Training on Change Leadership

For:
Arsi Zone Leadership
By:
OSU—Leadership Affairs Staff:
Dr. Teshome Kebede Feb. 04,
2023
Training out line

Climate setting
Pre-training assessment
Objectives
Contents
Concluding
Post training assessment
2
 Contents
 Objective of the training
 Conceptual explanations
 Selected theories in leadership
 Leadership major principles
 Approaches/Modalities of leadership
 Leadership Basic Skills
 Tactics of Influence
 Global perspectives and local Challenges
 Possible Solutions of Challenges
 Gada Leadership practices 3
 Objective of the training
Define major concepts
Identify the difference between Leadership and Management
Analyze selected theories in leadership
Acquainted with Leadership major principles
Appreciate approaches/Modalities of leadership
Practice Basic Leadership Skills
Apply basic tactics of influence
Understand Global perspectives and local Challenges of
leadership
Solve local leadership challenges
Apply Gada Leadership practices
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Leadership

What is it all about?

 Leadership
 What do you observe?

6
Leadership

“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, J.).

7
Leadership

8
Leadership

"Leadership is a function of knowing yourself, having a

vision that is well communicated, building trust among
colleagues [and make them follow], and taking effective
action to realize your own leadership potential (Prof.
Warren Bennis)

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 Leadership (conceptual thoughts)
Trait—Qualities such as: confidence, decisiveness, outgoing and sociable.
These traits are special gifts.
Leaders are born, not made.
Elitist enterprise because it implies that only a few people with special talents will
lead.
Skill—competence:
Leaders can improve their leadership with practice, instruction, and feedback from
others.
Leadership can be studied and learned.
Behavior—the manner of act toward others
Ability—knowledge, skill, attitude (behavior)
Relationship—communication & Collaboration:
A process of collaboration that occurs between leaders and followers
It is not a linear one-way event, but rather an interactive event.
Influence process—interactive process, makes others follow:
It is an interactive event that occurs between the leader and the followers.
Influence is central to the process of leadership because leaders affect followers.
10
 Factors Determine Leadership
Size of an Institution/Organization
As institutions or organization grow, problems arise which may become more
difficult to address at a macro or senior management level.
Degree of Interaction/Communication increased complexity.
Personality of Members
The personality attributes of employees and other managers/leaders can influence
the leadership style of an organization.
Goal Congruency:- people in multiple levels of an organization share the same goal
Level of Decision Making
One means of differentiation may be the quality of decision making and that
effective leaders make good decisions or choices that yield favorable outcomes for the
organization
In a centralized organization, there is little or no provision for decisions or input
from followers. Directives are handed down and strict obedience is expected.
Leadership in these organizations tends to be directive rather than participative or
laissez-faire.
Hence, the location of decision-making, which is the functional specialization of the
organization, determines the style of leadership 11
Leader

Who is he/she?

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 Leader

He/she is:
 A person who is performing leadership function and role

 Should be capable of influencing the behavior of

followers for attainment of the intended goal.
 Leaders are people who do the right things towards the
attainment of the intended goal.

13
A Leader is one among all
 What to Lead?

 A leader usually leads four major things:

1. Leading oneself:

2. Leading followers:

3. Leading an organization:

4. Leading situations:

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 Management

 Management is a process of:

 planning,
 decision making,
 organizing,
 motivation and
 controlling the resources (all types) of an organization
 to reach its goals efficiently and effectively.

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Leadership Vs. Management

Leadership Management
Leaders are people who do the right Managers are people who do things in
thing appropriate way the right way (Warren Bennis)
Leadership is about initiating and Management is about coping with
coping with change existing complexities (John Kotter)
Leadership is about disordering things Management is about ‘handling’ things,
and bring change/improvement about maintaining order, about
organization and control (Kouzes …)
Leaders are concerned with what things Managers are concerned about how
mean to people things get done (Abraham Zaleznik)
Leaders are the architects Managers are the builders (Jhon
Mariotti)
Focuses on creation of the the common Management is the design of work, it is
vision & its attainment about controlling (George Weathersby)

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 Selected theories
 Great Man
 Theories Based on the belief that:
 leaders are exceptional people,
 born with innate qualities, and
 destined to lead.
 Propagate innate leaders human characteristics such as:
 Charisma
 Decisive
 Wisdom
 Daring
 Assertiveness
 Appeal 18
 Selected theories
 Trait Theories
 Emphasizes on lists of traits or qualities associated with leadership
exist in abundance and continue to be produced.
 They argue that "key leader traits include:
 drive (a broad term which includes achievement, motivation,
ambition, energy, tenacity, and initiative),
 leadership motivation (the desire to lead but not to seek power as an
end in itself),
 honesty, integrity, self-confidence (which is associated with
emotional stability),
 cognitive ability, and knowledge of the organization .
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 Selected theories
 Behaviorist Theory
 These concentrate on what leaders actually do rather than on their
qualities.
 Different patterns of behavior are observed and categorized as 'styles
of leadership'.
 A person's leadership abilities are a product of their environment,
experiences and training.
 Different learning talents contribute to effective management.
 The behavioral idea holds that leaders are formed and trained, not
born.
 Anyone is capable of becoming a leader with the right training and
instruction.

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 Selected theories
 Situational
 This approach sees leadership as specific to the situation in which it
is being exercised.
 For example, whilst some situations may require an autocratic style,
others may need a more participative approach.
 It also proposes that there may be differences in required leadership
styles at different levels in the same organization.
 No single optimal psychographic profile of a leader exists.
 What a leader is expected to do mainly depends upon characteristics
of the situation in which he functions.
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 Selected theories
 Contingency Theory
 This is a refinement of the situational viewpoint and focuses on
identifying the situational variables to fit the particular circumstances.
 There is no one right way to lead.
 The optimal strategy for leading an organization to achieve the goal
depends on both internal and external considerations.
 The following elements influence the leadership style:
 Management approach
 Work speed
 Organizational policies and culture
 Employee spirit
 Employees' level of maturity
 Relationship between coworkers or members of a team
 Organizational objectives
 Environment and routine at work 22
 Selected theories
Transactional Theory
This approach emphasizes the importance of the relationship between
leader and followers.
Focusing on the mutual benefits derived from a form of 'contract'
through which the leader delivers such things as rewards or recognition
in return for the commitment or loyalty of the followers.
Leaders Who Practice Transactional Leadership:
Target immediate objectives.
Favor standardized processes and regulations
Desist changes, deviating or new thought
Emphasis on one's own interests
Encourage performance
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 Selected theories
Transformational Theory
The central concept here is change and the role of leadership in
envisioning and implementing the transformation of organizational
performance
 This theory contends that effective leaders inspire workers to go
beyond what they are capable of.
Leaders develop a vision for their team members and motivate them to
realize it.
Leaders who practice transformational leadership:
Promote the development of employees
Receptive to fresh concepts
Take chances and make difficult choices
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 Principles of Leadership
 The United States Army (1983) has identified eleven basic principles
of leadership and the means for implementing them:
1. Know yourself and seek self-improvement
2. Be technically proficient:
3. Develop a sense of responsibility in your workers:
4. Keep your workers informed: communication;
5. Ensure that tasks are understood, supervised, and accomplished:
6. Know your people and look out for their well-being:
7. Make sound and timely decisions:
8. Seek responsibility and take responsibility for your actions:
9. Set the example: Be a good role model for your employees:
10.Train as a team: Use the full capabilities of your organization:
11.Employ your work unit in accordance with its capabilities:
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 Principles of Leadership
1. Know yourself and seek self-improvement

 understand who you are, your values, priorities, strengths and

weaknesses.
 Self-improvement is a process of sustaining strengths and overcoming
weaknesses.
 Thus increasing competence and the confidence people have in your
leadership ability.

26
 Principles of Leadership
2. Be technically Proficient
 Before leaders can lead effectively, they must have mastered the tasks required by
the people they lead.
 Leaders train their people to do their own jobs & prepared to replace the leader if
necessary.
 Likewise, followers must understudy their leader in the event they must assume
those duties.
3. Seek responsibility and take responsibility for your actions:
 Leading always involves responsibility & want people who can handle
responsibility and help achieve goals.
 Leaders expect others to take the initiative within their stated intent.
 When leaders see a problem or something that needs to be fixed, do not wait to
be told to act.
 When leaders make mistakes, they accept just criticism and take corrective action.
 They do not avoid responsibility by placing the blame on someone else.
27
 Principles of Leadership
4. Ensure that tasks are understood, supervised, accomplished:
 Your people must understand what you want done, to what standard and by
when.
 Supervising lets you know if people understand your instructions; it shows
your interest in them and in goal accomplishment.
 Over-supervision causes resentment while under-supervision causes
frustration.
 When people are learning new tasks tell them what you want done and show
them how.
 Observe their performance.
 Reward performance that exceeds expectations; correct performance that
does not.
 Determine the cause of the poor performance and take appropriate action.
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 Principles of Leadership
5. Keep your workers informed—communication:
People do best when they know why they are doing something.
Individuals affect the bottom line results of companies by using initiative in
the absence of instructions.
Keeping people informed helps them make decisions and execute plans
within your intent.
Communication also encourages initiative, improves teamwork and enhances
morale.
6. Know your people and look out for their well-being:
It is not enough to know the names of your people & you need to
understand what motivates them and what is important to them.
Commit time and effort to listen to and learn about them.
Showing genuine concern for your people builds trust and respect for you as
a leader.
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 Principles of Leadership
7. Make sound and timely decisions:
Leaders must assess situations rapidly and make sound decisions.
They need to know when to make decisions themselves, when to consult with
people before deciding and when to delegate the decision.
Leaders must know the factors to consider when deciding how, when and if to
make decisions.
Good decisions made at the right time are better than the best decisions made
too late.
Do not delay or try to avoid a decision when one is necessary. Indecisive
leaders create hesitancy, loss of confidence and confusion.
Leaders must anticipate and reason under the most trying conditions and
quickly decide what actions to take.
Gather essential information before making decisions.
Announce decisions in time for people to react. 30
 Principles of Leadership
8. Develop a sense of responsibility among your people :
People feel a sense of pride and responsibility when they successfully
accomplish a new task.
Delegation indicates trust in people and encourages them to seek
responsibility.
Develop people by giving them challenges and opportunities that stretch them
and more responsibility when they demonstrate they are ready.
9. Set the example: Be a good role model for your employees.
People want and need their leaders to be role models.

Leaders set high but attainable standards for performance and are willing to do what
they require of their people.
Leaders share hardships with their people and know that their personal example
affects behavior more than any amount of instruction or form of discipline.
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 Principles of Leadership
10. Train as a team: Build team and use lead it:

Teamwork is becoming more and more crucial to achieving goals.

Teamwork is possible only when people have trust and respect for
their leader and for each other; and see the importance of their
contributions to the organization.
Develop a team spirit among people to motivate them to perform
willingly and confidently.
Ensure that individuals know their roles and responsibilities within the
team framework.
Train and cross train people until they are confident in the team’s
abilities.
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 Principles of Leadership
11. Employ your work unit in accordance with its capabilities:

 Leaders must know their work unit’s capabilities and

limitations.

 People gain satisfaction from performing tasks that are

reasonable and challenging.

 But are frustrated if tasks are too easy, unrealistic or

unattainable.

 If the task assigned is the one that people have not been trained
to do, failure is very likely to occur.
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 Modalities/Style of Leadership

 Democratic leadership—We approach

 Autocratic leadership—I approach

 Laissez-faire leadership—You approach

 Servant Leadership

 Transactional leadership

 Transformational leadership
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 Modalities/Style of Leadership

Group Activity:

Form a group and select one style of leadership:

1.Characterize the leadership style you did select

2.Indicate its strength and weaknesses

3.Reflect your experiences so far in this regard

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 Modalities/Style of Leadership
 Democratic leadership—We approach
 Also known as participative style
 Encourages staff to be a part of the decision making
 Keeps staff informed about everything that affects their work and
take feedback
 Shares decision making and problem solving responsibilities
 Allows employees to establish goals
 Encourages employees to grow on the job and be promoted
 Recognizes and encourages achievement.
 Encourage team building and participation
 Not effective during high emergence and crisis
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 Modalities/Style of Leadership
 Autocratic leadership—I approach
 The classical approach.
 Leaders retain as much power as possible.
 Exclude staff from tacking part in decision-making.
 Does not consult staff, nor allowed to give any input.
 Staff expected to obey orders without receiving any explanations.
 Structured set of rewards and punishments.
 Rely on threats and punishment to influence staff
 Do not trust staff
 Recommendable:
 during high emergency and crisis
 when staff loose morale, courage and commitment. 37
 Modalities/Style of Leadership
 Laissez-faire leadership—You approach
 Also known as the “hands-off¨ style.
 The leader provides little or no direction and gives staff as much
freedom as possible.
 All authority or power given to the staff and they determine goals,
make decisions, and resolve problems on their own.
 May lead to staff feeling of insecure at the unavailability of a leader.
 The leader cannot provide regular direction and feedback to staff on
how well they are doing and has weak influence.
 The leader doesn’t understand his or her responsibilities and hoping
the staff cover for him or her.

 May be dangerous during emergency and crisis.

38
 Modalities/Style of Leadership
 Servant Leadership
 A practical philosophy focusing on people who choose to serve first and
then lead as a way of expanding service.
 Leaders put the needs of their followers first; such leaders are rare in
reality.

39
40
 Modalities/Style of Leadership
 Transactional leadership
 Creates and sustains a context that maximizes human and
organizational capabilities through negotiation.
 Facilitate multiple levels of transaction, interaction.
 Align them with core values and a unified purpose
 Emphasizes getting things done within the umbrella of the status
quo
 In opposition to transformational leadership
 “By the book" approach - the person works within the strict rules
 Commonly seen in large, bureaucratic organizations

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 Modalities/Style of Leadership
 Transformational leadership
 Make change happen in:
 Self,
 Others,
 Groups, and
 Organizations
 Uses Charisma a special leadership style commonly associated with
transformational leadership;
 Charisma, extremely powerful, and make the transformation
successful.

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Basic Leadership Skills
Communication
Motivation
Creativity and commitment
Positivity
Emotional Intelligence
Feedback/Participation
Team Building
Delegating
Trustworthiness
Work Ethics
Conscientiousness
Dispute Settlement 43
 Basic Leadership Skills
Communication
 Effective communication is regarded as the fundamental skill of explaining
the employees various aspects of the organization.
 Effective communication processes, they will be able to impart
instructions, ideas, and viewpoints to the employees in terms of:
 implementation of job duties,
 convey them information in terms of organizational goals,
 provide solutions to their problems and issues, and
 make provision of help and support to them in the implementation of job
duties.
 Communication enables to put into operation the managerial functions of:
 planning, organizing, leading, directing, coordinating and controlling in an
effective manner.
 The communication skills are regarded as the lifeline, which needs to be
put into operation in a polite and decent manner.
 Communication takes place in a verbal and in a written form. 44
 Basic Leadership Skills
Motivation
 Motivation is the leadership skill that initiates, guides and maintains goal-
oriented behaviors.
 Motivation involves biological, social, emotional and cognitive forces to
activate the behavior of the individuals.
 The leaders need to motivate the employees towards the implementation
of job duties and generation of desired outcomes.
 Therefore, it is well-understood that motivation is an indispensable skill,
which needs to be put into operation by the leaders.

45
 Basic Leadership Skills
Creativity and commitment
 Creativity is the phenomenon of forming something new and something
valuable. Put new and imaginative ideas into reality.
 Creativity is characterized by the ability to perceive the world from
different viewpoints.
 The two important processes involved in creativity are thinking and
producing
 They need to be creative in all their tasks and activities.
 Creativity requires passion and commitment
 Commitment is the state or quality of being dedicated to a cause, activity,
engagement, etc.
 Leadership commitment is the desire to become better connected, more
committed, and more capable today than you were yesterday.
 It is the willingness to learn continuously and perhaps more importantly,
to accept being taught.
 All great leaders possess this attribute. 46
 Basic Leadership Skills
Positivity
 Positivity is regarded as one of the indispensable leadership skills, which
need to be reinforced throughout one’s jobs.
 The leaders need to ensure, they form positive viewpoints in terms of all
aspects regarding their jobs as well as the workplace.
 The leaders as well as the other members of the organizations need to
reinforce positivity throughout their jobs in leading to desired outcomes
and progression of the human resources and organizations as a whole.
 Therefore, it can be stated, the leadership skill of positivity needs to be
reinforced throughout one’s jobs.

47
 Basic Leadership Skills
Emotional Intelligence
 It is the ability to understand, use, and manage your own emotions in
positive ways to relieve stress, communicate effectively, empathize with
others, overcome challenges and defuse conflict.

48
 Basic Leadership Skills
Emotional Intelligence
The four Key Components:
1. Self-Awareness: The ability to know emotions, as well as your
strengths and weaknesses, and recognize their impact on
performance and relationships.
2. Self-Management: The ability to control both positive and negative
emotions and impulses and be flexible and adaptive as situations
warrant.
3. Social Awareness: The ability to have empathy for others, navigate
politically, and network proactively.
4. Relationship Management: The ability to inspire through persuasive
communication, motivation, building bonds, and disarming conflict
among individuals.
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 Basic Leadership Skills
Feedback/Participation
Feedback
 Feedback is an important area, in terms of which the leaders need
to up-grade their skills.
 The main objective of feedback is to make provision of information
to the employees in terms of their performance.
 When the feedback is positive, it indicates, the employees have
performed well, whereas, when the feedback is negative, it
indicates, there are occurrence of flaws and inconsistencies in the
implementation of tasks and activities.
 Therefore, feedback is an essential leadership skill.
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 Basic Leadership Skills
Team Building
 Team building is an ongoing process that helps a work group evolves
into a cohesive unit.

 The team members not only share expectations for accomplishing

group tasks, but trust and support one another and respect one
another's individual differences.
 Your role as a team builder is to lead your team toward
cohesiveness and productivity.
 A team takes on a life of its own and you have to regularly nurture
and maintain it, just as you do for individual employees.

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 Team Building
9 Steps in Build a Strong Team

1.Establish expectations from day one.

2.Respect your team members as individuals.
3.Engender connections within the team.
4.Practice emotional intelligence.
5.Motivate with positivity.
6.Communicate, communicate, and communicate.
7.Look for ways to reward good work.
8.Manage Diversify.
9.Establish a team you trust. Find a self-starter: someone who can
make decisions on your behalf.
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 Basic Leadership Skills
Delegating
 Delegating is referred to the assignment of any authority to another
person to implement specific functions.
 It is regarded as one of the core concepts of management
leadership.
 The individuals, who are delegated the work remains accountable
for the outcome of the delegated work.
 By delegating the tasks and activities, the leaders are giving the
team more confidence, making them feel important and they are
made to recognize their skills and abilities.
 Delegation helps the members of the staff to be more engaged as
they form the viewpoint that their managers had faith in them and
this is the main reason that they are assigned the tasks and
activities. 53
 Basic Leadership Skills
Trustworthiness
 Trustworthiness is referred to the ability to be relied on as honest
and truthful.
 Within organizations, it is comprehensively understood that leaders
and other members need to work in co-operation and integration
with each other.
 In addition, they need to form pleasant and amiable terms and
relationships with each other.
 These factors can be put into operation in an efficacious manner,
when the leaders and subordinates trust each other.
 Trustworthiness is regarded as an indispensable leadership skill,
which lays the foundation for implementation of job duties in a
successful manner and achieving desired goals and objectives.
 Trustworthiness within the working environmental conditions is
being honest, reliable and sincere. 54
 Basic Leadership Skills
Work Ethics
 Work ethics are referred to as beliefs and principles that hard work
and diligence have made moral benefit an inherent ability, value
or virtue to strengthen the character of the abilities of the
individuals.
 Having strong work ethics involves up-dating of values and goals of
the organization.
 These enable the leaders and other members to carry out their job
duties in a well-ordered manner.
 The important work ethics, which need to be taken into account
are, appearance, attendance, attitude, character, communication,
co-operation, organizational skills, productivity, conscientiousness,
and teamwork. Further:
 Keeping secret (confidentiality), integrity, adherence to law &
order 55
 Basic Leadership Skills
Conscientiousness
 Conscientiousness is the personality trait of being careful and
diligent.
 When the individuals are conscientious, it indicates that they
possess the desire to carry out their job duties to the best of their
abilities.
 Conscientious individuals tend to be efficient and organized.
 They recognize their job duties and responsibilities.
 Apart from recognizing their job duties and responsibilities, they
implement time management skills.
 They assign priorities to the tasks and are able to take out time for
all tasks and activities.
 Therefore, it can be stated, leadership skill of conscientiousness is
regarded as indispensable in achieving the desired goals and
objectives. 56
 Basic Leadership Skills
Dispute Settlement
 Dispute settlement or dispute resolution is the process of resolving the
disputes between the parties.
 When there are occurrence of disputes between members, they need to
be prevented from assuming a major form.
 The occurrences of disputes are regarded as barriers within the course of
achievement of desired outcomes.
 When there are occurrence of disputations among management and
union, then the third party, which is the arbitrator is called to settle the
disputes.
 There are two main ways of settling disputes, i.e. when the parties find
the mutually agreed solution, particularly during the phase of bilateral
consultations and through adjudication.
 Dispute settlement is regarded as one of the vital leadership skills, which
need to be put into operation by the leaders, when there are occurrence
of any disputes between the management and union. 57
Tactics of Influence
Pressure:
Assertiveness:
Legitimating:
Coalition:
Exchange:
Upward Appeals:
Collaboration
Rational/Logical Persuasion
Personal Appeals:
Inspirational Appeal
Consultation 58
 Tactics of Influence
Pressure:
 Seeks influence through demands, threats or intimidation to convince
others to comply with a request or to support a proposal.
Assertiveness:
 Seeks influence through includes repeatedly making requests, setting
timelines for project completion or expressing anger toward
individuals who do not meet expectations.
Legitimating:
 Seeks influence through persuading others that the request is
something they should comply with given their situation or position.

59
 Tactics of Influence
Coalition:
 Seeks influence through the aid of others to persuade them to do something
or uses the support of others as an argument for them to agree.
Exchange :
 Seeks influence through making explicit or implicit a promise that others
will receive rewards or tangible benefits if they comply with a request or
reminds others of a favor that should be reciprocated.
Upward Appeals:
 Seeks influence through the approval/acceptance of those in higher
positions within the organization prior to making a request of someone.
Collaboration
 Seeks influence through getting others in a good mood or to think
favorably of them before asking them to do something.
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Tactics of Influence
Rational/Logical Persuasion:
Seeks influence through logical arguments and factual evidence to persuade others
that a proposal or request is viable and likely to result in task objectives.
Personal Appeal: with a certain quality
Seeks influence through others’ compliance to their request by asking a “special
favor for them,” or relying on interpersonal relationships to influence their
behavior.
Inspirational Appeal:
Seeks influence through making an emotional request or proposal that arouses
enthusiasm by appealing to other’s values and ideals, or by increasing their
confidence that they can succeed.
Consultation:
Seeks influence through involving others’ participation in making a decision or
planning how to implement a proposed policy, strategy or change.
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 Global Perspectives & Local Challenges
 Global Perspectives on Leadership
Understanding Cultural Diversity
Global Leadership
Increasing Technological Knowledge
Creating Partnerships and Alliances
Sharing/Participatory Leadership
Leader as a coach
Leadership by Women
Strategic Leadership
Ethical leadership
62
Global Leadership Challenges
Climate Change
Terrorism
Poverty
Migration
Conflict and War
Pandemics such as COVID-19
Inequality
Environmental Depletion
Corruption 63
 External Challenges
 The external environment barriers or challenges you need to deal
with as a leader include:
 Public criticism, especially uninformed criticism, of your group
or mission.
 Flare-ups of others' interpersonal issues, either within the group
or outside it.
 Crises: which could be tied to finances, program, politics, public
relations (scandals), legal concerns (lawsuits), even spiritual
issues (loss of enthusiasm, low morale).
 Disasters: These are different from crises, in that, in a crisis,
something important (usually negative, but not always) seems to
be happening, and you're trying to control the situation.
 In a disaster, the worst has already happened, and you're trying
to deal with that in some way.
64
 External Challenges
 The external environment barriers or challenges you need to deal
with as a leader include:

 Opposition and/or hostility from powerful forces (business

groups, local government, an influential organization, etc.)

 A financial or political windfall. Sometimes an unexpected

benefit can be harder to handle than a calamity.

 Collaboration with another group or organization may call

upon a leader to define clearly the boundaries within which
he can operate, and to balance the needs of his own group
with those of the collaborative initiative as a whole.
65
 Internal Challenges
 Among the most common personal traits challenges that
good leaders have to overcome or keep in check are:
 Insecurity:
 Defensiveness:
 Lack of decisiveness:
 Inability to be direct or precise when there is a problem:
 Inability to be objective:
 Impatience with others and with situations:
 leaders may face some of health and personal crises.
66
 Challenges Stemming from the Nature of the
Leadership Role
 A leadership position brings with it unique demands.
 Leaders can be looked on as authority figures, as saviors, as
fixers of things that are broken, as spiritual guides, as
mentors, as models, as inspirers, as teachers...in short, they
may be seen however others choose to see them.
 Some of the issues that leaders have to cope with are:
 Keeping an eye on, and communicating, the vision:
 Keeping every day’s activities:
 Setting an example:
 Maintaining effectiveness over time:
 Avoiding burnout:
 Perhaps even more threatening than burnout is "burn-
down":
 Finding support: 67
 Solutions for Leadership Challenges
 External Challenges:
 Solve all the stated challenges emanated from the external
environment of the leadership.
 Internal Challenges:
 Alleviate those challenges associated with personal trait or
personal qualities.
 Challenges Stemming from the Nature of the Leadership Role

 Overcome all the stated challenges stemming from the

Nature of the Leadership Role . 68
 Activity: Individual

Discuss the leadership challenges which are specific to Oromia/the

country you are aware of through your experience or observation.

Recommend the way-out/solutions for these challenges

69
 Gada Leadership Practices
Leadership Practice in the Oromo Gada System—
Procedure and patterns:
 Leadership development based on age grade
 Step based training and evaluation
 Long time training and experiences
 Hayyus/seniors are advisors and have clear
responsibilities.

70
 Gada Leadership Practices
Gada Grade Age/Year Responsibility
Daballe 0-8
Game Titiqa 9-16
Game Gurguda 17-24 Gada Age Grade

Kusa 25-32
Raba 33-40
Gada 41-48
Hayyuu (1-2) 49-67
Yuba (1-2) 68-84
Gadmojji 84+ 71
 Gada Leadership Practices
Gadaa Leadership Teams and Their Relationships
 Gadaa leadership groups have specific region and population to
administer and are relatively autonomous to make decisions on
their parts.
 They build their center of administration within the settlement of
their clans.
 They run their respective economic and ritual activities
independently at their locations.
 However, in case of appeals, one can report from small group to
large, from large to larger, not the other way round.
 A case cannot be reported from larger to large then to small group.
 They also come together for common ritual activities and meetings
held at the Gada level. 72
 Gada Leadership Practices
Decision Making Procedures in Gadaa System
 Decisions are made in teams in Gadaa leadership.

 Team members come together to investigate problems to

provide solutions.

 Once the group identifies causes of a problem, decisions are

made based on set rules and regulations, customary laws, of
dealing with problems and challenges in the society.

 Decision-making process is clear and open has its own set

steps and procedures in the system.
73
 Gada Leadership Practices
Gadaa Leaders’ Behavior and Performance Evaluation
 Communal well-being oriented behavior
 Culturally embedded behavior
 Servant leaders behavior

 Four times evaluation of Gada leaders:

 During election
 At assembly
 On position
 At the end of the position

74
Thank You!

Galatooma!

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