SHEBA UNIVERSITY COLLEGE

SCHOOL OF GRADUATE STUDIES

MASTER OF BUSINESS ADMINISTRATION

RESEARCH THESIS ON

THE INFLUENCE OF LERADERSHIP SKILLS ON ORGANIZATIONAL MANAGEMENT

(IN THE CASE OF GIJET MUNICIPAL ADMINISTRATIION)

A RESEARCH THESIS SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR THE AWARD OF MASTER OF ARTS IN BUSINESS
ADMINISTRATION, MBA

PREPARED BY:

REG. NO:

ADVISOR:

December, 2023

Addis Ababa, Ethiopia

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Table of Contents
CHAPTER ONE: INTRODUCTION...................................................................................................................1
1.1 Introduction.......................................................................................................................................1
1.2 Background of the Study...................................................................................................................3
1.3 Statement of Problem.......................................................................................................................5
1.4 Research Questions...........................................................................................................................7
1.5 Research Objectives...........................................................................................................................7
1.6 Significance of the study....................................................................................................................7
1.6 Scope of the Study.............................................................................................................................8
1.7 Limitation of the study.......................................................................................................................8
CHAPTER TWO: LITERATURE REVIEW..........................................................................................................9
2.1 Understanding Leadership.................................................................................................................9
2.2Theories of Leadership.....................................................................................................................10
2.3 Attributes of Leaders.......................................................................................................................11
2.4 The Characteristics of Leadership....................................................................................................12
2.5 The Roles of leaders.........................................................................................................................13
2.6 Leadership styles and Models..........................................................................................................14
2.7 Leadership skills...............................................................................................................................15
2.8 Successful Negotiation Skills............................................................................................................17
2.9 The Leadership Gap.........................................................................................................................17
2.10 Bridging the Gap............................................................................................................................20
2.11 Leadership Styles and Organizational management performance................................................25
CHAPTER THREE: METHODOLOGY.............................................................................................................27
3.1 Description of the Study Area..........................................................................................................27
3.2 Research Design...............................................................................................................................27
3.3 Data Type and Source......................................................................................................................27
3.4 Description of the Target Population...............................................................................................27
3.5 Sample Size......................................................................................................................................28
3.6 Sampling Technique and Procedure................................................................................................28
3.7 Data Collection Instruments............................................................................................................28
3.8 Methods of Data Analysis................................................................................................................29
References.................................................................................................................................................30

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APPENDIX..................................................................................................................................................37

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CHAPTER ONE: INTRODUCTION

1.1 Introduction
The role of leadership in an organization is crucial in terms of creating a vision, mission,
determination and establishment of objectives, designing strategies, policies, and methods to
achieve the organizational objectives effectively and efficiently along with directing and
coordinating the efforts and organizational activities (Xu& Wang, 2008).Top quality
leadership is essential to achieve the mission and vision along with coping with the changes
occurring in the external environment (Harris, et al., 2007).In current time, many companies
are facing problems related to unethical practices, high labor turnover, poor financial
organizational management performance, etc. This may be due to the lack of effective
leadership. The main aim of many companies is to accomplish its stated objectives; hence,
there is a need of effective leaders for coordinating and motivating the employees (Vigoda-
Gadot, 2012). Unfortunately, some companies do not take account of the leadership style
adopted by their managers. Based on this premise, the present study aims to explore the
relationship between leadership style and organizational management performance. There are
several types of leadership styles such as transformational leadership, transactional
leadership, autocratic, democratic leadership, participative leadership style, etc. The
leadership styles chosen for the study are charismatic, transformational, transactional,
autocratic, bureaucratic, and democratic. The reason behind choosing these leadership styles
is the fact that they are the most practiced leadership styles throughout the globe, and if any
new ideology is developed through the research, it can improve these leadership styles further
and bring further success to organizations. Therefore, the survey was designed to focus on
these six leadership styles only.
There has been significant theoretical and empirical work carried out on organizational
management performance across the globe. For some decades now, how leadership impacts
on organizational management performance has gained prominence among academics and
practitioners working in the area of leadership (Al Khajeh, 2018; Bharga-vi &Yaseen, 2016;
Igbaekemen&Odivwri, 2015; Giambatista, 2004; Rowe et al.,2005). This is premised on the
notion that a style of leadership of an organization has a correlation with organizational
management performance(Rowe et al., 2005). The style of leadership adopted is considered
by some researchers to be particularly important in achieving organizational goals, and in

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evoking performance among subordinates (Sadia&Aman, 2018; Klein et al., 2013; Berson et
al., 2001; Zacha-ratos et al., 2000; Barling et al., 1996).

Organizations undergo rapid changes daily as a result of diverse factors. Some of these
factors are external such as competition, global market trends and technological changes.
Some of the changes over time also occur within the organizations themselves. Examples are
employee motivation, innovation, organizational culture and human resource strength
(Haqueetal.,2015;Igbaekemen&Odivwri,2015;Bass&Riggio,2006).Allthese tend to affect the
performance of these organizations. One key factor that also has the potential to largely
affect an organization’s performance is its leadership (Ng’ethe et al., 2012; Jeremy et
al.,2012).

The role of leaders in ensuring excellent organizational management performance cannot

be over emphasized. Adequate motivation, suitable work environment, compensation,
efficient communication between managers and subordinate explain important role in
promoting this goal. Planning and organization work is also very crucial. It has been
argued by some researchers that the most common problems affecting organizational
management performance in business and other institutetionts are poor attitude to work
among work force, in efficiency as well as in effectiveness of leaders in most places,
though others share a contrary view (Haque,Faizan,&Cockrill,2017). Leadership style
practiced by an organization has an impact on the success or otherwise of its operations.
Leadership style in an organization is one of the factors that play significant role in
enhancing or retarding the interest and commitment of the individuals in the organization
(Bharga-vi&Yaseen,2016;Obiwuruetal.,2011).Performance continues to be a key issue
among organizational researchers and employees are bound to perform well where they are
treated well (Haque,Faizan, &Cockrill, 2017; Barney, 1997). Javier (2002) has asserted that
performance is equivalent to the famous 3Es (economy, efficiency, and effectiveness) of a
certain program or activity. However, according to Daft (2000), organizational management
performance is the organization’s ability to attain its goals by using re- sources in an efficient
and effective manner. Quite similar to Daft (2000), Ricer-do & Wade (2001) rather define
organizational management performance as the ability of the organization to achieve its goals
and objectives.

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Organizational theorists contend that effective leadership is one of the most important
contributors to overall organizational success (Weber, 2009;Daft,2000;Pettinger,
2000;Barney,1997;Kotter & Heskett,1992;Ricardo & Wade,2001). Many leadership the
oriels have been proposed in the last fifty years, which are claimed to have influenced
the overall effectiveness of organizations where they have been employed. In the
competitive world with technological changes with in the business environment it is vital
that organizations employ leadership styles that enable them to survive in dynamic
environment (Maritz, 1995;Bass,1997). Without leadership, the probability of mistakes
occurring increases and the opportunities for success become more and more reduced.
The role of a leader is vital for the survival and progress of an organization. AlKhajeh
(2018) and Bhargavi & Yaseen (2016) in their study on leadership and organizational
management performance suggest that the role of leadership is critically important for an
organization to achieve high level of performance.

It is contended that organizations do not only exist for survival, but also to sustain the
inexistence by improving performance. In order to meet the need so the highly
competitive markets , organizations must continually increase performance by adopting
the appropriate. Leadership style .is key determine the success or failure of any
organization. Leaders influence, direct, and motivate others to perform specific tasks and
also inspire subordinates. Literature suggests that the role of leadership is critically
important for achieving the performance of organizations. To this end, some studies
argue that effective leadership role in increasing organizational management
performance are mixed (Uchen-wamgbe,2013;Hambrick,2007;Katz&Kahn,1978).

The main objective of this research is “to determine the influence of autocratic leadership
style, democratic leadership style, transactional leadership style, transformational leadership
style, charismatic leadership style and bureaucratic leadership style on the organizational
management performance”.

1.2 Background of the Study

Gijet is a town in southern Tigray, Ethiopia. This town has a latitude and longitude of13°19′N
39°10.5′E with an elevation of 2070 to 2100 meters above sea level. Gijet is the largest
settlement in the Saharti Samre District. During the Imperial era, Gijet was the center of the
Saharti District, but currently it serves as sub District.

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Gijet is small town found in Seharti SamreWereda, located in the South-East of Tigrai. It is
surrounded by tabia Tasha in the North, tabia Hintsa in the South, tabiaWaza in East and
tabiaCheli in the West. According to CSA, sited in the TOR, the total population of Gijet was
4,458 in 1999 and has increased to 6,992 in 2008E.C. Total area of the town is 238.30
hectares, of which about 100 hectares is built up. The town is found at 50Km and 60Km
distance from Samre and Mekelle respectively. Gijet has 14-270c temperature and 500-
400mm rainfall. The town is characterized as having warm climate. Currently, the urban
status of Gijet, as per the regulation of theTigrai regional government, is ‘Eshel Town Two’
(TOR, TBUDTI, 2017).

Gijet town have a transport linkage with Mekelle, Samre town &Yechila and hamlet
settlement like EndayesusTashi, AdyQaala, Awso and Dengulat towns. The most serious
problems in Gijet town is road access and are narrow streets which are not integrated with
other utility lines and illegally occupied and constructed by individual developers.
The town is situated in a rugged topography with massive development constraints in almost
all except southern directions. Possible potential expansion for the town seems to be on the
southern part of the TsahloKushet. The town is bounded by Cheli to the west, Tashi to north,
Wanza to the east and Hntsa to the south where the potential expansion direction. In general,
the topography of Gijet town is marked by steep landscape in all direction except to the
south. All except south where highly-dissected plateau marked by alternating high and low
elevations with high decrease in altitude to the south.

The drainage system of Gijet town is explicitly guided by the topographic characteristics of
the area. There is one stream which originates from the northern high lands of Gijet and
passes through eastern edge of the town. The drainage system is within the catchment of
Tekeze and follows towards the south. The town is exposed to flooding because it is
surrounded by mountainous areas except in the south. The topography variation was noted in
the watershed that facilitates the surface drainage system of the town. Sewage and other
pollutants from the town may enter to the downstream causing water pollution during
rainstorms.

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1: Location of Gije

1.3 Statement of Problem

According to (Adair, 2005:12) leadership is defined as the ability to make decisions, having
energy, having a sense of duty; confidence; and pride in command; however Daft (2007:4)
defines leadership as an influential relationship among leaders and followers who intend real
changes and outcomes that reflect their shared purposes. Burke (2007:28) believes that
without dynamic leadership, the project teams responsible for delivery of organization
objectives would be like a rudderless boat. A rudderless boat defined as: moving without
direction. Summers (2009:126) states that the aim of leadership should be to ensure that there
is improvement of human beings as well as equipment, to improve quality standards, to
ensure that there is a substantial amount of delivery; and to bring pride of workmanship to
human beings. Yudelowitz, Koch and Field (2002:2) postulate that leadership is a quality, a
culture, a role, a mind-set and a set of actions. Leadership encompasses everything that is
necessary to induce a constructive change.

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There are many challenges that today’s organization face in order to justify their existence.
Some of these challenges include staying competitive; growing shareholder value, and
sustainability. These organizations participate and implement a magnitude of initiatives to
achieve their objective, whatever those objectives might be. In order to achieve these
objectives, organizations are often faced with the challenge of finding the right skills and
leadership to deliver the desired results.

A large number of organizations spend considerable huge amount on solving managerial

problems. Besides, research on management’s leadership style and organizational
performance are limited and personnel do not know enough about management’s leadership
style and the organizational productivity. Several organizations today have the problem of
leadership and the style to be adopted in leading employees. Over the years, organizations
have faced the bureaucratic leadership. Consequently many leadership ideas within the last
century have affected the general effectiveness of organization’s productivity (Heurieglet,
2004). Leadership has a characteristic that distinguishes it as a dynamic symbolic movement
where every employee looks up to for adjustment when necessary. These characteristics
explain the vital sensitive and proper positioning of leaders in organization. The absence of
effective leadership is a serious problem endemic in many organizations. It is obvious that the
resultant outcome is poor staff performance, absence of motivation, poor growth and
development of the institutions.

The role of leadership is well investigated on the basis of its competences and characteristics
to address different organizational issue. Many leadership theories and leadership styles are
presented by the scholars to handle and manage different organizational situations. Defining
and discussing different characteristics of leadership authors also mention that some of these
characteristics are more important, which a leadership should have to address the phenomena
of organizational change successfully, but the relationship between the leadership skills and
successful organizational management performance is not much investigated.

Coming to the stage where it is believed 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, what is the influence of leadership skills of a leader on successful organizational
management performance? And this area will be the focus of this thesis.

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On the basis of literature review, case studies and proposed model, the researcher will see in
this thesis that how leadership skills of a leader influenced the organizational management
performance. Hence, this would sort to investigate the influence of a leader’s leadership
skills on organizational management.

1.4 Research Questions

 How significant is the effect of leadership skills Gijet’s administration on
its organizational performance?
 What are the leadership milestones/ concerns within the administration (Gijet) that
causes its office management to succeed or fail?
 What is the relationship between leadership skills and organizational management in
Gijet?
 What is the leadership style being exercised in the administration office of Gijet?

1.5 Research Objectives

The general objective of the study is to assess the influence of leadership skills on
organizational management in Gijet Municipal.
The specific objectives are:
To identify the significant effect of leadership skills on the organizational
performance of Gijet
To know the leadership milestones/ concerns within the organization (Gijet) that
causes organizations to succeed or fail
To explore the relationship between successful organizational change and leadership
To disclose the leadership styles being exercised in Gijet administration.

1.6 Significance of the study

The study findings will benefit the municipality and the Tigray region administration as a
whole. This study will benefit the government in knowing the reasons why there is few

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women in managerial positions in the management of organizations. This study will be
helpful to the municipality for it will be in position to understand the factors that can promote
leaders management in various sectors of the society.

The study might serve to strengthen efforts to implement smooth administration policies in
Tigray region and might encourage more leaders to put themselves forward for appointment
to management positions once they are armed with information to help them deal with the
demands of being a skilled leader.

Moreover, policymakers might consider mounting programmers to adequately prepare

leaders for management and leadership roles and responsibilities.

Last but by no means least the findings will be of use for making conclusions,
recommendations and suggestion for further studies.

1.6 Scope of the Study

The research will focus on the influence of a leader’s leadership skills on the organizational
management performance of Gijet municipal. However, the purpose of this study is assessing
the influence of leadership skills on organizational management performance of Gijet
municipal.

1.7 Limitation of the study

This study will be limited by inadequate time and funds in facilitating the research process.
The researcher will overcome this by ensuring that time and resources present that will be
utilized efficiently and effectively. Moreover, the research is to be conducted by assuming
that the instruments and tools will be measured consistently and correctly what they will be
supposed to measure. But in practical research instruments and tools are not 100% measured
consistently and correctly. Thus, this research similarly will be constrained by this effect of
being not perfection.

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CHAPTER TWO: LITERATURE REVIEW

2.1 Understanding Leadership

Like most others, the concepts leadership, leader and followers appear to be more known than
understood. For example, if you are asked whether or not have ever been leading a group,
you may say yes and list many responsibilities you were once assigned to. You might have
been a trainee’s council president, a coordinator of small business enterprise or other
organization, etc. You are right! You may not even need to have been in charge of these
responsibilities to be a leader. This is what makes the definition of leader, its attributes, and
role and leadership somehow difficult. Now, before we define the leadership as a process,
let’s see what the related concept leader refers to under different conditions. Different people
have defined the concept as follows:-

 A leader is someone who people choose to follow: nothing more nothing less.
 A leader is influences others to do things that they may not otherwise do.
 Leaders are those people who improve the lives of affiliated individuals and
organizations.
 Ideally, the effective leader is a person of integrity.
Here are some definitions given by leadership writers and world famous leaders over the last
century.

“Leadership is influence- nothing more, nothing less.” (Maxwell, 2001)

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“Leadership is the ability to influence people towards the accomplishment of goals. It is
associated with the determination of the goals. It is a vision for the future and the process of
change to reach the goals the future.” (Chandan, 1997)“Leadership is a function of knowing
yourself, having a vision that is well communicated building trust among colleagues, and
taking effective action to realize your own leadership potential.” (Bennis, 2003) “Leadership
is speaking, listening, and acting in a way that mobilizes self and others to take effective
action to realize vision, possibilities and dreams.” (Friedman, 2005) Leadership is simply
means giving direction and the quality of good leader comprises of the personality and style
of treatment which influences the behaviour of others. It is the process of influencing others
to work towards the achievement of objectives.

2.2Theories of Leadership
There are several approaches to the study of leadership and is classified into three categories.

A. Trait Leadership Theory

According this theory there are distinctive physical and psychological characteristics
accounting for leadership effectiveness. This theory assumes that leaders are born not made.
Professor Edwin Giselle, one of the trait theory advocators, identified the following six traits
in order of importance as significant traits for effective leadership.

1. Supervisory ability: - getting the job done through others.

2. Need for Occupational Achievement:- seeking responsibility and motivation to
perform
hard to succeed.
3. Decisiveness: - the ability to solve the problem and make decision competitively.
4. Intelligence:- The ability to use good judgement reasoning and thinking capacity.
5. Self-assurances:- viewing oneself as capable of coping with problems, behaving in a
manner that shows others that you have self –confidence.
6. Initiative :- self –starting in getting the job done with a minimum of supervision from
once boss.

B- Behavioural Leadership Theory

It believes that leaders should develop a distinctive and consistent style while they interact
with group members. It usually credited participatory styles of leadership. The behavioural

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theorists contend that a leader style is oriented towards an employee centred or a job centred
emphasis.

 Employee Centred Orientation:- The leader at this circumstance emphasizes

developing friendly, open relationship with employees and is very sensitive to their
personal and social needs.
 A Job-Centred Orientation:- Is one in which the leader emphasizes getting the job
done by planning, organizing, delegating, making decisions, evaluating performance
and exercising close management control.
The other leadership theory that emanates from behavioural leadership is:-

Transformational Leadership Theory: - It directly refers to employee’s centred orientation

in which leaders consider themselves as change agents, and are courageous to face risks. The
leader renders selfless in elevating, mobilizing, inspiring to its subordinate.

C- Contingency (Situational) Leadership theory: - It insists that successful leadership

depends on the relationship between the organizational situation and the leader style. The
organizational style can include such variables as the managers and subordinates values,
attitudes and experience and the nature of the particular work to be accomplished including
time and money. Thus leaders can adopt different styles in accordance to the prevailing
situations.

2.3 Attributes of Leaders

Attributes of leaders refers to characteristics that most leaders commonly possess. Let’s now
consider the following some attributes of leaders given by Gardner (1990). The attributes are
not present in every leader amassed, however.

1. Physical Vitality and Stamina: - a high energy level or physical durability. Top
leaders need have energy to convene meeting after a hard day’s work, to chair long
and heated debates, to represent groups before the city council, and so on.
2. Intelligence and Judgement in Action:- leaders need to be careful observers and be
men/women of not only analysis but also action. Judgement refers to the ability to
combine hard data, questionable data and intuitive guesses to arrive at conclusion that
events prove to be correct. Judgement in action includes effective problem solving,
the design of strategies, the setting of priorities and intuitive as well as rational

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 judgement. It also includes the capacity to appraise the potentialities of co-workers
and opponents.
3. Willingness (Eagerness) to accept Responsibilities:- refers to the impulse to
exercise initiative in social situations, to bear the burden of making the decision, to
step forward when no one else will.
4. Confidence: - leaders need have a sense of assurance in expressing positive
influence, a confidence that others will react affirmatively. It requires confidence to
take the risk that leaders take, and confidence to handle the hostility that leaders must
absorb.
5. Skill in dealing with People:- this refers to social perceptiveness. It is the ability to
appraise accurately the readiness or resistance of followers to move in a given
direction , to know when dissention or confusion is undermining the group’s will to
act, to make the most of the motives that are there, and to understand the sensitivities.
For example, leaders need not make ill-considered hasty promise; should not be
bumptious; not be cowardly; not be obsequious, not to be ungracious to peers; not
given to nasty alterations with subordinates.

6. Adaptability, Flexibility of Approach:- leaders need have stable goals but flexible
tactics. Leaders need have the ability to shift swiftly and without second thought from
a failing tactic to another approach, and if that do not work, to still another. Leaders
need not cling stubbornly to an approach that was not produce results.
The above are among the most important leadership attributes. In any case we should not
think rigidly or mechanically about the attributes of leaders. It all depends on the kind of
leadership being exercised, the context, the nature of followers, etc.

2.4 The Characteristics of Leadership

There are different characteristics effective Leadership.

 Maturity
 Abundance Mentality
 Communicator
 People focused
 Visionary

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Effective leadership has certain, basic and visionary characteristics. The aim of strong leader
is to translate their “vision” in to reality. So, how is this done? Here are 12 characteristics of
an effective leader to consider.

 Risk taker
 Self- control
 Caring Individual
 Modest
 Balance
 Resolute
 Motivational
 A clear communication
 Visionary
 Sense of Humour
 Ethical
 Dedicated to the “cause”

2.5 The Roles of leaders

A leader motivates, strategizes, enlightens, acts, plans, builds, institutes, produces and serves
as a symbol. Leaders of organizations are persons whose roles are to stimulate and inspire the
employees to contribute willingly, cooperatively and zealously to the achievement of
organizational goals. Leaders are expected to effectively communicate with their followers
and are believed to handle their human resources effectively to achieve goals.

In organizational setting leaders are persons who have technical, managerial, and conceptual
knowledge so that they can act as technical, managerial and institutional level. Leaders are
inevitable symbols. Workers singled out to be supervisors discovered that they are symbols of
managers. Sergeants symbolized chain of command. Religious leaders symbolize their
church. In a group threatened with internal strife/conflict/, the leader may be a crucial symbol
of unity. Most leaders become quite aware of the symbolic aspects of their roles and make
effective use of them. One of the 20 th c leaders who did so most skillfully was Gandhi. In the
issue he chose to do battle on, in the way he conducted his campaigns, in the jail terms and
the fasting, in his manner of dress, he symbolized his people, their desperate need, and their
struggle against operation. However, leaders do not always function as being symbol.

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Sometimes, leaders bound by the oath of office were lying to the public, lying to the
parliament, and lying to one another. Then to the people they become symbols of all the
falsehoods and betrayals committed by a distant and distrusted government.. Leaders are
required to carry on a certain managerial functions like goal setting and delegating. Thus, the
act of leading and managing is different. However, the truth is that the two have a lot in
common and are not as such exclusive of one another. A close study of management and
leadership suggests that management is about planning, organizing, leading and controlling
which implies handling financial and material resources, as well as people. On the other
hand, leadership is about setting direction, aligning, people and motivating and inspiring
them.

2.6 Leadership styles and Models

1. Autocratic /Authoritarian Leadership:-This is often considered the classical
approach. It is one in which the manager retains as much power and decision making
authority as possible. The manager does not consult employees, nor does he /she
allow them to give any input. In most cases, leaders order their employees and need
response without giving them any chance to raise question or suggestions. Employees
are expected to obey orders without receiving any explanation. This is the style of
leadership where by leaders centralize every decision under their control. The
motivation environment is produced by creating a structured set of rewards and
punishment.
2. Bureaucratic Leadership: - is where the manager leader manages “by the book.”
Everything must be done according to procedure or policy. If it isn’t covered by the
book, the manager refers to the next level above him or her. This manager is really
more of a police officer than a leader. He/she enforce the rule.
3. Charismatic Leadership:-
This style of leadership rests on the following three basic assumptions:-
 Charm and grace are all that are needed to create followers;
 Self-belief is the fundamental need of leaders;
 People follow others that they personally admire.
The charismatic leader gathers followers through impression of personality and charm, rather
than any form of external power or authority. They are pay a great of attention to
scanning and reading their environment, and re good at picking up the moods and

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 concerns of both individuals and larger audiences. The charismatic leaders use a wide
range of methods to manage their image and, if they are not naturally charismatic, may
practice continuously at developing their skills. Deliberate charisma is played out in a
theatrical sense. Many politicians use a charismatic style, as they need to gather a large
number of followers. The charismatic leader will typically attach them firmly to identify
of the group, such that to join the group is to become one with the leader. In doing so,
they create an unchallengeable position for themselves.

4. Democratic (Participative) Leadership

The democratic leadership style is also called the participative style as it encourages
employees to be a part of the decision making. It keeps .his/her employees informed
about everything that affects their work and shares decision making and problem solving
responsibility. This style requires the leader to be a coach who has the final say, but
gathers information from staff members before making decision. Typically the
democratic leader:-
 Develop plans to help employees evaluate their own performance;
 Allows employees to establish goals;
 Encourage employees to grow on the job and to be promoted;
 Recognizes and encourages achievement.

5.Laissez-fair Leadership
These kinds of leaders take no interest either in production in people. Leaders of this
leadership style “let things drift”. They do not effectively supervise and control the decision
making process. It is also known as the “hand –off” style. All authority or power is given to
the employees and they must determine goals, make decisions, and resolve problem on their
own.

2.7 Leadership skills

When we talk about leadership skills, what exactly do we mean? Leadership skills are the
tools, behaviors and capabilities that a person needs in order to be successful at motivating
and directing others. Yet true leadership skills involve something more; the ability to help
people grow in their own abilities. It can be said that the most successful leaders are those
that drive others to achieve their own success.

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  Conceptual
 Technical
 Interdependence
 Successful negotiation skills
Skills, for leaders, refer to their abilities to choose and perform the right techniques at the
right time, successfully, regularly, and with a minimum of effect. Competence is a learnt
quality which refers to the ability to perform tasks and roles to the standard people expect; a
set of personal capabilities or characteristics (Neufeld and Norman, 1985). Whether or not
people’s capabilities or skills make them competent in a particular job depends on their being
able to meet the requirements for that job. The skills though different from one another, have
frequent overlap in that one skill had something to do with the other. For example, a
visionary leader and one having a very good skill of communicating that would quit
acceptably are highly motivating to followers. Likewise a leader who is expert in negotiation
will have or no problem of delegating tasks or building and leading effective teams which are
also as equally important title as other managerial functions and activities.

Leadership is a crucial attributes that many managers lack despite their job title. It is common
practice for companies to promote employees with the best result, but sometimes the best
sales man does make the best manager. True leaders are able to instil trust, provide direction
and delegate responsibility amongst team members.

Leadership skills are generally regarded as competencies that can be learned and developed
for an effective leadership. The Three fundamental skills of leadership are as follows:-

Conceptual Skills: - ability to work with abstractions and hypothetical notions, ability to
deal with ideas and concepts that have potential to shape the organization in the future.
People with conceptual skills have good imagination and ability to stimulate their creativity
with the process of synthesis and analysis. Conceptual skills are central to creating a vision
and strategic plans for an organization.

Human skills: - are people skills; these are ability of the leaders to effectively work with
subordinates, peers, and bosses. The soft skills can be considered as “traits” for people who
have them naturally and “skills” for others who have train themselves consciously to be more
effective in dealing with others.

16
Technical skills:- The job knowledge required for a particular leadership role can be termed
as technical skills. The leader must understand the output of the organization interims of
product or services, without which he/she can’t possibly utilize his/ her conceptual skills to
their maximum ability.

2.8 Successful Negotiation Skills

Effective negotiation helps you to resolve situations where what you want conflicts with what
someone else wants. The aim of win-win negotiation is to find a solution that is acceptable to
both parties, and leaves both parties feeling that they have won, is some way, after the event.

However, a win-win negotiation is not the only approach to negotiation. These are different
styles of negotiation, depending on circumstances. For example, where you do not expect to
deal with people ever again and you do not need their good will, then it may be appropriate to
“play hardball” seeking to win a negotiation while the other person loses out. Many people go
through this when they buy or sell a house- this is why house-buying can be such a
confrontational and unpleasant experience.

Similarly, where there is a great deal at stake in a negotiation, then it may be appropriate to
prepare in detail and legitimate “gamesmanship” to gain advantage. Anyone who has been
involved with large sales negotiations will be familiar with this. Neither of these approaches
is usually much good for resolving disputes with people with whom you have an ongoing
relationship: If one person plays hardball, then this disadvantages the other person- this may,
quite fairly, lead to reprisal later.

2.9 The Leadership Gap

What you need, and don’t have, when it comes to leadership talent

Identifying the Need

For organizations to build leadership strength, they first need to know what elements of
leadership are needed and valued in the organization and for what roles. This may be an
obvious point, but it is one that has organizations spending enormous sums of money and
time trying to define needed competencies.

17
Fine-tuning or customizing an organization’s competency model may be a needed and
valuable task as organizations build a leadership strategy and create development initiatives;
however, the following 20 skills and perspectives have been identified and refined though
research and work with leaders and organizations:

1) Balancing personal life and work – balancing work priorities with personal life so
that neither is neglected.
2) Being a quick learner – quickly learning new technical or business knowledge.
3) Building and mending relationships – responding to co-workers and external parties
diplomatically.
4) Compassion and sensitivity – showing understanding of human needs.
5) Composure – remaining calm during difficult times.
6) Confronting people – acting resolutely when dealing with problems.
7) Culturally adaptable – adjusting to ethnic/regional expectations regarding Human
Resource practices and effective team process.
8) Decisiveness – preferring doing or acting over thinking about the situation.
9) Doing whatever it takes – persevering under adverse conditions.
10) Employee development – coaching and encouraging employees to develop in their
career.
11) Inspiring commitment – recognizing and rewarding employees’ achievements.
12) Leading people – directing and motivating people.
13) Managing change – using effective strategies to facilitate organizational change.
14) Managing one’s career – using professional relationships (such as networking,
coaching, and mentoring) to promote one’s career.
15) Participative management – involving others (such as listening, communicating,
informing) in critical initiatives.
16) Putting people at ease – displaying warmth and using humor appropriately.
17) Resource fullness– working effectively with top management.
18) Respecting individuals’ differences - effectively working with and treating people of
varying backgrounds (culture, gender, age, educational background) and perspectives
fairly.
19) Self-awareness – recognizing personal limits and strengths.
20) Strategic planning – translating vision into realistic business strategies, including
long-term objectives. All of the 20 competencies are expected to be more important

18
 for effective leadership in the future than they are currently. All the competences are
increasingly important for leaders and organizations to develop and maintain. This
holds true across countries, industries, and organizational levels.
Seven competencies are identified as most critical for success, now and in the future:

1. Leading people.
2. Strategic planning.
3. Managing change.
4. Inspiring commitment.
5. Resourcefulness.
6. Doing whatever it takes.
7. Being a quick learner.
In the future, participative management is added to the top list as well, indicating that leaders

will increasingly rely on collaboration to get the job done. Leaders who are effective in each
of these areas, then, have strengths that are needed and will continue to be needed by
organizations in the years to come. Those whose strengths lie primarily in the other areas will
have significant learning to do to remain as relevant and effective as their peers who have
demonstrated the most-desired competencies.

The Future Leadership Gap

Leaders are not adequately prepared for the future. Today’s leadership capacity is insufficient
to meet future leadership requirements. This finding is consistent across countries,
organizations, and level in the organization.

The four most important future skills — leading people, strategic planning, inspiring
commitment, and managing change — are among the weakest competencies for today’s
leaders. The leadership gap, then, appears notably in high-priority, high-stakes areas. Other
areas where there is a significant gap between the needed and existing skill levels are:
employee development, balancing personal life and work, and decisiveness. These areas are
flagged below as “key gaps”— competencies that are not strengths but are considered
important. Conversely, many leaders’ strengths are not in areas that are most important for
success. Organizations report greater bench strength in areas of building and mending
relationships, compassion and sensitivity, cultural adaptability, respecting individual
differences, composure, and self-awareness. In organizations where this is the case, sufficient

19
skill-level has been established in these areas and further large-scale efforts to boost these
areas are unnecessary. These are mapped in the charts below as “over-investments.”

Only four areas are considered to be “on-track,” with the current level of strength matching
the level of importance: being a quick learner, resourcefulness, participative management,
and doing whatever it takes.

Figure: The Future Leadership Gap

Over Investment On Track

Building and mending relationships Being a quick learner

Compassion and sensitivity Resourcefulness

Culturally adaptable Participative management

Respecting individual differences Doing whatever it takes
Composure

Self-awareness Key Gap

Reserves
Leading people

Strategic planning
Confronting people
Inspiring commitment
Putting people at ease
Managing change
Managing one’s career Employee development

Balancing personal life and work

Figure: The Future Leadership Gap
Decisiveness

2.10 Bridging the Gap

A current deficit of needed leadership skills is a problem; a gap between current leadership
bench strength and future leadership demands is a serious liability. The sooner organizations
can understand the reality of their leadership situation, the quicker they can move to adapt by
re-focusing leadership development efforts and re-thinking recruitment priorities.

To increase leadership capacity, organizations will want to take both a strategic and a tactical
approach.

20
On the individual and tactical level, managers will want to align the development experiences
of managers with organizational objectives. Here are ideas for developing the seven
competencies found to have the largest future leadership gap:

Leading people

Leaders who have good skills in directing and motivating people know how to interact with
staff in ways that motivate them. They delegate to employees effectively, broaden employee
opportunities, act with fairness toward direct reports, and hire talented people for their teams.
To develop this skill in your organization you will want to:

Communicate the specific behaviors and skills that are related to managing others
well. Be sure managers know them and understand them in context of their roles.
Assess leaders on the key behaviors and skills. Use consistent assessment practices;
360-degree leadership development assessment tools are often most detailed and
helpful.
Create training programs and developmental assignments. Arrange for training and
facilitation by reputable leadership development organizations.
Develop internal groups to share experiences. Use forums and discussion groups to
share lessons learned and best practices related to handling teams.
Foster a feedback-rich environment. Develop mentoring programs and train
management in ways to give feedback effectively.
Strategic Planning

This skill involves translating vision into realistic business strategies. Managers who are
highly competent in this area typically articulate long-term objectives and strategies, develop
plans that balance long-term goals with immediate needs, update plans to reflect changing
circumstances, and develop plans that contain contingencies for future changes.
To improve this skill, organizations might:

Share the strategy. Top management should communicate the strategy, as well as
factors influencing the strategy, with management groups and others.
Teach strategic skills. Arrange training in strategy development, change management,
and risk management.
Cast a wide net. Involve bright, young managers in strategy development.

21
 Expose managers to needed skills. Rotate managers at regular intervals so that more
managers are prepared for senior management positions.
Support learning. Provide necessary mentoring support and coaching.

Inspiring Commitment

Managers who recognize and reward employees’ achievements are able to inspire
commitment from their subordinates. Such managers publicly praise others for their
performance, understand what motivates other people to perform at their best, and provide
tangible rewards for significant organizational achievements. Organizations can strengthen
this skill by:

Clarifying the vision. Describe how it connects with employees’ roles and talk about
the responsibility each person has for realizing the organization’s vision.
Passing it on. Help managers effectively and consistently communicate a clear vision
and direction.
Raising standards. Encourage managers to expect high standards of performance and
interpersonal competence.
Reinforcing success. Develop recognition opportunities for managers to publicly
acknowledge their employees.
Managing change

Skilled leaders have developed effective strategies for facilitating organizational change.
Such a manager views change positively, adapts plans as necessary, manages others’
resistance to change, adapts to the changing external pressures facing the organization, and
involves others in the design and implementation of change. To develop this skill
organizations may:

Offer change management classes, discussions, or courses.

Encourage managers to involve others in decision making during organizational
change.
Create a “space” for managers to exchange creative ideas and solutions.
Accept employees’ resistance to change and help managers develop strategies to deal
with it.

22
Employee development

A manager skilled in the area of employee development usually coaches employees to

improve performance, provides guidance, encourages career development, and ensures
employees understand their roles. To develop this skill:

Encourage managers to have career goal discussions with employees regularly.

Develop a succession planning process that incorporates developmental events.

Balancing personal life and work

Managers with adequate work life balance are able to balance work priorities with personal
life so that neither is neglected. Such managers behave in ways that suggest there is more to
life than having a career. They participate in activities outside of work, don’t take work so
seriously that their family and personal lives suffer, and are not workaholics. To strengthen
this skill:

Build awareness of personal style and behaviors.

Hold discussions on when, where, and how to say no.
Teach organizational skills (reviewing goals, plans, and priorities) and delegation
skills.
Offer stress reduction, yoga or exercise programs.
Consider offering on-site services such as day care, a gym, or financial management
programs.
Examine the time-off policies and other strategies, such as telecommuting or flex
time, for helping employees manage their time.
Decisiveness

A decisive manager prefers doing or acting over thinking about the situation. Such a manager
does not hesitate when making decisions, does not become overwhelmed when action is
needed, and is action oriented. To improve this skill:

Help managers determine priorities.

Create processes for helping managers gather and obtain relevant information needed
for decision making.
Help managers take calculated risks to demonstrate their orientation to action.

23
 Offer classes on creating and sustaining a more efficient workspace.
Develop criteria and a process for decision making in the organization; clarify
responsibilities.
In the absence of new investments in developing critical skills and perspectives, the
leadership gap in organizations will continue to widen. Some organizations will heed the call
and be poised to recruit and develop high-caliber leaders whose strengths match
organizational needs, rather than the skill sets needed five or ten years ago.

Of course, for organizations to prevent a system-wide leadership gap, they need to create a
cohesive approach to leadership development. Unfortunately, many organizations lack a
coherent sense of what needs to be developed and how to go about it. Below are five steps
organizations can take to help bridge the gap between current leadership talent and
future leadership needs:

Perform a needs assessment

Identify the capabilities managers need now and in the future to execute and sustain the
organization’s strategy.

Create a leadership strategy

A clear understanding of the leadership behaviors and skills that are required to implement
the organization’s business strategy allows executives to develop a leadership strategy. In
turn, development initiatives can be aligned with operational needs.

Develop clear, specific goals and strategies for individual leadership development
Assess managers’ strengths and weaknesses as leaders against the core competencies
identified in the needs assessment. Other assessments, including 360-degree feedback tools,
can be helpful in evaluating individuals’ areas of strength and development needs. Be sure to
factor in feedback, coaching, and assessment toward goal attainment.

Create systems
Excel at recruiting, identifying, and developing talent as well as performance management
and retention.

Evaluate
Build in systems for measuring how these efforts are paying off across the organization.
What additional resources are needed? What metrics are in place to assess impact?

24
In the absence of new investments in developing critical skills and perspectives, the
leadership gap in organizations will continue to widen. Some organizations will heed the call
and be poised to recruit and develop high-caliber leaders whose strengths match
organizational needs, rather than the skill sets needed five or ten years ago.

2.11 Leadership Styles and Organizational management

performance
It is considered that an organization’s leadership undoubtedly has a strong bearing on its
performance, employee job satisfaction and employee commitment. Some researchers have
argued that leaders motivate and help their employees to be competitive by using effective
leadership styles (Bhargavi&Ya-seen, 2016; Bass &Riggio, 2006; Luftman, 2004).
Relationship between leadership style and organizational management performance has been
topical in recent times .Research shows that leadership style has a significant relationship
with organizational management performance, and different leadership styles may have a
positive correlation or negative correlation with the organizational management
performance, depending on
thevariablesusedbyresearchers(Wangetal.,2010).Therefore,theleader’sissues of effective
leadership style(s) are imperative to promoting standards of excellence in the
professional development to the members of the organization.

McGrath & MacMillan (2000) contend that there is significant relationship between
leadership styles and organizational management
performance.Effectiveleadershipstyleisseenaspotentsourceofmanagingdevelopmentandsu
stainedcompetitive advantage (Al Khajeh, 2018). Leadership style helps the organization
to achieve its current to objectives more efficiently by linkage rewards and by ensuring
that employees have the resources needed to get the job done. Sun compared leadership
style with leadership performance in schools and enterprises and found that leadership
style had a significantly positive correlation with the organizational management
performance in both schools and enterprises. According to Kotter (1995), without
leadership, the probability of mistakes occurring increases and the opportunities for
success become more and more reduced. In this way, leadership, together with stimulants
and incentives, promotes people’s motivation towards achieving common goals, having a
relevant role in the processes of forming, transmitting and changing organizational
culture (Senge, 1990).

25
Assuming the essence of leadership is influence, leadership could broadly be defined as the
art of mobilizing others to want to struggle for shared aspirations (Druskat et al., 2003).
However, it could be argued this “influence, mobilization and struggle” are of little value in
an organizational context unless the effects ultimately yield an outcome in line with the
“shared aspiration” for leadership to be deemed successful. Leadership is all about results.
Creating results in today’s ever changing and increasingly competitive world requires a very
different kind of leadership from what was studied in the past (Haque et al., 2015). While
leaders in the past managed perhaps complex organizations, this was in a world of relative
stability and predictability. In today’s globalized world, with organizations coping with
rapidly changing environments, leaders face a new reality. Working in flexible contexts and
connected by real-time electronic communication, increasingly mobile employees have
themselves become the critical re- source of their organizations (Wang et al., 2010). What is
now needed are leaders who simultaneously can be agents of change and centers of gravity,
keep internal focus and enable people and organization to adapt and be successful
(Jyoti&Bhau, 2015; )

26
CHAPTER THREE: METHODOLOGY

3.1 Description of the Study Area

Gijet is a town in southern Tigray, Ethiopia. This town has a latitude and longitude of13°19′N
39°10.5′E with an elevation of 2070 to 2100 meters above sea level. Gijet is the largest
settlement in the Saharti Samre District. During the Imperial era, Gijet was the center of the
Saharti District, but currently it serves as sub District.

Gijet is small town found in Seharti SamreWereda, located in the South-East of Tigrai. It is
surrounded by tabia Tasha in the North, tabia Hintsa in the South, tabiaWaza in East and
tabiaCheli in the West. According to CSA, sited in the TOR, the total population of Gijet was
4,458 in 1999 and has increased to 6,992 in 2008E.C. Total area of the town is 238.30
hectares, of which about 100 hectares is built up. The town is found at 50Km and 60Km
distance from Samre and Mekelle respectively. Gijet has 14-270c temperature and 500-
400mm rainfall. The town is characterized as having warm climate. Currently, the urban
status of Gijet, as per the regulation of theTigrai regional government, is ‘Eshel Town Two’
(TOR, TBUDTI, 2017).

3.2 Research Design

This study will utilize quantitative approach as the objective is to determine relationship
between dependent variable organizational management performance and independent
variable leadership skills.

3.3 Data Type and Source

The study will be conducted using both primary and secondary sources of data. Interviews
and questionnaires will form the basis for the primary sources of data. And several
publications and bulletins will form the basis for the secondary sources of data.

3.4 Description of the Target Population

27
The population of the study will consist of employees of Gijet Municipal Administration.
These employees classified according to their job position in the Municipal Administration.
Namely the employees who are going to be participated in this research are:

 Lower level (Clerical level) employees

 Middle level employees
 Management Committee and/or Administrators

3.5 Sample Size

The study will cover fifty (50) randomly selected banks in Ibadan metropolis, Oyo state,
Nigeria. A structured questionnaire will be used in gathering relevant data from the
management committee (and/ or administrator); middle level employees and clerical level
employees face to face respectively. 50 questionnaires will be filled and returned by the
respondents.

3.6 Sampling Technique and Procedure

A random sampling will be utilized to determine the predictive relationship between
independent variables leadership skills and dependent variable organizational management
performance. In order to ensure a high response rate, the questionnaires will be handed
personally to the respondent and collected immediately once they were completed by the
respondent. Besides, some lecturers will be aided in the collection and completion of
questionnaires.

3.7 Data Collection Instruments

The data will be collected using the semi-structured interview guide and survey questionnaires. The
study will be conducted using both primary and secondary sources of data. Semi-
structured interviews and survey questionnaire formed the basis for the primary sources
of data. A semi-structured interview guide and survey questionnaire will be designed for
the respondents. The employees of the organization will be put into groups according to
their function or department at the organization. All the required permissions will be taken
from the municipal authorities for conducting the survey. After all the procedures, the
questionnaires will be distributed and the respondents have to fill them out. The responses of
the respondents will be measured using a five point Liker scale where the frequency

28
performance was distributed into 5 levels “never”, “little”, “occasionally”, “often” and
“always”.

3.8 Methods of Data Analysis

The reliability of the data will be measured using cronbach’s Alpha reliability coefficient.
The cronbach’s alpha coefficient values for charismatic leadership, bureaucratic leadership,
transformational leadership, transactional leadership, democratic leadership and autocratic
leadership will be computed.

Data collected with the semi-structured interview guide and survey questionnaire will be
imported into Statistical Package for Social Sciences (SPSS) for analysis. The data will be
presented in a manner that allowed for easy analysis and testing using SPSS. Once the data is
imported into a SPSS spreadsheet, from the Microsoft excel spread sheet, the researcher will
proceed to calculate the necessary leadership scores as per the respective scoring keys
provided along with the interview guide and survey questionnaire, available to the
respondents.

29
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APPENDIX
SHEBA UNIVERSITY COLLEGE
SCHOOL OF GRADUATE STUDIES
MASTER OF BUSINESS ADMINISTRATION

QUESTIONNAIRE

Dear respondent,

I am a Masters student from The University of College of Sheba pursuing Master’s Degree in
Business Administration. This study is geared towards meeting the requirements for the Master’s
Degree program. I therefore humbly request for your assistance and cooperation in gathering
information on the influence of leadership skills on organizational management in Gijet town
municipal.

Instructions to the respondents

1. Please answer all questions

2. Please note that no answer is wrong and no answer is right, all answers will be
treated as equal

3. The information gathered is purely for academic purposes and will be treated
with absolute confidentiality

4. Please answer all the questions by filling in the space provided and/or by
ticking the appropriate answer that best suits your opinion for each question.

5. Do not indicate your name or any form of identification.

Part I Personal Details

1. Sex: Male Female

2. Marital Status: Single Married

37
3.Education: Secondary School Diploma graduate

First degree graduate MBA/MA/MSc and above

4. Work Experience: 1-2 years 3-5 years

6-10 years More than 10 years

5. Age: Less than 25 years 26-34 years

35-44 years above 45 years

6. What is your current position in themunicipal?

Part II: Specific Questions

2.1 Questionnaire for all employees of the municipal administration

1. To what extent do you agree with the following statement, ‘your encouragement to use the
standard procedures?’

occasionally 3
Description
always 5

never 1
often 4

little 2
Are you encouraged to use the standard procedures?

2. To what extent do you agree with the following statement, ‘I have freedom of action’
occasionally 3

Description
always 5

never 1
often 4

little 2

Do you have freedom of action

38
3. To what extent do you agree with the following statement, ‘are you pushed for improved
quality of service?’

occasionally 3
Description

always 5

never 1
often 4

little 2
Are you pushed for improved quality of service?

4. To what extent do you agree with the following statement, ‘Are you allowed to have your
own judgment in solving problems?’

occasionally 3
Description

always 5

never 1
often 4

little 2
Are you allowed to have your own judgment in solving
problems?

5. To what extent do you agree with the following statement, ‘Do you get support for building a
team?’
occasionally 3

Description
always 5

never 1
often 4

little 2

Do you get support for building a team?

39
6. To what extent do you agree with the following statement, ‘Do you have opportunity to work
in the way you think is best?’

occasionally 3
Description

always 5

never 1
often 4

little 2
Do you have opportunity to work in the way you think
is best?

7. To what extent do you agree with the following statement, ‘Do you get strong backup to beat
previous targets?’

occasionally 3
Description

always 5

never 1
often 4

little 2
Do you get strong backup to beat previous targets?

8. To what extent do you agree with the following statement, ‘Do you think the head of the
municipal helps you in all the best possible ways to lead you towards success?’
occasionally 3

Description
always 5

never 1
often 4

little 2

Do you think the head of the municipal administration

helps you in all the best possible ways to lead you
towards success?

9. To what extent do you agree with the following statement, ‘Are you permitted to set your
own pace for change?’

40
 occasionally 3
Description

always 5

never 1
often 4

little 2
Are you permitted to set your own pace for change?

10. To what extent do you agree with the following statement, ‘Do you get rewards for your
performances?’

occasional
Description

always 5

never 1
often 4

little 2
ly 3
Do you get rewards for your performances?

11. Please answer your consent with regard the following statements.

Statement items Yes Sometimes No

Are you exactly doing the task what you are chosen for?

Are you satisfied with the settlement of the conflicts that happen?

Are you motivated towards accomplishing a goal or task?

Do you get a high degree of initiative?

2.2 Interview questions for the administrator and management committee of the municipal
administration

1. How do you motivate employees of the municipal?

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

41
 ________________________________________________________________________
_____________________________________________.
2. How do you cope with the timely adjusted organizational change?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_____________________________________________.

3. How do you handle conflict management/ resolution?

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_____________________________________________.

4. How do you measure the performance of the municipal administration and employees?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_____________________________________________.

5. How do you help the employees in achieving targets/ accomplishing goals?

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

42
 ________________________________________________________________________
_____________________________________________.

6. How is your communication or behavior with employees?

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_____________________________________________.

THANK YOU VERY MUCH FOR YOUR PARTICIPATION

43