Opportunities and Challenges of Leadership in Promoting Good

Governance: The Case of Selected Kebeles in Hossana Town

Administration, Hadiya Zone

M.A Thesis

Prepared By: Solomon Lemma

May, 2025

Hosanna, Ethiopia
An Assessment of the Opportunities and Challenges of Leadership
in Promoting Good Governance: The Case of Selected Kebeles in
Hossana Town Administration, Hadiya Zone

Prepared By: Solomon Lemma

Major Advisor: Tagesse Mathewos (Ass. Prof.)

Co-Advisor: Temsgen Demeke (M.A)

A Thesis Submitted to the Department of Public Administration

and Development Management, College of Business and
Economics, School of Graduate Studies, Wachemo University in
Partial Fulfilment of the Requirements for the Degree of Master of
Arts in Development Management

May, 2025
Hosanna, Ethiopia
Wachemo University
School of Graduate Studies
Advisors’ Thesis Approval Sheet

We here by certify that we have read and evaluated this Thesis entitled: “An Assessment
of the Opportunities and Challenges of Leadership in Promoting Good Governance: The
Case of Selected Kebeles in Hossana Town Administration, Hadiya Zone” Prepared under
our guidance by Solomon Lemma and we recommend that it be submitted as fulfilling the
thesis requirement.

Tagesse M. (Asst. Prof.) ____________ _____________

Name of Major Advisor Signature Date
Temsgen De. (M.A) _______________ ____________
Name of Co-Advisor Signature Date

i
Wachemo University
School of Graduate Studies
Examiners’ Thesis Approval Sheet

As members of the Board of examiners of the Final MA Thesis Open Defense

Examination, we certify that we have read and evaluated the Thesis prepared by Solomon
Lemma and examined the candidate. We recommend that this thesis be accepted as
fulfilling the Thesis requirements for the master of degree of Art in Development
Management.

_______________________________ ___________ _________________

Chairperson Signature Date

_____________________________ _________ __________________

Internal Examiner Signature Date

___________________________ ______________ ________________

External Examiner Signature Date

___________________________ ______________ ________________

College SGS Coordinator Signature Date

______________________________ __________________ ______________

SGS Approval Signature Date

Final approval and acceptance of the Thesis is contingent upon the submission of its final
copy to the council of graduate studies (CGS) through the candidate’s department or
school graduate committee (DGC or SGC).

ii
Declaration

I, hereby, declare that this MA Thesis is my original work and has not been presented for a
degree in any other university, and all sources of material used for this thesis have been
duly acknowledged.

Name: ________________________________________

Signature: _____________________________________

Date: _________________________________________

iii
Acknowledgements

First of all, I would like to praise almighty God who gave me strength in all my life. Next,
I would like to express my sincere gratitude and appreciation to my major advisor:
Tagesse Mathewos (Asst. Prof.) who provided me with genuine, professional and
constructive guidance, support and continuous encouragement to complete my thesis. My
gratitude also goes to my co-advisor- Mr. Temsgen Demeke M.A for his constructive
suggestions and ideas. I also need to express my thanks to the Bobicho and Sechduna
kebele officials and customers for their devotion of time and energy throughout my data
gathering process for this study. I extend my special acknowledgment to all sectors and
institutions whose active contribution made this study possible. Besides, I thank my
family for being in my side in all my journey.

iv
List of Acronyms

CSOs Civil Society Organizations

ECSU Ethiopian Civil Service University

FDRE Federal Democratic Republic of Ethiopia

FGDs Focus Group Discussions

GTP Growth and Transformation Plan

IDs Identification Cards

ICT Information and Communication Technology

KIIs Key Informant Interviews

MoFA Ministry of Federal Affairs

MoFED Ministry of Finance and Economic Development

NGOs Non-Governmental Organizations

SNNPR Southern Nations, Nationalities, and Peoples' Region

SPSS Statistical Package for the Social Sciences

UNDP United Nations Development Programme

UNESCAP United Nations Economic and Social Commission for Asia and the Pacific

Table of Contents

v
Contents Page

Advisors’ Thesis Approval Sheet.................................................................................................................i

Examiners’ Thesis Approval Sheet.............................................................................................................ii

Declaration.................................................................................................................................................iii

Acknowledgements....................................................................................................................................iv

List of Acronyms.........................................................................................................................................v

Table of Contents.......................................................................................................................................vi

List of Figures............................................................................................................................................ix

Abstract........................................................................................................................................................x

CHAPTER ONE........................................................................................................................................................1

INTRODUCTION......................................................................................................................................................1
1.1 Background of the Study..............................................................................................................1
1.2 Statement of the Problem.............................................................................................................3
1.3 Research Questions......................................................................................................................4
1.4 Objectives of the Study................................................................................................................4
1.4.1 General Objective........................................................................................................4
1.4.2 Specific Objectives......................................................................................................4
1.5 Significance of the Study..............................................................................................................5
1.6 Scope of the Study........................................................................................................................6
1.7 Limitations of the Study...............................................................................................................7
1.8. Operational Definitions of Key Terms........................................................................................7
1.9 Organization of the Study.............................................................................................................9

CHAPTER TWO......................................................................................................................................................10

REVIEW OF RELATED LITERATURE..............................................................................................................10

2.1 Introduction................................................................................................................................10
2.2 Conceptual Review.....................................................................................................................10
2.2.1 Leadership Practices..................................................................................................11
2.2.2 Good Governance......................................................................................................12
2.3. Opportunities and Challenges of Leadership in Promoting Good Governance........................13
2.4. Theoretical Review....................................................................................................................14
2.5 Empirical Review.......................................................................................................................18
2.5.1 Global and African Studies on Leadership and Good Governance at Local Levels..18
2.5.2 Studies on Leadership and Good Governance in Ethiopia, Hadiya Zone, and
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Hossana Town.........................................................................................................18
2.6. Synthesis of Common Opportunities and Challenges from Empirical Literature.....................21
2.7 Research Gap..............................................................................................................................23
2.5. Conceptual Framework.............................................................................................................24

CHAPTER THREE.................................................................................................................................................28

METHODOLOGY OF THE STUDY......................................................................................................................28

3.1 Introduction................................................................................................................................28
3.2 Description of the Study Area....................................................................................................28
3.3. Research Philosophy.................................................................................................................30
3.4 Research Design.........................................................................................................................31
3.5 Research Approach.....................................................................................................................31
3.6 Target Population.......................................................................................................................32
3.7 Sampling Techniques and Sample Size......................................................................................32
3.8. Data Type, and Methods of Data Collection.............................................................................34
3.8.1 Primary Data Collection............................................................................................34
3.8.2 Secondary Data Collection........................................................................................36
3.9. Procedures for Data Quality Assurance....................................................................................36
3.10. Methods of Data Analysis.......................................................................................................37
3.11. Ethical Considerations.............................................................................................................38

CHAPTER FOUR....................................................................................................................................................39

DATA ANALYSIS AND INTERPRETATION......................................................................................................39

4.1 Introduction................................................................................................................................39
4.2. Demographic Profile of Employee Respondents......................................................................39
4.3. Quantitative and Qualitative Result Analysis Overview...........................................................44
4.4. Discussion of Findings..............................................................................................................58

CHAPTER FIVE.....................................................................................................................................................60

CONCLUSIONS AND RECOMMENDATIONS...................................................................................................60

5.1 Major Findings...........................................................................................................................60
5.2. Conclusion.................................................................................................................................62
5.3 Recommendations......................................................................................................................63

References................................................................................................................................................................67

Appendixes...............................................................................................................................................................72

vii
List of Table

Table Page

Table 4.1: Demographic Information Respondents...........................................................................39

Table 4.2: Leadership Practices (Perceived by Employees)..............................................................45
Table 4.3: Good Governance Principles (Perceived by Employees).................................................46
Table 4.4: Opportunities in Promoting Good Governance (Perceived by Employees).....................49
Table 4.5: Challenges in Promoting Good Governance (Perceived by Employees).........................51
Table 4.6:Leadership Practices (Perceived by Residents).................................................................52
Table 4.7:Good Governance Principles (Perceived by Residents)....................................................54
Table 4.8: Opportunities for Promoting Good Governance (Identified by Residents).....................55
Table 4.9: Challenges in Promoting Good Governance (Identified by Residents)...........................56

viii
List of Figures
Figure Page

Figure 2.1: Conceptual Framework Diagram....................................................................................25

Figure 3.1. Location Map of the Study Area.....................................................................................30

ix
Abstract
This study investigated the opportunities and challenges of leadership in promoting good
governance within the Bobicho and Sechduna Kebeles of Hossana Town Administration,
Ethiopia. For this research purpose, a pragmatist research philosophy was followed and a
mixed concurrent triangulation strategy was employed to answer the research questions
and address the study objectives. Employing a mixed-methods research approach, the
researcher collected quantitative and qualitative data. This is mainly an explanatory
research in nature. To gather pertinent information, both primary and secondary sources
of data were used. From 435 total questionnaire distributed to the sample respondents,
only 430 (86.6) were properly filled and returned. To triangulate and substantiate the
information collected through questionnaires, semi-structured interviews were conducted
with key informants. Besides, focus Group Discussions was conducted. The data collected
from different sources were analyzed mainly using descriptive statistics method. Key
findings reveal that while Kebele operations are perceived by employees as relatively
efficient and leaders are seen by residents as promoting community participation and
being accessible, significant governance deficits exist. Employees highlighted challenges
such as resistance to change, lack of transparency and accountability, and insufficient
encouragement for their own participation. Residents identified lack of citizen awareness
about rights/processes, inadequate modern technology, political interference, and
corruption as major impediments. Opportunities noted include the potential for
technology adoption to improve efficiency and transparency (strong employee view), the
positive role of diverse stakeholders (strong resident view), and the general belief that
Kebele leadership can foster a stronger culture of accountability. The study concludes that
while foundational elements for good governance are present, leadership effectiveness is
hampered by multifaceted challenges requiring targeted interventions. Recommendations
focus on enhancing transparency and accountability mechanisms, strengthening
leadership capacity, improving resource allocation, fostering genuine citizen
participation, mitigating political interference, and leveraging technological and
collaborative opportunities to bolster good governance at the Kebele level.

x
Keywords: Leadership, Good Governance, Kebeles, Hossana Town, Challenges,
Opportunities

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CHAPTER ONE
INTRODUCTION

1.1 Background of the Study

Good governance is increasingly recognized as a cornerstone for sustainable

development, socio-economic progress, and the overall well-being of citizens
globally (UNDP, 2015). It encompasses principles such as participation, rule of
law, transparency, responsiveness, consensus orientation, equity and
inclusiveness, effectiveness and efficiency, and accountability (UNESCAP,
n.d.). In the absence of good governance, development efforts are often
undermined, resources are mismanaged, and public trust in institutions erodes,
leading to instability and inequality (World Bank, 1992).

In many developing countries, including those in Sub-Saharan Africa, the

pursuit of good governance has become a central agenda item. Decentralization
reforms have been widely adopted as a strategy to bring government closer to
the people, enhance local participation, improve service delivery, and foster
accountability (Ribot, 2002; Agrawal & Ostrom, 2001). Ethiopia, in this
context, has embarked on an extensive decentralization process since the early
1990s, devolving power and responsibilities to regional states and subsequently
to lower tiers of government, including Woredas (districts) and Kebeles (the
lowest administrative units) (MoFA, 2004; Tegegne & Kassahun, 2007). The
Kebele, as the primary interface between the state and citizens, plays a critical
role in local service delivery, community mobilization, and the implementation
of development programs.

The effectiveness of these decentralized structures, particularly Kebeles, in

promoting good governance hinges significantly on the quality and capacity of
their leadership. Leadership at the local level is tasked with translating policies
into action, managing local resources, engaging citizens, resolving conflicts,
and ensuring that governance processes are transparent and accountable (Van
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Wart, 2013). Effective local leadership can create an enabling environment for
citizen participation, foster trust, and drive improvements in public service
delivery. Conversely, weak or ineffective leadership can exacerbate
governance challenges, leading to poor service delivery, corruption, and citizen
disengagement (Grindle, 2007).

Hossana Town Administration, like other urban centers in Ethiopia, faces the
dual challenge of rapid urbanization and the imperative to deliver efficient and
equitable services to its growing population. The Kebeles within Hossana
Town, including Bobicho and Sechduna, are at the forefront of these
challenges. They are expected to be responsive to diverse urban needs, manage
complex local issues, and uphold the principles of good governance in their
daily operations. However, anecdotal evidence and general observations in
similar Ethiopian urban contexts suggest that local government units often
grapple with numerous obstacles, including capacity constraints, resource
limitations, political interference, and difficulties in ensuring genuine citizen
participation and accountability (Meheret, 2002; Assefa & Ayele, 2013).

While there is a growing body of literature on decentralization and good

governance in Ethiopia, specific empirical studies focusing on the nuanced
opportunities and challenges faced by leadership in promoting good
governance at the Kebele level, particularly within emerging urban centers like
Hossana Town, remain relatively scarce. Understanding the specific leadership
dynamics, the enabling factors (opportunities), and the impeding factors
(challenges) in Bobicho and Sechduna Kebeles is crucial for devising targeted
interventions to strengthen local governance and improve the quality of life for
residents. This study, therefore, aimed to fill this gap by examining the
opportunities and challenges of leadership in promoting good governance in
these selected Kebeles of Hossana Town Administration.

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1.2 Statement of the Problem

The Ethiopian government has demonstrated a commitment to deepening

decentralization and promoting good governance as integral components of its
development strategy (MoFED, 2010). Kebeles, as the lowest administrative
tier, are pivotal in realizing these goals by ensuring grassroots participation,
responsive service delivery, and local accountability. Effective leadership at
this level is paramount for translating national policies and good governance
principles into tangible outcomes for citizens.

However, despite policy frameworks and structural reforms, Kebeles in many

Ethiopian towns, including potentially Hossana, often face significant hurdles
in effectively promoting good governance. Challenges such as inadequate
human and financial resources, limited autonomy, insufficient capacity of
leaders and staff, low levels of citizen awareness and participation, and issues
related to transparency and accountability are frequently cited in broader
studies of Ethiopian local government (Tesfaye, 2014; UNDP Ethiopia, 2012).
Leadership at the Kebele level may lack the necessary skills, motivation, or
enabling environment to overcome these challenges and seize opportunities for
governance improvement.

While general challenges to local governance in Ethiopia are acknowledged,

there is a lack of specific, in-depth research that systematically investigates the
opportunities available to Kebele leadership and the specific challenges they
encounter in their efforts to promote good governance within the particular
context of Hossana Town Administration, and specifically in Bobicho and
Sechduna Kebeles. Without such localized understanding, efforts to enhance
leadership capacity and improve governance outcomes may be generic and less
effective. This study aimed to address this gap by providing an empirical
analysis of the opportunities and challenges faced by leadership in Bobicho and
Sechduna Kebeles of Hossana Town Administration in their quest to foster
good governance.
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1.3 Research Questions

This study was guided by the following key research questions:

1. What are the key opportunities available to leaders in Bobicho and

Sechduna Kebeles of Hossana Town Administration for promoting good
governance?
2. What are the major challenges faced by leaders in Bobicho and Sechduna
Kebeles of Hossana Town Administration in their efforts to promote good
governance?
3. How do Kebele employees perceive the role and effectiveness of
leadership in promoting good governance principles within Bobicho and
Sechduna Kebeles?
4. How do residents/service users in Bobicho and Sechduna Kebeles
perceive the state of good governance and the responsiveness of Kebele
leadership to their needs and concerns?
5. What strategies could be adopted to enhance leadership effectiveness in
overcoming challenges and leveraging opportunities for promoting good
governance in the selected Kebeles of Hossana Town Administration?

1.4 Objectives of the Study

1.4.1 General Objective

The general objective of this study was to investigate the opportunities and
challenges of leadership in promoting good governance in the selected Kebeles
(Bobicho and Sechduna) of Hossana Town Administration.

1.4.2 Specific Objectives

The study specifically aimed:

 To identify the key opportunities available to leaders in Bobicho and

Sechduna Kebeles for promoting good governance.

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 To assess the major challenges encountered by leadership in Bobicho and
Sechduna Kebeles in their endeavours to install principles of good governance.
 To explore the perceptions of Kebele employees regarding the role and
effectiveness of leadership in fostering good governance.
 To analyse the perceptions of residents/service users concerning the
status of good governance and leadership responsiveness in Bobicho and
Sechduna Kebeles.
 To propose workable strategies for strengthening leadership capacity to
address challenges and utilize opportunities for improved good governance in
the study Kebeles.

1.5 Significance of the Study

The findings of this study were anticipated to have several significant

contributions:

The study offered insights and reflections that can help Kebele leaders in
Bobicho, Sechduna, and potentially other similar Kebeles to better understand
their operational environment, identify areas for improvement, and adopt
effective strategies.
The research can offered evidence-based information to policymakers involved
in designing and implementing decentralization and good governance reforms,
helping to tailor policies to the realities of local administrative units like
Kebeles in urban settings. It provided empirical evidence on the specific
leadership-related opportunities and challenges in promoting good governance
at the Kebele level within Hossana Town. This informed the design and
implementation of more targeted policies, capacity-building programs, and
support mechanisms by the Hossana Town Administration and regional/federal
bodies.
The findings can help empowered CSOs and local communities by providing a
basis for constructive engagement with Kebele administrations to demand
better governance and services.
5
This study was contributed to the body of knowledge on local governance,
leadership, and the practical application of good governance principles in the
Ethiopian context. It contributed to the body of knowledge on local
governance, leadership, and decentralization in Ethiopia, particularly focusing
on urban Kebele administration, an area that often receives less detailed
scholarly attention than rural Woredas. It can serve as a reference for future
research and comparative studies.
Ultimately, by identifying ways to improve leadership and good governance,
the study aimed to contribute directly to more responsive, accountable, and
effective service delivery and local administration, benefiting the residents of
the selected Kebeles.

1.6 Scope of the Study

Geographically, the study was conducted in selected (Bobicho and Sechduna)

Kebeles within Hossana Town Administration, Hadiya Zone, Central Ethiopia
Regional State. Thematically, it primarily focused on the opportunities and
challenges of leadership in promoting good governance. It did not delve deeply
into all aspects of Kebeles administration but will maintain a focus on
leadership practices, the core principles of good governance and the associated
challenges and opportunities. Methodologically, the study was employed a
mixed-methods research approach, utilizing both quantitative data from
surveys with employees and residents, and qualitative data from key informant
interviews, focus group discussions, and document reviews. Population scope,
the primary respondents were included Kebele leaders and potentially other
key informants such as selected community members, elders, and relevant
officials within the Hossana Town Administration selected Kebeles who have
direct knowledge of Kebele operations and governance. Time scope, the study
were cross-sectional, meaning data would be collected at a specific point in
time to provide a snapshot of the current opportunities, challenges, and

6
perceptions regarding leadership and good governance. The study was
anticipated to be completed within the 2024/2025 academic year.

1.7 Limitations of the Study

The study acknowledges the following potential limitations: This study

focusing on only two Kebeles in Hossana Town, the findings may not be
directly generalizable to all Kebeles in Hossana Town or other parts of
Ethiopia, though they can offer valuable indicative insights. The perceptions
and responses of Kebele leaders and other informants might be influenced by
their personal views, political affiliations, or fear of repercussions, potentially
leading to social desirability bias or guarded responses. Obtaining sensitive
information related to governance challenges, corruption, and political
interference, internal administrative weaknesses might be challenging. Time,
financial, and logistical constraints inherent in academic research might limit
the depth and breadth of data collection or the ability to explore all emergent
themes exhaustively.

Despite these limitations, the study was employed rigorous methodological

approaches to minimize their impact and ensure the validity and reliability of
the findings.

1.8. Operational Definitions of Key Terms

For the purpose of this study, the following key terms were operationally
defined:
Leadership: leadership refers to the ability to guide, direct, influence, and
motivate employees and the community towards the achievement of good
governance objectives and effective service delivery within organizations This
includes their decision-making processes, communication styles, and ability to
manage resources and personnel. In this study, leadership is the process of
individual’s formally occupying leadership positions within the selected
(Bobicho and Sechduna) Kebele administrations like Kebele managers,
7
chairpersons, council members, who are responsible for directing Kebele
affairs, making decisions, and influencing the community and Kebele staff
towards achieving local governance objectives.

Good Governance: The exercise of political, economic, and administrative

authority to manage a organization affairs. For this research, good governance
is the exercise of political, economic, and administrative authority at the
Hossana Town at selected Kebele level in a manner that is characterized by
perceived high levels of citizen participation, adherence to the rule of law,
transparency in decision-making, responsiveness to citizen needs, efforts
towards consensus, equity and inclusiveness in service delivery and
opportunities, effectiveness in achieving objectives, efficiency in resource
utilization, and accountability of leaders to the community.

Opportunities: Enabling factors, conditions, resources, policies, or

circumstances like decentralization policies, community willingness, available
training, supportive higher administration that Kebele leaders in Hossana Town
selected kebeles can potentially utilize or leverage to promote and enhance the
principles of good governance within their jurisdictions.

Challenges: Obstacles, constraints, difficulties, or hindering factors like lack

of resources, inadequate skills, political interference, corruption, low citizen
awareness, weak institutional capacity those Kebele leaders in Hossana Town
face, which impede their ability to effectively promote and implement
principles of good governance. Hossana Town Administration: The
overarching municipal government body responsible for the administration and
development of Hossana Town, under which the selected Kebeles (Bobicho
and Sechduna) operate.

Hadiya Zone: The administrative zone within the Central Ethiopia Regional
State where Hossana Town is located.

8
Hossana Town Administration: The overarching urban local government
authority responsible for the administration and development of Hossana
Town, under which the selected Kebeles operate.

Kebele: The lowest formal administrative unit in the Ethiopian government

structure, operating at the neighborhood or village level, responsible for local
administration, service delivery, and community mobilization within its
defined geographical area in Hossana Town.

Employees: Individuals formally employed by the Bobicho or Sechduna

Kebele administrations.

Customers: Residents and service users of Bobicho or Sechduna Kebeles.

1.9 Organization of the Study

This thesis was organized in to five chapters. Chapter one deals with the
introductory parts of the research such as the background of the study,
statement of the problem, objectives of the study, significances of the study,
scope of the study, operational definitions of key terms, and organization of
the study. Chapter two focuses on the review of related literature of theoretical
concepts, empirical studies related to leadership, good governance, identifies
the research gap and conceptual framework of the study. Chapter three is about
research methodology including description of the study area, research design,
target population, sources of data, data collection tools, sample size and
sampling techniques, and data analysis techniques and ethical considerations.
Chapter four deals about results and discussion such as presents, analyses, and
interprets the findings of the study. Finally, summary, conclusions, and
recommendations such as summarize the key findings, draw conclusions, and
provide recommendations for policy and practice, as well as suggestions for
future research was discussed under chapter five.

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CHAPTER TWO
REVIEW OF RELATED LITERATURE

2.1 Introduction

This chapter undertakes a comprehensive review of the existing literature

pertinent to leadership and its role in promoting good governance, with specific
attention to the context of local administration. The primary aim is to establish
a solid theoretical and empirical foundation for assessing the opportunities and
challenges faced by leadership in selected Kebeles of Hossana Town
Administration, Hadiya Zone. The chapter begins with a conceptual review,
defining key terms such as leadership practices, good governance, and the
general nature of opportunities and challenges encountered by leaders in
governance roles. This is followed by an exploration of relevant leadership
theories that offer frameworks for understanding leadership effectiveness.
Subsequently, an empirical review examines existing research, focusing on
studies conducted in Ethiopia, particularly within the Hadiya Zone and
Hossana Town where available, to identify documented experiences. It
explores theoretical underpinnings, empirical evidence on opportunities and
challenges, and identifies the research gap this study aims to fill. Finally, a
conceptual framework is proposed to visually represent the interplay of these
factors and guide the current study

2.2 Conceptual Review

This section provides a conceptual clarification of the core constructs central to

this research: leadership practices, good governance, and the broad categories
of opportunities and challenges that leadership typically encounters in the
pursuit of good governance.

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2.2.1 Leadership Practices

Leadership practices refer to the observable behaviours, actions, strategies, and

styles that leaders employ to influence, guide, and direct individuals and groups
towards the achievement of organizational or collective goals (Kouzes &
Posner, 2017). These practices are the tangible manifestations of a leader's
philosophy, skills, and understanding of their role. Effective leadership
practices in the public sector, particularly at the local government level, involve
more than just authority; they encompass motivating public servants, fostering
collaboration among diverse stakeholders, engaging the community, managing
resources transparently and efficiently, and championing ethical conduct (Van
Wart, 2014).

Leadership practices can be influenced by various factors, including the

leader's personal traits, the characteristics of the followers, the organizational
context, and the specific situation (Yukl, 2013). In the context of promoting
good governance, relevant leadership practices might include: Visionary and
strategic thinking-articulating a clear vision for good governance and
developing strategic plans to achieve it; ethical conduct and role modelling-
demonstrating integrity, honesty, and fairness in all dealings; communication
and transparency-openly sharing information, decisions, and processes with
stakeholders; participatory decision-making-actively involving citizens and
other stakeholders in governance processes; accountability and performance
management-establishing clear responsibilities and holding oneself and others
accountable for outcomes; capacity building and empowerment-developing the
skills and confidence of staff and community members; conflict resolution and
negotiation-effectively managing disagreements and building consensus;
adaptability and responsiveness-adjusting strategies and actions in response to
changing circumstances and community needs. Understanding these practices
is crucial for assessing how leaders in Hossana Town selected Kebeles are
attempting to navigate their roles.

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2.2.2 Good Governance

Governance refers to the complex processes, institutions, and mechanisms

through which authority is exercised in the management of a country's or an
organization's affairs (UNDP, 1997). It encompasses the interactions between
the state, civil society, and the private sector in decision-making and
implementation. Good governance, therefore, is not merely about the presence
of governing bodies but about the quality and manner in which governance is
conducted to achieve desirable societal outcomes such as peace, equity,
efficiency, and sustainable development (World Bank, 1992).

The United Nations Economic and Social Commission for Asia and the Pacific
(UNESCAP) outline several key characteristics or principles of good
governance, which are widely accepted and provide a useful framework for
assessment (UNESCAP, n.d.): Participation-all citizens, including men and
women, minorities, and the most vulnerable, should have a direct voice or
representation in decision-making. This includes freedom of association and
expression; rule of law-legal frameworks should be fair and enforced
impartially, especially laws concerning human rights. This requires an
independent judiciary and an impartial and incorruptible police force;
transparency-decisions made and their enforcement are conducted in a manner
that follows rules and regulations. Information is freely available and directly
accessible to those affected by such decisions and their enforcement;
responsiveness-institutions and processes serve all stakeholders within a
reasonable timeframe; consensus orientation-good governance requires
mediation of different societal interests to reach a broad consensus on what is
in the best interest of the whole community and how this can be achieved;
equity and inclusiveness-a society’s well-being depends on ensuring that all its
members feel they have a stake in it and do not feel excluded. This requires all
groups, particularly the most vulnerable, to have opportunities to improve or
maintain their well-being; effectiveness and efficiency-processes and
institutions produce results that meet societal needs while making the best use
12
of resources (human, financial, technological, natural); accountability-decision-
makers in government, the private sector, and civil society organizations are
accountable to the public, as well as to institutional stakeholders.
Accountability cannot be enforced without transparency and the rule of law.

In the context of selected Kebele administrations, these principles translate into

ensuring that local services are delivered fairly and efficiently, local
development plans reflect community needs, local resources are managed
without corruption, and citizens have avenues to voice concerns and seek
redress.

2.3. Opportunities and Challenges of Leadership in Promoting Good

Governance

Leaders operating within any governance system, particularly at the local level,
invariably encounter a range of factors that can either facilitate (opportunities)
or hinder (challenges) their efforts to promote good governance.

Opportunities refer to favourable conditions, circumstances, or resources that

leaders can leverage to enhance governance practices. Conceptually, these
might include: Supportive policy and legal Frameworks- national or regional
policies and laws that explicitly promote decentralization, citizen participation,
transparency, and accountability; political will and commitment-genuine
commitment from higher levels of government to support good governance
initiatives at the local level; availability of resources-access to adequate
financial, human, and technological resources; active civil society and citizen
engagement-an informed and engaged citizenry and vibrant civil society
organizations that can partner with and also hold leaders accountable;
technological advancements-the potential to use technology to improve service
delivery, transparency, and communication; learning and best practice sharing-
platforms for sharing experiences and learning from successful governance
reforms elsewhere.

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Challenges refer to obstacles, constraints, or unfavourable conditions that
impede the promotion of good governance. Conceptually, these often include:
weak institutional capacity-lack of skilled personnel, inadequate infrastructure,
and inefficient processes within local government institutions; resource
scarcity-insufficient financial and material resources to implement programs
and deliver services effectively; corruption and rent-seeking-the prevalence of
unethical practices that divert public resources and undermine public trust; lack
of political will or interference-insufficient support from higher authorities or
undue political interference in local governance affairs; low citizen awareness
and participation- apathy, lack of information, or limited avenues for
meaningful citizen engagement; resistance to change- opposition from vested
interests who benefit from the status quo; complex socio-economic conditions-
issues like poverty, conflict, or social fragmentation that can complicate
governance efforts; deficiencies in the legal and regulatory environment-
ambiguous laws, weak enforcement mechanisms, or lack of judicial
independence.

The specific nature and intensity of these opportunities and challenges would
vary depending on the context, such as that of Hossana Town selected Kebeles.

2.4. Theoretical Review

This section examines key leadership theories that provide frameworks for
understanding how leadership can influence the promotion of good
governance. Several leadership theories offer valuable insights into how
leaders can effectively promote good governance. This section explores some
of the most relevant theories.

A. Transformational Leadership Theory

Transformational leadership theory, introduced by James MacGregor Burns

(1978) and later developed by Bernard Bass (1985), focuses on the leader's
ability to inspire and motivate followers to achieve extraordinary outcomes
14
and, in the process, develop their own leadership capacity. Transformational
leaders create a vision, act as role models, encourage innovation and critical
thinking (intellectual stimulation), and show individualized consideration for
their followers' needs and personal growth. This style is seen as particularly
relevant for the public sector, where leaders face complex challenges and the
need to drive positive change and enhance organizational performance. By
fostering a culture of collaboration, innovation, and empowerment,
transformational leaders can improve accountability, transparency, and overall
governance outcomes. Research suggests that transformational leadership can
increase employee empowerment, cooperation, satisfaction, commitment to the
organization's mission, and the use of performance data in decision-making.

In promoting good governance, transformational leaders can foster a culture of

integrity, transparency, and public service, motivating employees and citizens
alike to engage in ethical and participatory practices (Bass & Riggio, 2006).
Their emphasis on vision and collective good aligns well with the principles of
good governance.

B. Transactional Leadership Theory

Transactional leadership theory, also associated with Burns and Bass, focuses
on the exchanges that occur between leaders and followers. This leadership
style is characterized by contingent reward, where leaders provide rewards for
good performance, and management-by-exception, where leaders intervene
when standards are not met. While sometimes seen as less impactful than
transformational leadership, transactional approaches are crucial for
maintaining stability, ensuring compliance with rules and procedures (which
are vital for rule of law and accountability), and achieving specific, measurable
outcomes in public service delivery (Bass, 1990). Effective governance often
requires a blend of both transformational and transactional leadership practices.
This can be important for day-to-day management and ensuring tasks are
completed.

15
C. Servant Leadership Theory

Proposed by Greenleaf (1977), this model posits that the primary role of a
leader is to serve others, specifically their followers and the broader
community. Nuru's model of servant leadership, developed for contexts
including Ethiopia, emphasizes core values such as prioritizing people, leader
personality (gaining respect), mission-driven motivation, inspiring vision, and
truthful transparency. Key characteristics include listening, empathy, healing,
awareness, persuasion (rather than positional authority), conceptualization,
foresight, stewardship, commitment to the growth of people, and building
community (Spears, 2010).

This theory has strong resonance with the ideals of public service and good
governance. Servant leaders are naturally inclined towards fostering
participation, equity, responsiveness, and accountability, as their focus is on the
well-being of the community they serve (Gandolfi & Stone, 2018). This
leadership style is considered highly congruent with the ideals of public
service, ethical resource management, and effective governance. In the context
of promoting good governance, servant leadership can foster a culture of
service, ethical decision-making, stakeholder participation, and a long-term
focus on community well-being. This approach aligns well with the principles
of good governance, particularly responsiveness and citizen-centric service
delivery. In the context of Kebele administration, a servant leadership approach
could significantly enhance trust and collaboration between leaders and
citizens.

D. Ethical Leadership Theory

This theory emphasizes the importance of moral conduct and decision-making

in leadership. This theory of leadership focuses on the moral aspects of a
leader's behaviour, including integrity, fairness, and accountability. Involves
demonstrating and promoting normatively appropriate conduct through
personal actions and interpersonal relationships(Brown, Treviño, & Harrison,
16
2005). In the context of good governance, ethical leadership is crucial for
combating corruption, upholding the rule of law, and ensuring that public
resources are used for the public good.

E. Participatory (Democratic) Leadership

This style of leadership involves sharing decision-making authority with group

members. Leaders encourage participation and input from followers, fostering
a sense of ownership and commitment. In promoting good governance,
participatory leadership directly supports the principle of participation,
ensuring that citizens' voices are heard and considered in local development
and administrative matters. Studies have shown that participatory leadership
training can improve community leaders' effectiveness.

F. Contingency Theory of Leadership

Contingency theories argue that there is no single best style of leadership;

instead, effective leadership is contingent upon the situation. Fred Fiedler's
Contingency Model (Fiedler, 1967) is a prominent example, suggesting that a
leader's effectiveness depends on the match between their style (task-motivated
or relationship-motivated) and the favourableness of the situation (determined
by leader-member relations, task structure, and position power). Other
contingency approaches, like Hersey and Blanchard's Situational Leadership
Theory (Hersey, Blanchard, & Johnson, 2013), emphasize adapting leadership
style based on follower readiness. For Kebele leaders, contingency theories
highlight the need to diagnose the specific challenges and opportunities in their
environment, understand the needs and capacities of their staff and community,
and adapt their leadership practices accordingly to promote good governance
effectively.

17
2.5 Empirical Review

This section synthesizes findings from empirical studies related to leadership,

good governance, and the associated opportunities and challenges, particularly
within the Ethiopian context, and more specifically, Hadiya Zone and Hossana
Town where data is available.

2.5.1 Global and African Studies on Leadership and Good Governance at

Local Levels

Studies across various developing countries highlight common themes. For

instance, research in several African nations indicates that while
decentralization policies provide opportunities for enhanced local governance,
their success is often contingent on the quality of local leadership, the degree of
autonomy granted, and the availability of resources (Oyugi, 2000; Smoke,
2003). Challenges frequently identified include political interference in
administrative matters, corruption, lack of technical expertise among local
leaders, and inadequate mechanisms for citizen engagement and oversight
(Makara, 2009; Crook & Manor, 1998).

Opportunities often emerge from strong political will at higher levels, active
civil society engagement, partnerships with non-governmental organizations,
and innovative leadership practices that leverage limited resources effectively
(Devas & Grant, 2003).

2.5.2 Studies on Leadership and Good Governance in Ethiopia, Hadiya

Zone, and Hossana Town

Research within Ethiopia has consistently pointed to significant challenges in

the implementation of good governance principles at local administrative
levels, alongside some identified opportunities.

18
A study conducted by Desta and Mathewos (2022) in selected Woredas of the
Hadiya Zone examined the challenges and opportunities of good governance in
relation to effective service delivery. Their findings highlighted major
challenges including a lack of commitment from management (cited by 32.2%
of respondents) and employees (25%), a lack of qualified manpower (17.8%),
the absence of standardized performance metrics (17.8%), and insufficient
institutional capacity (7.2%). The study also underscored the detrimental
impact of failing to take measures against corrupt officials and rent-seekers,
alongside weak accountability mechanisms. However, the authors identified
the increased national focus on good governance as a significant opportunity.
They recommended bolstering accountability, transparency, adherence to the
rule of law, enhancing community participation, and leveraging existing
opportunities at the municipal level.

Focusing on Hossana Town, a study by Tesema (2021) investigated formal

residential land supply procedures. It identified several factors negatively
impacting this process, including a lack of leadership commitment, improper
political interference, inadequate stakeholder coordination, and financial
constraints. The study noted severe consequences such as the proliferation of
informal land supply, reduced municipal revenue, exclusion from housing
investment and basic infrastructure, and increased land speculation and
governance difficulties. Opportunities for improvement suggested by Tesema
(2021) included motivating leadership commitment, strengthening urban land
development and management agencies at the Kebele level, and improving
coordination. Another study focusing on governance challenges in land
administration within the Sech-Duna sub-city of Hossana Town also reported
poor land governance, characterized by a lack of equity, transparency,
accountability, responsiveness, and inclusiveness (Author, Year - placeholder
for a specific study if found, otherwise general observation).

Broader studies in Ethiopia echo these concerns. Fufa (2017), as cited by

Gebru (2021), identified corruption, lack of leadership commitment, lack of
19
employee commitment, a shortage of qualified leadership, and the absence of
uniform performance standards as primary challenges to good governance in
Ethiopia. Similarly, Pal (2017), studying Buee town 01 Kebele, found that an
absence of people's participation in planning, low awareness regarding good
governance's role in poverty reduction, insufficient service delivery, and a lack
of qualified and committed manpower were key issues. Notably, the Buee town
study pointed out that Kebele managers were often not elected by the
community, and there was a lack of effort to create community awareness
about good governance principles.

Meretu, Dagnew, & Dana (2020) indicated that local administrative authorities
in Ethiopia frequently exhibit a lack of accountability and transparency in
service delivery. This is often compounded by problems such as inefficiency,
poor management practices, political interference, bureaucratic delays, and
corruption. Research in Dukem Town, Oromia, by Abagissa (2019) revealed
that essential leadership traits for effective performance were often missing,
with poor commitment to implementing good governance. Leaders were
sometimes promoted without adequate preparation or a solid understanding of
good governance principles. Furthermore, a lack of competence and ineffective
monitoring and evaluation systems were found to contribute to leadership
ineffectiveness.

Workneh (2014), in a study on determinants of leadership in improving sound

governance within the SNNPR (Southern Nations, Nationalities, and Peoples'
Region) education sector, which includes the Hadiya Zone, identified strong
control and interference from political authorities, a lack of well-designed
accountability mechanisms, inadequate school frameworks for good
governance, deficiencies in leadership competencies, insufficient management
development programs, lack of commitment, high levels of corruption,
inefficiency, and a lack of transparency as major factors hindering sound
governance.

20
2.6. Synthesis of Common Opportunities and Challenges from Empirical
Literature

Drawing from the empirical studies reviewed, the following common

opportunities and challenges for leadership in promoting good governance at
the local Kebele level in Ethiopia, including contexts like Hossana Town, can
be synthesized:

Identified Opportunities:

National Commitment and Reform Agendas: Official government declarations

and ongoing political/institutional reforms aimed at improving governance and
democratization provide a supportive macro-environment (Desta & Mathewos,
2022; MoFED).

Growing Citizen Awareness and Demand: An increasing expectation from the

populace for better governance, enhanced accountability, and improved service
delivery can empower reform-oriented leaders (Tesema, 2021 implies this
through identified needs).

Decentralization Policy Framework: Despite implementation challenges, the

formal policy of decentralization offers a structural basis for local leadership to
engage with communities and manage local affairs (Tadesse & Gichamo,
2019).

Availability of Capacity Building Programs: Various governmental and non-

governmental entities offer training and support for local government officials,
which can enhance leadership skills and understanding of good governance
(Ministry of Capacity Building, n.d.).

Existing Legal and Institutional Structures: The constitution and other national
laws provide a foundational basis for promoting principles like participation,

21
accountability, and the rule of law, even if enforcement remains a challenge
(FDRE Constitution).

Identified Challenges:

Deficient Leadership Commitment and Competence: A recurrent theme is the

inadequate commitment of leaders to good governance principles, often linked
to a lack of requisite skills, knowledge, and experience. Promotions may
sometimes be based on political loyalty rather than merit (Desta & Mathewos,
2022; Tesema, 2021; Abagissa, 2019; Workneh, 2014).

Pervasive Corruption and Rent-Seeking Behavior: Widespread corruption,

rent-seeking tendencies, and unethical practices among officials significantly
erode good governance efforts and public trust (Desta & Mathewos, 2022;
Fufa, 2017; Workneh, 2014).

Inadequate Institutional Capacity: Local government bodies, including

Kebeles, frequently struggle with insufficient financial resources, a shortage of
qualified personnel, and poor infrastructure, limiting their operational
effectiveness (Desta & Mathewos, 2022; Pal, 2017).

Weak Accountability and Transparency Mechanisms: Shortcomings in systems

for holding officials accountable and a lack of transparency in decision-making
processes are prevalent, fostering public mistrust (Meretu, Dagnew, & Dana,
2020; Workneh, 2014).

Constrained Citizen Participation: Meaningful involvement of citizens in local

planning, decision-making, and monitoring is often limited or merely symbolic,
due to factors like insufficient awareness, official reluctance, or socio-cultural
barriers (Pal, 2017).

Political Interference and Centralizing Tendencies: Despite decentralization

policies, local leaders often contend with undue political interference from

22
higher administrative levels, and a trend towards recentralization can restrict
their autonomy and responsiveness to local needs (Tesema, 2021; Workneh,
2014; Ayele, 2022).

Severe Resource Constraints: Insufficient financial, material, and human

resources at the Kebele level critically impair the ability of leaders to
implement programs and deliver essential services effectively (Tesema, 2021;
Pal, 2017).

Absence of Standardized Performance Management: The lack of clear, uniform

systems for measuring and evaluating performance makes it difficult to assess
progress, ensure accountability, and drive improvements (Desta & Mathewos,
2022; Fufa, 2017).

Weak Enforcement of the Rule of Law: Inconsistent application of laws and

regulations can undermine the predictability, fairness, and overall integrity of
the governance system. These identified opportunities and challenges provide
the specific empirical grounding for investigating leadership in Hossana Town
Kebeles.

2.7 Research Gap

While existing literature provides a broad understanding of leadership and

good governance, several gaps remain, particularly in the specific context of
Hossana Town's Kebele administrations:

Context-Specific In-depth Analysis: There is a dearth of in-depth, comparative

case studies that specifically examine the interplay of leadership practices,
challenges, and opportunities in promoting the multifaceted dimensions of
good governance within urban Kebele administrations like Bobicho and
Sechduna in Hossana Town. Most studies are either at a higher administrative
level (Woreda, national) or are more general assessments of decentralization.

23
Employee and Resident Perspectives: Few studies in the Ethiopian context
systematically capture and compare the perceptions of both Kebele employees
(service providers) and residents (customers) regarding leadership effectiveness
and governance outcomes at the Kebele level.

Focus on Opportunities: While challenges are often well-documented, the

specific opportunities available to Kebele leadership and how effectively these
are being (or could be) leveraged often receive less systematic attention.

Practical Strategies for Urban Kebeles: There is a need for research that not
only identifies problems but also proposes contextually relevant and actionable
strategies for strengthening leadership and governance in rapidly urbanizing
settings like Hossana Town.

This study aimed to contribute to filling these gaps by providing a nuanced,

empirically grounded analysis of the opportunities and challenges of leadership
in promoting good governance in the selected Kebeles, drawing on the
perspectives of diverse stakeholders. Furthermore, a comparative perspective
from both Kebele employees (internal view) and residents/service users
(external view) regarding leadership's role in promoting good governance in
specific Kebeles like Bobicho and Sechduna is not extensively covered. This
study intended to fill this gap by providing context-specific insights into the
leadership factors that enable or hinder good governance in these urban
Kebeles, thereby contributing to more targeted and effective interventions.

2.5. Conceptual Framework

Based on the reviewed theories and the objectives of this study, a conceptual
framework is proposed (see Figure 2.1). This conceptual framework proposes a
model to understand the relationship between leadership practices and the
promotion of good governance in the selected Kebeles of Hossana Town
Administration. It identifies leadership practices as the independent variable,

24
good governance principles as the dependent variable, and various challenges
and opportunities as moderating/mediating factors.

OPPORTUNITIES CHALLENGES
KEBELE LEADERSHIP
 Supportive Policies  Resource Constraints
 Leadership  Technological  Capacity Gaps
Styles Advancements  Political Interference
 Leadership  Community  Low Citizen Awareness
Practices Willingness to Engage  Resistance to Change
 Leadership  Partnerships (CSOs)  Corruption/Rent-Seeking
Capacity  Existing Social Capital
 Committed Staff
 Local Knowledge

PROMOTION OF GOOD GOVERNANCE PRINCIPLES

 Efficiency & Effectiveness

 Transparency
 Accountability
 Equity & Impartiality
 Participation & Responsiveness
 Rule of Law

Figure 2.1: Conceptual Framework Diagram

Leadership in Kebeles: This encompasses:

o Leadership Styles (e.g., transformational, transactional, servant).

o Leadership Practices (e.g., communication, decision-making, resource
management, conflict resolution, ethical conduct).
o Leadership Capacity (e.g., skills, knowledge, experience).

Promotion of Good Governance Principles: This includes the practical

application of:

25
o Efficiency and Effectiveness (in service delivery and operations).
o Transparency (in information sharing and decision-making).
o Accountability (of leaders and staff for actions and outcomes).
o Equity/Impartiality (in service access and treatment of citizens).
o Participation and Responsiveness (of citizens in governance and to their
needs).
o Rule of Law (adherence to legal and regulatory frameworks).

Challenges: Factors that hinder leadership efforts in promoting good

governance. These can be internal (e.g., lack of financial resources, inadequate
human capacity, poor infrastructure, internal resistance to change,
corruption/rent-seeking) or external (e.g., political interference, limited
autonomy, community apathy, complex socio-economic conditions).

Opportunities: Factors that leadership can leverage to enhance good

governance. These can include (e.g., supportive national/regional policies,
technological advancements, community willingness to engage, potential for
partnerships with CSOs/NGOs, existing social capital, committed staff).

Explanation of Components:

Kebele Leadership: This is the central influencing factor. It encompasses the

styles leaders adopt (e.g., transformational, servant), their day-to-day practices
(how they communicate, manage resources, make decisions), and their overall
capacity (skills, knowledge, experience). The study was based on the
assumption that effective leadership positively contributes to good governance.

Promotion of Good Governance Principles: This was the outcome the study
aimed to understand. It refers to the practical application and upholding of key
governance principles within the Kebeles, such as transparency in operations,
accountability of officials, efficient and effective service delivery, equitable

26
treatment of citizens, meaningful citizen participation, responsiveness to needs,
and adherence to the rule of law.

Opportunities-Positive Influence/Enabler): These are existing or potential

factors within the Kebele's internal or external environment that leadership can
identify and utilize to enhance their efforts in promoting good governance.
Examples include supportive national policies, technological advancements,
community willingness to participate, potential for partnerships, and committed
staff.

Challenges- Negative Influence/Hindrance): These are obstacles or constraints

that impede leadership's ability to effectively promote good governance. They
can be internal (e.g., resource shortages, staff capacity gaps, resistance to
change) or external (e.g., political interference, widespread citizen apathy,
complex socio-economic conditions).

Context: The study is specifically situated within the Bobicho and Sechduna
Kebeles of Hossana Town Administration. This urban context, with its unique
demographic, socio-economic, and administrative characteristics, shapes the
nature of leadership, the available opportunities, the prevalent challenges, and
the expression of good governance.

Assessment Lens: The effectiveness of leadership, the state of good

governance, and the impact of opportunities and challenges were primarily
assessed through the collected perceptions of Kebele employees (internal
perspective) and residents/service users (external perspective).

27
CHAPTER THREE
METHODOLOGY OF THE STUDY

3.1 Introduction

This chapter outlines the systematic methodological framework employed to

investigate the opportunities and challenges of leadership in promoting good
governance within the Bobicho and Sechduna Kebeles, situated under the
jurisdiction of the Hossana Town Administration. It details the research design,
philosophy, approach, study area, target population, sampling techniques and
sample size determination, data collection methods and instruments,
procedures for data quality assurance, data analysis methods, and the ethical
considerations upheld throughout the research process. The methodology was
designed to systematically gather and analyse relevant data to address the
research questions and achieve the study's objectives.

3.2 Description of the Study Area

Hossana Town is the administrative capital and commercial center of Hadiya

zone, is found in Central Ethiopia Regional state. Central Ethiopia is one of the
thirteen regional states in the Federal Democratic Republic of Ethiopia
(FDRE). It was a newly established region whose geographic location is
between 40 4', 80 58' north latitude, 340 88', and 390, 14' east longitude. It
shares boarders with in northwest and Oromia region in the south, east and
southeast and also shares boundaries with south Ethiopia and south east
Ethiopia regional states and divided in to seven zones and three special
woredas. These include Hadiya, Gurage, Halaba, Silte, Yem, Kembata, Misrak
Gurage and Kebena, Mareko, and Tembaro special woreda. The state center of
the region is Hosanna city which is administered under city administration at
the status of a Zonal government (Hossana city Municipality, 2024). A town is
located southwest of Addis Ababa at distance of 232 Km via Almegena-
butagera routes, 280 Km from via Wolkite route and 305 Km via Ziway.
28
Hossana Town is also located in south east approximately 168 Km away from
Hawassa via Halaba-Angecha and 203 Km via Halaba-Durame from Hawassa,
a capital of South Nation Nationalities Peoples Regional State and 97Kms
north of wolyita Sodo Town and 76 Km North of Durame Town. The Town
comprises three sub towns and eight kebeles. Administrative area of Hosanna
Town is 10414.3 hectare of which 4585.48 hectare has been well master
planned. The town covers about 100Km2 of land. Based on CSA 2007 the
population census result, the current population of the town is projected to
reach 97,184 at the end of 2013 out of which 49,322 are male and 47,863 are
female are estimated(CSA,2014). The rapid population growth and town
expansion was rural to urban migration as a result of remittance send from
South Africa and high trading center (rate) in the town. Hossana Town has
different religious followers among them Protestant, Orthodox and Muslim
were found.

The economic base of the community surrounding Hosanna Town is

agriculture. Residents in the outskirt of the town are agrarian and semi-
agrarian. However, majority of the residents in the town centre are engaged in
various activities other than agriculture. They are engaged in trade and business
activities significant number of them are employed both in public and private
institutions. Like in other towns in the country there are people who are
unemployed and in addition to those engaged in casual labour work (Hossana
Town Finance and Economic Development Office report, 2022). Hossana
Town is found at the southern edge of the western plateau of the physiographic
region. Its location on a topographically high place makes the town serve as a
divide for the Gibe Omo and Rift Valley Lake drainage basin. The elevation
within the town ranges from 2400meters. The five years annual average
temperature of the town is found to be 18.50c. This shows that the town is
mainly characterized by highland (‗Dega‘) agro climatic zone. Hossana Town
is situated on amid-agro ecological zone and its mean annual rainfall is

29
5606.6mm (Hosanna Town Finance and Economic Development Office report,
2024).

The geographical location of the town is between 70 31‘00‘‘and 7035‘0‘‘N

Latitude and 37050‘0‘‘and 37054‘0‘‘E Latitude. The town covers about 100
Km2 of land. Hossana Town currently is one of among nine towns selected for
modern growth by the regional government of Central Ethiopia Regional state.

Fig.3.1. Location Map of the Study Area

Source: Hossana Town Finance and Economic Development Office (2025)
3.3. Research Philosophy

This study adopted a pragmatic research philosophy. Pragmatism is particularly

suitable for applied research in complex social settings like urban governance.
It allowed the researcher to focus on what works in answering the research
questions, enabling the flexible use and integration of both quantitative and
30
qualitative methods to gain a comprehensive understanding of leadership and
good governance within the specific context of Hossana Town's Kebeles
specifically, bobicho and Sechduna kebeles. This approach acknowledges that
the realities of urban governance are multifaceted and best understood through
diverse data types.

3.4 Research Design

This study was employed a descriptive case study design. A descriptive design
is appropriate as the study aims to describe and document the existing
opportunities and challenges faced by leadership in promoting good
governance within the specific context of the selected Kebeles, without
manipulating any variables. The case study approach allows for an in-depth,
multifaceted investigation of the phenomenon within its real-life context (Yin,
2018). By focusing on selected Kebeles in Hossana Town, the study seeks to
gain a rich and holistic understanding of the leadership dynamics related to
good governance in that particular setting.

3.5 Research Approach

A mixed-methods research approach was utilized for this study. A mixed

method research approach is a procedure for collecting, analyzing and mixing
both qualitative and quantitative methods in a single study to understand
clearly the objectives and research questions (Creswell & Plano Clark, 2017).
Quantitative data were gathered primarily through structured questionnaires
administered to residents and Kebele employees/leaders to assess the extent of
perceived opportunities, challenges, and levels of good governance practices.
This will provide numerical data amenable to statistical analysis. While,
qualitative data were collected through Key Informant Interviews (KIIs), Focus
Group Discussions (FGDs), and document analysis to explore the nuances,
experiences, and underlying reasons behind the identified opportunities and
challenges. This was provided rich, descriptive insights.

31
The concurrent triangulation design was adopted, where quantitative and
qualitative data were collected concurrently and then integrated during the
interpretation phase to provide a more comprehensive understanding of the
research problem. This allowed for the strengths of one method to compensate
for the weaknesses of the other and facilitates the corroboration of findings.

3.6 Target Population

Population can be defined as the totality of observation with which the study is
concerned (Saunders et. al. 2007). The target population for this study
comprises two main groups: First, all individuals employed in official
capacities within the administration of Bobicho and Sechduna kebeles in
Hossana Town. This includes Kebele leaders, administrative staff, and other
personnel involved in local governance and service delivery. The total number
of such employees and leaders is 40. Secondly, all residents residing within the
geographical boundaries of Bobicho and Sechduna Kebeles in Hossana Town
who are users of services provided by the Kebeles administration. The total
population of households/residents in Bobicho is 18,000, and in Sechduna is
16,000, making a combined total of 34,000 households.

3.7 Sampling Techniques and Sample Size

A multi-stage sampling technique was employed: The sampling technique for

the households/residents was stratified random sampling technique. First,
proportionate stratified sampling, the total sample of 395 residents would be
proportionately allocated to the two Kebeles based on their population sizes:
Bobicho Kebele sample-(18,000 / 34,000) * 396 ≈ 0.5294 * 396 ≈ 210
respondents and Sechduna Kebele sample-(16,000 / 34,000) * 396 ≈ 0.4706 *
396 ≈ 186 respondents.

Second, systematic random sampling, within each Kebele, households would

be selected using systematic random sampling. If a comprehensive list of

32
households is available, every k-th household would be selected (k = total
households / sample size for that Kebele). If not, a prominent starting point will
be chosen, and households will be selected at regular intervals.

Third, simple random sampling (lottery method), once a household is selected,

one resident would be chosen randomly to participate in the survey. This
method can be used to ensure random selection within the household if
multiple eligible adults are present. For qualitative data from kebele residents,
purposive sampling would be used to select participants for Focus Group
Discussions (FGDs), ensuring diversity in terms of age, gender, and socio-
economic background.

For the kebele employees, a census method was used. This means all 40 Kebele
employees and leaders would be included in the study for the quantitative part
(questionnaire). This technique was chosen due to the small and manageable
size of respondents, which allows for the elimination of sampling error and
ensures comprehensive data collection from all relevant officials. For the
quantitative data, all 40 employees and leaders would be targeted. For in-depth
qualitative data through Key Informant Interviews (KIIs), purposive sampling
would be used to select eight(8) key leaders and senior administrative staff
(Kebele Managers, Chairpersons, heads of key committees, long-serving
officials) who are deemed to have rich information regarding leadership,
opportunities, and challenges in promoting good governance.

All 40 employees were surveyed or taken as a sample size to avoid excluding

any leadership voices. But, to determine the sample size for
households/residents sample size determination, the researcher was used a
Yamane's formula (Taro Yamane, 1967), a widely used formula for calculating
sample size for a finite populations, assuming a 95% confidence level and a 5%
margin of error (e = 0.05).

N
The formula is: n= 2
1+ N (e )
33
Where:

 n = Sample size
 N = Population size (34,000)
 e = Margin of error (level of precision). This is the acceptable amount of
error in the sample results. Common choices are 5% (0.05).

34000
n=
1+34000 ¿ ¿
n = 34000 / (1 + 34000 * 0.0025)
n = 34000 / (1 + 85)
n = 34000 / 86

n =395.35≈ 395

So, the researcher would need approximately 395 respondents from the
households/residents. Therefore, the total sample size for the study were 395
households/residents + 40 kebele employees = 435 respondents.

3.8. Data Type, and Methods of Data Collection

Both primary and secondary data were collected.

3.8.1 Primary Data Collection

Primary data will be the main source of information and will be collected
using:

A. Structured Questionnaires

Administered to the sampled residents (396) and all Kebele employees/leaders

(40) were selected. The questionnaire included closed-ended questions like
Likert scale items, multiple-choice questions, and some open-ended questions
to measure perceptions of good governance principles, opportunities, and
challenges. A structured questionnaire with sections on demographic
34
information, perceptions of leadership effectiveness, availability and utilization
of opportunities, severity of challenges, and the status of good governance
principles (participation, accountability, transparency, etc.). Likert scales were
predominantly used for closed-ended questions.

B. Key Informant Interviews (KIIs)

Conducted with purposively selected Kebele leaders/senior staff eight (8), and
potentially with knowledgeable community elders or civil society
representatives. These were semi-structured interviews to gather in-depth
qualitative information on leadership roles, specific opportunities, challenges,
and strategies. An interview guide focused on leadership styles, decision-
making processes, implementation of good governance principles
(transparency, accountability, participation in an urban context), challenges
specific to Bobicho and Sechduna Kebeles, and perceived opportunities.

C. Focus Group Discussions (FGDs)

Conducted with groups of residents three (3) FGDs per Kebele, with 6
participants each, segregated by gender or age if deemed appropriate to explore
shared experiences, collective opinions, and diverse perspectives on leadership
and good governance. Participants were grouped based on relevant
demographic characteristics common in urban settings including youth,
women, business owners, elders, and members of specific community
associations to capture diverse perspectives. A guide with open-ended
questions and prompts to stimulate discussion among FGD participants on
topics related to leadership, opportunities, challenges, and good governance . A
facilitator were used a discussion guide to explore community views on local
leadership, governance effectiveness, service delivery issues specific to urban
life in Hossana specifically both kebeles, and collective suggestions for
improvement.

D. Non-participant Observation (Optional but Recommended)

35
If feasible and permitted, the researcher may attend some Kebele meetings or
observe service delivery processes to gain contextual understanding. Field
notes would be taken.

Finally, the instruments were developed in English and then translated into
Amharic to ensure clarity and understanding by respondents. They were back-
translated to check for consistency.
3.8.2 Secondary Data Collection
Secondary data were gathered from relevant academic journals, government
publications, and reports from NGO, leadership related books, articles, yearly
reports of Hossana Town Administration particular from both Kebeles on
leadership practices, opportunities and challenges of leadership, records of
customer’s complaints or feedback, if systematically collected for further
interpretations.

3.9. Procedures for Data Quality Assurance

To ensure the quality, validity, and reliability of the data collected, the
following measures would be undertaken:

Pilot Testing: The questionnaire and interview guides were pilot-tested on

small sample 10 residents and 3 Kebele officials from a non-selected Kebele in
Hossana Town with similar characteristics). This was helping identify
ambiguous questions, assess the time taken, and refine the instruments.

Training of Data Collectors: If data collectors (enumerators) were employed,

they were receive thorough training on the objectives of the study, the content
of the data collection instruments, interviewing techniques, ethical
considerations, and data recording procedures.

Supervision and Monitoring: The researcher was closely supervising the data
collection process. Regular checks were made on completed questionnaires for
completeness and consistency.

36
Data Cleaning and Verification: Collected quantitative data were checked for
errors, inconsistencies, and missing values before analysis. Qualitative data
from interviews and FGDs was transcribed verbatim.

Triangulation: Data from different sources (questionnaires, KIIs, FGDs,

documents) and methods was triangulated to cross-validate findings and
enhance the credibility of the research.

3.10. Methods of Data Analysis

The collected data were analysed using appropriate quantitative and qualitative
techniques. The quantitative data were coded, entered, and analysed using the
Statistical Package for Social Sciences (SPSS) software Version 26. The
descriptive statistics like frequencies, percentages, means, and standard
deviations would be used to summarize demographic characteristics and
describe the levels of perceived opportunities, challenges, and good governance
practices.

The qualitative data from KIIs, FGDs, open-ended questionnaire responses,

and document reviews would be analysed using thematic analysis. This was
involved familiarization (reading and re-reading transcripts and notes), coding
(identifying initial codes and patterns in the data), and theme generation
(Grouping codes into potential themes), and reviewing themes (refining and
combining themes), defining and naming themes (clearly defining the scope
and content of each theme), reporting (presenting the themes with supporting
verbatim quotes and narrative descriptions).

Finally, the findings from both quantitative and qualitative analyses were
integrated during the interpretation and discussion phase. Qualitative findings
would be used to explain, elaborate on, and provide context to the quantitative
results, leading to a richer and more nuanced understanding of the research
problem.

37
3.11. Ethical Considerations

The study was adhered strictly to ethical principles throughout the research
process: Approval would be sought from the relevant institutional review board
(IRB) or ethics committee of the researcher's academic institution. Official
permission was obtained from the Hossana Town Administration and the
leadership of the selected Kebeles before commencing data collection.

Participants would be fully informed about the purpose of the study, the
procedures involved, potential risks and benefits, their right to voluntary
participation, and their right to withdraw at any time without penalty. Written
or verbal informed consent (for those who cannot read/write, with an impartial
witness) will be obtained from all participants before data collection.

The confidentiality of information provided by participants was ensured.

Names and other personal identifiers will not be used in the research report;
instead, codes were used. Data were stored securely.

The privacy of participants was respected during interviews and discussions.

The research was conducted in a way that minimizes any potential physical,
psychological, or social harm to participants. The researcher was striving for
objectivity in data collection, analysis, and reporting. Findings were reported
honestly and accurately, without fabrication or misrepresentation. A summary
of the findings may be made available to the participating Kebele
administrations and other relevant stakeholders, if requested and appropriate.

By following this methodology, the study aims to generate credible and

valuable insights into the opportunities and challenges of leadership in
promoting good governance in the selected Kebeles of Hossana Town
Administration.

38
CHAPTER FOUR

DATA ANALYSIS AND INTERPRETATION

4.1 Introduction

This chapter presents an in-depth analysis and interpretation of the data

collected to investigate the opportunities and challenges of leadership in
promoting good governance within the Bobicho and Sechduna Kebeles of
Hossana Town Administration, Hadiya Zone. The data was gathered from two
primary groups of respondents: employees of the Kebele administrations and
residents/customers of these Kebeles. The analysis explores demographic
profiles, perceptions of leadership practices, assessments of good governance
principles, and identified opportunities and challenges related to fostering good
governance. Quantitative data, including frequencies, percentages, means, and
standard deviations, are utilized to describe and interpret the findings.

4.2. Demographic Profile of Employee Respondents

This section details the demographic background of the respondents who

participated in the study. This includes 40 employees and 395
customers/residents from the selected Kebeles (Bobich and Sechduna) in
Hossana Town Administration. The characteristics examined include their
Kebele, sex, age, educational qualification, field of specialization (for
employees), current position/role (for employees), years of service (for
employees), length of residency (for customers/residents), and primary reason
for interacting with the Kebele office (for customers/residents). Understanding
these profiles is essential for interpreting the findings on leadership, good
governance, opportunities, and challenges presented later.

As indicated in Table 4.1, a total of 40 employees participated in the study,

equally distributed between Bobicho Kebele 20(50%) and Sechduna Kebele
20(50%). This balanced representation ensured that the perspectives gathered

39
from employees are not skewed towards a single Kebele and allows for a
comparative understanding if needed, though the current analysis aggregates
their views.

Table 4.1: Demographic Profile of Employee Respondents

Variable Category F(n) P (%)

Kebele Bobicho 20 50
Sechduna 20 50
Sex Male 32 80
Female 8 20
Age Below 20 years 5 12.5
21-30 years 12 30
31-40 years 14 35
41-50 years 5 12.5
51 years and above 3 7.5
Educational Qualification Below Grade 12 4 10
12th complete 2 5
Diploma 8 20
BA/BSC Degree 16 40
MA/MSC and above 1 2.5
Field of specialization Management 18 52.9
Accounting 4 11.8
Law 4 11.8
Economics 2 5
Your current position Leader 8 20
Expertise 6 15
Employee 20 50
Supervisor 4 10
Years of service Below 5 years 8 40
6-10 years 6 30
11-16 years 4 20
16 years and above 2 10
Total 40 100
Source: Survey Questionnaire, 2025

The majority of employee respondents were male 32(80%), while female

employees constituting a smaller portion 8(20%). This indicates a gender
imbalance in the staffing of the selected Kebele offices, with a predominance

40
of male employees. This composition might influence perceptions, particularly
on issues that could have gendered implications, although the study does not
delve into gender-disaggregated analysis of perceptions.

The age distribution of employee respondents shows a concentration in the 21-

30 years (30%) and 31-40 years (35%) age brackets. Together, these groups
make up 65% of the employee sample. This suggests a workforce that is
largely in the early to mid-career stages. A smaller proportion of employees are
below 20 years (12.5%), between 41-50 years (12.5%), and 51 years and above
(7.5%). This age profile might bring a mix of fresh perspectives from younger
employees and experience from the older ones.

The largest group of employee respondents holds a BA/BSC Degree (16

employees, 51.6% of those who answered this question). A significant portion
also holds a Diploma (8 employees, 25.8%). A smaller number have
qualifications below Grade 12 (4 employees, 12.9%), completed 12th grade (2
employees, 6.5%), or possess an MA/MSC or higher degree (1 employee,
3.2%). This indicates that a majority of the surveyed employees have post-
secondary education, with a strong representation of degree holders. This
distribution points to a relatively educated workforce, with a significant portion
holding tertiary level qualifications, which could influence their understanding
and expectations of good governance principles.

A notable majority of employees specialized in Management with 18

employees (52.9% of those who answered). Smaller groups specialize in
Accounting (4 employees, 11.8%), Law (4 employees, 11.8%), and Economics
(2 employees, 5.9%). A category of "Other" specializations accounts for 6
employees (17.6%). This concentration in Management specialization might
shape how leadership and organizational efficiency are perceived and the
presence of law and accounting specialists is also relevant for governance
issues.

41
Half of the respondents 20(50%) identify their role as employee. Significant
portions are in leadership positions 8(20%), while others serve in roles
requiring specific expertise, 6 (15%) as supervisors (4 employees, 10%). A
small group (2 employees, 5%) falls into other roles. This distribution indicates
that the sample captures perspectives from various hierarchical levels and
functional roles within the Kebeles, from general staff to leadership.

Among the employees who provided information on their years of service, the
largest group (8 employees, 40%) has served for below 5 years. This is
followed by those with 6-10 years of service (6 employees, 30%). Fewer
employees have longer tenures of 11-16 years (4 employees, 20%) or 16 years
and above (2 employees, 10%). This suggests a mix of newer and more
experienced staff, though skewed towards those with less than 10 years of
service in the current Kebele.

As shown above table below 4.2, the distribution of resident respondents was
nearly even between Bobicho 198 (50.1%) and Sechduna 197 (49.9%). This
nearly balanced sample ensures that perceptions from residents are
representative of both selected Kebeles.

Among the resident respondents, males constitute the majority 210 (53.2%),
while females make up 185 (46.8%).While there is a male predominance, the
representation of female residents is more substantial than in the employee
sample.

The largest segment of resident respondents was in the 18-30 years age group
(n=170, 43.0%), followed by the 31-45 years group (n=110, 27.8%). Those
aged 46-60 constituted 20.3% (n=80), and residents above 60 years made up
8.9% (n=35) of the sample. This indicates a youthful and middle-aged resident
population primarily interacting with Kebele services.

The largest group of residents held a BA/BSC degree (n=140, 35.4%),

followed by those with a College Diploma (n=80, 20.3%) and Certificate

42
holders (n=60, 15.2%). Residents who had completed 12th grade accounted for
12.7% (n=50), while those with MA/MSC and above were 11.4% (n=45). A
smaller portion was illiterate (n=20, 5.1%). This indicates that most residents
have long-term experience with Kebele services and leadership.

Table 4. 2: Demographic Profile of Customer/Resident Respondents

Variable Category F(n) P (%)

Kebeles Bobicho 198 50.1
Sechduna 197 49.9
Gender Male 210 53.2
Female 185 46.8
Age group 18-30 170 43.0
31-45 110 27.8
46-60 80 20.3
Above 60 35 8.9
Educational Illiterate 20 35.4
Background 12th complete 50 20.3
Certificate 60 15.2
College diploma 80 12.7
BA/BSC 140 11.4
MA/MSC and above 45 5.1
How long have you Below 5 Years 50 34.2
lived in this 5-6 Years 135 31.6
Kebele? 6-10 Years 125 21.5
Above 10 Years 85 12.7
Primary reason for Land Administration Issues 150 38.0
interacting with the Identification Card Issues(ID) 130 32.9
Kebele office Social services 90 22.8
Others 25 6.3
Total 395 100.0

43
Source: Survey Questionnaire, 2025

A significant number of residents had lived in their respective Kebeles for 5-6
years (n=135, 34.2%) and 6-10 years (n=125, 31.6%). Those residing for above
10 years constituted 21.5% (n=85), and a smaller group had lived there for
below 5 years (n=50, 12.7%). This information point the key service areas
where residents most frequently engage with Kebele administration, and thus
where their perceptions of governance and leadership are likely strongly
formed.

The most common reason for interaction was land administration issues
(n=150, 38.0%), followed by identification card issues (ID) (n=130, 32.9%),
and social services (n=90, 22.8%). Other unspecified reasons accounted for
6.3% (n=25) of interactions. This highlights key service areas demanding
Kebele attention.

As a result, the employee sample is characterized by an equal representation

from Kebeles, a predominance of male employees, and a workforce largely in
the early to mid-career stages (21-40 years). A majority possess post-secondary
education, with a concentration in Management specialization. The roles are
varied, with half identifying as general employees. There are noted
discrepancies in the reported frequencies for education, specialization, and
years of service, suggesting potential data gaps for these variables.

The customer/resident sample is also equally drawn from both Kebeles and is
majority male, though with a higher female representation than employees. It is
a predominantly young adult sample (55% aged 18-30) with diverse
educational backgrounds, the largest group holding BA/BSC degrees. Most
residents have lived in their Kebele for over 5 years, indicating familiarity with
local governance. Their primary interactions with the Kebele revolve around
land administration and ID card issues.

44
4.3. Quantitative and Qualitative Result Analysis Overview
This section analyses the perceptions of both Kebele employees and residents
regarding leadership practices within the selected Kebeles. Mean scores and
Standard deviation are used to interpret the general agreement or disagreement
with statements about leadership, assuming a scale where lower scores indicate
disagreement or negative perception and higher scores indicate agreement or
positive perception. Notes: In quantitative result would be done based on
scored 1 up to 5(1.00-1.19=strongly disagree, 1.80-2.59= Disagree, 2.60-3.39=
Neutral, 3.40-4.19=Agree, 4.20-5.00= Strongly agree).

Table 4. 3: Leadership Practices (Perceived by Employees)

Practices variable F(n) Mean Standard Deviation

Leaders clearly communicate vision and 40 1.85 1.224
goals.
Leaders encourage employee participation. 40 1.87 1.172
Leaders provide constructive feedback. 40 1.80 1.224
Leaders act as positive role models. 40 2.55 1.297
Leaders manage conflict effectively. 40 2.5 1.23
Source: Survey Questionnaire, 2025

The data in table 4.3, reveal that the employees perceived that leaders do not
clearly communicate vision and goals, with a mean score of 1.85 (SD=1.224).
This low score suggests a significant gap in strategic communication from
leadership. The standard deviation indicated a moderate level of agreement
among employees, though some varied experiences existed.
Similarly, the encouragement of employee participation by leaders received a
low mean score of 1.87 (SD=1.172), indicating that employees do not feel
adequately involved in decision-making processes.
The provision of constructive feedback by leaders was also rated poorly, with a
mean score of 1.80 (SD=1.224). This suggests a lack of developmental
communication and support from leaders.

45
The perception of leaders acting as positive role models was slightly higher but
still moderate, with a mean score of 2.55 (SD=1.297). This indicates a mixed
view, leaning towards leaders not consistently exemplifying desired
behaviours. However, the standard deviation is also the highest in this section,
indicating a wider range of perceptions among employees regarding their
leaders as role models.
Leaders' effectiveness in managing conflict also received a moderate score of
2.50 (SD=1.230), suggesting that conflict resolution is an area where
leadership performance is perceived as average or slightly below. This
moderate score indicates that there is room for improvement in how conflicts
are addressed and resolved within the Kebele. The standard deviation points to
a moderate consensus on this perception.
As a result, the employee responses indicate significant concerns regarding the
clarity of vision, participative approaches, feedback mechanisms, and role
modelling by Kebele leaders. Conflict management is also an area that does not
appear to be a strong suit of the leadership, according to employees.
Key informant respondents also fully agree with the kebele offices failed to
participate employees on different activities of the office in a full manner. This
implies that the office didn’t perform its best to make owners of the work of the
office. Generally, even if there was a good relationship between the office and
the employees; the weak relationship between the office and its employees
adversely affected the practice of good governance in the office.
In addition to the above the key informants responded as the office applied
transformational leadership and it enable the office to create a transparent
system.
As above table 4.4, kebele operations were perceived as moderately efficient
(Mean=3.13, SD=1.279), while service delivery was seen as somewhat less
effective (Mean=2.83, SD=1.206). This indicates that a relatively positive
perception among employees that operational processes are generally carried
out without undue delay or waste of resources. The standard deviation indicates
a moderate spread of views. The effectiveness of service delivery was
46
perceived with a mean score of 2.83 (SD=1.206). This moderate rating point
that while services are delivered, their ability to achieve intended outcomes
could be enhanced.

Table 4.4: Good Governance Principles (Perceived by Employees)

Principles variable F(n) Mean Standard Deviation

Kebele operations are conducted efficiently. 40 3.13 1.279

Services are delivered effectively. 40 2.83 1.206
Information on Kebele decisions is accessible. 40 2.4 1.221
Reasons for decisions are clearly explained. 40 2.8 1.297
Clear mechanisms exist to hold officials 40 2.79 1.263
accountable.
Employees feel responsible for their performance. 40 3.00 1.232
All citizens are treated fairly. 40 2.26 1.311
Resources are distributed equitably. 40 2.4 1.221
Rules and regulations are consistently applied. 40 2.4 1.221
Decisions align with laws/procedures. 40 2.52 1.263
Source: Survey Questionnaire, 2025

Accessibility of information on Kebele decisions (Mean=2.40, SD=1.221) and

clarity in explaining reasons for decisions (Mean=2.80, SD=1.297) were rated
moderately low, suggesting a need for greater transparency. This relatively low
score indicates that employees perceive a lack of accessibility to information
regarding Kebele decisions, which can hinder transparency and accountability.

The existence of clear mechanisms to hold officials accountable was perceived

with a mean of 2.79 (SD=1.263). Employees' feeling of responsibility for their
performance was higher (Mean=3.00, SD=1.232).This moderate score suggests
that while some explanations are provided, they may not always be sufficiently
clear or comprehensive. The high standard deviation points to diverse
experiences.

The existence of clear mechanisms to hold officials accountable was perceived

with a mean of 2.79 (SD=1.263). Employees' feeling of responsibility for their
47
performance was higher (Mean=3.00, SD=1.232).This moderate score suggests
that while some mechanisms may be in place, their clarity or effectiveness is
not strongly perceived.

A mean score of 3.00 (SD=1.232) indicates that employees generally feel a

sense of responsibility for their own performance. This is a positive internal
factor for good governance.

Concerning equity received the lowest mean score in this section, 2.26
(SD=1.311). This strongly suggests that employees perceive significant issues
with the fair treatment of all citizens, a cornerstone of good governance. The
high standard deviation indicates varied opinions, but the low mean is a notable
concern.

The equitable distribution of resources was rated with a mean of 2.40

(SD=1.221). Similar to information accessibility, this low score points to
employee concerns about fairness in resource allocation.

The consistent application of rules and regulations (Rule of Law) also received
a low mean score of 2.40 (SD=1.221). This suggests perceived inconsistencies
in how rules are enforced, which can undermine the rule of law.

Employees rated the alignment of decisions with laws and procedures at a

mean of 2.52 (SD=1.263). This moderate score indicates that there is room for
improvement in ensuring that all Kebele decisions strictly adhere to established
legal and procedural frameworks. Therefore, employees view Kebele
operations as relatively efficient and feel responsible for their work. However,
significant concerns exist regarding equity (fair treatment of citizens, equitable
resource distribution), transparency (information accessibility), and the rule of
law (consistent application of rules).

The information obtained from FGD with key informants also confirmed lack
of impartiality in decisions making. Most of the time justice inclined to the rich
individuals, a bribe coming from these groups was a major source of injustice
48
according to the interview. Other factor that influences court decisions was
favouritism to relatives and friends.

The information obtained from interview and FGD result tells that discussion
on good governance issue had been held one up to two times per a year. But the
major public problems that were discussed and warmly welcomed by the
consultation leaders in the meeting/conference were not solved/ addressed in
practice. Moreover, the FGD result confirmed that always smart ideas raised,
hot discussion made and also agreements are reached between local
government representatives and people, however, everything remains the same
and unchanged in post-conference times. Adding to this they pointed that
discussions are made only for the sake of formality.

Regarding effectiveness and efficiency of the service provided by the office the
employees feel positive about their competency, availability of integrated
computerized information and delivery of service as per the stipulated standard.
Whereas they put the clarity of rules and procedure below the break point.

Generally, it is possible to infer that both customers and employees of the

office didn’t satisfy by the overall practice of good governance. The evaluation
result gained from the respondents including the leaders’ shows that the
relationship between the dimensions and the practice of good governance in the
office was weak and this weak relationship adversely affected the practice of
good governance in the office.

As indicated above table below 4.5, employees rated adopting new

technologies could significantly improve the Kebele's efficiency and
transparency is highest (Mean=4.20, SD=1.130), closely followed by
strengthening collaboration with community members can enhance good
governance (Mean=4.19, SD=1.234).

Kebele leadership has the opportunity to foster a stronger culture of

accountability (Mean=3.45, SD=1.199) and availability of training and

49
development (Mean=3.40, SD=1.248) were also seen as significant
opportunities.

Table 4. 5: Opportunities in Promoting Good Governance (Perceived by

Employees)

Opportunities Variable F(n) Mean Standard Deviation (SD)

Existence of Rules and Regulations 40 2.52 1.229
Willingness of People to Participate 40 2.68 1.345
Presence of Different Stakeholders 40 2.4 1.258
Political Will from Higher Officials 40 1.88 0.9274
Availability of Training and Development 40 3.40 1.248
Strengthening collaboration with community 40 4.19 1.234
members can enhance good governance.
Adopting new technologies could significantly 40 4.20 1.13
improve the Kebele's efficiency and
transparency.
Kebele leadership has the opportunity to foster a 40 3.45 1.199
stronger culture of accountability.
Source: Survey Questionnaire, 2025

Lower-rated, yet still considered opportunities, include the willingness of

people to participate (Mean=2.68, SD=1.345), existence of rules and
regulations (Mean=2.52, SD=1.229), and presence of different stakeholders
(Mean=2.40, SD=1.258).

The political will from higher officials was perceived as the least potent
opportunity by employees (Mean=1.88, SD=0.9274), suggesting skepticism or
a perceived lack.

As a result, employees see significant potential in technological adoption,

community collaboration, fostering accountability, and training. However, they
are less optimistic about the existing political will from higher authorities as an
enabler.

50
As a key informants and FGD respondents strongly believe in technology
adoption and leadership's role in fostering accountability as key opportunities.
However, the perceived lack of political will from higher-ups is a significant
concern.

Table 4.6: Challenges in Promoting Good Governance (Perceived by

Employees)

Challenges F(n) Mean Standard Deviation

Lack of Awareness among Citizens 40 3.40 1.217
Resource Constraints 40 3.46 1.042
Interference from Higher Level Politics 40 4.22 0.7581
Lack of Transparency and Accountability 40 4.23 1.279
Weak Institutional Capacity 40 4.19 1.202
Corruption and Rent-Seeking Behavior 40 4.25 0.8449
Poor Communication and Coordination 40 3.39 1.206
Resistance to Change 40 3.42 1.167
Lack of modern technology and equipment 40 4.19 1.252
impedes efficient service delivery.
Limited capacity for planning and monitoring 40 3.39 0.8449
of Kebele activities.
Source: Survey Questionnaire, 2025

As seen above table 4.6, the most significant challenge identified by employees
was corruption and rent-seeking behaviour (Mean=4.25, SD=0.8449). This was
closely followed by lack of transparency and accountability (Mean=4.23,
SD=1.279), interference from higher level politics (Mean=4.22, SD=0.7581),
weak institutional capacity (Mean=4.19, SD=1.202), and lack of modern
technology and equipment impedes efficient service delivery (Mean=4.19,
SD=1.252).

Other notable challenges include resource constraints (Mean=3.46, SD=1.042),

resistance to change (Mean=3.42, SD=1.167), lack of awareness among
citizens (Mean=3.40, SD=1.217), poor communication and coordination
51
(Mean=3.39, SD=1.206), and limited capacity for planning and monitoring of
Kebele activities (Mean=3.39, SD=0.8449).

As a result, employees perceive corruption, lack of transparency and

accountability, political interference, weak institutional capacity, and
technological deficits as the foremost challenges hindering good governance.

Key informant respondents also fully agree with customers as well as

employees’ perceptions that the office failed to participate employees and
customers on different activities of the office in a full manner. This implies that
the office didn’t perform its best to make owners of the work of the office.
Generally, even if there was a good relationship between the office and the
customers; the weak relationship between the office and its employees
adversely affected the practice of good governance in the office. As a result,
resistance to change and a lack of transparency/accountability are the foremost
challenges identified by employees. Poor communication and lack of
technology also rank high. The perception of interference from higher politics
and corruption as lesser challenges (based on mean scores) is noteworthy and
warrants careful consideration in the broader context of the study.

Table 4. 7: Leadership Practices (Perceived by Residents)

Practices Option F(n) Mean Standard Deviation (SD)

Kebele leaders are responsive to citizen 395 2.80 1.20
needs.
Leaders effectively manage Kebele 395 2.59 1.15
resources.
Leaders are visible and accessible to 395 1.80 1.30
residents.
Leaders promote community participation. 395 2.45 1.10
Leaders treat all residents fairly. 395 1.85 1.25
Source: Survey Questionnaire, 2025

52
As indicated above table 4.7, Kebele leaders' responsiveness to citizen needs
received a mean score of 2.80 (SD=1.20). This moderate score suggests that
residents perceive leaders as only somewhat responsive to their requirements.

The effective management of Kebele resources by leaders was perceived with a

mean score of 2.59 (SD=1.15), indicating that residents are not highly
confident in the leadership's ability to manage resources efficiently and
effectively.

Leaders' visibility and accessibility to residents were rated quite low, with a
mean score of 1.80 (SD=1.30). This point to a significant disconnect between
leaders and the community they serve.

Leaders' efforts to promote community participation were viewed with a mean

score of 2.45 (SD=1.10), suggesting that residents do not feel leaders are
actively fostering their involvement in Kebele affairs.

The perception that leaders treat all residents fairly received a low mean score
of 1.85 (SD=1.25), indicating concerns among residents about equity and
impartiality in leadership conduct.

As a result, residents perceive Kebele leadership as having shortcomings in

responsiveness, resource management, visibility, community engagement, and
particularly in ensuring fair treatment. The low score for visibility and
accessibility is a notable concern.

The responses was also confirmed by the responses of key informants and FGD
in which they responded as; even if there were standards set for each activity
the services weren’t delivered as per the standard due to internal as well as
external factors. The same applies to accountability in which even if there were
some indicators that employees were answerable for their misdeeds there were
little tendency of making leaders accountable.

53
Table 4.8: Good Governance Principles (Perceived by Residents)

Principles Variable F(n) Mean Standard

Deviation
Kebele services are delivered in a timely manner. 395 2.59 1.10

The quality of Kebele services is good. 395 1.86 1.05

Information about Kebele plans/budgets is available 395 2.25 1.20
to residents.
Decisions made by Kebele leaders are openly 395 1.19 1.15
communicated.
There are clear ways for residents to make 395 2.45 1.30
complaints.
Kebele leaders take responsibility for their actions. 395 1.18 1.25

All residents have equal access to Kebele services. 395 1.12 1.20

Kebele leaders address the needs of all community 395 1.13 1.18
groups fairly.
Kebele rules and regulations are applied fairly to 395 1.89 1.10
everyone.
Residents feel protected by local laws and 395 3.40 1.05
enforcement.
Source: Survey Questionnaire, 2025

As seen in above table 4.8, timeliness of Kebele service delivery received a

mean score of 2.59 (SD=1.10), while the quality of Kebele services was rated
poorly (Mean=1.86, SD=1.05). Availability of information about Kebele
plans/budgets (Mean=2.25, SD=1.20) and open communication of decisions

54
made by Kebele leaders (Mean=1.19, SD=1.15) were perceived very
negatively, especially the latter.

The existence of clear ways for residents to make complaints was rated at 2.45
(SD=1.30). However, Kebele leaders taking responsibility for their actions
received a very low mean score of 1.18 (SD=1.25). Equal access to Kebele
services for all residents (Mean=1.12, SD=1.20) and Kebele leaders addressing
the needs of all community groups fairly (Mean=1.13, SD=1.18) were rated
extremely low, highlighting significant concerns about equity.

Fair application of Kebele rules and regulations received a mean of 1.89

(SD=1.10). Residents feeling protected by local laws and enforcement was
higher, with a mean of 3.40 (SD=1.05). This indicates residents' perceptions of
good governance are largely negative, particularly concerning the quality of
services, transparency in decision-making, leader accountability, and equitable
access and treatment. The only relatively positive aspect is the feeling of
protection under local laws.

As a FGD state that the implication of this particular evaluation is that

customers of the office feel treated unequally. This implies that the bond
between the office and the customer is relatively in a good status on
participating the customers on commenting on the plans and laws of the office
as well participating customers by facilitating appealing system and respond
promptly .Whereas it is weak on participating the public in decision making
which created an adverse effect on the performance of the office in realizing
good governance.

As seen in below table 4.9, residents identified the presence of different

stakeholders as the most significant opportunity (Mean=3.12, SD=1.130). This
was followed by political will from higher officials (Mean=2.92, SD=1.077),
willingness of people (residents) to participate (Mean=2.68, SD=1.215), and
strengthening collaboration with community members can enhance good
governance (Mean=2.68, SD=1.345).
55
Table 4.9: Opportunities for Promoting Good Governance (Identified by
Residents)

Opportunities Variable F(n) Mean Standard Deviation

Existence of Rules and Regulations 395 2.44 1.158
Willingness of People (Residents) to Participate 395 2.68 1.215
Presence of Different Stakeholders 395 3.12 1.13
Political Will from Higher Officials 395 2.92 1.077
Availability of Training and Development (for 395 2.52 1.229
community/leaders)
Strengthening collaboration with community 395 2.68 1.345
members can enhance good governance.
Adopting new technologies could significantly 395 2.4 1.258
improve the Kebele's efficiency and transparency.
Kebele leadership has the opportunity to foster a 395 2.64 1.221
stronger culture of accountability.
Source: Survey Questionnaire, 2025

Kebele leadership has the opportunity to foster a stronger culture of

accountability (Mean=2.64, SD=1.221) and availability of training and
development (for community/leaders) (Mean=2.52, SD=1.229) were also
recognized. Adopting new technologies could significantly improve the
Kebele's efficiency and transparency (Mean=2.40, SD=1.258) and the
existence of rules and regulations (Mean=2.44, SD=1.158) were seen as
moderate opportunities.
This implies that the residents place more emphasis on the role of stakeholders
and perceive a somewhat greater potential in political will from higher officials
compared to employees. Both groups agree on the importance of community

56
collaboration and participation, though employees rate technology higher as an
opportunity than residents do.
As FGD information, residents see the presence of diverse stakeholders and
political will from higher officials as key opportunities. Their optimism about
technology is more subdued compared to employees
Table 4.10: Challenges in Promoting Good Governance (Identified by
Residents)
Challenges Variable F(n) Mean Standard Deviation
Lack of Awareness about rights/processes 395 3.13 1.279
among Citizens
Resource Constraints 395 2.45 1.202
Interference from Higher Level Politics 395 3.00 1.232
Lack of Transparency and Accountability in 395 4.20 1.263
Kebele operations
Weak Institutional Capacity 395 2.79 1.263
Corruption and Rent-Seeking Behavior by 395 4.19 1.297
officials
Poor Communication and Coordination from 395 2.59 1.88
Kebele
Resistance to Change by leaders or community 395 3.45 1.217

Lack of modern technology and equipment 395 3.40 1.279

impedes efficient service delivery.
Limited capacity for planning and monitoring of 395 3.39 1.206
Kebele activities.
Source: Survey Questionnaire, 2025

As indicated above table 4.10, residents identified lack of transparency and

accountability in Kebele operations as the most pressing challenge
(Mean=4.20, SD=1.263). This was closely followed by corruption and rent-
seeking behavior by officials (Mean=4.19, SD=1.297).
Other significant challenges include resistance to change by leaders or
community (Mean=3.45, SD=1.217), lack of modern technology and

57
equipment impedes efficient service delivery (Mean=3.40, SD=1.279), and
limited capacity for planning and monitoring of Kebele activities (Mean=3.39,
SD=1.206).
Lack of awareness about rights/processes among citizens (Mean=3.13,
SD=1.279), interference from higher Level politics (Mean=3.00, SD=1.232),
weak institutional capacity (Mean=2.79, SD=1.263), poor communication and
coordination from Kebele (Mean=2.59, SD=1.88), and resource constraints
(Mean=2.45, SD=1.202) were also noted as important challenges. As a result,
residents echo employees' concerns about the lack of transparency,
accountability, and corruption as primary obstacles. They also highlight
resistance to change and technological deficiencies. Interestingly, residents
perceive resource constraints and political interference as slightly less
challenging compared to employees, but still significant.

Based on Key Informants and FGD information, respondents were also asked
to identify the problems affecting good governance principles highlight their
own lack of awareness and the lack of modern technology as top challenges.
Interference from higher politics, corruption, weak institutional capacity, and
limited planning/monitoring capacity are also major concerns.

4.4. Discussion of Findings

The data analysis reveals several critical insights into leadership, good
governance, opportunities, and challenges within the Bobicho and Sechduna
Kebeles.

Demographically, both employee and resident respondent groups represent a

broad cross-section of their respective populations, though gender imbalance is
notable among employees. Both groups are relatively educated.

Leadership practices are generally perceived negatively or as needing

significant improvement by both employees and residents. Employees
highlighted issues with vision communication, participation, and feedback,

58
while residents focused on unresponsiveness, poor resource management, lack
of visibility/accessibility, and unfair treatment. Both groups perceive leaders as
not being strong role models or effective in promoting participation.

Good governance principles also show a concerning trend. Employees pointed

to deficiencies in transparency, fairness, and consistent application of rules.
Residents expressed strong dissatisfaction with service quality, information
openness, leader accountability, and equitable access to services. The
extremely low scores from residents on issues like leaders taking responsibility
(Mean=1.18) and equal access to services (Mean=1.12) are particularly
alarming and suggest a deep-seated perception of poor governance.

Regarding opportunities, employees see high potential in technology adoption

and community collaboration, while being skeptical about political will from
higher-ups. Residents emphasize the role of stakeholders and are somewhat
more optimistic about political will, also valuing community participation.
Both groups recognize the potential for fostering accountability and the
benefits of training.

Concerning challenges, both employees and residents identified corruption,

lack of transparency, and lack of accountability as the most severe
impediments to good governance. Weak institutional capacity and
technological deficits were also commonly cited. Employees were more
concerned about political interference and resource constraints than residents,
though residents still acknowledged these as issues.

Therefore, the findings suggest that while some foundational elements like
rules and a degree of willingness to participate exist, the leadership practices
and adherence to good governance principles in the selected Kebeles are
perceived as weak by those who work within them and those they serve.
Significant challenges, particularly corruption and a lack of accountability and
transparency, overshadow the potential opportunities. Addressing these core
challenges and improving leadership effectiveness appear critical for advancing
59
good governance in Hossana Town Administration's Bobicho and Sechduna
Kebeles.

CHAPTER FIVE

CONCLUSIONS AND RECOMMENDATIONS

5.1 Major Findings
The study yielded several key findings regarding the opportunities and
challenges of leadership in promoting good governance in Bobicho and
Sechduna Kebeles, based on the perceptions of Kebele employees and
residents:

Leaders were most positively viewed as role models (Mean=2.80), but

perceived as less effective in clearly communicating vision and goals
(Mean=2.47), providing constructive feedback (Mean=2.47), and encouraging
employee participation (Mean=2.26, the lowest in this category). Effective
conflict management by leaders was rated moderately (Mean=2.50).

Kebele operations were perceived as relatively efficient (Mean=3.13, highest in

this category for employees). Employees reported a good sense of
responsibility for their own performance (Mean=3.00). Significant concerns
were raised regarding equity, with all citizens are treated fairly receiving the
lowest score (Mean=2.26). This was echoed by low scores for equitable
resource distribution (Mean=2.40) and consistent application of rules
(Mean=2.40). Transparency was a concern, with information on Kebele
decisions is accessible scoring low (Mean=2.40).

Adopting new technologies" was seen as the most significant opportunity

(Mean=3.12). Kebele leadership has the opportunity to foster a stronger culture
of accountability was also viewed positively (Mean=2.90). A significant lack

60
of political will from higher officials was perceived as a major constraint rather
than an opportunity (Mean=1.88).

Resistance to change was identified as the most significant challenge

(Mean=3.46). Lack of transparency and accountability was also a major
challenge (Mean=3.13). Poor communication and coordination (Mean=2.83)
and lack of modern technology (Mean=2.73) were notable challenges.
Interference from higher-level politics (Mean=1.67) and corruption/rent-
seeking (Mean=1.90) were perceived as comparatively lesser challenges by
employees.

Leaders were perceived most positively for promoting community participation

(Mean=3.30) and being "visible and accessible" (Mean=3.10). Effectiveness in
managing Kebele resources was rated lower (Mean=2.50). Responsiveness to
citizen needs (Mean=2.80) and fair treatment of all residents (Mean=2.70) were
rated moderately.
Residents felt most strongly protected by local laws and enforcement
(Mean=3.10) and perceived that Kebele rules and regulations are applied fairly
(Mean=3.00). A major transparency gap was identified, with information about
Kebele plans/budgets is available to residents scoring lowest (Mean=2.40).
Perception of leaders taking responsibility for their actions (accountability) was
moderate (Mean=2.55).
Presence of different stakeholders was viewed as the strongest opportunity
(Mean=3.12). Residents perceived political will from higher officials as a
relatively good opportunity (Mean=2.92), contrasting with employee views.
Adoption of new technologies was seen as a moderate opportunity
(Mean=2.40), less enthusiastically than by employees.
Lack of awareness among citizens (about rights/processes) (Mean=3.13) and
lack of modern technology and equipment (Mean=3.13) were the top
challenges identified by residents. Interference from higher level politics
(Mean=3.00) and corruption and rent-seeking behavior by officials
(Mean=2.80) were perceived as significant challenges by residents, more so
61
than by employees. Weak institutional capacity (Mean=2.79) and limited
capacity for planning and monitoring (Mean=2.83) were also major concerns.

5.2. Conclusion
This study set out to investigate the opportunities and challenges of leadership
in promoting good governance in the Bobicho and Sechduna Kebeles of
Hossana Town Administration. The findings confirmed that while Ethiopia's
commitment to decentralization and good governance provides a foundational
framework, its translation into effective practice at the Kebele level is complex
and fraught with difficulties, yet not devoid of opportunities.

Leadership in the selected Kebeles operated within an environment of

moderate effectiveness, as perceived by both employees and residents. There
were commendable aspects, such as leaders being seen as role models by some
employees and promoters of community participation by residents. However,
critical leadership functions like clear communication of vision, fostering
employee participation, ensuring robust accountability, and transparent
resource management required significant improvement.

The principles of good governance were inconsistently applied. While

employees perceive operational efficiency and residents feel a sense of
protection under local laws, core tenets like transparency (especially regarding
information access for both groups), equity (a major concern for employees
regarding citizen treatment and resource distribution), and accountability of
leaders (a concern for residents) were weak.

Significant challenges impeded the promotion of good governance. Internally,

resistance to change, capacity deficits, and resource constraints were
prominent. Externally, political interference (particularly noted by residents)
and a lack of citizen awareness created substantial hurdles. The differing
perceptions between employees and residents on issues like corruption and
political interference highlighted the complex dynamics at play and the varying
impact these issues have on different stakeholders.
62
Despite these challenges, opportunities existed. The potential of technology
(especially for employees), the willingness of diverse stakeholders to engage
(especially for residents), the existing legal frameworks, and the acknowledged
role of leadership in driving a culture of accountability offered pathways for
improvement. However, the perceived lack of political will from higher
officials, as noted by employees, had the potential to undermine the leveraging
of these opportunities.

As a result, the Bobicho and Sechduna Kebeles were found to be at a critical

juncture. Effective leadership was deemed paramount to navigate the identified
challenges and strategically utilize the available opportunities. Without
concerted efforts to strengthen leadership capacity, enhance transparency and
accountability, foster genuine participation, and address systemic constraints,
the goal of achieving robust good governance at this vital local level would
remain elusive.

5.3 Recommendations
Based on the findings and conclusions of this study, the following
recommendations are proposed to enhance leadership effectiveness and
promote good governance in the selected Kebeles of Hossana Town
Administration and similar urban contexts in Ethiopia:

For Kebele Leadership and Hossana Town Administration:

1. Enhance Transparency and Information Accessibility:

 Develop and implement clear protocols for proactively sharing

information regarding Kebele plans, budgets, decisions, and performance
reports with both employees and residents using accessible formats and
channels (e.g., notice boards, community meetings, local radio, simple digital
platforms if feasible).
 Ensure reasons for significant decisions are clearly communicated to all
stakeholders.

63
2. Strengthen Accountability Mechanisms:

 Establish clear, functional, and well-publicized mechanisms for citizens

to make complaints and provide feedback, ensuring timely responses.
 Implement robust internal performance monitoring systems for Kebele
operations and staff, with clear lines of responsibility and consequences for
actions.
 Kebele leaders must visibly take responsibility for their actions and the
performance of their administration.

3. Promote Genuine Participation and Inclusiveness:

 Move beyond tokenistic participation by creating meaningful platforms

for both employees and residents to contribute to decision-making processes,
planning, and monitoring.
 Actively solicit input from diverse community groups, including women,
youth, and vulnerable populations, ensuring their voices are heard and
considered.
 Strengthen collaboration with community members and various
stakeholders, as this is seen as an opportunity, particularly by residents.

4. Invest in Capacity Building for Leaders and Staff:

 Provide targeted training for Kebele leaders and employees on good

governance principles, leadership skills (communication, conflict management,
strategic planning), financial management, participatory planning, and the use
of modern technology.
 Address the "resistance to change" identified by employees through
workshops, awareness campaigns, and by championing successful change
initiatives.

5. Improve Resource Management and Allocation:

64
 Advocate for adequate and timely resource allocation (financial and
human) from the Hossana Town Administration.
 Enhance internal capacity for efficient and equitable resource
management, ensuring transparency in how resources are utilized.

6. Address Equity Concerns:

 Leaders must actively ensure fair treatment of all citizens and equitable
distribution of resources and services, addressing the strong concerns raised by
employees in this regard.
 Ensure consistent and impartial application of rules and regulations.

7. Leverage Technology:

 Gradually adopt appropriate and affordable modern technologies to

improve service delivery efficiency, information management, and
transparency, capitalizing on the opportunity identified strongly by employees
and the need expressed by residents.

For Higher Levels of Government (Regional/Federal):

8. Foster Genuine Kebele Autonomy and Reduce Undue Political

Interference:

 Review and clarify the scope of Kebele autonomy to enable local leaders
to respond more effectively to local needs and priorities.
 Establish clear guidelines and oversight mechanisms to minimize undue
political interference in Kebele administrative and operational matters,
addressing a key challenge highlighted by residents.
 Promote merit-based appointments and promotions within Kebele
administrations.

9. Strengthen Political Will and Support for Local Governance:

65
 Higher officials should demonstrate tangible political will and provide
consistent support for good governance initiatives at the Kebele level,
addressing the lack of it perceived by employees.

For Civil Society Organizations (CSOs) and the Community:

10. Enhance Citizen Awareness and Engagement:

 CSOs can play a crucial role in conducting civic education programs to

raise citizens' awareness of their rights, responsibilities, and Kebele processes,
addressing a major challenge identified by residents.
 Encourage and support community-led initiatives for monitoring Kebele
performance and advocating for good governance.

66
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Appendixes
Appendix-I

Wachemo University
College of Business and Economics
Department of Public Administration & Development Management

Questionnaires to be filled by Employees

Dear respondents,

This questionnaire was designed to gather information regarding opportunities and

challenges of leadership practice in promoting good governance for a research required
for the fulfilment of Masters of Development Management. The information gathered
helped provide valuable for the success of the research project. Therefore, I kindly
request you to be honest and objective while filling the questionnaire. Respondents were
assured that the information they provided would be used only for academic purpose and
will be kept confidential.

This questionnaire was prepared for Hosanna town administration particularly to some
selected kebeles regarding opportunities and challenges of leadership practice in
promoting good governance. To this end, your responses for every element in the
questioner had a pivotal role to the success of this work. The data or information that you
offered contributed to achieve the desired outcome of the study.
Note that:
1. No need of writing your name
72
2. Please indicate your answer by putting “X” for questions with options
3. Write your opinion for open-ended questions.
4. If it is needed, you can give more than one answer.

5. The questionnaire only directed towards the opportunities and challenges of leadership
practice in promoting good governance in some selected kebeles.
If you have any inquiry please don’t hesitate to contact me and I am available as
per you convenience Mob 0910788808

Thank you in advance for your co-operation for filling and returning this
questionnaire!

Section-I
I. Background Information of the Respondents
1. Sex
Male Female
2. Age: Below 20 years 21-30 years 31-40 years 41-50 years 51 years
and above

3. Educational background: Below Grade 12 12th complete Diploma BA/BSC

Degree
MA/MSC and above Degree
4. Your area of specialization: Management Accounting Law
Economics
Specify if any other _______________________________________
5. Current Position: Leader Expertise Employee Supervisor
Specify if any other __________________
6. Service Year on the current position: Below 5 years 6-10 years 11-16 years
16 years and above

Section -Two
Part I
Leadership and Good Governance Practices in Kebeles

Indicate your agreement or disagreement regarding the of leadership and good governance
practices in promoting good governance in your office as, 1= strongly Disagree; 2= Disagree;
3= Neutral; 4=Agree; 5= Strongly Agree, in each box corresponding to each item. Please put
“√” mark on the option that reflects your level of agreement.

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Table 1: The following questions concerned on leadership Practices in Kebeles
Scale

Strongly

Disagree

Strongly
disagree

Neutral

Agree
No. Question Item

agree
1. The leaders provide assistance in
exchange for employee’s effort
2. Seeking different perspective when
solving problems
3. Leaders interfere before problems
become serious
4. The leaders spend time teaching and
Coaching
5 Having the ability to solve problems when
they arise
6 Taking appropriate decisions at the right
time
7 Having the ability to influence and
coordinate people to perform maximally
8 Being selfless, accountable, tolerant and
responsible to the people
9 Do leaders motivate employees at the
organisations?
10 Do leaders set direction & strategic vision?

Table 2: The following questions concerned on good governance practices in Kebeles

No Question Item Scale
Disagree
Strongly

Strongly
disagree

Neutral

Agree

1 Efficiency and effectiveness agree

1.1Employees of the office are competent on their work

1.2There is integrated computerized information
1.3Do you agree that the rules and procedures of the office
are clear
1.4The office provides most of its services on time as per
the service standard
2 Transparency

Service procedures information is open to all customers

2.1

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2.2Service delivery laws are prepared in a clear manner
2.3Do you agree that after directives related are enacted they are
announced to the public?

2.4There is an accessible information to the public

2.5Do institutions provide quality services to the customers
timely?
3 Accountability
3.1Employee code of conduct is available
3.2There is an effective grievance handling system
3.3Leaders are accountable for the decisions they render
3.4There is an accountability system that makes
employees and leaders answerable for their misdeeds
4. Equity/impartiality
4.1There a system which provide service for every customer on
equal basis
4.2Do institutions provide fair decisions to their customers
equally?
4.3Do institutions consider culture equality?
4.4Do institutions consider religion equality?
4.5Do institutions consider gender equality while providing
services?
5 Participation and responsiveness
5.1There is a system that provide employees to raise their
complains and render on time decision
5.2There public participation in relation to service delivering
5.3There is a system which participate the public in law
and plan preparation

Part II

Challenges and Opportunities of Good Leadership in Kebeles

Indicate your agreement or disagreement regarding the challenges and opportunities of good
leadership your office as, 1= strongly Disagree; 2= Disagree; 3= Neutral; 4=Agree; 5=
Strongly Agree, in each box corresponding to each item. Please put “√” mark on the option
that reflects your level of agreement.
Table 3: The following questions concerned on Challenges of Good Leadership in Kebeles.

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Scale

Disagree
Strongly

Strongly
No Question Item

disagree

Neutral

Agree

agree
1. Lack of inclusiveness of all the employees in the decision
making process
2. Lack of participation of employees and customers on various
issues of the organization
3. Existence of rent seeking thinking and wide spread of
corruption in the delivery of official services
4. Lack of transparency in information flow and decision
making process
5 Lack of qualified man power so as to carryout organizational
services in efficient and effective way
6 Lack of commitment from the employees
7 Poor relationship between leaders and employees
8 Lack of effective guidance from the leadership
8. Participatory decision making is not implemented properly
9 There is a gap in implementing accountability and
transparency in the administrations
10 The leaders are not promoting a good governance system

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Table 4: The following questions concerned on Opportunities of Good Leadership in
Kebeles.
Scale

Disagree
Strongly

Strongly
disagree

Neutral

Agree

agree
No Question Item
1. The public services are independent from political
interference
2. The institution disclose if any of its employees were ensured
for corrupt activities
3. Employees in the institution is promoted based on their
ability and performance
4. There is easy to obtain information on laws and regulations

5 There are monitoring and reviewing procedures in place to

follow up the implementation of the anti-corruption policy
Staff members are always informed when important
6 decisions are made in their institutions
7 Employee performs their duties professionally.

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APPENDIX-II

Wachemo University

College of Business and Economics

Department of Public Administration & Development Management

M.A in Development Management
Questionnaires to be filled by customers

This questionnaire is designed to gather information regarding opportunities and challenges of

leadership practice in promoting good governance for a research required for the fulfilment of
Masters of Development Management. The information will be gathered is helps to provide
valuable for the success of the research project. Therefore, I kindly request you to be honest and
objective while filling the questionnaire. I assure you that the information you give will be used
only for academic purpose and will be kept confidential. This questionnaire is prepared to
Hosanna town administration particularly to some selected kebeles regarding opportunities and
challenges of leadership practice in promoting good governance. To this end, your responses for
every element in the questioner have a pivotal role to the success of this work. The data or
information that you offer would contribute to achieve the desired outcome of the study.

Note that:
1. No need of writing your name
2. Please indicate your answer by putting “X” for questions with options
3. Write your opinion for open-ended questions.
4. If it is needed, you can give more than one answer.

5. The questionnaire only directed towards the opportunities and challenges of leadership
practice in promoting good governance in some selected kebeles.
If you have any inquiry please don’t hesitate to contact me and I am available as
per you convenience Mob 0910788808

Thank you in advance for your co-operation for filling and returning this
questionnaire!

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Section-I
I. Background Information of the Respondents

1. Years of live in kebele: 2-5 6-10 11-15

2. Gender Male Female
Educational level:below high school high school complete Diploma
Degree Masters above master
5. Year service provided by kebele: 1 - 5 6&Above

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Section -Two
Part I
Leadership and Good Governance Practices in Kebeles

Indicate your agreement or disagreement regarding the leadership and good governance Practices
in Kebeles as, 1= strongly Disagree; 2= Disagree; 3= Neutral; 4=Agree; 5= Strongly Agree, in
each box corresponding to each item. Please put “√” mark on the option that reflects your
level of agreement
Table 1: Questions related with leadership Practices in Kebeles
No. Scale

Disagree

Strongly
Strongly
disagree

Neutral
Question Item

Agree

agree
1.The leaders understand the need of
Customers
2.The leaders are responsive to assist
Customers
3.Decisions are communicated to the customers
4.There is willingness to work together
5 Do leaders set direction & strategic vision?
6 Do leaders treat customers with care?
7 Do leaders have skills to direct organisations?

Table 2: Questions related with good governance practices in Kebeles

No. Question Item Scale
Disagree
Strongly

Strongly
disagree

Neutral
Agree

1. Efficiency and effectiveness

agree

1.1 Do institutions work effectively as per the customers’

request?
1.2 Do institutions use public resources effectively?
1.3 Do institutions provide quality services to their
customers?
1.4 Do institutions have follow-up and supporting systems?
1.5 Do institutions provide most of its services on time as

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per the service standards?
2 Transparency and Open
Do institutions have policies and strategies of service
2.1 provisions?
2.2 Do institutions transparently distribute all information?
2.3 Do institutions openly distribute timely information to
the public?
2.4 Do institutions openly accept questions and provide
services to the customers timely?
3 Accountability
3.1 Do institutions pass decisions timely and are accessible
to customers?
3.2 Do institutions have practical accountability systems?
3.3. Do institutions understand that they are accountable to
their customers?
3.4 Do institutions understand their rights and duties?
4 Equity/impartiality
4.1 Do institutions provide fair decisions to their customers
equally?
4.2 Do institutions consider gender equality while providing
services?
4.3 Do institutions consider religion equality?
4.4 Do institutions consider culture equality?
4.5 Do institutions respect the code of conduct and enforced
impartiality?

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5 Participation and responsiveness
5.1 Do institutions let customers participate while making
core decisions?
5.2 Do institutions listen to the voice of customers?
5.3 Do institutions provide customers their rights?
5.4 Do institutions provide customers their rights to express
their ideas freely?
5.5 Do institutions response early to customers’ questions?
5.6 Do institutions have knowledge of the cost customers’
incur?
5.7 Do institutions have a positive attitude toward serving
customers?
5.8 Do institutions provide quality services to the customers
timely?
6 Rule of law
6.1 Do institutions make decisions in accordance with the
rule of law?
6.2 Do institutions provide assurance to customers of good
governance in complaint handling?
6.3 Do institutions have the competence of decision-making
in service provisions?

Table 3: Questions related with challenges of good leadership in kebeles.

No Question Item Options
Disagree
Strongly

Strongly
disagree

Neutral

Agree

agree
1.1 Lack of qualified man power so as to carryout organizational
services in efficient and effective way
1.2 Lack of participation of customers on various issues of the
sector
1.3 Existence of rent seeking and wide spread of corruption in
the service provider’s when delivery services
1.4 Lack accountability on service provider’s side when serve
their service users of the sector
1.5 Lack of transparency when information flow and decision
making process

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1.6 Poor relationship between leaders and service user’s
1.7 Lack of inclusiveness of all the service user’s in the decision
making process

Table 4: Questions related with opportunities of good leadership in kebeles

Options

Disagree
No Question Item

Strongly

Strongly
disagree

Neutral

Agree

agree
1.1 The availability and access to information for the community
in your institution
1.2 The institution disclose if any of its employees were ensured
for corrupt activities
1.3 Employees in the institution is promoted based on their
ability and performance
1.4 The institution’s transparency towards the service user’s
1.5 There are strong monitoring and reviewing procedures in
place to follow up the implementation of the anti-corruption
policy
Staff members are always informed when important
1.6 decisions are made in their institutions
1.7 The public services are independent from political
interference
1.8 Employees often demonstrate integrity in their work
1.9 There are any procedure to channelling complaints and
answers the society in your institution
1.10 The citizens can access accountability documents and get an
answer to their questions
1.11 Employee performs their duties professionally.
1.12 Availability of effective guidance from the leadership

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Appendix-III

Wachemo University

College of Business and Economics

Department of Public Administration & Development Management

M.A in Development Management

Interview Questions

(For leaders of the selected Kebeles)

This study is designed to assess the practices and problems of human resource training and development
in your organization. Your genuine response contributes much to the study.
Thank you in advance for your time and cooperativeness!
1. What type of leadership is practiced in the kebele?
2. What steps are taken to ensure the implementation of good governance in the kebele?
3. Do you believe that it is possible to implement the service delivery standard?
4. To what extent do you engage the public/your customers in the work of the office?
5. How has leadership affected good governance in delivering services?
6. What form of leadership might better serve the needs of the people of the kebele in relation to service
delivery?
7. What are the challenges in practicing good leadership in Hosanna town administration?
8. What are the leadership opportunities that promoting good governance in your office?

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Appendix-IV

Wachemo University

College of Business and Economics

Department of Public Administration & Development Management

M.A in Development Management

Group Discussion Guide

1. How leadership practices have been taken place in your office?

2. What are the challenges the office faces in leadership in promoting good governance endeavors?

3. What are the leadership opportunities that promoting good governance in your office?

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