Download - M. Daffa.docx
1
CHAPTER ONE
1. INTRODUCTION
1.1 Background of the Study
Strategic Leadership is a process, which allows management to be proactive rather than reactive in
shaping its own future. A focused organizational leader provides and establishes visionary leadership
to his organization. He understands and appreciates the dynamic nature of business management. He
formulates responsive options to the changes in the management environment. He develops viable
strategies based upon sustainable competitive advantages. A good organizational leader develops a
proactive approach to strategic management, whereby management rather than just identifying and
responding to change, anticipates or even create the change. Unfortunately the lack of these qualities
is the bane of indigenous business organizations in developing countries.
Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is human
factor, which binds a group together and motivates it towards its goals, (David (1986 p, 126).
(Robbins, (2000 p, 137&138) defines leadership as the ability of superiors to direct, guide and
motivates people towards the attainment of given set of goals in an organization. The source of
influence may be formal that provided by the possession of managing rank in an organization or
informally outside the organization structure. Most organizational theorists agree that effective
leadership is one of the most important contributors to overall organizational success. Thus the
quality of an organization’s leadership determines the quality of the organization itself.
The natural qualities of an individual in the environment in which he operates on daily events as they
unfold coupled with other factors do influence his leadership pattern. Leaders are not as such born,
but are in fact made. A manager may be a boss but not necessarily a leader. (Armstrong (2001 p, 26)
laid out four main characteristics of transformational leadership when he discussed the
transformational leadership of sports teams’ coaches, emphasizing: ethical behaviour, sharing a
vision and goals, improving performance through charismatic leadership and leading by example.
This shows a simplified version of the components of transformational leadership provided by Bass
(1995 p, 39), which also has four elements intellectual stimulation, individual consideration,
inspirational leadership and idealized influence. Though, many leadership researchers have argued in
support of effective
Leaders having positive impact behaviour within organizations, especially transformational
leadership’s role in improving many factors of organization is very crucial.
2
Upper Nile State is located in South Sudan’s north-eastern region. It has a total area of 77,283 sq km
and an estimated population of 964,353.1.The state is composed of 13 counties which include
Akoka, Bailet, Fashoda, Longochuk, Maban, Maiwut, Makal, Manyo, Melut, Luakpiny/Nasser,
Panyikang, Renk and Ulang.
The Upper Nile region is among the areas that bore a disproportionate burden of violence and
un-rest during Sudan’s civil war due to the preponderance of militia groups living and operating
in the region. Upper Nile State has since become one of the most marginalized and devastated
regions in South Sudan because of the presence and activities of militias, harsh environmental
conditions and the state’s proximity to the cultural and military population of the North. Perhaps
due to these seemingly insurmountable difficulties, the region only began to experience a
significant increase in the presence of humanitarian agencies in 2006.
Agriculture is the primary economic activity in Upper Nile. People are nomadic agro-pastoralists
who engage in both agriculture and the rearing of livestock, primarily cattle. Local farmers are
particularly susceptible to the vagaries of the area’s unpredictable weather patterns, a factor
which greatly affects their productivity from year to year. Even when rain comes, its patterns are
unreliable and sparse, making it difficult for farmers to plan effective crop rotations. Combined
with other environmental deterrents such as the outbreak of pests, disease and flooding, farming
in Upper Nile has become a complex and difficult endeavour with little promise of a successful
crop yield or food security. Floods have become particularly pronounced in recent years.
Farmers have refused to plant in some areas, especially in the low lands, for fear of loss of
agricultural capital.
Despite the number of private industry-based oil drilling sites in Upper Nile, the region remains
extremely poor with negligible service levels in basic development indicators such as education,
health, sanitation, and access to clean drinking water. The meagre and contractually obligated com-
munity development initiatives carried out by Petrol Dar (PD), one of the area’s most prominent oil
companies, have done little to affect the quality of life of local communities. Instead, these initiatives
generally benefit the local militias which have reportedly terrorized the regional communities and
perpetuate patterns of forced displacement. It is therefore expected that the findings of this study will
go a long way in improving the leadership class, through investigating the challenges and
opportunities in reference to Upper Nile state / Malakal.
3
Therefore the researcher will critically see their problem which is the leadership challenges of
Malakal, and identify opportunities to pursue for better life of the community and future
development of Upper Nile.
1.2 Statement of the problem
There has been some violence in the communities along Upper Nile’s South Western border
following elections and the political defeat of the renegade army commander George Author.
Despite his electoral loss in 2009, he continued to challenge the ruling party and the South Sudan
army by demanding that the then-elected state Governor and now the President of South Sudan,
and the man who bested him in the election, Salva Kiir Mayardit, step down while issuing both
threats to attack and somewhat fatuously offering to negotiate further. Athor was later captured
and killed by the SPLA in December 2011.
In addition to internal disputes, Upper Nile faces external threats. After years of war and
instability, many areas of the state’s border with the Gambella region in Ethiopia are prone to
security issues and are dominated by armed groups, unresolved inter-communal disputes,
Aids workers say, SSRRC, the new government humanitarian arm, face several challenges,
including poor infrastructure, lack of community capacity building, the returnees who were
displaced by civil war between South and North Sudan had arrive to their respected land where
they faces so many problems such as; basic human need, hospital, school etc. on the cons tested
trains were reportedly poor, with unconfirmed number of children experiencing severe diarrhoea
resulted in the death of one child during my visit/asses to their residential area Malakal, Vam
(MV).
In Upper Nile State, Father Mathew Pagan, coordinator of the Justice and Peace commission of
the Catholic Diocese of Malakal (CDM), say; he told IRIN the commission had put the place
joint returnee-host community committees to supports reintegration of those returning from
North to cover some part of the challenges but nothing had appear to rescue the life of IDPs.
Moreover, insecurity hampering food distributions, trying to adjust to things such as; Language-
moving from Arabic to English in school were not yet backed up by the state government. In the
state owner of the land Collo people under Makal County, are complaining and immoral
practices of leadership to have a chance as community to administer the state under their county.
4
Hence, investigating these problems under challenges leaders face in UNS at the outset and
recommending way of improving the community life and resolving conflict and crisis and
suggest what effective leaders should accomplish helps to solve these problems.
1.3 RESEARCH QUESTIONS
The study will be guided by the following basic research questions to come to concrete findings.
1. What practices and procedures do state government could take to overcome the
challenges being faced by the state?
2. What are the major problems faced by the state communities related to placement?
3. What are the criteria to be use by the state governor to facilitate the problem?
4. How are the objectives the placement processes perceived by the government?
5. What are the leadership challenges in Malakal?
6. What opportunity can you advise for the future development?
The detailed questionnaires and interview guides are shown in appendix I and II respectively.
1.4 OBJECTIVE OF THE STUDY
The aim of this research is to identify the root causes of leadership challenges in Upper Nile
State/Malakal, lack of sustainability and the impact of leadership. Further aims are also to
propose how to improve and develop the future leadership for the Upper Nile State.
1.4.1 General Objective
The general objective of this study is to assess the Leadership Challenges and
Opportunities in Upper Nile State/Malakal of the South Sudan and come up with
some recommendations.
1.4.2 Specific Objective
The study has the following specific objectives:
To explore the practices of leadership in the Upper Nile states ,
To investigate the main challenges of leadership noted in the Malakal,
To investigate the opportunities that would be earned from the leadership
practice of the state,
To recommend possible solution in leading Malakal.
5
1.5 SIGNIFICANCE OF THE STUDY
The research will help the Upper Nile state to improve leadership problems and increase good
governance and fair distribution among different group of counties to sustain the unity of the
people.
The study will also help to create an impact of leadership style to be considered as a necessary
condition to influence the provision of quality management.
Specifically, the findings of the research will be applicable in the following areas.
1. This research will be benefit the recommendation of this study would
benefit evaluation in dealing with leadership.
2. This research result will benefit future researchers in the area of
leadership.
3. This research will benefit the researchers for partial fulfillment of MA.
4. It may serve as stepping-stone for those who want to carry out further
research on leadership challenge.
1.6 Delimitation and limitation of the study
1.6.1 Delimitation of the study
This study will focus on the challenges and opportunities of Leadership and its practices on
Malakal City to represent the similar cases in the Upper Nile states for it is impossible to do all.
1.6.2 Limitation of the Study
This study was limited only in selected state of the Upper Nile State named as Malakal
City, since making a study exhaustively may consume time and other financial resource
which may lead the study not to be accomplished within the scheduled dates.
6
1.7 RESEARCH DESIGN AND METHODOLOGY
1.7.1 Methodology of the Study
To perform this study the researcher need different general and specific information about the
state’s leadership philosophy and style and factors affecting the establishment of successful
Upper Nile state. Thus to enable the study achieve the intended objective both primary and
secondary data will be gathered.
1.7.2 Methods of Data Collection
In this study both primary and secondary data sources will be used to collect relevant data
required to achieve the research objectives. Primary data was collected from the 20 sample
respondent through questionnaire and 5 respondents to contact for interview. Secondary data was
also collected from internet search engines and published reports by UNDP, UN, Upper Nile
state/Malakal and others.
To collect sufficient data for the study the tools used were questionnaires, interviews and written
document analysis. The respondent groups were; Government high officials, employers,
militaries, community members and women and intellectual youths.
Questionnaire was used to obtain first hand data from the respondents. It is data based on the
written information that is forwarded by the respondents in response to the questions asked by
the researcher. I used more close ended questions and some interview questions to collect
information based on the respondents’ experience, opinions and beliefs. Written documents
which are secondary sources were also analysed.
1.7.3 Methods of Data Analysis
The response of each employee obtained from the questionnaires will be tabulated question by
question and summarized. Due to the number of primary data that was collected for the study,
7
there was no need to use sophisticated quantitative technique, so through the study data was
analysed using comparative analysis, such as average, percentage etc.
And then the data which is collected from the respondent’s will be described using graphical
presentation, chart and frequency table.
1.8 ORGANIZATIONAL OF THE STUDY
The research paper has four chapters. The first chapter deals with the introduction, which
includes background of the study, research objectives, research questions, significance of the
study, research methodology, techniques of data analysis and limitation of the study. In the
second chapter, we get review of the related literature, and these documents found from different
books, minutes, letters reports and not published sources which are related to my topics. The
third chapter contains presentation and data analysis. In this chapter, the researcher has collect,
organized, analysed and interpreted data properly in a useful way. And the fourth chapter
contains summary, conclusions and recommendations and the researcher based on the data
analysis made in order to improve the current leadership situation on Upper Nile State/Malakal
and identifying some solutions to the existing problems.
8
CHAPTER TWO
2. LITERATURE REVIEW
In this part, an attempt is made to review some findings of the research work in the case of Upper
Nile State/Malakal pertaining to “the leadership challenge and opportunity on the state’s
leadership performance”. This is important in order to make comparisons for the purpose of
formulating ways and means that enable to analyse the effect of leadership challenge on the state
performance.
2.1 Definition of Leadership
Leadership is defined as the activity of influencing and energizing people to cooperate towards
some goal which they come to find desirable or established as objectives to pursued collectively
(McShamre S.L and Von Glinow, M.A 1949, pp34 and92).
In other words, leadership does not exist in the abstract but takes into account factors related the
leader, the person/persons being led, and a variety of forces in the environment.
Leading is the process of influencing others to act, to accomplish specified objectives. A precise
and comprehensive definition of leadership is that formulated by Tannenbaum, Weschler, and
Massarik, who state that it consists of inter personal influence, exercised in a situation and
directed, by a means of communication process, toward the attainment of as specified goal or
goals.
An effective leader may get others (followers) to act. He may push them to action by any of
numerous devices: persuasion, influence, power, threat, force, and appeal to legitimate right.
The leader must transmit his feelings and exhortations to his followers by the process called
communication. Communication involves both the sending of messages and understanding by
the receiver. The successful leader is the one who can appeal to his constitutes in a meaningful
way. He talks their language.
Followership is intimately related to leadership. A man who attempts leadership is only effective
in so as he is able to cause others to respond favourably to his intimation of action. Quite often
9
when workers are asked to make socio-metrics choices of their preferences of others in their
work group as to who would make good leaders and who would be good followers, persons
selected for positions of leadership are also chosen for followership positions. In practically
every organizational hierarchy, a supervisor or an executive is at the same time a leader of his
subordinates and a follower of his superior in the structure. In effect, in the modern business
enterprise, leaders must also behave in the role of followers a significant portion of the time
(Tannenbaum, Weschler, and FrediMassarik, 1961, p.102).
2.2 Function of Leadership
A few of the functions have been attempted to be enumerated by (Drucker, P. 1966, p.56). These
are:
Delegating authority and responsibility.
Planning and definition of policies and procedures.
Giving general orders and guide lines.
Generating positive impulses, motives and optimism within member contributors.
Being persuasive and democratic.
Creating a proper balance between friendliness, cordiality and undue familiarity.
Motivating people for taking orders.
Imparting of a vision, an idea and a principle to pursue.
Coordination of tasks and men.
Stimulating and vitalizing of contributors towards ever better performance; being a
friend, philosopher, guide and teacher.
The teaching function is especially emphasized up on as a leader has to come forth as a
superior personality who contributes to make to the life of subjects both inside and
outside of organizations.
2.3 Leadership Qualities
Leaders have been known to possess a few attributes. Few qualities of leadership could be listed
as (Barnard, B.M, 1960, p.56).
They are vitality and endurance, decisiveness, persuasiveness, responsibility, and
intellectual capacity.
10
Possession of generous and unusual endowment of physical and mental energy.
Good health, a sense of mission, interest in this people, intelligence, integrity, judgment
and loyalty.
Possession of clarity and precision as to objectives.
Enthusiasm, dynamic intentions, hope, will to win and a robust sense of joy in the job
affinity for new ideas.
Trust and confidence in subordinates.
Having these qualities leaders can met the challenges they face and be effective in their
organizational and community leadership.
2.4 Leadership Style
Leadership style is the manner and approach of providing direction, implementing plans, and
motivating people in an organization (Kurt Lewin 1939, p.79). The early study has been very
influential and established three major leadership styles. These are
1. Autocratic leadership
2. Participative (democratic) leadership
3. Free-Reign(Laissez fair) leadership
2.4.1 Autocratic leadership
This style provides clear, expectations for what needs to be done, when it should be done, and
how it should be done. There is also a clear division between the leader and the follower’s.
Authoritarian leaders make decisions independently with little or non-input from the rest of the
group. Researchers found that decision making was less creative under autocratic leadership.
Some of the appropriate conditions to use it are when you have all the information to solve the
problem, you are short on time, and your employees are well motivated.
2.4.2 Democratic (participative) Leadership
Democratic leadership is generally the most effective leadership style. It is when the leaders have
the time and want to gain more commitment and motivation from their employees. It involves
the leader including one or more employees in decision making process (determining what to do
and how to do it). However, the leader maintains the final decision making authority using this
style is not a sign of weakness, rather it is a sign of strength that your employees will respect.
11
This is normally used when you have part of the information, and your employees have other
parts. Note that a leader is not expected to know everything this is why your employees must be
knowledgeable and skilful.
2.4.3 Laissez faire Leadership
In this style, the leader allows the employees to make the decisions. However, the leader is still
responsible for the decisions that are made. This is used when employees are able to analyse the
situation and determine what needs to be done and how to do it. Laissez fair leadership is not a
style to use so that you can blame others when things go wrong, rather this is a style to be used
when you fully trust and have confidence in the people below you. Do not be afraid to use it,
however, use it wisely. This style cannot interfere in the affairs of others.
The laissez fair leadership style can be effective in situations where group members are highly
skilled, motivated, and capable of working on their own. It implies a completely hand off
approach, many leaders still remain open and available to group members or consultation and
feedback (Kendra Cherry, 2003, p.42).
2.5 Competency Perspective of Leadership
Competencies are the underlying characteristics of people that lead to superior performance.
These include the person’s knowledge, natural and learned abilities, values, and personality
traits. Since the beginning of recorded civilization, people have been interested in personal
characteristics that distinguish great leaders from the rest of us. Early interest focused on
personality traits and physical appearance.
Since the 1980s, management consultants and a few organizational behaviours scholars have
popularized competency based selection ad reward practices. The recent literature on leadership
identifies seven competencies that are characteristics of effective leaders.
A. Drive: This refers to the inner motivation that leaders possess to pursue their goals.
Leaders have a high need for achievement. This inspires an unbridled inquisitiveness and
a need for constant learning.
B. Leadership motivation: - Leaders have a strong need for power because they want to
influence others. However, they tend to have a need for, “socialized power” because their
motivation is constrained by a strong sense of unselfishness and social responsibility.
12
C. Integrity: - This refers to the leader’s truth fullness and tendency to translate words into
deeds. Leaders will only have followers when trust is maintained through the leader’s
integrity.
D. Self-confidence:- Leaders believe in their leadership skills and ability to achieve
objectives. They also use impression management tactics to convince followers of their
confidence.
E. Intelligence: - Leaders have above-average cognitive ability to process enormous
amounts of information. Leaders aren’t necessarily geniuses: rather, they have a superior
ability to analyse alternative scenarios and identify potential opportunities.
F. Knowledge of the business: - Leaders need to know the business environment in which
they operate. This knowledge gives them an intuitive understanding of which decisions to
make and whose ideas make sense for the organizations survival and success. Jill Barad
has demonstrated this competency from her astute knowledge of the toy industry.
G Emotional intelligence: - Effective leaders have a high level of emotional intelligence.
People with high emotional intelligence monitor their own and others emotions, discriminate
among them, and use the information to guide their thoughts and actions. Emotional intelligence
requires a strong self-monitoring personality because leaders must be sensitive to situational cues
and readily adapt their own behaviour appropriately (Kirk Patrick and Locke, May 1991, p.68).
2.6 Roles Leaders plays in an organization
The leadership task is to pursue organizational change. As organizations become flatter,
more flexible more responsive to customer needs and more dependent on the skills of their staff,
managers have to adapt.
Some leaders have had problems coping with this change. Many have resisted, sometimes
successfully, and others have gone down fighting opposing all change until finally, the
organization reacts and they are removed or fired.
Leaders are both concerned about keeping their jobs and genuinely worked about how a process
will function without their clear managerial control.
13
Leaders are responsible for working with and through others to achieve objectives by influencing
people in a changing environment. Some leaders are visionaries, the qualities of which become
necessary as they take on central decision making roles within an organization.
Managers are the ones who practice management with job titles from supervisor to president.
First, the speed of change on practically all fronts is accelerating, from technological
developments to competitive strategies.
Second, the forces that affect organization performance such as governmental actions, and the
expectations and behavior of employees, are becoming more complexes apparently less
controllable. It is important to know that the right management approaches implementation .This
is the detail planning stage, when the broad vision is converted to strategies and detailed plans,
goals (in the sense of mile stones) are defined and responsibilities assigned. Managers remember
that not only the actions needed to achieve the vision but also those (such as overcoming
resistance) that relation to the process of change in organizations.
Ensuring: - Managers’ must ensure in the process of monitor and controlling to keep the
implementation actions on track.
Organizations with a strong commitment and dedication to customer satisfaction exhibit some
distinctive characteristics in the way they are managed and operate, that don’t exist to the same
degree in non-customer driven organizations. The manger is the critical link among the
commitment.
The Managers are central to the process of developing and sustain commitments. By taking
personal responsibly and acting as positive forces a manager can strongly inherence the
organization and its people tasks, and customers. The active involvement and personal integrity
of excellent managers flow to others. Good managers recognize that their own task is to build
specific commitments to the organizations as well as customers, key tasks, people and
themselves. For each commitment, they build proper attitude and demonstrate positive, caring
and concern. Building commitments becomes the responsibility of every employee, not just
manager. The good manager lives for organization and its management customer (internal and
external), task (missions) people individuals and the work team self (as a manager) and works in
14
concert with others to build commitments. Manager has to play the key role .The continuous
activities in managing employees market driven organization are
Use of knowledge, application of market research and analysis tools, getting employees
feedback, assessing changing customer expectations and needs.
-Communication, publication and reporting within the organization of progress toward meeting
employee’s reeds. (Thomas J, Carin 1998 pp, 55&56)
2.6.1 Building Relationship between leader and Subordinates,
A good leader develops the talents of the individuals, promotes self-confidence in
subordinates, and provides an opportunity to demonstrate apart from motivation towards the
accomplishment of the designed goal of the organization .It creates good environment for
individuals for the performance of the organizational goal as well. Informal observation suggests
that, clearly, leaders do not treat their subordinates not in the same way. However, some theories
of management over look this suggestion and say that leaders from different relations with their
subordinates and their nature can exert strong effects on subordinates’ performance and
satisfaction. Subordinators want to receive considerably more attention from the resource they
have to offer such is time and recognition (Hughes, Rihcard.L 2006, P, 8).
The three vital determinates of team work are the leader, subordinates and the environment.
These factors are interdependent. It is the leader’s responsibility to make the environment
conducive to work.
Leader is a representative of subordinates. She/he is as a linker between the work groups and
top management. As linking pins they serve to integrate the entire organization and the
effectiveness depends on the strength of these linking pins. Leader shows personal consideration
for the employee. As representatives they carry the voice of the subordinates to the top
management.
Leader is an appropriate consular. Quite often, people in the work place need counseling to
eliminate the emotional disequilibrium that is created sometimes in them leader removes barriers
and stumbling blocks to effective performance. For instance, frustration that results from blocked
15
need derive keeps an employee derailed of the working track. It is here comes in renders wise
counsel, releases the employee from emotional tension and restores equilibrium.
Use power properly, if a leader is to effectively achieve the goals expected of him, he must
have power and authority to act in a way that will stimulate a positive response from the workers.
Leaders depending on the situation exercises different types of power, via, reward power,
coercive power, and legitimate power, referent power and also have a more power full impact on
organizational effectiveness. No leader is effective unless the subordinates obey his orders.
Therefore the leaders’ uses appropriate power so that subordinates willingly obey the orders and
come for would with commitment and to make good relationship between them (VSR ao PS
Narayana 1987, pp, 584&585).
2.7 Approaches of leadership in organizational development
To be successful, organizational leaders must assume a wide range of roles, tasks, and
responsibilities. Some organizations are not successful in this role, but they must learn to be
effective leaders in their organizations to grow and reach their potential. Leadership is the
process of influencing and inspiring others to work to achieve a common goal and then giving
them the power and freedom to achieve it.
Researchers suggest that good leadership in the modern work place requires intelligence
common senses high, energy levels, willingness to work hard and good timing.
It is possible to look at three contemporary approaches to leadership including transformational,
transactional leadership, charismatic leadership and team leadership. Most of the leadership
theories presented so for described transactional leaders; that leaders who guide or motivate their
followers in the direction of established goals by clarifying role and task requirements. But
there’s another types of leader who inspires followers to transcend their own self-interests for the
good of the organization and who is capable of having a profound and extraordinary effect on his
or her followers. These are transformational leaders who pay attention to the concerns and
developmental needs of individual followers; they change followers’ awareness of issue by
helping those followers look at old problems in new ways and they are able to excise arouse and
inspire followers to put out extra effort to achieve group goals.
16
Transactional and transformational leadership shouldn’t be viewed as opposing approaches to
getting things done. Transformational leadership is built on top of transactional leadership.
Transformational leadership produces levels of employee effort and performance that go beyond
what would occur with a transactional approach alone. Moreover, transformational leadership is
more than charisma since the transformational leader attempts to in still in followers the ability
to question not only established views but those views held by the leader.
Stephen P. Robbins, (2005 p, 433), said that what we call a charismatic leader that is an
enthusiastic self-confident leader whose personality and actions influence people to behave in
certain ways. Several authors have attempted to identify the personal characteristics of a
charismatic leader. They have a vision are able to articulate that vision, are willing to take risks
to achieve that vision are sensitive to both environmental constraints and followers needs and
exhibit behaviours that are out of the ordinary. A small number of experts still think that
charismatic can’t be learned, most believe that individuals can be trained to exhibit charismatic
behaviours. In groups with these trained charismatic leaders, members had higher task
adjustment and better adjustment to the leaders and to the group than did group members who
worked in groups led by non- charismatic leaders.
Although, the term vision is often linked with charismatic leadership, visionary leadership
goes beyond charisma since it’s the ability to create and articulate realistic credible and,
attractive vision of the future that improves up on the present situation .This vision, if properly
selected and implemented is so energizing that is in effect jump-starts, the future by calling forth
the skills talents and resources to make it happen.
According to Stephen P. Robbins (2005 pp, 434-435) leadership is increasingly taking place
within a team context and more organizations are using work teams, the role of the leader in
guiding team members has become increasing important.
The challenge for many managers is learning how to be become an effective team leader.
They have no learnt skills such as having the patience to share information, being able to trust
others and to give up authority, and understanding when to intervene. And effective team leaders
have mastered the difficult balancing act of knowing when to leave their teams alone and when
to get involved. New team leaders may try to retain too much control at a time when teams need
support and help.
2.8 Effective and efficient Leadership.
17
The various mechanisms through which environments and organizations influence one
another can cause this alignment to shift, however, and even the best managed organization’s
some-times slip from their preferred environmental position .But well- managed companies
recognize when this happens and take corrective action to get, back on track. Given the
interactions
Between organizations and their environments, it follows that effectiveness is related ultimately
to how well an organization understands, reacts to, and influences its environments.
Unfortunately, there is no consensus on how to measure effectiveness. For example, an
organization can make itself look extremely effective in the short term by ignoring research and
development (R&D) buying cheap materials, ignoring quality control, and skimping on wages.
Overtime thought, the firm will no doubt falter, on the other hand, taking action consistent with a
longer view, such as making appropriate investments in (R and D), may displease investors who
have a short term outlook.
The systems resource approach to organizational effectiveness focuses and extent to which
the organization can acquire the resources it needs. A, firm that can get raw materials during a
shortage is effective from this perspectives. The internal process approach deals with the internal
mechanisms of the organization and focuses on minimizing strain, integrating individual and
organization, and focuses on minimizing strain integrating individuals and the organization and
conducting smooth and efficient operations. An organization that focuses primarily on
maintaining employee satisfaction and moral and on being efficient subscribes to this view .The
goal approach focuses on the degree to which an organization reaches its goals. When a firm
establishes a goal of increasing sales by some present and then achieves that increase, the goal
approach maintains that the organizations are effective.
Finally the strategic constituencies approach focuses on the groups that have a state in the
organization .In this view, effectiveness is the extent to which the organization satisfies the
demands and expectations of these all these groups.
Although these four basic models effectiveness are not necessarily contradictory, they do
focus on different things. The systems resource approach focuses on inputs, the internal
processes approach focuses on
18
Transformation process, the goal approach focuses on out puts, and the strategic constituencies
approach focuses on feedback. (RickeyW.Grifffin2000, pp.97& 99)
Achieving organizational effectiveness is not an easy task. The key to doing so is
understands as a foundation, manager’s care then chart the “correct “Path for the organizations as
it positions itself in that environment. If mangers can identify where they want the organization
to be relative to other parts of their environment, and how to best get there, they stand a good
chance of achieving effectiveness .On the other hand, if they pick the wrong target to aim for, or
if they go about achieving their goals in they are less likely to be effective.
One important indicator of how well an organization deals with its environments is its level of
effectiveness. Organizational effectiveness requires that the organization do a good job of
acquiring resources, managing them properly, achieving its goals, and satisfying its consistencies
.Because of the complexities associated with meeting these requirements, however experts may
disagree as to the effectiveness any given point in time.
2.9 Leadership challenge and its impact
The academic field of organizational behavior has been around for at least the past thirty
to forty years. However, as the accompanying Organizational Behavior in action, some things
never really change’ clearly indicates, problems facing managers of human organizations have
been around since the beginning of civilization.
Although, the problems with organization and solutions over the ages have not really
changed that much, the emphasis and surrounding environmental context, certainly have
changed. For example, in the 1980s and 1990s managers were preoccupied with restructuring
their organization to improve productivity and the meet the competitive challenges in the
international market place and quality expectations of customers. (LuisR.Gomez-Mejia,
1998,p,35)
The challenges all the case involved a change from status quo. All leaders change the process in
order to achieve the personal best not by keeping things the same .The primary contribution of
leader is recognition of good idea, support these ideas and being willing to change the system to
get new product .It might be more accurate to say “Leader are pioneers-people who are willing to
set out into the unknown and are early adopters of innovations. Innovation and challenge all
involve experimentation, risk and failure leads or managers proceed any way in considering it as
19
one of dealing with potential risks and failures of experimentation to approach change through
incremental steps and small wins. Leaders or mangers pay attention to the capacity of
challenging situations and become fully committed to challenge. Organizational changes are
concerns or problems internal of the organization, often a byproduct of environmental forces.
According to Luis R.Gomez-Mejia Challenges are facing to leader or managers most of the
time in their leading and managing activity.
Some of major challenges of change are as follows,
2.9.1 Globalization
The Impact that the information technology exposition has had on organization is truly
amazing with no end in sight. Information technology not only can be applied across all sectors
of given economy and world as well, but it can affect every function within an organization;
Globalization, which has brought with new market opportunities and new market threats.
Customer’s needs and preferences and technology change are marketing it extremely difficult to
make timely, accurate, long term forecasts. The environmental forces provide greater
opportunities for growth and diversification, but also create more threats for the organization
survival. The organizations have to adapt to the changing environment, create internal capability
exploit new opportunities, and establish high preference standards in terms of cost, quality
technology and customer orientation (St, Mary’s College, 2007, p.8)
The implication and impact of global economy on the leadership/ management activity is many.
Some organizations try to develop a global company identity to smooth over cultural differences
between domestic employees and those in international operations. Minimizing these has a
strong impact on the bottom line ‘More globalization means more competition, and more
competition means more pressure to improve to low costs, to make employees more productive,
and to find new ways to do things better and less expensively. (AndargewAsfaw, 2010, P, 34)
2.9.2. Rapid change and Technological Advancement
Many organizations face a volatile environment in which changes is nearly constant. They
need to accept change quickly and effectively. Moreover, this rapid change can put the
employees under a great deal of stress and the organization develops supportive mechanism to
keep the satisfaction of both the organization and employees. Technological advancement
especially internet is having pervasive impact on how organizations manage their human
20
resource. As noted by the wall street journal companies today have much freedom to choose
what they want to be. As a result, jobs are becoming more ambiguous and the old paradigm of
matching people’s current skills to jobs is becoming reddening obsolete in many organizations.
In internet age, adaptability has become the key trait needed to succeed and these results with job
redefinition. In the other, case a more efficient labor market is probably fueling turnover of
workers who are unhappy with their current employer, forcing organization to take care of
employees better or risk losing talent to competition (Alemayuokotisso, 1997, p, 20).
2.9.3 Environmental challenges
When we say environmental challenges it is the development of technology and advisement
of globe. They focus external to an origination that affects the organization’s performance but is
beyond the control of the management. Managers, therefore need to monitor the external
environment constantly for opportunities and threats. Some the challenges, which affects the
organization externally .are the following ones,
2.9.4 Work Force Diversity
It refers to human characteristic that make workers different one another in the work area. If
this diversity managed properly, it can provide the organization with a power full competitive
edge because it stimulates creativity, enhance problem solving by offering broader perspectives,
and infuses flexibility in to the organization. Nevertheless “employers traditionally hear,
appraise, and promote people who fit their image of what their organization’s employees should
believe and act like, there’s a tendency to screen out those who do not fit.” An organization
confronts significant changes in making employee diversity work to its advantage
( Alemayuokotisso, 1997,P,78)
2.9.5 Legislation
To large extent, how successfully a firm manages its human resource depends on its ability
to deal, effectively, with the government regulation. One of the most influences upon ongoing
relation of the employees within the organization is not determined by the organization at all;
rather, it is the exterior permissible atmosphere. Through participation program, internal forces
influencing the working relation are the employees. To insure compliance and to minimize
complaints operating within the legal frame work requires keeping track of the external legal
21
environment and developing internal systems within the organization. (Alemayuokotisso, 1997,
p, 12)
2.10 Organizational Challenges
2.10.1. Downsizing and Organizational Restructuring
Downswing is a reduction of work force in an organization to improve its bottom line. Transient
employment relationships create a new set of challenges for the organizations and for the
competitive people as well as for the government agencies that must deal with the social problem
associated with the employment insecurity. Organizations with Tall structures that have many
management levels are becoming the flatter organizational structures as organizations reduce the
number of employees between the chief executive officer (CEO), and the lowest ranking workers
in a hard work to become more competitive. “Manager and acquisitions have been going for
decades, often managers fail because the cultures and Human resources (HR) system of the firms
involved do not coalesce.” To be successful, organizational restructuring requires effective
management of human resources. For instance, flattening the organization requires careful
examination of staffing demands, work forces, communication channels, training needs and other
forms of inter organizational relations require the successful blending of dissimilar
organizational structures, management practices, technical expertise, and so forth. The primary
issue in not whether leaders use power, but wither they will use it wisely and well (Gini, 1998, p,
29) powerful leaders can use their authority to advance their own exerts and economic gain at the
expense of organizational members and the public. (Dr, FekaduKanno, 2010, PP, 5&12)
Unethical behavior clearly cut the managerial decisions Organizational restricting relates with
the employee separation. Employee separation is the termination of an employee’s membership
in an organization, which occurs when employee ceases the organization. Its measurement is
turnover rate. “Employees separations should be managed.” There is a legal guidance between
the organizations and the employee to keep their relation. The common are public policy that is,
it is prohibited to violate state police, unlawful to terminate individual it an implied contract of
employment exists and without just cause or for malevolent rationales.
22
Employees whom separate be categorized into voluntary and in voluntary separation. Voluntary
separation occurs with the decision of the employee for personal or professional reasons to end
the relationships with the employer organization. On the other hand, involuntary separation
occur when organization decides to terminate the relationship with an employee due to economic
obligation (lay off), and the poor feet between the employee and the organization (discharges).
Lay off has a power full impact on the life organization. It may affect the morale in the future in
the organization.
(Alemayuokotisso, 1997, p, 122)
2.10.2. Ethics and Social Responsibility
Ethics, according to the oxford Learners Dictionary; moral principle that governs or
influences a person’s behavior it is a branch of philosophy that deals with moral principles. The
term ethics can generally be viewed, the area of philosophy that is concerned with the study and
analysis is of what is good and bad what is right and wrong.
Leadership in an influence and powerful leaders can have a substantial impact on the likes of
followers and the fate of an organization if it is widely speeded. A variety of explicit decisions
related to the management of HR is subject to judgment calls. Religion has its own ethics
teaches that behaviors such as lying, stealing, murdering, and treating others with disrespect are
wrong. It is impossible to apply all the religious activity for the development and for the well
fore of the organizations, but as ethics, the code of ethics should be kept wherever according to
the culture of that organization. Ethical value of the leader plays a great role for the action plan
of the organization. As responsible person, within the organization the leader’s ethics should be
acquainted.
Though, some organizations are using thee to scrutinize employees’ cybernetic conduct, and
others to infuse employees and managers with ethical values. (AndargewAsfaw,2010, P, 24).
2.10.3 The need of competitive position and Decentralization
The policies of human resource (HR) can influence the organization’s competitive position
by controlling costs, improving quality, and crating distinctive capability. More of the
organization like human resource planning to the strategically planning mainly focusing on the
reduction of the Labor
23
Costs with the limited consideration of the other elements related to HR. The organization
should maintain low costs and strong cash flow to be competitive one. The compensation system
should be well designed which rewards the employees for behaviors that benefits the
organization. In the traditional organizational structure, most of the time decisions are made at
the top and implemented at the lower level of those organizations. In such organizations, it is
common to centralized major functions of the organization such as human resource, production
and other.
However, the traditional top down form of organization is quickly becoming obsolete, both
because it is costly to operate and because it is too inflexible to complete effectively.
Decentralization is becoming dominant, which transfer responsibility and decision making
authority from a central office to people and locations closer to the situation that demands
attention. (Andargew Asfaw, 2010, P, 4)
2.11 Lack of Accountability
Accountability is the center of human reactions and interactions. In everyday life, people
continuously mobilize accounts as they render themselves all accountable to
others .Contemporary social scientists, Gartinke (1967, p, 1) has articulated this understanding
most fully and subjected the phenomenon of every day accountability to detailed investigation.
Accountability in organizations was a concern to explore how instrumental and moral aspects
of accountability might be brought back into closer relation with in organizations. As a set of
social practices, accountability must be central to both social and in particular organizational life,
through seen practices and processes individuals are made aware both of them and the impact of
their actions on others. .
The claim that accountability was absent from work organizations before the nineteenth
century is undoubtedly to the perfect empiricist, UN provable. For it always possible that there
was some earlier system, which operated with perhaps implicit standards or targets and
systematic measurements of human performance, before this historical moment.(Rolland
Munro,1996, PP,26&275).
In the case of Upper Nile/Malakal State, in Malakal town people leave under fear and nobody is
sure about their security, here the researcher is not raising false-alarm but it is a fact which
should be brought to the light. As citizen of Malakal; people need to question our salves who are
behind this problem? Where is the government of the State which supposed to protect it citizen?
24
If it is not intentionally why is taking place in Collo villages and Malakal town which is well
populated by Collo communities?
Malakal the capital city of Upper Nile State has conflict between Dinka and Shlluk-Collo
community whom in fact are the people of land (area). The same problem; Nuer community are
also trying to have capital as their land. However, this conflict of land between
communities/tribes brought tribal interest and by then, the government fall a part of considering
others by knowing who he/she by name and where he come from to be among the government
self-work.
In addition to internal disputes, Upper Nile faces external threats. After years of war and
instability, many areas of the state’s border with the Gambella region in Ethiopia are prone to
security issues and are dominated by armed groups, unresolved inter-communal disputes.
Aids workers says, SSRRC, the new government humanitarian arm, face challenges including
poor infrastructure, lack of community capacity building, the returnees who were displaced by
civil war between South and North Sudan had arrive to their respected land where they faces so
many problems such as; basic human need, hospital, school etc. On the cons tested trains were
reportedly poor, with unconfirmed number of children experiencing severe diarrhea resulted in
the death of one child during my visit/asses to their residential area Vam, Malakal and the
researchers want to identify some problem of State leaders on accountability of the state and
searching way of alternatives to fill the gap among the State, as well as the borders and to show
causes of challenge for current leadership activity and try to recommends some alternatives for
betterment of the State.
2.12 The Challenges of Change and Competition
Change is one of the most critical aspects of effective management. The turbulent business
environment in which most organizations operate means that not only is change becoming
more frequent , but that nature of change is increasingly and it is often more extensive.
Many of change situations that a manager may be involved in are incremental rather than
fundamental , and although there is some common ground, there are also differences in how
these two types of situation should be managed.
There is no single formula that will work in all situations. Badly handled change situations
can lead to serious consequences which may include:-
25
- The Frustrations of sound strategies. Suggests that many planned strategies; are never
implemented, often because the change process is badly managed. This can lead extra costs,
missed opportunities, and sometimes damage to the existing activities of the organization.
Keeping Pace with Change: at one time the advice given for change management was to
follow a freeze –unfreeze sequence. The idea was to reduce a frequency of change there by
making it more manageable and reducing disruption within the organization. During a period
when the organization was froze and no major changes under taken, things that needed to
change would be noted and eventually the time would come when all the changes would be
made at one. After the changes had be implemented, everything would be an exception if an
organization where in deep trouble, but generally, because much of the change was incremental
rather than fundamental, the organization was able to exercise control over when the change,
under modern conditions, events move too fast for this stabilizing approach to change. The
result is that many more organizations undertake significant change very frequently, and have to
react in a time scale set by the trigger event, rather than have the luxury of choosing to change
when the organization feels it is ready. Something happens inside or outside the organization
that is received as a trigger event. This gives birth to a need to change to meet the new
challenge, which may be an opportunity or a threat. Someone in the organization has to define
the change needed, create some sort of vision of the benefits that will result, and make the
change work. In modern organization these trigger events tend to occur too fast for comfort.
Resistance: equally important is the degree of resistance to change. If everyone wants
change, the implementation methods may be very different from those chosen when resistance is
high. Where the resistance occur is also important, the higher up the organization this is the
harder it can be to overcome. Resistance might come about for personal reasons, or could be
because the people concerned with it do not perceive the need for change. When the liquidator
is knocking on the door, most will see the need and although the change may not be welcomed
by all, few will argue that nothing to be done. No so when an organization appear to be doing
well and the change is because of top management’s recognition of an emerging problem that
others have not spotted (D.E. Hussey, 2000, p. 9&13).
26
CHAPTER THREE
3. RESEARCH FINDINGS
This chapter deals with data presentation, interpretation and analysis of gathered information
from the management body, employers and members of State through distributing questionnaire
to respondents. The questionnaires distributed to target group of the UNS were 25 but according
how they done 20 were returned. The study set out to determine the role of efficient leadership in
state sustainability and suggest possible strategies that can be used to enhance administrative
activities in UNS. Different documents from UNS administrative office ministries, project
proposals, this consists annual reports, minutes, letters or correspondence papers.
3.1 Background of the Upper Nile State/Malakal
Upper Nile State/Malakal is one of the ten states of Republic of South Sudan. The motto of the
UNS/Malaka land the government is serving the whole person on developed throughout the state
work areas. The UNS/Malakal has its own administrative structure which is independent and
autonomous. The State follows administrative system that is democratic, but in practice leaders
exercise Laissez-Fair style.
3.1.1. Vision of UNS/ Malakal
The whole members of the State, its employees, and State Secretariat General would like to see
“A unified, self-sustainable, mission centred state, which has strong network with the local
communities and with the rest of the state intellectual youths.
3.1.2. Mission of the UNS/ Malakal
Upper Nile State/Malakal Mission is to:
27
Teach the true modern social way of life, to strengthen the state communities’ foundation.
Enable the state higher official and the citizens to mark the way forward peace to the state.
Empower and capacitate its government through continual training to make the host communities
to reach the outsiders.
Elevate poverty by developing projects and implementing to the benefits of the community in the
area with integrity and dedications. This is to serve the whole person. The whole person service
approach is serving the securities dimension and physical dimension of the person. This is the
mission of RSS also, not only the mission of the UNS.
Promotes and facilitate peace co-existence and unity among state politician and the ordinaries
people.
3.1.3 The Purpose of UNS/ Malakal
According to UNS Council regulation No 52/2011, the purpose of the State is:
To protect or guide the people of the state.
To provide financial and physical growth within a five year strategy.
To accept and respond message from abroad and the state soon.
To provide self-sustainability.
To insure unity, love and peace among the State.
To promote clear and acceptable financial control.
To promote RSS vision, mission and goal.
3.1.4 The Structure and Role of the State.
From my respondents 95% suggest that for the State efficient and sustainable growth, the main
contribution and role of State members and leaders are: directing, supporting and continuous
contribution, developing unity, participatory decision making, fair or equal distribution of land
and government seat at state level, actual implementation, Gender equality and participation.
In addition to the above ideas, the role of the leader is lack of well thought strategic plan that
guides the activities of the State that can be a parameter to evaluate its operations and
performance. The highest authority of the State is the direction election of members of the state
officials. The state has the authority of setting its budget and establishing standing or temporary
committee to fulfill its stated goal and to accomplish its mission. The State has been playing the
role of peace and reconciliation for the conflict arising between or among leaders and ordinaries
people. The State according to the country’s law has the authority to recruit, assign and
28
whenever necessary to terminate its employees. The State general assembly, State council and
state management board are the highest decision-making bodies in the State.
Each person is accountable to its respective leaders and the leaders are accountable to the State.
The State accountability is to head office of RSS. This is without affecting the state
independency. The State organized at State office, governor and ministers’ level.
3.1.5 Stakeholders of the State
The State internal stakeholders are the workers, who directly participate in the activities of the
State, and the leaders who are decision makers of the State. Both positively and negatively affect
the State. The workers can promote or demote the State while executing their assigned duties.
The State General Assembly, the Council and the Executive Board are the governing bodies of
the State and their decisions influence the State life.
The external stakeholders have also decisive roles in the state’s activities. These are the
community where the State is situated and performs its activities, regional states, Counties
Administrations, Payam by RSS ( mean Wereda in Ethiopia ) and Boma( mean Kebele in
Ethiopia ) administrative organs, non-governmental organizations and others. The role of these
external stakeholders may be in the form of seeking the services of the State, or they may have
the role of supervision and control.
3.2. The Respondents’ Background
The respondents were selected from different age groups. The respondents were interviewed,
answered and returned the questionnaires that I had distributed to them. Table 1 shows the
number of respondents according to their age.
Table1: The number of respondents and their age group
No Age Frequency Percentage
1 20-30 5 25%
2 31-40 8 40%
3 41-50 4 2o%
4 Above 50 3 15%
Total 20 100
29
As mentioned in table 1 above, 5 respondents between age group of 20-30 have responded
which is 25% of the total; 8 respondents between were age group of 31-40 which is40% of the
total and it is the largest number out of 10. 4 respondents between age-group of 41-50 are
consisted of 20% of the total. 3 respondents above 50 years of age which consisted 15% of the
total. The table shows us that the majority of the respondents are in the middle age.
Table 2: Sex distribution
Sex distributions of the respondents are shown in table 2.
Sex Frequency Percentage
Male 15 75%
Female 5 25%
Total 20 100%
As is shown in table 2, 75% of the respondents are males and 25% are females. Even though
more than half of the respondents are males, it is very important to take into account the
responses of each respondent.
Table 3: Education Background of the Respondents
The following table shows the education background of the respondents according to their
qualification and education levels.
The above table shows that10% of the respondents are 10 and 12 grades complete and they have
only a certificate, 40% of the respondents have diploma, and the remaining 30%of the
Level of education Frequency Percentage
2nd Degree 4 20%
1stDegree 6 30%
Diploma 8 40%
High school (certificate) 2 10%
Total 20 100%
30
respondents have 1st degree and 20% have 2nd degree. The findings clearly show that different
employees with different levels of education exist in the state said to be 40% of them are
Diploma holders. This has the advantage of securing various opinions from different level of
education.
Table 4: Service Year of the respondents in the State
Service year or work experiences of the respondents are shown in the following table.
Year of service Frequency Percentage
1 - 3 years 8 40%
Up to 4 years 4 20%
Up to 5 years 4 20%
Above 5 years 4 20%
Total 20 100%
As it is shown in the above table 40% of the respondents have served in the Government offices
from 1 to 3 years, 20% of the respondents up to 4 years, 20% of the respondents have served in
the State up to 5 years, 20% of the respondents have served the state at government fieldwork
above 5 years. Most of my respondents have well enough knowledge about the organization.
Table 5: Position of the Respondents.
Position Frequency Percentage
Leader 4 20%
Employer 7 35%
Military 6 30%
Community members 3 15%
Total 20 100%
31
As it’s stated in the above table 20% of the respondents are the leader of government officials,
35% of them are employers, 30% of them are Military officials and 15% of them are community
members.
3.3 Analysis and interpretation of data.
3.3.1 Challenges of UNS/ Malakal:
There are many challenges of UNS/ Malakal. Some of the major ones are:-
Lack of qualified leaders
Need of political positions
Lack of local solution for local problems
Problem of financial resources
Lack of qualified workers
Problems of Religious conflicts
Gender equity issues
Problem of nepotism
All these challenges are asked and what respondents gave is discussed in the following tables
respectively.
Table 6: Lack of qualified human power
Is there Lack of qualified human power in UNS? Frequency Percentage
Strongly agree 5 25%
Agree 6 30%
Neutral 2 10%
Disagree 5 25%
Strongly disagree 2 10%
Total 20 100%
As indicated in the table above about lack of qualified manpower in the UNS/Malakal, 25% of
the respondents strongly agree,30% of the respondent is agree, 10% of them are neutral, 25% of
them are disagree and 10% strongly disagree. This shows that state UNS has critical qualified
manpower shortage. The interview was made to five persons who are at the high level of the
management, and member of the State. According to my respondents, the State has critical
shortage of skilled human power, no strong structure from upper to lower and vice versa. As the
32
informants’ source have suggested, the Upper Nile State’s activities often result in
uncomfortable condition, which in turn reduces the possibility of achieving the key aims of the
Upper Nile State’s improvements. Lack of management skills in Upper Nile State have created
an improper balance between innovation, flexibility and the need to work effectively in a well-
designed hierarchy; to keep the Upper Nile State work running continuously. The Upper Nile
State’s skills for the identification of problems are weak, which results by preventing high
performance and improvement plans to solve them.
Table 7: Need of political position
Is there a need of political position challenge in UNS? Frequency Percentage
Strongly agree 9 45%
Agree 5 25%
Neutral - -
Disagree 4 20%
Strongly disagree 2 10%
Total 20 100%
As shown in table above about need of political position in the State, from the respondents45%
strongly agreed, 25% disagreed 20% disagree and 10% strongly disagree. This result indicates
that the need of political position is the main challenge for UNS/ Malakal. Many persons are
running for their own will rather than ideas of his respective area is belong to represent or work
according what community brought him do for them. Some time conflict by saying this man is
my classmate since we start our schooling so he will lead me-who is he to judge me.
Table 8: Lack of local solution for local problem
Are local elders willing to solve local problem? Frequency Percentage
Strongly agree 6 30%
Agree 5 25%
Neutral 1 5%
Disagree 3 15%
Strongly disagree 5 25%
Total 20 100%
33
As shown in table 7 above concerning RSS lack of local elder’s willingness to solve the
problems, from the respondents, 15% strongly agree, 25% agree, 5% neutral, 15% disagreed and
25% strongly disagreed. This result indicates that UNS/Malakal elders are willing to solve
community problem and conflict in traditional way of resolutions but lacking experiences and
leadership styles of influencing, directing and taking risk-handling.
Table 9: Concerning financial resources.
Is Shortage of financial resources? Frequency Percentage
Strongly agree - -
Agree 5 25%
Neutral - -
Disagree 10 50%
Strongly disagree 5 25%
Total 20 100%
As shown in the table above, on UNS/ Malakal shortage of financial resources 25% of the
respondents agree, 10% disagree, and 25% strongly disagree. This result shows that
UNS/Malakal has no financial problem and no respondents strongly agreed on financial
resources problems in the State. But government are lacking way achieving financial statement
or utilisation of scarce resources in a way that benefits the government activities as well.
Table 10: Based on lack of qualified workers
Is there Lack of qualified workers in the state? Frequency Percentage
Strongly agree 8 40%
Agree 10 50%
Neutral 2 10%
Disagree - -
Strongly disagree - -
Total 20 100%
34
As shown in the table above, concerning the availability of qualified workers, from the
respondents, 40% strongly agree, 50% agreed, 10% neutral no respondents disagree or strongly
disagree. This result shows that there are critical qualified workers in UNS/ Malakal.
The above indicated issues and the results of management skills show that the Upper Nile
State has to find a way to improve and develop its management skills. It must correct these
problems to enhance co-operation and allow work to run smoothly. It must convert its
disorganization and misunderstanding into a useful and integrated effort by its employees.
It was the first question of this research, how people understand lack of good management in
UNS.
Almost 90% of the respondents understand the term lack of good management and its impact
in UNS, and very few of them replied that a system of management and its activities are
somehow good. As a result of this, the UNS is weakened in its ability to work with
understanding and motivate other employees, either as individuals or groups.
Table 11: Problem of Religious conflict
Is there Religious conflict in Malakal? Frequency Percentage
Strongly agree - -
Agree 2 10%
Neutral 2 10%
Disagree 10 50%
Strongly disagree 6 30%
Total 20 100%
As indicated in the table above, 0% of the respondents strongly agree, 10% agree, 10% neutral,
50% disagree and 30% respondents strongly disagree. The result shows that there is a no
Religious conflict problem in the Upper Nile State.
Table 12: Concerning Gender equity issues
Gender equality is assured in all development activities? Frequency Percentage
Strongly agree - -
Agree 5 25%
Neutral - -
Disagree 10 50%
35
Strongly disagree 4 20%
Total 20 100%
As mentioned in the table 12above, the gender equality in the Upper Nile State, 25% of the
respondents agreed, 50% disagree, 20% strongly disagree, and none of the respondents are
strongly agree. This result indicates that there is a critical problem of gender equality in UNS/
Malakal.
Table 13: Problem of Nepotisms
Is there nepotisms problem in promoting of leadership? Frequency Percentage
Strongly agree 3 15%
Agree 8 40%
Neutral 2 10%
Disagree 3 15%
Strongly disagree 4 20%
Total 20 100%
As indicated the table above, on promoting leaders are coming to position in Upper Nile State,
15% of the respondents strongly agree, 40% agree, 10% neutral, 15% disagree, and 20% strongly
disagree. This result indicates that the promoting processes in the UNS/ Malakal are highly
affected by nepotisms.
3.4: Causes of conflict in UNS/ Malakal
The causes of conflict in UNS are several, but the main ones are as follows:
Problem of land issue
Awareness creation rather than using forces
Lack of education
Problems of corruptions
Process of election
Cause of poverty in UNS
Lack of job opportunity
36
These cause of conflict in UNS/Malakal are analysed in the tables here after.
Table 14: Problem of land issue
Is land issue is the main causes for conflict in UNS? Frequency Percentage
Strongly agree 10 50%
Agree 5 25%
Neutral - -
Disagree - -
Strongly disagree - -
Total 20 100%
The table above shows about, land issue in the Upper Nile State, 50% of the respondents strongly
agrees, 25%agree, and none of the respondents disagree or strongly disagree. This result
indicates that the critical causes of conflict in the UNS/ Malakal State are the promlem of land
issue.
Table 15: Concerning awareness creations rather than using forces
Is it good for government to uses military forces for ruling the state? Frequency Percentage
Strongly agree - -
Agree 2 10%
Neutral 3 15%
Disagree 8 40%
Strongly disagree 7 35%
Total 20 100%
As indicated in the table 15 above, about the government using military power rather than
awareness creations, 10% of the respondents agreed, 15% neutral, 40% disagreed and 35% are
strongly disagree and no respondents are strongly agree on that questions. This result shows that
37
the government officials use awareness creation and peaceful communication with community
than using military forces for conflict resolution.
Table 16: Concerning lack of educations
Are Peoples in UNS are well educated? Frequency Percentage
Strongly agree 5 25%
Agree 4 20%
Neutral 1 5%
Disagree 5 25%
Strongly disagree 5 25%
Total 20 100%
As indicated in the above table, regarding educated people in the State, 25% of the respondents
strongly agree, 5% neutral, 20% agree and 25% strongly disagree and 25% disagree. This result
shows that most of the people living in Malakal state are balanceable educated and uneducated
according to the respondents for educated people in the State. That means state has good
numbers of educated people but lacking the unit among themselves to carry out development as
needed. This shows that 45% have education, but the majority are not. The government needs to
invest more on education to get educated people for work.
Table 17: Problem of corruptions
Is leaders in UNS are corrupted? Frequency Percentage
Strongly agree 5 25%
Agree 6 30%
Neutral 4 20%
Disagree 5 25%
Strongly disagree - -
Total 20 100%
38
The table above shows that 25% of the respondents strongly agree, 30% agree 20% neutral land
25% disagree. The result indicates that there are high corruptions problem in the State. This
mean, many leaders at the state level are simply taking their time in the office with no work.
Using some cash flow for their-own benefits rather than growing the state as expected of them.
Table 18: Problem of nepotism
Is there nepotism in UNS government? Frequency Percentage
Strongly agree 5 25%
Agree 8 40%
Neutral 3 15%
Disagree 4 20%
Strongly disagree - -
Total 20 100%
As indicated in the table above, regarding cause of nepotism for the State, 25% of the
respondents strongly agree, 40% agree, 15% neutral, and 20% disagree. This result indicates that
one of the main causes of problem in Malakal state is nepotisms. Nepotism as it is a main
problem, had brain wash the state leaders of blocking important people whom in fact, will
contribute to the development and could fight corruption rather than promoting it.
Table 19: Concerning the process of elections
The election process of the state is participative? Frequency Percentage
Strongly agree 7 35%
Agree 7 35%
Neutral 3 15%
Disagree 2 10%
Strongly disagree 1 5%
Total 20 100%
39
As shown in table above, concerning the election process of the state,35% of the respondents
strongly agreed, 35% agree, 15% neutral, 10% disagree and 5% of the respondent strongly
disagree. This result shows that the election process of the state is fair and participative to the
community of the Malakal state. This shows that the state election is enjoyable for communities
of electing their governor and counties representatives to present them in State Legislative
Assembly and National Legislative Assembly Juba.
Table 20: Causes of poverty in UNS
Poverty is the main causes for conflict? Frequency Percentage
Strongly agree - -
Agree 5 25%
Neutral 3 15%
Disagree 7 35%
Strongly disagree 5 25%
Total 20 100%
As indicated in table above, concerning poverty in the state that can challenge leadership
activities, 25%% of the respondents’ agree, 15%% neutral, 35% disagreed and 25% of the
respondents are strongly disagree. This result shows that the problem of poverty is not the causes
for the state and none of the respondent strongly agreed on causes of poverty problem in UNS.
On the other hand to fight poverty out at rural area is difficult because farmers lack tools for
farming during farming seasons.
Table 21: Lack of job opportunity
Unemployment is the main leadership challenge in UNS? Frequency Percentage
Strongly agree 6 30%
Agree 9 45%
Neutral - -
Disagree 5 25%
Strongly disagree - -
Total 20 100%
40
As shown in table 20 above, about problem of unemployment in the state, 30% of the
respondents strongly agree, 45% agree, and 25%disagree. This result indicates that this one of
the critical causes of the state is unemployment. This comes because the high officials employ
people by knowing/close relative or coming from the same background of the county. However,
this extremely, cause challenges because educated people some time left out by this way.
3.5 Measures to enhance leadership performance
The measure taken to enhance leadership performance in the state of Malakal is stated below in
the followings:
Control of land resources by government
Community participation in decision making of the state
Keeping the regulation of the state
Women role in Top level of the organization
Work environment for state workers
Malakal town belongingness
The problem of the borders
Table: 22 Control of land resources by government
Control of land resources is not by community? Frequency Percentage
Strongly agree - -
Agree 5 25%
Neutral 3 15%
Disagree 4 20%
Strongly disagree 8 40%
Total 20 100%
As shown in the table above, about the control of land resources by government, 25% of the
respondents agreed, 15% neutral, 20% disagreed and 40% of the respondents strongly disagreed.
This result indicates that the control of land resources is not under control of the government; it
is under control of the community. And; this is confusing from the communities opposing their
powers to rule the state by taking the administration of land allocation under their authorities
41
while rejecting the government of taking the responsibility of land because of some
argumentative between communities, saying’ whom could own the land and whom to left out.
Table 23: Community participation indecision making of the state
Community participation is vital for development Frequency Percentage
Strongly agree 7 35%
Agree 8 40%
Neutral 2 10%
Disagree 3 15%
Strongly disagree - -
Total 20 100%
As can be seen from the table above, about community participation in decision making of UNS,
35% of the respondents strongly agreed, 40% agreed, 10% neutral, and 15% disagreed. This
table shows that the community participation in all decision making is vital for development
activities, and none of the respondents strongly disagreed on participation of the community in
decision making of the state. Which mean; communities participation in government work is
crucial in development of state and to RSS as well.
Table 24: Keeping the regulation of the state
Is keeping the regulation of the state options to resolve the conflict? Frequency Percentage
Strongly agree 9 45%
Agree 5 25%
Neutral 3 15%
Disagree 3 15%
Strongly disagree - -
42
Total 20 100%
As shown in table 24 above, concerning keeping the regulation to resolve the conflict, from the
respondents; 45% strongly agreed, 25% agreed, 15% neutral and 15% disagreed. This result
indicates that, keeping the regulation of the state is mandatory to solve any conflict of the state.
Almost the whole state particularly respondents have much consideration about state regulation
to be respected and exercises in manner that people could be abide by it.
Table 25: Women role in Top level of the organizations
There is no women role in top level of the state? Frequency Percentage
Strongly agree 4 20%
Agree 3 15%
Neutral - -
Disagree 6 30%
Strongly disagree 7 35%
Total 20 100%
As shown in table above, concerning UNS women participation at Top level of the state, 20% of
the strongly agreed, 15% agreed, 30% disagreed and 35% strongly disagree. This table shows
that in Top level of the state there is a fair share state seat distribution with women.
Table 26: The work environment of the state for workers
Work environment of the state is suitable for workers Frequency Percentage
Strongly agree 3 15%
Agree 4 20%
Neutral 3 15%
Disagree 6 30%
Strongly disagree 4 20%
Total 20 100%
As indicated in the table above, the work environment for workers of State, 15% of the
respondents strongly agreed, 20% agreed, 15% neutral, 30% disagreed and 20% of the
43
respondents are strongly disagreed. This result shows that the work environment of the state is
not attractive for employers. As done through close-ended questionnaire, almost 50% strongly
disagree and disagree that the work environment is not conducive for workers.
Table 27: Malakal town belongingness
Malakal town is not belonging to the all community? Frequency Percentage
Strongly agree 5 25%
Agree 8 40%
Neutral - -
Disagree 4 20%
Strongly disagree 3 15%
Total 20 100%
As table above shows concerning, the Malakal town belongingness of the community, 25% of
the respondents strongly agreed, 40% agreed, 20% disagreed and 15% strongly disagreed. This
table shows that the Malakal town is belong to the all communities of the state and according to
the respondents it is not belong to some tribes. These mean there been a particular community
whom own that land before government could establish the state centre or make it the base for
state government. Therefore, through my distribution/conduct interview questionnaires, I heard
of some differentiates between some communities in state saying whom to own the land.
Table 28: The border problem of the UNS
Border conflict with Gambella is solved by negotiation? Frequency Percentage
Strongly agree 6 30%
Agree 6 30%
Neutral 3 15%
Disagree 5 25%
Strongly disagree - -
Total 20 100%
44
As indicated in table above, about border conflict with Gambella people, 30% of the respondents
strongly agreed, 30% agreed, 15% neutral, and 25% disagreed. This result indicates that the
problem of the border with Gambella people is solved in negotiations. As respondent’s stated,
the border between Upper Nile State, South Sudan and Gambella, Ethiopia will be run
peacefully. However, peace reconciliation need be set between two states ahead before going for
border demarcation/dispute if any could happen to harm the communities close to each another at
border locations
CHAPTER FOUR
4. SUMMARY, CONCLUSION AND RECOMMENDATION
In this chapter, summary of the finding and conclusion of the paper is presented.
Recommendations are given for the problems that are identified in the research.
4.1 Summary of the Findings
Based on the research made, the major findings are as follows:
As a new State, Upper Nile State has various problems. According to the research findings, the
shortage of qualified human power due to lack of education is the main factors for
multidimensional problem of the State leadership challenge.
There is no effective working system that creates efficiency and effectiveness for the activity of
the organization. Lack of financial resource, absence of office equipment and shortage of
qualified human power are some obstacles for State sustainability. Networking and relationship
with existing customers of the state is not utilized. The resources of the State were mismanaged
and not properly utilized. This is leading the State to be inefficient and not self-sustained.
Work environment is not suitable for workers and work because of internal and external factors.
In general, the research findings have shown that the UNS has great responsibility to solve
current problems in the State leadership and to improve efficient leadership for the challenge of
the State.
Lack of networking with community and other border countries: The state has no network with
border communities, and beside that it lacks clear memorandum of understanding in which to
make partnership
45
Shortage of human power: The UNS has no qualified human power in developing the State
towards self-sustainability and the State has managerial capacity problem to plan and direct the
day-to-day activities of the state that is tied up with the proper relationship of the workers.
Lack of effective working system: There is no attractive working system that creates efficiency
and effectiveness. The State Government swell equipped with materials like well-organized
Office (computers, photo copy machine, printer, and fax) and transportation facilities (Car). But
the problem is using the resources for own personal uses.
Lack of strategic leadership: The leadership of the State is fragmented, has no clear vision of the
future and no plan to train leaders to develop human power skill.
Resources miss management: The State encounter a miss management of moveable and
unmovable property that can enhance the income of the State. This is due to reason that the State
has no sound organizational structure that can influence the workers and also that can lead
towards the right management of the resource.
Communication and collaboration gap: It is found that there is no properly designed and well-
developed communication system with government officials and communities.
4.2 Conclusion
This paper
4.3 Recommendations
The following recommendations are given for the identified problems which are going to be
obstacles for the sustainability of UNS. If the State tries to solve some problems as
recommended, some improvements will be seen in the role of efficient leadership to solve the
conflict among the community and in the border.
4.3.1 To the challenge of UNS Problems:
Set proper leadership development plan at the entire level of the Counties. This should be the
responsibility and accountability of the present leaders.
Assigning qualified and professional leaders to each position on the basis of their educational
qualification.
46
Assigning consultant to the leaders.
Creating awareness to local leaders, elders and employers about opportunity and challenge of the
state.
Preparing and inspiring talented leaders through designing, coaching and mentoring system.
Planning continues training to employees to develop their awareness towards the goal of the
organization.
Creating partnership and experience-sharing forums with external bodies like donors and other
competitive State of the RSS and experienced workers of the State as well.
Networking and relationship with partners.
Creating participatory bilateral partnership.
Developing cross cultural communication.
Creating clear partnership policy.
Creating awareness on partnership.
4.3.2 On Causes of State challenges:
Establishing motivation skim to motivate the workers.
Establish human resource strategic plan.
Formulating job description for each job title at each job sector
Assigning the right person, at the right place.
Develop performance appraisal system.
Develop clear organizational structure.
Avoid nepotism.
Create awareness to members of how they elect and evaluate their leaders within a time frame.
Setting proper election process and procedures manual that will guide the election procedure
during the period of election in the State.
Conduct continuous capacity building training program to all electors or for those who participate
in the election procedure.
Develop inventory based system of the resource.
Develop and assure the guarding of the resource.
Developing financial controlling procedure manual to the entire organization.
Strengthening internal controlling system of the resource.
Creating responsible body, which administers properties of the state.
Developing property management report and make SWOT analysis of the organization.
4.3.3 on measures to enhance efficient leadership performance:
47
For each work center setting clear activities and their network.
Establish planning driven work.
Setting standard to all activities.
Establishing performance oriented measurement system.
Assign the required personnel as the work requires.
Classifying each activity and connecting to the proper hierarchy.
Giving appropriate responsibilities with authorities.
Establishing central archive, this should be supported by IT.
Establishing and creating work monitoring and evaluation system.
Reclassification of work activities.
Setting proper employment, promotion and termination procedure.
Changing the mindset of the citizens.
Creating a model to show others to work for the best of the organization and developing good
images of the State.
Managing existing UNS resources to create the State’s wealth rather than giving it for
governmental and non-governmental bodies.
Strengthening budget controlling system to build the network and attract partners and to enhance
the activities of the State towards the goal.
Identifying fund generating schemes and develops fund-generating projects.
Introducing plan based usage of funds for the partners and the management of the organization.
Reducing costs and eliminating an unnecessary expense that consumes resources of the
organization.
Developing UNs business plan with the existing resource of the State.
Developing the relationship between the State, leaders and communities capacity problem.
Plan short-term and long-term training at domestic and international level to all state counties’
leaders at various levels and giving on job training.
Setting capacity building strategic plan for the sustainability of the organization.
Employing competent employees and increment experience and educational based salary.
Plan and implement leadership and management training with a continual basis.
Creating cost conscious and saving mentality among counties organizations and members.
Developing counties information system to minimize the gap between the state and the host
communities.
48
Introducing development team among employees and leaders as well as the subordinate of the
organization at the counties level.
Developing working code of conduct.
Develop positive attitude among employees towards each other.
Creating fair and just work environment rather that making it a mechanistic environment to
accept positive change.
Creating awareness on counties level in all activities of the state through feedback report.
REFERENCE
Father Mathew Pagan (2011) Coordinator for Justice and Peace Commission of the
Catholic Diocese of Malakal
Prentice Hill (1997) Managing Across Culture-London
Greenberg, Jerald (2006) Behaviour in Organization-India
Jossey Bass (1995) theLeadership Challenge: San Francisco
James M. Kouzes (2006) Leadership Enhancing the Lessons of Experiencing 5th ed
New Delhi:Tat MC Graw-Hill Publishing
Alio,Rober J. 1995. Leadership Myths and Realities: India,McGraw-Hill, and Publishing
D. E Hussey, 2000. How to Manage Organizational change: South Asian 1st ed New
Delhi, Kogan
Greenleaf, Robert K. 1991. Servant Leadership: New York/Mahwah, Paulist press.
Hughes, Rihcard. 2006. Leadership enhancing the Lesson of Experience: 5th ed
New Delhi Tot MCHraw. Hill pubilishing.
Higginson, Richard. 1996. Transforming Leadership: Great Britain, Cromwell press.
Marshal, Tom. 1991. Understanding Leadership: England, Clays LTD.
49
Munro, Myles. 2006. The Spirit of Leadership: Life way press, USA.
Williams, Michael.1996. Mastering Leadership: India, Replika press.
Unpublished Materials
Alemayu, Kotiso. 1997. Research Paper on Organizational Behavior SCS: Liver pule.
Andargew, Asfaw. 2010. The Challenges of Equipping Church Leaders: MY_MLC,
Addis Ababa.
Fekadu, Kanno (Dr). 2011. Introduction to Leadership: MY_MLC, Addis Ababa.
Muligeta, Malamo.2011. Luck of Good Management and its Impact in SCS: MY_MLC,
Addis Ababa.
50
Appendix 1Questionnaire on the title:
Leadership Challenges and Opportunities(In case of Upper Nile State/Malakal)
I am Simon.M DaffaPeace and bless be with you all. This Questionnaire is designed to collect data for a research work on Leadership Challenges and Opportunities: the case of Upper NileState/Malakal in South Sudan Upper Nile States. The objective of this Study is to explore major factors that are affecting the leadership of the State and to recommend the possible solutions for the challenges. The study is designed as a requirement for the degree of Bachelor of Arts in leadership and development studies in MakaneYesus Management and Leadership College. Thus, your free will and cooperation in giving reliable information is very important. The data will be analyzed confidently. This questionnaire is prepared for all those who are able to give reliable information concerning the leadership challenge to reform the entire society of the State.I kindly appreciate your benevolence for dedicating your time in answering this questionnaire.
I. Please consider all the listed points in relation to leadership challenge, and try to mark ( ) in the space provided.
II. Respondents information
Sex: Male Female
Age: 20-30 31-40 41-50 above 50
Educational Back ground: certificate Diploma 1st degree 2nd deg
Position: Leader Employer Military com. Member
51
Experience in Government: 3 year 4 year 5 year above 5
A. close-ended questionnaireNo Questions Str.agre
eAgree
Neutral
Str.disagree
Disagree
1 One of the leadership challengesin the Malakal state is lack of qualified leaders.
2 The government should take military forces to overcome the conflict.
3 Most of the conflict issue is raisesin need of political position.
4 Land issue is one of the main factors for conflict among society.
5 Local elders are not willing to solve the existing problem.
6 The government officials are trying to work on awareness creation rather than using forces for conflict.
7 The problem of the community in Malakal is not control of land resources.
8 The society living in Upper Nile/malakal state is well educated.
9 Community participating in decision making is vital for development activities and conflict resolution.
10 The main leadership challenge in Malakal is shortage of financial resources.
11 Lack of Qualified human power is one of the challenges in the state.
12 Religious conflict is one of the leadership challenges in Upper Nile/Malakal state.
13 Corruption is one of the leadership challenges in the Malakalstate.
14 There are no Nepotism problems in the Malakal state.
52
15 One of the criteria to Resolve the problem is based on obeying for the regulation of the state.
16 There is no women role in Top level of the state.
17 Gender equality is assured in all development, social and economic activities of the state.
18 The election process of the state is not attractive and participative.
19 Poverty is the main cause of leadership challenge in the country.
20 The work environment of the state is suitable for employers
21 Lack of job opportunity is the main cause for leadership challenge.
22 There is tribal-interest in promoting leadership in state?
23 Malakal town is not belonging to any community it is belong to all community of Upper Nile State?
24 The border disagreement between UNS and Gambella will be smooth by negotiation between two states?
INTERVIEW QUESTIONS1 What do you think about leadership opportunity in the Malakal?2 What is the role of leaders to overcome the challenge?3 What is the role of the community to ensure sustainable development of the country?4 How do you see the gender equality in all political, social and economic activities?5 What is your suggestion for new state sustainable, growth, peace, and change of the organization?
53
A STUDY ON THE LEADERSHIP CHALLENGE AND
OPPORTUNITY
(THE CASE OF UPPER NILE STATE/MALAKAL)
BY
SIMON M. DAFFA
(MY-MLC)
ADDIS ABABA, ETHIOPIA
June 2013
LEADERSHIP CHALLENGE AND OPPORTUNITY
(THE CASE OF UPPER NILE STATE/MALAKAL)
54
BY
SIMON M. DAFFA
A Paper Submitted to Mekane Yesus Management and Leadership
College
In Partial Fulfilment of
The Requirements for the Degree of
BACHELOR OF ARTS IN LEADERSHIP AND DEVELOPMENT
STUDIES
ADVISOR: FEKADU KANNO ( PhD )
MEKANE YESUS MANAGRMENT AND LEADERSHIP COLLEGE
(MY-MLC)
ADDIS ABABA, ETHIOPIA
June 2013
Declaration
55
I Simon M. Daffa, declare that this thesis is my original work, has not been presented for a
degree in any other university and that all sources I have used or quoted have been indicated and
acknowledged by complete references.
Name: Simon M. Daffa
Signature: _______________________
Place: Mekane Yesus Management and Leadership College, Addis Ababa
Date of submission: _________________
This thesis has been submitted for examination with my approvals as College advisor.
Name: Fekadu Kanno (PHD)
Signature: _________________________
Date: _____________________________
ACKNOWLEDGEMENTS
56
I God we trust. His divine goodness, provisions and mercy helped me come this far. I am grateful
to him, for what provide me with in my entire of life and particularly in my studies.
Profoundly my heartfelt thanks go to my beloved wife Mekdes W/Senbet (Mami); your love,
encouragement, prayer and care have helped me reach for this success.
My heartfelt thanks go to Mr. Temesgen Negassa, my advisor. It would have been impossible to
be effective without your professional and fatherhood advice. Your patience and encouragement
have helped me to produce such a paper.
A special word thanks is offered to mind mate and dearest brothers Mr. Amanuel W/Senbet &
Mrs. MuluinYirgalem, Mr. Simon Badi & Mrs. Ayelnesh Belay in A.A, Mr. Beranu Dessalegn,
in U.S.A, Mr. Kalelegn Bikamo and Mr. Afework Ferowun in South Africa, for their spiritual,
financial and intellectual contribution to my study and growth in life.
I am grateful thanks to Mr. W/Senbet Gazumo & Mrs. Worknesh in Yirgalem, Mrs. Lemelem
W/Senbet & Salmon, in Awassa, Mr. Miki Muligeta, in Debra-Brahn, Mr. Getachaw G/zadik, in
Durami, Mr. Petros Umeko, in Bedwacho, Mr. Abebe Alemu, lecturer in Della University, for
your concern and intervention in the time of critical need.
Pleasantly my thanks go to, Dr. Misgana Matwos, Dr. Fekadu Kanno, Mr. Melkamu Dunfa Dean
of department of MY-MLC, Mr. Paulos Shune the associate Secretary of EECMY. Thank you
for your accompany in my journey of life.
At last, but not least, my thanks go to my family, friends, Bedwacho parish, shone safera-salem
congregation, instructors, Ac members, classmates, and colleagues who helped me in all
dimensions directly. Really thank you.