, functions performed, issues tackled and the relationships promoted,
different leaders have different perceptions of leadership. As such, several attributes have been
made for both the success and failure of leadership in the form of properties and processes or
traits and styles of leaders. Further, even these attributes cannot provide a very satisfactory
guidance for the success of leadership. Hence, theoreticians and practitioners of leadership have
gone to the extent of developing the ‘contingency approach’, which emphasizes that there is ‘No
single best way
 2.2.1 Definition of leadership

There are as many definitions of leadership as there are scholars who have attempted to analyze
and understand the concept, but there is no universally accepted definition of it1.The word
‘leader’ stems from the root laden meaning ‘to travel’ or ‘show the way’. It has been derived
from the verb “to lead.” This also implies “to advance,” “to expel,” “to stand out,” to guide and
govern the actions of others. A leader is a person who leads a group of followers. The Oxford
English Dictionary (1933) notes that the word "leader” appeared in the English language as early
as 1300 A.D.

However, the word leadership” did not appear until about 1800 A.D.2 albeit, leadership appears
to be a rather sophisticated concept, words meaning ‘chief or ‘king’ are the only ones found in
many languages to differentiate the ruler from other members of society. A preoccupation with
leadership occurred predominantly in countries with Anglo-Saxon heritage. However, leaders
have always been there in all cultures through history and the practice and philosophy of leaders
and leadership can be gleaned from well-known writings as diverse in content, philosophy, and
time as the Greek classic Homer’s Iliad, the Old and New Testaments of the Bible, the
Mahabharata, the Ramayana, the Bhagavatha and the Kautilya’sArthashastra in India, essays of
Confucius in China Machiavelli’s The Prince which is concerned with rales and principles for
obtaining and holding power. But, the understanding, developing, predicting and managing the
behavior of leaders is still an enigma, despite the fact there are about 33,000 articles and books
written about leadership so far in 20th century.

The basic question is ‘what in fact constitutes leadership?’ While Gore and Silander* have
mentioned about five thousand entries on the concept of leadership, Stogdill reviewed seventy-
two definitions of leadership. Karmel is of the opinion that it is very difficult to settle on a single
definition of leadership that is general enough to accommodate these many meanings and
specific enough to serve as an operationalization of the variable. However, there is a certain
underlying unity among the various conceptualizations made in this area. Hodge and Johnson6
are of the opinion that “Leadership is fundamentally the ability to form and mold the attitudes
and behavior of other individuals, whether informal or formal situation and that management
relates to the formal task of decision and command
 2.2.2 Leadership theories:

Leadership has been discussed, analyzed and understood from several dimensions. The varied
experiences of people involved in the process through changing times have provided different
perceptions of the subject. Consequently, theoreticians and practitioners have approached the
subject from their own perspectives resulting in many theories of leadership. As a result,
leadership has come to mean different things to different people in different contexts. Though the
idea of leadership has been known from times immemorial and practiced, it is in the 20th century
that it has been explored/studied in depth and theorized from many angles. Economists,
sociologists, psychologists, political scientists, and anthropologists and others have been
investigating into the subject. Nevertheless, there has been no consensus among them regarding
it except that leadership is the relationship between a leader and his followers.

Whatever may be one’s position in the organizational hierarchy or institutional context; he

guides, directs, or influences others towards specific objectives. However, the controversy
relating to leadership regarding its meaning, inputs, processes and outputs and their impact on
the motivation of people, organizational performance and Executive effectiveness and success,
has continued with the result that search for new theories, comprehensive and adequate, too has
been going on.

In simple terms, leadership is the ability to influence a group toward the achievement of a goal.
It is essential to business, government and countless groups and organizations that shape the way
we live, work and play. The source of influence may be formal, such as that provided by virtue
of his position by the manager of an organization or informal as in other social and political
organizations. The theories of leadership can be conveniently divided into three viz., (i) Trait
theory (ii) Behavioral theory (lii) Contingency theory.

I. Trait theory

“Great enterprise, boundless courage, tremendous energy, and above all, perfect obedience-these
are the only traits that lead to individual regeneration”-Swami Vivekananda.
Early studies of leadership in the 1940s and the 1950s concluded that leadership is largely a
matter of personality, a function of specific traits. A successful leader not only secures the
desired behavior from his followers but also succeeds in creating a sense of satisfaction among
them. Leadership traits cannot be fixed with certainty for all leaders. However, a leader cannot
be effective unless he possesses certain basic qualities.

II.Behavioral Theory:

It is evident that effective leaders did not seem to have any distinguished traits or characteristics
peculiar to them. The researchers tried to isolate the behaviors that made leaders effective. In
other words, rather than try to figure out what effective leaders were, researchers tried to
determine what effective leaders did - how they delegated tasks, how they communicated with
and tried to motivate their subordinates, how they carried out their tasks, and so on. Unlike traits,
however, behaviors can be learnt; if followed, therefore, that individual trained in appropriate
leadership behaviors would be able to lead more effectively. 'The following are the important
studies, which come under the behavioral approach to leadership.

McGregor’s theory V and theory ‘y’:

According to McGregor, the assumptions of a given manager that may be inferred in his actions
are traced backward from how he must perceive people to cause him to act that way. If he is
strongly authoritarian, he insists on giving orders and commands, rather than suggestions and
counseling. In this, one would predict theory ‘x’ perceptual structure. The manager who is less
aloof; spends time, teaching and training his subordinates emphasizes obtaining results rather
than following procedures, and delegates authority, shows signs of embracing theory ‘y’
assumptions. Thus theory ‘x’ approximates closely to ‘authoritarian’ and theory ‘y' to
'participative’ leadership styles of managing. As an addition to ‘x’ and ‘y’, theory ‘z’ has been
introduced.

Theory ‘z’:

In contrast to the traditional, more bureaucratic American organization environment, Ouch

recommends a Japanese style Theory ‘z’ environment. The problem of productivity in the United
States will not be solved with monetary policy or through more investment in research and
development. It will only be remedied when we learn how to manage people in such a way that
they can work together more effectively. The characteristics of Theory ‘z’ are:

• Long-term, life time-employment;• Slow process of evaluation and promotion; Development of

company-specific skills, and moderately specialized career path; Implicit, informal control
mechanisms supported by explicit, formal measures; Participative decision-making by
consensus; Collective decision-making but individual ultimate responsibility; Broad concern for
the welfare of subordinates and co-workers as a natural part of a working relationship, and
informal relationship among people.

I. Contingency theory

The contingency approaches to leadership attempt

1. To identify which of these factors is most important under a given set of circumstances; and

2. To predict the leadership style that will be most effective under those circumstances. In this
process several theories like Fiedler’s Contingency Model, Vroom and Yetton Contingency
Model, Path Goal Model, Life Cycle Theory, Tri-Dimensional Model and Learning Model have
been advanced, though all of them are woven around the theme of ‘No Best Way’

2.2.3 Leadership styles

I. Autocratic Leadership (The Boss)

Unequivocal initiative is the place choices are taken rapidly and halfway by one individual.

Choices seem to be directions for others to accomplish a general point. Basic in the military,

dictatorial initiative conveys commands and the group believing the pioneer without inquiry.

Practically zero interviews happen with the group with this style. One of the famous examples

for an authoritarian is of Napoleon Bonaparte. This leading style is more averse with a chance

to be compelling on. The new generation is more independent and easygoing, not tolerating to be
in control. People search for sense of self-satisfactions starting with their occupations.

Transformation about climbing desires changed the mentality of the people

II. Democratic Leadership (All-Inclusive)

This style of authority depends on the group been counseled and their feelings being esteemed.

Participative alternately democratic leaders decentralize power. Favorable circumstances to

democratic are

 Higher inspiration and will enhance morale. Expanded co-operation with the management.

Enhanced employment execution.

 Diminished of grievances.

 Decrease of absenteeism and worker turnover

III. Laissez-faire or free rein Leadership (Chilled-out)

This initiative style is frequently connected when the group is extremely fit, very much inspired

and composed. Less impedance and decreased direct guideline is ordinary with this initiative

style. However, this ought not to be confused for the pioneer showing an absence of hobby.

Depending on great collaboration, exceptionally motivational and helpful inventive thoughts are

produced.

IV. Bureaucratic Leadership style.

Bureaucratic pioneers take after guidelines thoroughly, and guarantee that their kin take after

methodology absolutely. This is suitable for work including genuine dangers, or with huge

aggregates of cash. Bureaucratic authority is likewise helpful for overseeing representatives who

perform routine assignments. This style is a great deal less successful in groups and associations
that depend on adaptability, imagination, or advancement. It might be not best style for building

up another item or re- characterizing a brand where an out-of-the-crate methodology is include.

V. Charismatic Leadership (Motivational)

Charismatic pioneers are the driving force behind their group. They create eagerness in their

group by inspiring employees and helping them to stay persuaded at work. The risk with this

style is an excess of inspiration without activity. Charming pioneers might have overconfidence

as opposed to investigating the realistic capacity of their group to take a venture to finishing.

VI. The Visionary Leadership Style

If you cannot envision the future, you cannot shape it, form it or make it. A clear and enabling

vision focuses on clarity about these three vital segments. An organization's long-term purpose,

methodologies to satisfy it and future analysis. It’s working logic it’s fleeting execution

objectives and needs

VII. Transformational Leadership style

The transformational leadership style is one of the most implemented styles. It has integrity,

defines clear goals, encourages clear steps to communication and expressive. This style of

leadership encourages, motivates and supports employers, often involves recognizing and

rewarding people for their good work. This type of leader inspires their team to work together

towards a common target. Transformational leaders combine the best practices and are leaders

who are trusted and can motivate others. In practice they are supported by transactional leaders

who work as managers, making sure tasks are completed and achieve
 2.2.4 Leadership approach

I. The Trait Approach

It focused only on the leader and their innate qualities and characteristics needed for being a

great leader. Even it is the older leadership theory; it is still a relevant one because the

charismatic approach, a recent theory, emphasized the traits that charismatic leaders have, as

self-monitoring, engagement in impression management, motivation to attain social power, and

motivation to attain self-actualization

II. Behavioral Theories of Leadership

The Style Approach focuses on the behavior of the leader (what they do and how they act).

Researchers considered there are two main leadership behaviors (task behavior and relationship

behavior), that leaders can combine for influencing the subordinates in their efforts to reach a

goal. Leaders can improve their leadership style based on the assessment of their actions.

III. The Situational

This approach is one of the most used theory in organizational leadership training and

development. As its name suggests, the situational approach focuses on leadership in situations.

The leader must adapt his/her leadership style to the development level of subordinates

(competence and commitment level

2.3.Why vision is important for leadership.

Vision shows us where we are headed. As a leader, you have to look forward and see where

you and the company are headed. This is important in order to avert catastrophe before it
happens, or to plan for increases in staffing, production, etc. Vision helps a leader prepare for the

future. Vision keeps a leader on course during rocky times or unexpected setbacks. According to

business coach Arman Sadeghi, having a plan for success in your business is one of the most

valuable things you can have so don’t make the mistake many business owners make by not

having a business plan.

Vision provides motivation and inspires us to keep on going.

Leaders need to keep the result in mind. A leader’s vision needs to be strong enough to carry

them through to the end. Otherwise, they will stop short of their goals.

Vision helps to keep us moving forward and move through obstacles.

If a leader has a strong vision, little setbacks and obstacles will seem small and / or insignificant.

They will work through them and persevere to the end, learning as they go. Vision helps leaders

to persevere.

Vision provides focus. With all of life’s distractions, and people vying for our attention

nowadays, it can be hard to feel a sense of accomplishment. As a leader, acting on your vision

will provide you with the focus needed to accomplish your goals. Vision helps leaders work on

what is important to achieve the results and not be caught up in the mundane stuff. It helps

leaders to focus on the 20% that is important instead of the remaining 80% that can be delegated

and handled by others.

Vision gives purpose and us meaning to what we do.

As a leader, it will help you to see the result of your efforts. It will give you “why?” and the

reason that you are doing what you do. “A leader has the vision and conviction that a dream can

be achieved. He inspires the power and energy to get it done.” ~ Ralph Lauren
 2.3.1 Vision

Vision will become clear only when you can look into your own heart. Who looks outside,

dreams; who looks inside, awakes.” ~ Carl Jung. Walt Disney was fired from a newspaper

because he “lacked imagination and had no good ideas. Vision is a mental picture of the future. It

is an idea of what the future can hold, but has not yet happened.it is the thing inside of us that

guides us. It creates a desire to grow and improve. Vision embodies our hopes and ideals. It gives

us a sense of purpose. A vision brings us flashes glimpses of what is possible. Vision is when

architects dream of new buildings and designs alternatively, when business people dream of

growing their business. The vision is sort of complex term to define and has multidimensional

view. Different scholars and researchers describe it in different way. Kouzes takes it as “an ideal

and unique image of future for the common good” (Kouzes and posner, 2007). At the other end

Jonathan swift states “vision is the art of seeing the invisible.

2.3.2 Visionary leadership

Leader/leadership is about leading the organizations and organizational teams to go somewhere.

If the leaders and its people do not know where to go, then leadership means nothing. Therefore,
it is important for leaders to have a clear vision. If we try to put the light on word vision, it may
have different pictures and angels.

According to Bennis and Nanus “vision is a mental image of a possible and desirable future of
the organization” (Bennis &Nanus, 1985, in lyerly, maxey 2000, p 48) this mental image grows
inside the mind of leaders and depends on the h/her competency to perceive the things accurately
and use them intelligently for the betterment and sustainability of an organization. Bennis also
describes that there are some practically proven leadership competencies that can affect the
performance of an organization, which also includes “vision and goal setting”, “interpersonal
skills and self-knowledge” along with some special characteristics which may be concerned with
any specific businesses. Kotter states that the vision is the ability of a leader to look in to future
while aligning the team with that vision, and then make them inspire to get the desired goals
concerning that future: “vision is a picture of the future with some implicit or explicit
commentary on why people should strive to create that future” (Kotter, 1996, p 68) organizations
are based on teams, and dedicated team work is required to make things happen. These people
and teams need a clear picture of a future that motivate and inspire them to become an efficient
part of an effort for getting that desired future.

It is also important in the way that what the reason of their work and decisions is? it is the vision

of a leader that makes it assure that actions and the decisions of organizational team are fit into

the actual picture of desired future (Kotter, 1996) Kotter also discuss that without the vision of

leaders the motivation level of organization people may go down and their activities become

meaningless which can prove worst for an organizations at the later end. he further said that

vision plays a key role in producing useful change by helping to direct, align and inspire actions

on the part of large numbers of people. without an appropriate vision, a transformation effort can

easily dissolve into a list of confusing, incompatible and time consuming projects that go in the

wrong direction or nowhere at all” (Kotter 1996, p7) though Bennis and Kotter, try to highlight

the term “vision” with different angles and describe it in different ways, but it can be easily

understood from their claims, that vision is a ability of a leader to predict and perceive future, in

a precise and accurate way along with defining the route map that how to get into this future

successfully.

while summarizing the debate on leaders vision, a question can arise into minds “it there any

leader without vision” the answer is no. like every human being every leader must has some

vision, but vision of two leaders could be different even while managing the same organization

or same matter, because the vision is a perception of unseen things. Two leaders may perceive

differently. Moreover as we cannot say that this leader is innovative or this is not, before we can
see h/her action, decisions, steps taken and their results, for a certain matter. Likewise, we cannot

say that this leader is visionary or this is not before seeing the results of his perceptions

2.4. Importance of innovative leadership

Innovation is an art of responding the market and technological challenges and the future trends

of business for organizations in most suitable way that can lead organizations towards long-term

success and sustainability. It is necessary to make the products, services and business model

compatible with the potential market demands and customer needs in order to meet the

organizational goals and sustainable development (Brenner 1987). From the beginning of 1980,

it is observed that the changes have a significant effect on the business organizations in term of

their long-term success and sustainability. Therefore, the urge of capable leadership was also

observed to handle, manage and implement these changes successfully. The scholars raised the

question that what kind of leadership is needed for organizations, to cope and handle the

situations of more demanding and rapidly changing business trends? Most of such questions

were answered by highlighting the role of visionary leadership with innovative approach, as a

key component (Bass 199.] Five common qualities are discussed in literature for the leadership,

which can prove more beneficial for the firms, if the leadership has these qualities along with

their vision:

1. Formulate strategies and plans to achieve their visions (Bass 1985).

2. Communicate their visions to promote changes and widen support of the visions (Bass,

1985)

3.Align people and supporting systems to suit their visions to make it sure that there will be no

procedural and structural hurdles in the way of achieving vision, and provide the good

atmosphere to employees to work with dedication to make the vision in to reality (Nanus 1992).
4. Empower their people to act consistently with the new vision and help sustain commitment to

it In order to get their maximum work output and let them work confidently for achieving the

organizational goals. (Nanus 1992)

5. Motivate their followers so that they work by using their maximum abilities and complete the

allocated tasks within the given time (Bass 1985).

To survive, in this age of global competition, the organizations and businesses have come to

realize the need of innovative approach [ability of a leader to think, decide and act in a new or

unique way] and innovations in their business model and strategies. It is well evident from the

recent reports and publications that the companies form different geographical regions and

countries spend a considerable amount of money for the purpose of innovation, and the ratio of

allocating the funds for innovation is continuously increasing (Hagen& Powers1992) For

organizations who want excellence and sustainability in their business, need to think about the

managers/leaders/leadership with innovative approach in order to develop the business strategy

by turning their innovative concepts into reality (Carneiro.A 2008).

2.5. Why is change needed for organizations

Many researchers and scholars talk about the importance of organizational change in different

way. Some say’s it is good for successful business and sustainability, some say’s change can

give a competitive edge in this era of high competitions, and some clam that changes are

necessary for survival. The simplest definition of successful organizational change is the

organizational change, which gets its goals and targets successfully on which the change

initiation process is based

 2.5.1 The organization

The term organization is a very broad term and can be described in multiple ways. Traditionally

an organization is intentionally designed social unit that consists of a team or a group of people

that work together for the benefits of an organization on a continuous basis to get the

organizational targets and goals. Forexample, the manufacturing and service firms are

organizations, and so are schools, hospitals, churches, military units, retail stores, police

departments, volunteer organizations, start-ups, and local, state and federal government agencies

(hatch 1997).

Organizations can be located in the public sector or in the private sector, they can be unionized

or not, they can be publicly traded or they can be privately held. If they are, publicly traded,

senior managers typically are responsible to a board of directors, which may or may not take an

active role in, how the firm is running. The managers themselves may or may not own shares of

the firm. If the firm is privately held, the owners or the manager’s report may run it to the

owners. Firms can also operate in the profit or the non-profit sector (robin &Langton 2010).

senior and Fleming describes organization as a combination of individuals, people or groups

trying to influence others to achieve certain objectives by using different processes and

technologies in a structured way. They may consists of social arrangements of certain groups in a

formal way to achieve certain objectives and having well defined boundaries and limitations

(senior &Fleming 2006). Therefore, the organizations can be taken as group of people, team or

social entities that are structured, goal directed and to work for a common task by sharing and

coordinating their knowledge, skills experiences and activities.

 2.5.2 Change

A simple definition of change in the sansom and Reid oxford children’s dictionary (1994:195)

defines the change as to become a different. Van der Merwe tells that the word change is

obtained from the Latin word to better (van der Merwe 1991). in general the word change means

is to alter, to make something different or better or transformation of any existing thing by

adding some values or giving up for something else. The change is usually planned and there are

some responses against changes. The respondent thinks first that what has to change and what

have to give up. most authors think that respondents more concentrate on what have to give up

rather than what has to gain because the giving up is more curtail. Different types of recourses

are used/and or can be used to bring changes according to the nature and environment. Changes

are always adopted for the good reasons and the subject of interest is always the outcome of the

effort.

Change may be any action or set of actions having some directions to do something new or to

amend something. Changes always require commitment and directions. Change is not always

positive but there are several ways, which strengthen the commitment to happen the certain types

of changes (boston.ma, 2000).

2.5.3 The organizational change

Organizational changes mean that organizations are undergoing / and or undergone

transformation. It may be define their success story or any type of experience or failure (huge,

1999). The organizational change is the set of different actions that results shifting in directions

and/or processes that affect the way in which organizations work before (huge, 1999). The need

for organizational change starts when organizational management feels dissatisfaction from the
current situation. Organizational changes may be planned or unplanned but in both cases the

organizational changes are very important and sometimes become crucial to handle the changes.

Leadership planning and vision is most important.

The planned changes are more related to the management in which management put deliberate

effort to make something happen. Strong commitment and systematic approach is required in

planned change and the most important thing in planned changes are based on the vision of

leader and stated objectives. Changes may affect the strategies, tasks, or factions within the

organizations.

there are different kinds of changes according to the nature of organization and its environment,

some organizations adopts small changes (incremental changes) while others may go deep

towards the organizational transformation usually known as corporate transformations (radical

changes) which requires the changes in broader scale and are difficult to handle. (boston.ma,

2000) there are further three phases of organizational change that organizations usually adopt.

These are unfreezing, moving and refreezing. (Senior Fleming, 2006) unfreezing is about

changing the attitudes and behavior of the employees and working environment. This is very

important type of change because while going through any type of change it is important to

create a need of change among all the participants. The role visionary or innovative leaders also

very important in unfreezing because it requires a well-structured way of implementation the

change by managing the behavior and attitudes of people working together. It also requires

strong commitment of all the people to work together for a stated common vision. Moving is the

next phase in which organizational top management identifies, plan, and implement the

appropriate strategies. In this phase, it is also decided that either organization has to go for

incremental or radical changes. The vision of the leader is also very important for planning and
implementing the strategies. All the strategies are shaped in the moving phase. The next step is to

refreeze the change situation in which leader assists in stabilizing the changes so that it becomes

integrated into status quo. This is most important to understand for the leaders that how to

refreeze the changes because if refreezing is incomplete or not mange properly the change will

be ineffective and the pre-change behaviors will be resumed. Refreezing always encourages the

possibilities of the further changes.

The leadership qualities are very important for organizational changes because it is most

important to handle the resistance, confusion, exploration and commitment of management. there

are some predictable behaviors associated with the change stages and the effective leader always

perceive these changes in efficient manner and respond appropriately to get the teams

commitment. Change leader is always associated with the planned change and constructively

deals with the human emotions (senior &Fleming, 2006). The organizational change in brief, is

an intentional effort made by organization leader/leadership/manager to take the organization

towards betterment. There could be many reasons or motivations behind the change process,

including external or internal pressures for change, technological, social or economic factors.

Moreover, the vision of an organizational leader/leadership and its innovative ideas can also be

reason behind the organizational change process.

2.5.4 Importance of organizational change

In order to improve the internal and external functionality the organizations need changes and it

is the demand of time (caetano, 1999). An organization that does not adopt changes cannot

survive long in market (boston.ma, 2000).organizational changes provide different significant

benefits e.g. it improves competitiveness, improves financial performance, enhances employees

and customer satisfaction and most important is that it leads organization towards continuous

improvement and sustainability. These are organizational benefits, not every individual in any

organization can get benefits personally from these changes but every individual working in an

organization, usually have common goals, and objectives and these changes made the

organization as a completely stronger (boston.ma, 2000). The change process is very challenging

and important for organizations and can lead an organization towards a path of success. It can

also make them capable to meet future demands and to compete with other market player in

effective way. (Robbins, 1999) Ulrich also highlight that change for organizations is necessary to

deal with the diversities and the complex market situations (Ulrich, 1998). There are different

forces that influence organization for change and these forces may create expectations of

improved efficiency and better services, usually external forces leads towards innovation. When

organizational changes are well planned and carried in a structured way it leads to continuous

improvement and organizational innovation (boston.ma, 2000). Organizational change process

must be managed in order to keep organizations moving toward organizational new vision and its

stated goals and objectives (boston.ma, 2000).

Nowadays business trends are changing rapidly and quickly in the globe and the organizations

that do not change cannot survive (huge, 1999). Now organizations are facing both internal and

external forces pressure that makes change inevitable. There is always a pressure on

organizations to balance these forces (senior &Fleming, 2006). It is also very important for the

organization to manage the demands and expectations of the customers, employees and

management; therefore, there is always a need for change to meet these expectations. We can

see in the above debate that organizational changes are necessary to stay in the business. It is an

era of high competition and ever changing technologies and global trends. To respond these
changes accordingly and to remain compatible with them it is good for organizations to

understand, adopt and implement changes. It is the need of the time, to become successful in

business and get the level of sustainability.

In response to today does darling define socioeconomic environment for successful

organizational development, the key&Heller (2009) is embodied in the managerial leaders’

attitudes, and the commensurate thoughts and feelings communicated (vibrated) to the universe,

both inside and outside of their organizations. Study further reveals that leaders must have to

understand the reasons for the failure of change in any organization. They have to develop

capabilities to be a successful change agent (manikandan, 2010).

2.5.5 Challenges of organizational change

Change is not just about the creation of need policies and procedures to implement external

mandates it is also about the development of personal strategies by individuals to respond to and

seek to influence the impact of structural and cultural change: personal change as well as

organizational change (Bennett and others, 1992). Change usually involves the introduction of

new procedures, people or ways of working which have a direct impact on the various

stakeholders within an organization. The key to successful change management lies in

understanding the potential effects of a change initiative on these stakeholders. These are

leadership, focus, commitment and resistance (Fullan 1992).

According to Mabin (2001), the challenges may manifest themselves under different names or
other guises but are essentially the challenges of Leadership, which is changing the running of an
organization from a command and control nature of management to the nurturing and
motivational nature of leadership. Other points that can challenge change management is making
business choices to bring alignment and focus to the organization and creating commitment to
the future of the enterprise throughout the organization. Resistance is a complex entity that
directly affects the outcomes of change, both positively and negatively. Each of these challenges
is unique, yet they are simultaneously independent and interrelated. Overcoming any one
independently is insufficient for realizing sustainable change. For change to be successful in the
knowledge economy, an organization has to overcome all the challenges.

The most obstacles of change, as indicated by Kotter are employee Resistance, Communication
breakdown and Staff turnover. The leader have plan to handle these obstacle at hand by
discharging is role according to the satiation he observes and address employee concerns on
personal level relationship with his team ask for their feedback and respond to their concerns
honestly and openly, communicate key information to employees on an ongoing and consistent
basis engaged his team by involving them in the initiatives reviewing the section on managing
change and communication and finally Coach, Mentor and enrich their roles. Rather doing these,
organizations often commit the following common errors like allowing too much complacency,
failing to garner leadership support, underestimating the power of vision (Forge son, 2001).

2.6. Role of leadership in organizational change

Roles every leader must fill (even the new ones) that are most important to the success of
the team and organization as a whole.
Coach: As a leader, you have a responsibility and need to develop others to succeed in their
roles and prepare for future roles.
Facilitator: You need to make things easier for others. While we might think of this most often
in a meeting or group situation, there are many times when you will serve as facilitator to help
processes flow well and boost productivity.
Strategist: This role is not just for the highest-level leaders in an organization. All leaders must
think strategically, keep the big picture in mind, and plot what directions and approaches the
team should use to reach the desired results.
Visionary: Related to strategy, leaders must have a picture of where they are heading and why
that destination matters to the organization, their team and themselves.
Change agent: With strategy and vision comes the ever-present need for change. As a leader,
you must guide and champion the changes that you envision and the ones that have been
entrusted to you from up the ladder.
Decision-maker: You want others to engage and offer their feedback. However, as a leader, you
will need to be decisive and make the hard choices. You cannot be afraid to make a decision,
even when you are working with less-than-perfect information or you must make one that will be
unpopular.
Influencer: Call it mediation, negation, or even arbitration, but this role is really about influence.
As a leader, you must constantly be influencing others in a positive way.
Team player: You cannot always take the lead. You need to be a teammate, too, and that means
understanding when to step out of your leadership role and let others take the lead.
Delegator: You cannot do it all. The best leaders delegate both willingly and strategically to
ensure everything is done and to train their employees to take on bigger roles in the organization.
Listener: Leaders often think they need to be doing all the talking, but that is a mistake. In fact,
the best leaders talk less, and ask, listen, and observe more. Make sure you really listen to the
people you lead.

2.7. Empirical Review

In order to achieve the intended goal of an organization, developing the competency, knowledge,
skill and ability of leaders and employees is inevitable. Organizations are expected to cope with
the current situation by adapting themselves with constant change. This allows them to satisfy
customers and achieve their objectives. These can be realized through leaders and employees
continuous development (john and others, 2005) nowadays in organizational environment,
organizations have found that it is crucial to convert their organizations from organizations that
simply earn a profit to organizations that try to find the ways to keep a competitive advantage. In
these days, organizations not only undertake leadership development to come up with profit
earning activities, but also they undertake strategies to motivate and connect employees to give
back more to the organization in order to reach the desired results. In organizational
environments where unpredictability and uncertainty are created by changes and there are many
complex problems, the need for leadership development is very important. Leskiw and Singh
(2007) emphasized that in the organizations environment, leadership development is a perception
that becomes more, more critical, and increasingly strategic for organizations. Despite the
importance of leadership development in organization, leadership development practices are
often fragmented and lack an overall strategy that is embedded successfully within the
organization.

Leadership development is defined as “every form of growth or stage of development in the life
cycle that promotes, encourages, and assists the expansion of knowledge and expertise required
to optimize one’s leadership potential and performance” (brungardt, 1996). Thus, leadership
incorporates the accomplishment of the task, which is the organizational requirement and the
satisfaction of employees, which is the human resource requirement (okumbe, 1999).
Furthermore, maicibi (2005) contends that, without a proper leadership, effective performance
cannot be realized in organizations. Even if the organization has all the required materials and
financial resources, it will not be able to use them effectively, if the employees are not directed
in their use, or if the leaders who guide in their usage are not properly trained to implement them
effectively. Experience shows that many people today are seeking to understand the concept
and practices of leadership. An organization that has no good leadership is like a ship on the high
sea without a captain. Resources both man and material will be bound to be wasted despite their
scarce nature. If organizations leaders are developed, economic development and growth in
developing countries will be enhanced (chima, 2007). Organizations are faced with uncertainties
like never before; the concept of leadership is relevant to any aspect of ensuring effectiveness in
organizations and in managing change. Thus, there is a need for strengthening of leadership
development.

A majority of global organizations executives believe that leadership shortages are threatening
corporate performance. This shortage specifically affects their ability to adapt and respond to
organizations risks such as increased competitive pressures, rapidly changing market conditions,
innovation and customer expectations. Many organizations have become concerned about
leadership inadequacies of their employees, and as a result, are committing to education and
training that deepening the skills, perspectives, and competencies of their leaders (conger and
Benjamin, 1999). Researches predicted that annual budgets for leadership development would
continue to grow throughout the next decade as organizations “recognize the shortage of talented
managers, the importance of developing ‘bench strength’, and the need to widen perspectives in
order to compete globally.” Ethiopia’s vision that guides the GTP [growth transformational
plan] is; “to be a country where democratic rule, good governance and social justice reigns, upon
the involvement and free will of its peoples; and once extricating itself from poverty and
becomes a middle-income economy.

Therefore, for achievement of these visions leadership plays a central role. We can concur that
leadership is the key to successfully overcoming these visions, pressures and challenges.
Consensus exists amongst all scholars that the pressures and challenges facing organizations are
increasing and getting more complicated. They all agree however, that leadership is scarce and
needs to be developed, but doing so is just as challenging. Organizations need to equip leaders to
be able to share what is possible for employees at their organizations. The feeling by many
people, including the researcher, is that this is a shallow understanding of organizational
performance. The researcher is of the view that performance of any organization should not only
be considered from the availability of resource only, but should also focus on leadership
development. Unfortunately, the lack of these qualities is the annoyance of indigenous
governmental organizations in developing countries like Ethiopia.

2.8. Conceptual Literatures

Conceptual literature is the foundations that represents or explains how certain variables are
related to each other and why they are associated with each other. After defining the problem
statement and research question, we realize the two main variables of leadership that are
important in directly affecting the process of organizational change. The dependent variable is
organizational change that is the variable of primary interest and the independent variables are
visionary or innovative leadership style and. so we draw closer framework which as stated blow.

Fig 2.1 Conceptual framework

Source: Drawn from Literature

CHAPTER THREE

3. Methodology of the study

3.1. Introduction

The research methods or procedures section is really the heart of the research proposal, which

form research design. The activities should be described with as much detail as possible, and the

continuity between them should be apparent" (wiersma, 1995). Here, this section present a

realistic discussion of the specific steps used in conducting your study. The research design

section usually comprises, but is not limited to, the following subsections.

III.2. Description of the Study Area

Dodola town is found in the southern eastern region of the federal democratic republic of

Ethiopia in Oromia regional state located around 320 km from the capital city of Addis Ababa/

Finfinnee/ which is established in 1903 E.C and located around 75 km from shashamene ,which

is the capital city of west Arsi zone. According to municipality town has estimated total

population of 48,963 of whom 26,346 are men and 22,617 are female and geographically lays

between 6˚59'N39˚11'E. The populations of Dodola town are dominantly followers of Muslim

religion [84.6] and 15.4 Christianity followers. It has its own municipal administration got state

function since 1997 E.C and covers areas of 1652.3 hectares. The town has two level

administrations. In this regard, the highest level is the town council, which is responsible for

service delivery, and management of the town. The second levels of administration are found at
the kebeles level. Who are responsible for administering local issues including government

owned housing, mobilizing community. The town administration has been structured in twenty-

five public sectors and with permanent employees of public sectors male 538; female 219 total

757 are serving the societies of the city administration [office mayor of dodola town 2016]

3.3 Research Design

The researcher choose descriptive design which uses mixed method by which both

quantitative and qualitative approaches has been employed .to provide a better understanding of

a research problem (Creswell and clark,2007) . To get reliable information of the current status

of the issue under study, descriptive statistics used with appropriate sampling that deals with

methods of organizing, summarizing, and presenting data in a convenient and informative way

using numerical means .It allows the reader clearly capture the outcome of the research (Keller,

2012). Moreover, questionnaire were be used to get quantitative data, and interviews for

qualitative data to extract the relevant information on the issue under study.

3.4. Population and Sample

The primary function of sampling strategy was to identify the target population of the study,

which enabled to determine the sample size. The target population of this study is 160 employee

of Dodolatown municipality, the top management and the whole staff including two kebele

workers who are the stakeholders of the study .thus, it has not easy for the researcher to involve

all the target population in the study due to problems factors like time, finance and management

of the research. According to (babin et.at, 2010),

 3.4.1. Sample size

Determining sample size is very important because samples that are too large may waste time,

resource and money, while samples that are too small may lead to inaccurate result therefore,

size of sample must be determined based on clear formula and must be representative. Hence, the

formula provided by Cohenet. al. (2013) were be used to determine the required sample size.

n = Nx30% i.e. 160x30/100 =48

Where: n is the sample size, N is the total number of target group. By using the above formula,

the sample size of the study is 48 respondents. Two from leaders, Thirty-nine from employees

and seven were from process owners.

3.4.2. Sample techniques

The simple random sampling (probability sampling) and purposive sampling /none probability

sampling has been employed .this is the most basic scheme of random sampling.

Simple random sampling: uses a sampling frame- a list of all population elements. Involves

random selection of elements from the sampling frame. Each unit in the sampling frame has an

equal chance of being selected and representativeness of the sample used ensured. Whereas

purposive sampling- used by researcher to achieve certain goals in which sample members were

handpicked. More often used in qualitative than quantitative sampling and can also be used in

quantitative studies to select experts or other groups having a given quality or knowledge about

the issue under study in order to avoid bias and ensure representativeness of study conducted
 3.5. Data and instrumentation/data collection techniques

According Saunders and others (2009), using two or more independent sources of data or data

collection methods helps to substantiate findings in the study. The instruments that were used for

this study includes questionnaire, interview and document analysis so as to collected relevant and

reliable data from the respondents

Questionnaire – used as a major instrument to collect information from the data sources of the

study. It has been preferred because questionnaires are advantageous in that participants can

respond to questions with assurance that their responses has been anonymous, and thus it is

truthful and appropriate instrument to collect information about conditions from sample studies.

It were also to gather quantitative as well as qualitative data regarding the research topic. To do

this, both close and open-ended questions were developed and administered to gather data

respondents and the Likert scale question has been used because it is one of the most widely used

response scale in research and is used to evaluate behavior, attitude or other phenomenon on a

continuum. Rating scales simply and more easily quantify people behaviors, characters, practices

or attitudes (Dawson, 2002).

Interview

Personal interviews used as a data collection technique because it can produce a great deal of

useful information about facts, peoples beliefs and perspectives about the facts, feelings,

motives, present and past behaviors, standards for behaviors and conscious reasons for actions

moreover, Interviews allow a researcher to clarify ambiguous answers and seek follow up

information, Usually yield richest data, details, new insights, Permit face-to-face contact with

respondents, Provide opportunity to explore topics in depth; allow interviewer to explain or help

clarify questions; provide interviewer to be flexible in administering interview

Document analysis- To substantiate the data that obtained published and unpublished books,

Journals and proceedings were used to reveal the background of the study, to organize relevant

literature review and to design the research methodology and procedures.

3.6. Analysis of the Data

Quantitative procedures in combination with Qualitative procedures were used to analyze the
data collection for this study. Descriptive statistics has been used in numerical aspects. In the
numerical aspect, percentages were used to show the disparity in responses among the
respondents. In the tables, and other tools used to show the outcomes of the data analysis with
description attached to each of the figure. The analyses of the data were generated through
qualitative techniques, summaries and short narrations are used. Therefore, the data from the
interview discussion has been analyzed qualitatively and the results are presented in the form of
summary while the quantitative results are presented in tables. Finally, the findings have been
discussed in relation to the research question.
 CHAPTER FOUR

Result Discussion and Analysis

4.1 Introduction

This chapter deals with the analysis, interpretation and presentation of the data that have been

obtained through questionnaires, interview, and document review methods. Data were collected

from 2 Leaders, and 7 Process owners and 39 Performers of Dodola town municipality through

purposive sampling and simple random sampling techniques respectively.

Findings of the study are presented in five parts. The first part deals with introduction the second

part general information of respondents. The third part deals with focused on findings gathered

through questionnaires and,Finally Interviews, and documents were tried to inculcate.

4.2 General Information of Respondents

Table 4.1 Characteristics and Background of Respondents

Variables Respondents
Leaders Processor owner performers Total
N0 % N0 % N0 % N0 %
Sex M 2 100 5 71.4 24 75 31 76.6
F - - 2 28.6 8 25 10 24.4
Total 2 100 7 100 32 100 41 100
Age 18-25 - - - - 1 3.1 1 2.4
26-35 1 50 2 14.3 21 65.6 23 56
36 & Above 1 50 5 85.7 10 34.4 17 41.5
Total 2 100 7 100 32 100 41 100
Educational Below diploma - - - - 1 3.1 1 2.4
background Diploma - - - - 16 46.9 16 39
Degree 2 100 7 100 15 43.8 24 58.5
M.A& above - - - - - - -
Total 2 100 7 100 32 100 41 100
Source: survey Data (2020)

The characteristics and background of respondents were examined in terms of sex, age,

educational background.In this research, among 41 (85.4%) participants, as can be seen in Table

4.1, the study on the employees of participants showed that 76.4% were found to be male and

24.6% were female regarding sex;. So there is big variation is between the two gender. On the

other hand, among the study population, 23 (56%) respondents disclosed that their age were

between26-35, whereas 17 (41.5%) of respondents were found to be 36& above years.Hence,

majority of them were found between ages of working force and has an advantage of

contributing a lot for people. Concerning educational background respondents those who hold

diploma, & with first-degree account for 16 (39 %), 24 (58.5%)’s respectively. This shows, as

there is an opportunity for providing service based on knowledge that pave the way for effective

leadership because leadership position requires educational exposure

4.2.1 Analysis of Data Gathered Through Questionnaires

48 questionnaires were distributed to Leaders, and Process Owners and Performers/Experts of

Dodola town municipality through purposively and simple random sampling respectively, of

which 41 questionnaires was collected. A sample of 48 participants was targeted from a

population of approximately 160. 41 questionnaires were completed and returned, resulting in a

response rate of 85.4%. The total number of responses analyzed was 41participants because of

current pandemic.

4.3. Importance of vision for leadership in organization

Table 4.3.1Summary of respondents’ response on why vision is important for leadership

. Why vision is important for in your

Response organization?
 No of respondents %of respondents
for looking into future 10 24.39

to have clear vision 5 12.19

For betterment 7 17.07

I don’t know 19 46.34
Total 41 100
Source; Survey Data (2020)
As we can observed from the Table 4.3.1 above even though some of respondents 24.39 explain

that the importance of vision for organization as for looking into future, the majority of the

respondents that is 46% responded that they do not know why vision is important for

organization . This show that they are working blindly without knowing clearly the importance

of having vision for organization. without an appropriate vision, a transformation effort can

easily dissolve into a list of confusing, incompatible and time consuming projects that go in the

wrong direction or nowhere at all (Kotter 1996) .

Table 4.3.1.1 Summary of respondents’ response on visionary leader, evaluation of visionary

leader & main objective of visionary leadership,

. Is there a visionary leader in your

Response organization?
No of respondents %of respondents
Yes 10 24.39
No 26 63.41
I don’t know 5 12.19
Total 41 100
How you evaluate overall effectiveness
Response of leadership of your organization in
relation to visionary leader?
No of respondents %of respondents
No visionary leader 24 58.54
Some how 13 31.70
I do not know 4 9.76
Total 41 100
. What do you think main objective of
Response visionary leadership is important for
your organization
No of respondents %of respondents
Create what we seek to be 7 17.07
Inspiring Vision and Communicate among 11 26.83
subordinates
high trust in the leader 5 12.19
No specifies objectives. 16 39.02
Total 41 100
Source: Survey Data (2020)

As one can draw from Table 4.3.1.1above 63.41% of the respondents affirmed that there is no

visionary leader in their organization .whereas The remaining 12.19% of the respondents did not

know whether the visionary leader was implemented or not. Therefore, this shows that the

majority of respondents 63.41 reveals as there was no visionary leader with ability of a leader to

predict and perceive future, in a precise and accurate way along with defining the route map that

how to get into this future successfully.

In regards to How to evaluate overall effectiveness of leadership of the organization in relation to

visionary leader, the respondents explain that majority 58.54% responded that there is no

visionary leader, 31.70% of the replied that somehow effective and the remaining 9.76% of the

did not about the issue.

Concerning the main objective of visionary leadership is important for your organization; the

overall perception of respondents indicates that 39.02% responded No specifies objectives while

a considerable percentage of 26.83% Inspiring Vision and Communicate among

subordinates .and followed by 17.07 % in which he/she Create what we seek to be, The

remaining 12.19% said that there is high trust in the leader.

Table 4.3.1.2 Summary of respondents’ response on visionary leadership development program,

about how the came to position, procedure and Screening, perception of young & competencies

If there has been some sort of visionary

Response leadership development program, what will the
Procedure to recruit participants?
No of respondents %of respondents
Assessed skill, knowledge and 7 17.07
experience
There is no clear criteria made 26 63.41
Position 3 7.32
Potential for assuming future 5 12.19
responsibility
Total 41 100
How do all level Visionary leaders in your
Response organization come to position?
No of respondents %of respondents
Based on competition through 4 18.8
internal and external vacancy
announcement
Through promotion 13 31.70
Based on political party affiliation 24 58.53
Total 41 100
. How you describe the procedure and
Response Screening Method used to recruit Young
visionary leadership position in your
organization?
No of respondents %of respondents
Fair and transparent 5 12.19
somehow fair and transparent 11 26.83
Transparent but not fair 7 17.07
Not fair and transparent . 16 39.02
Total 41 100
Response What do you think about the perception of
young graduates for leadership positions?
No of respondents %of respondents
Won’t take the responsibility 2 4.87
Lack confidence to perform well 6 14.63
Absence of trend 5 12.19
Organizational policy requirement 8 19.51
restriction
Lack experiences 20 48.78
total 41 100
Response How do inexperienced leaders to develop their
skill, behaviors and competencies of leadership
in your organization?
No of respondents %of respondents
Short term training 6 14.63
There is no mechanism 25 60.97
Long term higher level leadership 2 4.87
course
Extend leadership opportunities 1 2.44
Coaching and mentoring 7 17.07
Total 41 100
Source; Survey Data (2020)

As it is possible to see from the Table 4.3.1.2that about 63 .41% of the respondents stated that

There is no clear criteria made that is used as way of selecting a leader for the position and

17.07% of the respondents explain that the leaders come to position through Assessed skill,

knowledge and experience whereas 12.19% of confirm that the Potential for assuming future

responsibility and Only 7.32% of the respondents explain about position. From this, we can

conclude that there is no clear way of recruit to run service of people rather arbitrary means.

As one can draw from Table 4.3.1.2about 58.51% of the respondents stated that political

Affiliation is major and is used as way of selecting a leader for the position and 31.70.

Percentages of the respondents disclose that the leaders come to position through promotion.

Only 18.8% of the respondents explain. This show that, one must be party member in order to

be a leader which creates bias and paved the for particularistic approaches or non-rational and

non-universal way of inviting leader to position

With respect to the procedure and Screening Method used to recruit Young visionary leadership

position the above table 4.4 shows that 39.02% of respondents responded as it is Not fair and

transparent whereas 26.83% s of respondents responded as somehow fair and transparent

followed by 17.07% Transparent but not fair. Finally, 12.19% of respondents replied as fair

and transparent

Therefore we can simple understand that the municipality has a problem regarding the procedure

and Screening Method used to recruit Young visionary leadership to the position because once

the issue of transparency and fairness is being raised it needs justice otherwise leaders lack

social faith and merely puppet.

An observation of table 4.3.1.2show that majority of respondents replied that 48.78 % Lack

experience in relation to the perception of young graduates for leadership positions .about 19.51

% of respondents’ choice Organizational policy requirement restriction and 14.63% Lack

confidence to perform well. For these reason the municipality lacks to participate new graduates

to exercise leadership role in order to have active leadership skill in the future.

A look at Table 4.3.1.2reveals that the majority of respondents replied that 60.97 % there is no

mechanism, while 17.07 %was rated as Coaching and mentoring by other respondents. Lastly ,

the number of 14.63 % of respondents were confirm as Short term training .this shows that there

is no mechanism or conducive environment for inexperienced leaders to develop their skill,

behaviors and competencies of leadership in the municipality which open the opportunity for

already experienced leaders those who are change resistance in holding position and

maintaining the status Quos.

Visionary leaders has a strong strategic awareness and abilities to have a vision for where should

be going as an organization. Vision shows us where we are headed. As a leader, you have to

look forward and see where you and the company are headed. This is important in order to avert

catastrophe before it happens, or to plan for increases in staffing, production, etc. Vision helps a

leader prepare for the future. Vision keeps a leader on course during rocky times or unexpected
setback Based on this the researcher were asked a question about why vision is important for

leadership in organization by interviewing respondents to confirm the above findings. The

response of respondents found through interview can be is as follows

They either understand the essence of visionary leadership for the organization or have clear

picture of future so they are working blindly without knowing clearly the importance of having

vision for organization. Without an appropriate vision, a transformation effort can easily dissolve

into a list of confusing, incompatible and time consuming in they were busy with routine work

only.

This section addresses lastly the data observed from report of document of the municipality &.
The importance of leadership as an integral part of quality management is well documented
scientifically, but reports indicate that there is no visionary leadership in municipality because it
beyond what unique manager can do and unifying their team and lead them toward a goal

4.4. Innovative leaders approach

Table 4.4.1 Summary of respondents’ response on innovativeleadershipapproach.

importance of innovative approach for leadership

Level of agreement

Formulating Communicate Align people Empower Motivate

strategy and their vision and supporting people. followers
plan system
F % F % F % F % F %

Strongly 4 9.77 18 43.9 10 24.39 12 29.27 14 31.70

agree
Agree 6 14.63 8 19.51 16 39.02 19 46.34 7 17.07
Neutral 3 7.32 1 2.42 5 12.19 7 17.07 9 21.95
Disagree 11 26.83 9 21.95 6 14.63 3 7.32 6 14.63
Strongly 17 41.46 5 12.19 4 9.77 5 12.19
disagree
Total 41 100 41 100 41 100 41 100 41 100
Source; Survey Data (2020)
As indicated in table 4.4.1 Respondents were asked to assess their level of satisfaction about

Formulating strategy and plan so, the larger category response 41.46% overall was strongly

disagree agree with, 26.83% disagree, whereas 14.63 % agree with importance of innovative

approach for leadership in formulating strategy and plan .this can shows that there is problem

with formulating strategy and plan for municipality .so in order to run organization successfully ,

leaders must have a qualities along with their vision to cope and handle the situations of more

demanding and rapidly changing business trends (Bass 1985).

Concerning the views on Communicating their visions as it is depicted in table 4.4.1 above 18,

(43.9%) of respondents who were involved in the study were strongly agree with the

Communicate their vision in which leader Promote change and widen support of their vision,

8(19.51%) of respondents agree on the issue, 9(21.95%) of respondents are disagree, 5(12.19%)

of respondents strongly disagree. This can shows that leaders communicate their vision

accordingly.

As summarized in table 4.4.1 above, significant category of response overall was satisfied agree

with leaders Align people and supporting system where provide good atmosphere to employee to

work relatively in municipality. 16 (39.02%) respondents agree, 10(24.39%) of respondents

strongly agree, 6 (14.63%) of respondents are disagree, 5 (12.19%) of respondents are neutral

and 4 (4. 97%) strongly disagree.

From the above table 4.4.1 that summarized the opinion of respondents who were approached,

relatively significant number of respondents were satisfied with leaders of empowering people

that is their people to act consistently with the new vision and help sustain commitment to it In
order to get their maximum work output and let them work confidently for achieving the

organizational goals. (Nanus 1992) 19 (6.39%) of respondents agree, 12 (29.27%) of respondents

are strongly agree, 7 (17.07%) of respondents are neutral, 3 (7.32%) of respondents responded as

disagree.

The Opinion of the respondents as summarized in table 4.4.1 above shows that 14 (31.70%) of

the respondents witnessed their satisfaction or strongly agree regarding the motivation of

followers by leaders, whereas, 9 (21.95%) of respondents were neutral, 7 (17.07%) of

respondents are agree and followed by 6 (14.63%), 5 (12.19%) of respondents were disagree and

strongly disagree respectively.

To survive, in this age of global competition, the organizations and businesses have come to

realize the need of innovative approach and innovations in their business model and strategies. It

is well evident from the recent reports and publications that the companies form different

geographical regions and countries spend a considerable amount of money for the purpose of

innovation, and the ratio of allocating the funds for innovation is continuously increasing

(Hague& Powers1992 On Basis of this an interview question were provided to participants

which helps as base to determine the Importance of Innovative approach Of Leadership in

Organization Accordingly, the response given is being summarize below there is no satisfaction

of respondent in Formulating strategy and plan as Importance of Innovative approach Of

Leadership in Organization but some of respondents interviewed were believed that there is a

leader quality reflected in the organization relatively.

There is a Status quo, which is, become an obstacles for creating conducive environment to any

organizations growth. For continuous growth and success, organizations must change and

develop to meet and adopt changes that are brought about by the very dynamics of the
environment. This requires that management must continuously monitor the external

environment and the forces that are consistently influencing the internal environment of the

organizations.

4.5. The Role of leadership in change management .

Table 4.5.1.Summary of respondents’ response on role of leadership in municipality

Leadership role that must be take place while leading the organization.
Coaching Facilitating Strategist. Visionary Change agent: Decision
agreement

maker
Level of

F % F % F % F % F % F %

Strongly 7 17.07 6 14.63 2 4.88 7 17.07

agree

Agree 11 26.83 22 53.66 1 2.44 1 2.44 12 29.27 10 24.39

Neutral 1 2.44 13 31.70 3 7.32 3 7.32

Disagree 17 41.46 14 34.15 29 70.73 19 46.63 21 51.22

Strongly 5 12.19 26 63.41 6 14.63 7 17.07

disagree
Total 41 100 41 100 41 100 41 100 41 100 41 100
Source; Survey Data (2020)
As data in the above table 4.5.1 illustrated majority of 41.46% of respondents were asked about

coaching and disagree whereas among 26.83% and 17.07% of respondents agree &strongly agree

respectively about coaching of leadership role .this indicate that although some of the

respondents supports, there was in gap in developing others to succeed in their role& bring the

desired goal successfully.

According to the information obtained from the questionnaire was in indicated in the above table

4.5.1more than half of 53.66% of respondent were agree about facilitating in which leader

Making things easier for others & serving as facilitator to help process whereas 31.70% of

respondent refrain themselves from responding.

Table 4.5.1reveals that out of total number of respondents who were participated in the study,

63.41% of respondents were strongly disagree with leaders as strategist while very few numbers

2.44% of respondents were agree .therefore we can have possible to say that leaders are not

doing right thing that is they must think strategically by keep big picture in mind & Plot direction

and approach team should use to reach desired goal.

An observation from the above table 4.5.1indicate that large number of respondents 70.73%

replied that they disagree with visionary leadership of municipality& 14.63% of respondents

strongly disagree, whereas only 7.32 % of respondents were asked about and left being neutral

regarding the issue.so this shows that leaders are running the business without having visionary

and If you cannot envision the future, you cannot shape it, form it or make it .therefore, Vision

shows us where we are headed. As a leader, you have to look forward and see where you and

the company are headed. This is important in order to avert catastrophe before it happens, or to

plan for increases in staffing, production.

From the table 4.5.1 above respondents were requested their perception concerning the role of
leaders as change agents and majority 46.63% of them were replied that they disagree
with,17.07% of respondents were strongly disagree ,however 29.27% of respondents were agree
that leaders are guiding change relatively but not fully managing change in the organization . In
general, from this analysis we can conclude that if leaders do not prepare themselves according
to the changing circumstances and Champion the Change, the organization could not be able to
survive and may lose their reputation and market share. Therefore, the leader brings an effective
change for an organization (Kennedy 2000).

From the above table 4.5.1respondents were asked about their perception pertaining to decision
power of leaders as 17.07% 0f respondents were strongly agree, 24.39% of respondents were
agree, so that some of the respondents satisfy by the decision of leader they make .however,
significance numbers 51.22% of respondents were in opposition that they did not satisfied with
decision of leaders in the municipality .this reveals that organization lack leader with quality of
rational decision maker and risk taker because decision mostly go with risk. There was also a
desire for strong leadership to fill this void and it was seen as essential for the municipality”
(National Leadership Index 2000

Table 4.5.2.respondents’ perception pertaining leaders’ role

Rating Role to be played

scale
Influencer Delegator Team player Listener
F % F % F % F %
Strongly 3 7.32 15
agree
36.59
Agree 12 29.27 19 46.34
Neutral 5 12.19 9 21.95 10 24.39
Disagree 4 9.76 17 41.46 31 75.60
Strongly 17 41.46 22 53.66
disagree
Total 41 100 41 100 41 100 41 100
Source; Survey Data (2020)

From the above table 4.5.2majority 41.46% of respondents were strongly disagree,29.27%

agree,12.19% did left being neutral ,9.76% disagree and 7.32 were strongly agree about leaders

role in line with influencing others. Although some of respondents 29.27%were agree with

leader role of leaders in influencing others in positive or negative way, there is gap in overall

function by influencing others to achieve the organization goal. Therefore this indicate that there

still a need of skill full leader

Data were collected as shown in the above table 4.5.2 & majority 41.46% of respondents were

disagree, 36.59% strongly agree, and 21.95% become neutral about leaders role in relation with

delegating authority to others followers .According to this there is some delegation of authority

by leaders in certain circumstance to their followers 36.59% strongly agree, whereas significance

numbers of respondents were not satisfied by existing role of leader in line with delegating the
power and authority 41.46% therefore, leaders must delegate willingly and strategically to ensure

everything is done and train. Their employees on bigger role in the Organization

Respondents were asked their idea about role of leaders in connection to listener as one of

leadership quality in providing service to customers as shown in the above table 4.5.2 &

majority 76.60% of them were disagree, and 24.39% of respondents’ were left neutral, therefore,

leaders must talk less, ask, listen and, observe more in order to meet highly competitive and ever

changing environment there by solving problem of people.

Senge (1990) illustrates foundation characteristics for a person to be in a leadership role in the

modern day organizations and they are of an architect, a teacher, and a steward. These qualities

assist in clarifying mission, vision and values; identifying strategies, structure and policies;

generating efficient learning processes; and facilitating subordinates to develop their mental

model continuously and think systematically therefore, for successful completion of any

organizational change, it needs to be properly planned and fully budgeted. Along with these

important constraints, leadership is also a spirit for capture employee back into work and to

produce maximum benefits from change. This concludes that leaders are more affective during

the process of change (Bejestani, 2011] based on this respondents were asked their attitude

regarding the role of leaders that must be played by leaders in the organization and there by

responded as averagely leaders were not effectively leading the organization

There were also increasingly bureaucratic or mechanistic systems. Organizations with rigid

hierarchies’ inflexible rules and procedures, and impersonal management cannot respond

adequately to demands for change. Therefore, Organizations need designs that are flexible and

adaptive. They also need systems that both require and allow greater commitment and use of

talent on the part of employees and manager .there gap regarding Designing, evaluating and
implementing successful change strategies largely with their team, in particular the team’s ability

to design the organization in such a way as to facilitate the change process in a responsive and

progressive manner is still need attention.

4.6 The Need for Change

Table 4.6.1 Summary of respondents’ response on reason behind why change is needed in
municipality

Factor as reason of change

Crisis Performanc Sound good New technology Merger &acquisition
agreement
Level of

e
F % F % F % F % F %
Strongly 7.32 3 7.32 23 56.09 7
disagree 3

disagree 5 12.19 5 12.19 9 21.95 33 80.49 12

Neutral 6 14.63 10 24.39 1 2.44 8 19,51 10
agree 2 4.88 5 12.19 3 7.32 22
Strongly 25 60.97 18 43.9 5 12.19 49
agree
Total 41 100 41 100 41 100 41 100 41 100
Source; sample survey of respondents 2020
From the above table 4.6.1majority 60.97% of respondents strongly agree, 14.64% of them were
neutral; this shows that financial crisis was one of the main reason behind why change needed in
the organization 60.975%

The researcher sought to find out how performance gap become a of reason change in
organization. The findings on Figure 4.6.1established that 43.9 % of the respondents were
strongly agree as compared to 24.39 % those respondents who were refraining themselves from
explaining their idea. Whereas the remaining 12.19% of respondents’ agree and disagree
respectively, only 7.88% of respondents were strongly disagreeing. Therefore, the majority of the
respondents were confirming performance gap as turning point because if organizational goal
and objects were not being meet, the organizational need are not being satisfied. Thus, the
finding indicates that performance gap taken as reason of change introduced.
As above the figure 4.6.1show that 56.09% of the respondents were strongly disagree regarding
sound good as cause of change in organization, 21.95% of the respondents were
disagree,12.19%and 7.32% of respondents were strongly agree &agree respectively. Only 2.44%
left neutral. This indicates that almost majority of the respondents has fell to category of
opposition and deny that the Organization introduce new engineering means for the sake
survivals so, it need mindset.

The findings on table 4.6.1illustrates that 80.49% of the respondents were disagree 21.95%
strongly disagree, and 19.51% were neutrals. Thus, the findings indicate that majority of the
Respondents were in position of resisting change and technology either deliberate or
unknowingly which he hinders more efficient way of performing work

From the above table 4.6.1researcher found that out of total respondents majority 49% of them
replied as strongly agree,22% of respondents were agree,12% disagree, and 10% of them left
neutral. Large number of respondents were confirm merger and acquisition as great reason for
the change take place in the organization while two organization are merged and function
become redundant.so, the change in organization is mandatory.

Table 4.6.1.2 summaries of respondents on reason of change in organization

Level of Factor as reason of change

agreement Identification of reaction of change for sake of planned
opportunities environment change abandonment

F % F % F % F %
Strongly 4 9.76 11 26.83 30 73.17 15 36.58
agree
agree 16 39.02 9 21.95
Neutral 7 17.07 27 65.85 12
29.27
disagree 5 12.19 1 2.44 6 14.63 5 12.19
Strongly 9 21.95 2 4.88 5 12.19
disagree
Total 41 100 41 100 41 100 41 100

Source: Survey Data (2020)

As table 4.6.1.2 shows that With regard to assessing identification of opportunity as reason of

change in organization the majority 39.02% of the respondents are found in the category of

agree, (21.95%) of them found that in the category of strongly disagree, 17.07% of respondents

neutral, 12.19% disagree and Finally the remaining small proportion shows that they were

strongly agree 9.76%. This implies that majority of respondents were confirm that identification

of opportunity as prominent factor which initiates change the in organization in the manner that

Organization Pursue Opportunity in order to Increase Competiveness even though, some of

respondents were not give their perception .

As might be seen in the above 4.6.1.2 figure the majority 65.85% of the respondents responded

neutral,26.83% strongly agree, 4.88% strongly disagree,4.4% of them were agree, and 2.4

disagree. As indicated in the above significance number of respondents’ were not answer

whether or not they agree or disagree /they were not sure / concerning about how environmental

factors affects change in organization. But 26.83% of respondents were replied as strongly agree

in both internal and external environment highly affect organization in order to survives. The

main finding here we identified is employees conclusion of respondents is that, they were not

aware about environmental role in manipulating change. Thus it indicate the worker of

municipality has great skill gap and desirers training of all aspects regarding the reason behind

why change is needed in in the organization particularly, the role of both internal and external

environmental factor and their significance otherwise being stagnant was no more work for

organization because change always important for organization to satisfy rapidly growing

customer demand.

An observation from the above 4.6.1.2 figures shows that, majority 73.17. %of respondents were

strongly agree, 14.63% of them were disagree and only 12.19% of them were oppose strongly
that the organization was changed for the sake of change .this show that many of respondents

agree that In order to improve the internal and external functionality the organizations need

changes and it is the demand of time (caetano, 1999). An organization that does not adopt

changes cannot survive long in market (boston.ma, 2000).organizational changes provide

different significant benefits e.g. it improves competitiveness, improves financial performance,

enhances employees and customer satisfaction and most important is that it leads organization

towards continuous improvement and sustainability 73.17%.

Lastly, respondents were asked as depicted in the above figure regarding the planned

abandonment as one of major reason for change needed in organization, so the majority 36.58%

strongly agree.29.27 % becomes neutral, 21.95% agree, and 12.19% disagree. Therefore, it

indicate that the planned abandonment is being confirmed by majority 36.58% of respondents as

reason of change introduced in because it was deliberate plane of organizational change. There

are different forces that influence organization for change and these forces may create

expectations of improved efficiency and better services, usually external forces leads towards

innovation. When organizational changes are well planned and carried in a structured way, it

leads to continuous improvement and organizational innovation (boston.ma, 200}

The organizational change in brief, is an intentional effort made by organization

leader/leadership/manager to take the organization towards betterment. There could be many

reasons or motivations behind the change process, including external or internal pressures for

change, technological, social or economic factors. Moreover, the vision of an organizational

leader/leadership and its innovative ideas can also be reason behind the organizational change

process and to meet future demand by competing effect fully at national level. But even though it

is clearly stated by literate review in such ways, when it is observed respondents were not fully
aware about the reason of change needed in organization amongst these are when we take sound

good as reason change in organization they did not confirm it there is also some ambiguity

regarding the technology as mean of change thus this it lead us to put organization commas

which needs some ability and talents otherwise left with change resistance ideology in which

organization become out of market share.

As The municipality, report indicates that they are in reactive change: Changes that are clearly in

response to an event or a series of events are termed reactive changes. Generally, most they are

engaged in reactive, often incremental change. These changes are attempted when the demand

for a performance an increase or decrease, or a problem/crisis occurs or develops. Incremental

changes, made in response to external forces and limited to a subsystem or a part of the

subsystem, are adaptive in nature. Recreation is also a reactive change, but it involves the

organization in its entirety, and occurs when the organization is undergoing severe crises, which

should be changed

CHAPTER FIVE
5 Summary, Conclusions and Recommendations

5.1 Summary of the Findings

The study was conducted in Dodola town municipality. The research has been focused to assess

the role of leadership in organizational change relating the successful organizational change to

visionary and innovative leadership.

 The demographic characters of respondents have shown that there is large number of

male participants in the study. In which big variation existed between the two genders..
  The majority of the respondents that is 46% responded that they do not know why vision

is important for organization. This show that they are working blindly without knowing

clearly the importance of having vision for organization. Without an appropriate vision, a

transformation effort can easily dissolve into a list of confusing, incompatible and time-

consuming projects that go in the wrong direction.

 There is problem with formulating strategy and plan for municipality. So in order to run

organization successfully, leaders must have qualities along with their vision to cope and

handle the situations of more demanding and rapidly changing business trends (Bass

1985).

 63.41% of respondents were strongly disagreeing with leaders as strategist. Therefore we

can have possible to say that leaders are not doing right thing that is they must think

strategically by keep big picture in mind & Plot direction and approach team should use

to reach desired goal

 It was shown that financial crisis was one of the main reasons behind why change needed

in the organization 60.975% not only that, the majority of the respondents were

confirming performance gap as turning point because if organizational goal and objects

were not being meet, the organizational need are not being satisfied. Thus, the finding

indicates that performance gap taken as reason of change introduced.

5.2 Conclusions
Based on the above summary of findings and objective of the study the following conclusions

were drawn:

 Workers are working without knowing clearly the importance of having vision for

organization.
  There still a need of skill full leader and whereas significance numbers of respondents

were not satisfied by existing role of leader in line with delegating the power and

authority.

 Therefore, leaders must delegate willingly and strategically to ensure everything is done

and train their employees on bigger role in the Organization however, there is evidence

that shows leaders are team players in which Let Others to Take the Leaders Role.

 Regarding the reason of change there was in gap about environmental role in

manipulating change.

 Thus, the worker of municipality has great skill gap and desirers training of all aspects

regarding the reason behind why change is needed in the organization particularly, the

role of both internal and external environmental factor and their significance otherwise

being stagnant was no more work for organization. Because Organizations are systems

that exist in the context of an external environment, an interdependent relationship, and

interact with its in order to survive and grow.

5.3 Recommendations

 There is big variation is between the two gender.

 Therefore,Leaders should empowermentWomen and equality should have to exist in the

municipality.

 The leaders of municipality have to give attention toward Employees and they must get

awareness about why the vision essential for organization and mental image of a possible

and desirable future of the organization.

 There must be visionary leader with good communication skills who is mandatory for

the municipality and the one who knows how to verbalize dreams and goals and can

explain them to his team

 Regarding proving effective role, leaders must give intensive coaching that basis on

giving and receiving accurate communication, to bring a commitment to stand with and

behind team members by creating personal commitment to build and sustain the self-

image of each team member.

 In the municipality,leaders must develop and implement comprehensive grievance and

customer complaints handling procedures and mechanisms through which using different

tools and approaches that would help to facilitate the settling of customer grievances

because establishing such method is one of the best qualities of good leaders.
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Appendix
The aim of this study is Assessing the Role of Leadership in Managing Organization Change In
Case Of West Arsi Zone Dodola Town Municipality.

To be filled by leaders, process owners and performers of Dodola town municipality.

The Aim of this questionnaire is to obtain information about Assessing Role of leadership in
managing change your organization. The study will be focuses on generating valid and
empirically based statements about why vision is important for leadership, importance of
innovative approach for leadership, Role of Leadership in Organizational Change and why is
change needed for your organizations. The research output is to fulfill the partial requirement for
Master degree or M.A. The information gathered will be used fully and with due attention to
academic purpose only. Therefore, I would like to assure you that the Data collected would not
be misused in any way. In the study Conduction process, your real and genuine responses to each
item do have an essential role for its accuracy and reliability. To this end, politely and honestly
speaking you are kindly requested to go through all questions and respond appropriately.

Thank you in advance for your cooperation

Part I. respondent backgrounds

Remarks: please, before you proceed to the questions fill the following personal backgrounds.
1. Organizational name: -------------------------------------------------------------------------------------------------
2. Your current position-----------------------------------------------------------------------------------------------
3. Service year in current position--------------------------------------------------------------------------------------:
4. Sex: 1. Male [] 2. Female [ ]

5. Age: 1. 18-25 [ ] 2. 26-35 [ ] 3. 36 Above [ ]

6. Educational background: 1. Below Diploma [ ] 2. Diploma [] 3. Degree [] 4.Above Masters [ ]

Instruction I.
The following are some questions related with visionary leadership in your organization.
1. Why vision is important for leadership in your organization?
A .for looking into future B .to has clear vision c. for betterment
D. I don’t know E, If other, please specify ____
2. Is there a visionary leader in your organization?
A. Yes B. No C. I do not know
3. How you evaluate overall effectiveness of leadership of your organization in relation to
visionary leader?
A. No visionary leader .B somehow C. I do not know
4. What do you think main objective of visionary leadership is important for your organization?
A. Create what we seek to be
B. Inspiring Vision and Communicate among subordinates
C. high trust in the leader
D. no specifies objectives.
5. If there has been some sort of visionary leadership development program, what will the
Procedure to recruit participants?
A. Assessed skill, knowledge and experience gap
B. Position
C. Potential for assuming future responsibility
D. There is no clear criteria made
E. If other, please specify----------------------------------
6. How do all level Visionary leaders in your organization come to position?
A. Based on competition through internal and external vacancy announcement
B. Through promotion
C. Based on political party affiliation
D. If other, please specify ……………………………
7. How you describe the procedure and Screening Method used to recruit Youngster for Future
leadership position in your organization?
A. Fair and transparent B. somehow fair and transparent C. Transparent but not fair
8. What do you think about the perception of young graduates for leadership positions?
A. Won’t take the responsibility B. Lack confidence to perform well C. Lack
experiences
D. Organizational policy requirement restriction e.g. Years and experience requirement
E. Absence of trend If other, please specify …
9. How do inexperienced leaders to develop their skill, behaviors and competencies of leadership
in your organization?
A. Short term training B. Coaching and mentoring C. Long term higher level leadership course
D. Extend leadership opportunities E. There is no mechanism.
Instruction II
The following are some questions related with importance of innovative approach for leadership
by process owner and leader
Indicate the extent to which you agree that each
statement characterizes importance of innovative
approach for leadership 1= strongly disagree
5= strongly agree

3 = neutral

2=disagree
4= agree

Formulating strategy and plan

1. Achieve their vision and mission
Communicate their vision
1. Promote change and widen support of their vision.
Align people and supporting system
1.Suite their vision that will be no procedural and hurdle
2.provide good atmosphere to employee to work in reality
Empower people.
1 act consistently with the new vision
2. sustain commitment to get their maximum work output
3. let work confidently for achieving the organizational
goals
Motivate followers
1.Initiating workers to their maximum abilities
2.Allow workers to complete allocated tasks within
given time
Instruction III
The following are some questions related with role of leadership in your organization
Indicate the extent to which you agree that each
statement characterizes currently explain role of
leadership in your organization.

1= strongly disagree
5= strongly agree

3 = neutral

2=disagree
4= agree

Coaching
1.developing others to succeed in their role
2. Preparing for future role.
Facilitating
1. Making things easier for others.
2. Serving as facilitator to help process.
Strategist.
1.leader must think strategically and keep big picture in
mind
2. Plot direction and approach team should use to reach
desired goal
Visionary
1.Leaders Must Have Picture Of Where They Are
Heading
2. Why That Destinations Matters To Organization.
3. Why That Destinations Matters To their team and
themselves
Change agent:
L. Leader Must Guide The Change
2.Leader Must Champion The Change
Decision maker:
1.Leader Must Need To Be Decisive And Make Hard
Choice
2. Leader Cannot Be Afraid To Make Decision.
Influencer:
1. A Leader Must Constantly Influencing others In
Positive Way.
Team player:
1.Leader Need To Be A Teammate Too
2.Leader Let Others To Take The Leaders Role

Delegator:
1 leaders delegate willingly and strategically to ensure
everything is Done
2.Train Their Employees To On Bigger Role In The
Organization
Listener
1. ‘Leaders Talk Less, Ask ,Listen And, Observe More
Instruction IV
The following are some questions related reason behind change in your organization
Simply choose the response that fits your best to rate the

5= strongly

1= strongly
3 = neutral

2=disagree
4= agree

disagree
reason why is change is needed in your organization

agree
Crisis
1. The financial crisis resulted many change in
organization.
Performance gap
1.Organizational Goal And Objects Are Not Being Met
2. Organizational Need Are Not Being Satisfied.
New technology
1. Identification of new technology is needed.
2.more efficient and economical to perform work
Identification of Opportunities
1. Organization Pursue Opportunity To Increase
Competiveness.
Reaction Environment
1. Managements And Employees Exert Pressure On
Organization
2. Costumers and competition make pressure on
organization.
3. Changing government regulation and shareholders.
4. Financial markets and other factors have great impact
on it.
Merger and Acquisition
1. If Two Organization Are Merged And Function
Redundant.
Change For Sake Of Change
1. Organization change survival of them.
 Sound Good
1. Organization introduces new engineering means.
Planned abandonment
1. Change as a results of abandoning of declining product.
2. Change due to abandoning of markets and subsidiaries.

Interview part.
1. How Can You Explain Role Of Leadership In Your Organization?
2. What Is the Purpose Of Change In Your Organization?
3. What Is The Essence Of Visionary Leadership In Your Organization?
4. What Are Importance of leaders Innovative approach In Your Organization?