Addis Ababa University

College of Business and Economics

Department of Management

ASSESSMENT OF THE ROLE OF LEADERSHIP ON ORGANIZATIONAL

PERFORMANCE (IN CASE OF ETHIOPIAN-TELECOMMUNICATIONS
CORPORATION IN 6 KILO BRANCH)
A RESEARCH SUBMITTED TO THE DEPARTMENT OF MANAGEMENT IN
PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR BACHELOR OF ART
(BA) MANAGEMENT.

PREPARED BY; Meron

Tsige ID NO. UGR/9792/14

ADVISOR: Mr. YALEW

25 may 2025
Addis Ababa, Ethiopia
 ACKNOWLEDGMENT

In preparing this proposal on the assessment of the role of leadership on organizational

performance at the Ethiopian Telecommunications Corporation, I would like to
acknowledge the contributions of several key individuals and institutions’ am deeply
grateful to my advisor, Mr. Yale W, for his continuous support and guidance throughout
the proposal development process.
I hope that this proposal will serve as a valuable resource for future researchers
interested in the intersection of leadership and organizational performance. The insights
gained from this study aim to contribute to the broader understanding of effective
management practices in the telecommunications sector.
 EXECUTIVE SUMMARY

This research proposal focuses on assessing the role of leadership in enhancing

organizational performance, specifically within the Ethiopian Telecommunications
Corporation at the 6 Kilo branch. The study aims to explore how different leadership
styles and practices influence the effectiveness and efficiency of the organization. The
primary objective is to identify the relationship between leadership and organizational
performance. The study investigated various leadership styles and their impact on
employee motivation, productivity, and overall organizational success. A descriptive
research design employed, utilizing both qualitative and quantitative methods. Primary
data collected through structured questionnaires distributed to employees and interviews
with management. Secondary data gathered from existing organizational records and
literature to provide a comprehensive view of the subject matter .The research adopted a
census sampling technique, targeting all employees at the 6 Kilo branch. This approach
ensured that the data collected is representative of the entire workforce, allowing for
more accurate conclusions regarding the influence of leadership on performance. The
majority of employees recognize key leadership traits, such as efficient communication
and respect for diversity, which are vital for a positive work environment. The
prevailing leadership style is a blended one. While this can provide flexibility, it also
introduces potential inconsistencies in leadership methods across different departments.
The research adhered to ethical standards by obtaining formal consent from participants
and ensuring confidentiality. A formal letter from Addis Ababa University presented to
the management of Ethiopian Telecommunications Corporation to facilitate data
collection.
 Key Terminology
1. Leadership: Defined as the ability to influence, motivate, and enable others to
contribute to the effectiveness and success of their organizations. Leaders arrange the
work environment to enhance job performance and effectiveness.

2. Organizational Performance: Refers to how effectively an organization meets its goals

and objectives. This can be measured through various indicators such as employee
productivity, customer satisfaction, and overall effectiveness of the organization.

3. Leadership Styles: Different approaches to leadership that can impact organizational

performance. For example, the laissez-faire style allows team members to work
independently while the leader provides support when needed.

4. Trait Theory: A leadership approach suggesting that certain innate traits or

characteristics make individuals effective leaders. This theory posits that leaders are
born with specific qualities that predispose them to lead.

5. Behavioral Theories: These theories propose that successful leadership is based on

definable and learnable behaviors rather than inherent traits. This perspective
emphasizes that leadership skills can be developed through training and experience.

6. Descriptive Research Design: A research methodology used in the study to describe

existing conditions and relationships between leadership and organizational
performance. This design involves collecting both quantitative and qualitative data.

7. Primary Data: Information collected directly from participants, such as managers and
employees, through methods like questionnaires and interviews. This data provides
firsthand insights into leadership practices and their effects on performance.

8. Secondary Data: Data obtained from existing sources, such as organizational

documents, which helps to provide context and background for the research
 Catalog

Contents
ACKNOWLEDGMENT......................................................................................................................................2
EXECUTIVE SUMMARY..................................................................................................................................3
Key Terminology.................................................................................................................................................4
CHAPTER ONE..................................................................................................................................................7
INTRODUCTION...............................................................................................................................7
1.1 Back ground of the study.......................................................................................................7
1.2 Statement of the problem.......................................................................................................8
1.3 Research objectives...............................................................................................................10
1.3.1 General objective..................................................................................................................10
1.3.2 Specific objectives.................................................................................................................10
1.4 Research questions...............................................................................................................10
1.5. Significance of the study............................................................................................................11
1.6 scope of the study..................................................................................................................12
1.7 Significance of the Study......................................................................................................12
1.8 Limitations of the Study.......................................................................................................13
1.9 Organization of the Paper....................................................................................................14
CHAPTER TWO...............................................................................................................................................15
INTRODUCTION.............................................................................................................................15
2.1 REVIEW OF RELATED LITERATURE............................................................................15
2.2 Theoretical Review of Leadership and Organizational Performance..........................................................21
2.3 Empirical Review of Leadership in Organizations..............................................................21
2.4 Conseptual frame work.........................................................................................................22
CHAPTER THREE............................................................................................................................................23
3.1 Research Methodology 3.1.1introduction............................................................................23
3.2 Research Design...................................................................................................................23
3.3 Type and Source of data.......................................................................................................23
3.4 Target population..................................................................................................................23
3.5 Sampling Techniques...........................................................................................................23
3.6 Method of data collection.....................................................................................................23
3.7 Data processing and analysis...............................................................................................25
3.8Ethical Consideration...................................................................................................................25
4 RESULT AND DISCUSSION....................................................................................................................26
4.1 INTRODUCTION.......................................................................................................................26
4.2 Demographic Characteristics of Respondents...........................................................................26
4.2.1 Gender Distribution.......................................................................................................................26
4.2.2 Age Distribution..............................................................................................................................27
4.2.3 Education Level..............................................................................................................................28
4.2.4 Years of experience in Ethiopian-telecommunications Corporation..........................................29
4.3 Institutional Information Analysis.............................................................................................30
4.3.1 Leaders contribution.............................................................................................................................30
4.3.2 Role of leadership on improving organizational performance.............................................31
4.3.3 Type of leadership style.......................................................................................................................32
4.3.4 Requirements for being a good leader...........................................................................................33
4.3.5 Importance of good leadership in the organization..................................................................33
4.3.6 Degree of communication between employees and leaders..................................................34
4.3.7 Leaders support......................................................................................................................................35
4.3.8 Leaders' Monitoring of Employee Performance..........................................................................35
4.3.9 Leader’s Practice of Requesting Feedback on Their Performance in the Organization
.............................................................................................................................................................36
4.3.10 Methods of improving organizational performance...............................................................36
4.4 SUMMARY OF FINDINGS...................................................................................................................... 37
CHAPTER FIVE.............................................................................................................................................38
5 CONCLUSION AND RECOMMENDATION........................................................................................38
5.1 Introduction........................................................................................................................................... 38
5.2 Conclusion............................................................................................................................................... 38
5.3 Recommendations................................................................................................................................ 39
Reference...................................................................................................................................................41
Appendix...................................................................................................................................................42
CHAPTER ONE

INTRODUCTION

1.1 Back ground of the study

Leadership has been a topic of interest since the dawn of man, Leadership
management Studies were taken up in the early twenty century. This hub chronicles
of evaluation in Leadership behavior study’s from the traits of effective Leaders
follower centered Leadership theories proposed in the late twenty century and early
twenty one countries.

Leadership style is the relative consistent pattern of behavior that characterizes a

leader. Leader’s styles encompass how they related to other within and outside the
organization. The style of an organization leadership is reflected in both the nature of
that organization and its relationship with the community.

Different types of leadership style exist in work environments. Advantages and

disadvantages exist within each leadership style. The culture and goals of an
organization determine which leadership style fits the firm best. Some company’s
offer several leadership styles within the organization such is no and he laissez fair,
autocratic, participative or democratic, transactional and transformational.

A laissez fair or free rain ordelegative leader is lacks of direct supervision of

employees and fails to provide regular feedback to those under his supervision
known as no leadership at all or laissez fair leader delegates all responsibility for
decisions alone without the input of others managers possess total authority and
impose there will on employees and it is task oriented and depend on one way
communication downward only.

Participative or Democratic leadership style often person centered. This leadership

style involves the values the input of team members including one or more group
members determining what to do and to do tithe leader maintains the final decision
making authority.

Transactional leadership style managers using the transactional leadership style

receive certain tasks to perform and provide rewards or punishments to team members
based on performance results.
Transformational leadership style depends on high levels of communication for
management to meet goals. Leader motivate employees and enhance productivity and
efficiency through communication and high visibility.
The most fundamental roll of leader is to define the organizational goal formulates
plans and organizes to achieve the goals through the execution of plans (lussies,
2005).

Leadership is a complex concept that is defined as the ability to influence motivates

and enable others to the effectiveness and success of the organizations of which they
are members. They exist throughout the organization just only in the executive site
(Steven, 2005)

The leadership of an organization is an ability of management to get and protect the

company targets and bringing them together to work in a better environment to
achieve the common goals (sansom, 1998).

According to luthans (2005)there are four main generation of leadership theories

include Trait theory, Behavioral theory, contingency theory and Transformation
theory’s.

Leadership is a social process in which leader seeks the voluntary participation of

subordinates in an effort to reach organizational goals.

1.2 Statement of the problem

Leadership and its role are the most concerning issue for the business and
organization now days. The leaders are individuals who establish direction for a
working group of individuals and who gain commitment from this group of members
to established direction and who then motivate members to achievements the direction
outcome (congas 1992).

The term leadership can be viewed through multiple angles and concepts.
Traditionally leadership is a set of feature owned by the leader or it is a social
phenomenon that comes from relationship with groups. This concepts can give
different opinions about the definition of leadership comes from personal qualities of
a leader or a leade makes follower ship through what she or he does or believes
(Grint,2004).

Recent reviews takes leadership as a process where by an individual influences a

group of individuals to achieve a common goals. As a business environment became
more competitive, corporations are faced to push themselves to very capabilities.
However there are many challenges that affect role of leadership on organizational
performance. Other authors say that effective leadership involves motivation,
management, inspiration, remuneration and analytical skills. When all these are
present the organizations record increased employees satisfaction and organizational
performance that positively influence the productivity and the profits. Those
conclude that the role of organization performance is measured by the employees
satisfaction (Nor hours 2004).
The study is to assess the role of leadership on organizational performance after that
creating smooth relationships with managers and employees and then established
conductive working environment for the achievement of goals by detail identification
and remedial measures. The main problem of the role of leadership on organizational
performance in Ethiopian Telecommunications 6 killo branch there is lack of
motivation, absence of good leadership style ,poor communication information, low
level of efficiency and effectiveness.
1.3 Research objectives

1.3.1 General objective

The General objective of the study was to assess the role of leadership on
organizational performance in case of Ethiopian Telecommunication corporation
6killo branch.

1.3.2 Specific objectives

1,To assess the effective of leadership organizational performance?

2 ,To identify the leadership style implemented by the organization?

3 ,To investigate the interaction between leader and follower?

4 ,TO suggest possible alternative solutions that have improve the performance of
employees in the organization?

1.4 Research questions

[Link] is the effect of leadership on organizational performance?

2 .what type of leadership style does apply in the organization?

3 . How does the corporation leader interact with follower?

[Link] is to improve the performance of employees in the corporation?

1.5. Significance of the study
After the researcher completed this study the organizations, researchers would be
employees are [Link] would enabled researcher to acquire good knowledge
about how to do research [Link] study provided current strength and weaknesses of 6
killo branch Ethio telecom on the role of leadership on organizational performance.
It enabled the researcher to full fill degree of banchelor of art in management and
exercise the way of investigation.

It would be help for other researcher as a secondary source for further investigation on
the topic.

1.6 scope of the study

Due to time and resource constraints the study would be delimited to 6 killo ethio
[Link] study also would focused all employee on the Ethio telecom that it would
be convenient to the researcher to further more manageable data. Again the study
conceptually was bounded the role of leadership on organizational performance on
only 6killo Ethio telecom by using census survey method and using descriptive design
of study.

1.7 Significance of the Study

After the researcher completed this study important to the organization, society,
employees, researcher and other researchers who need further investigation on the
topic. The researcher believes this study will be able to support the human resource
managers in understanding the role of leadership on organization performance. The
study provided detail information and attempt to identify the cause role of leadership
on organization performance and the related problems associated with it. Besides, the
information, which gathered and analyzed in the study helps the organization
Moreover, the study would use as a base line and input study for other researchers to
further studies on the topic. It helps to the organization to identify its strength,
problems and see missed issues regarding role of leadership on organization
performance in case of Ethiopa Telocomnication Corporation 6killo branch . It
enables researcher to fulfill degree of bachelor of art in management and exercise the
way of investigation. It helps to the human resource supervisor as an input for
organizational decision-making purpose. It enables the researcher to acquire good
knowledge abound how to do research study.
 1.8 Limitations of the Study
While the study on the role of leadership in organizational performance at the Ethiopian
Telecommunications Corporation aims to provide valuable insights, several limitations
may affect the research outcomes: The research is limited to the 6 Kilo branch of the
Ethiopian Telecommunications Corporation. This narrow focus may not fully represent
the entire organization or the telecommunications sector in Ethiopia, potentially limiting
the generalizability of the findings to other branches or companies in the industry .
Although a census sampling technique used, the study's findings may still be influenced
by the number of participants. If the response rate is low or if certain groups within the
organization are underrepresented, the results may not accurately reflect the views of all
employees .The reliance on self-reported data through questionnaires and interviews may
introduce bias. Participants may provide socially desirable responses rather than their true
opinions, which could skew the results . The study may be limited by the time available
for data collection and analysis. A shorter timeframe could restrict the depth of the
investigation and the thoroughness of the analysis, potentially overlooking important
factors related to leadership and performance . The research may not account for external
factors that influence organizational performance, such as market conditions, economic
changes, or technological advancements. These factors could impact the relationship
between leadership and performance but may not be fully explored in the study
.Leadership effectiveness can be subjective and may vary based on individual
perceptions. Different employees may have varying opinions on what constitutes
effective leadership, which could lead to inconsistencies in the data collected .
 1.9 Organization of the Paper

The paper is structured to systematically explore the role of leadership in enhancing

organizational performance, specifically within the Ethiopian Telecommunications
Corporation's 6 Kilo branch. It begins with a background of the study outlining the
fundamental role of leadership in defining organizational goals and executing plans to
achieve them . Following this, the significance of the study section emphasizes the
importance of understanding leadership's impact on performance, providing insights for
organizational decision-making and serving as a foundation for future research .
The methodology section details the data collection methods which include qualitative
and quantitative approaches, utilizing questionnaires and secondary data from
organizational documents. The paper present findings in a clear and organized manner,
as indicated in the research timeline. Overall, the organization of the paper is designed to
facilitate a comprehensive understanding of how leadership influences performance
within the specified context.
 CHAPTER TWO

INTRODUCTION
The primary purpose of this chapter is to get the theoretical understanding of the
problem of role of leadership on organizational performance.

2.1 REVIEW OF RELATED LITERATURE

1. Definition of Leadership
Leadership is a complex concept that is defined as the ability to influence motivates
and enable others to contribute to the effectiveness and success of the organizations of
which they are members. Leaders use influence to motivate followers and arrange the
work environment so that they do the job more effectively. They exist thought out the
organization just only in the executive site (Steven, 2005).

Leadership is defined as asocial process in which leader seeks the voluntary

participation of subordinates in an effort to reach organizational goal. This definition
implies that leadership involves more than welding power one exercising authority
and his exhibited on different levels. At the individual level for example leaders build
teams created and change at the grouplevel. Finally leaders built culture and create
change at the organization level (Robert,2003).

Some people say the leadership is difficult to define but we know it when we see
[Link] argued that a leader can only be defined as some one how has followers. As
one respective scholar acknowledge leadership is one of the most observed and last
understood phenomena one earth (Burn, 1998).

Leader ship is the process of influencing people and providing an environment for
them to achieve team or organization objectives. Effective leaders help group of
people to define their goals and find ways to achieve them (Duries and Toulouse's,
2002).

1.5 Gender differences in leadership

Several writers think so they suggest that women have interactive style consisting of
more people oriented and productive leadership. They say that women is more people
oriented and emotional in their leadership [Link] woman adopt more people
oriented and participative leadership style? The answer is no and yes respectively.
Leadership is studied in fields setting have generally found that male and female
leaders do not differ in their levels of task oriented or people oriented leadership. The
main explanation way men and women do not differ on this styles is that real world
job requires similar behavior from men and women job conditions. Studies indicate
that differences in the inherent leadership style between men and women. Women
tend to adopt a more Demonstrative leadership style. They encourage participation,
share power and information and attempting to enhance followers self worth (Steven,l
2005).

1.6 Leadership and management

Leadership and management are not necessary the same. But are not compatible,
effective leadership in the organization create long term interests parties involved in
the organization develope strategy for moving towards that vision the support of
employees to produce the movement and motivated employees to implement the
strategy where as,management is the process of planning, organizing, staffing,
motivating and controlling through the use of formal authority (Byars,2005).

1.7 How leadership affects behavior,

human relation and performance
Leadership is the process of employees towards to work the achievement of objectives.
There are various styles of leadership. The leaders styles affects behaviors to other
[Link] leaders behavior different from that of a Democratic leader. The human
relation between leader and follower will different according to the leadership style.
The main reason for employs failure is poor leadership (Lussier,2005).

1.8 Diversity and global leader

Thinking globally and having global leadership are essential to effective organizations.
Most large campanies conduct business in many parts of the world. This makes
cultural awareness and diversity in leadership necessary for business success in the
increasingly global business environment. According to Lussier seven major
differences between the Japans and united state countries were identified. The Japans
have a longer length employment, use effective decision making, use more collective
responsibility, evaluate and promote employs more slowly, use more implicit
mechanism more slowly, have more specialized career path and have more holistic
concern employees.

1.9 Leadership skills

There is no recognition in both leadership theory and practice the importance of skills,
how leaders be have and perform effects very. Both style and role activities are
closely related to [Link] research on leader traits continuous but in recent years
increasing attention is being given to identifying leaders [Link] are many list
suggested leadership in the practitioner oriented skills critical to success in the global
economy. According to Luthans there are five leadership skills.

1 cultural flexibility is the interaction assignments the skill refers to cultural

awareness and sensitivity. In Democratic organizations the same skill could be critical
for success in sight of increasing diversity.
2 communication skill is effective leaders must be able to communicate in written
form,orally and none verbally. Leaders are communicators.

3 Human resource development is a part of leadership effectiveness leaders must

have human resource development skill of developing a leader learning climate
designing and conducting training programs. Transmitting information and experience
assessing results, providing career counseling creating organizational change and
adopting learning materials.

4 creativity is the problem solving invention and creativity provide to completive

advantage in to daàaays global market place.

5 Self management of learning is the skill refers to the need for continues learning of
new knowledge and skill.

1.10 Relationships between leadership, power and authority

Leadership in an organizational performance a clear understanding must be
developed in the relation among power, authority and leadership in an organization.
Power is a measure of a persons potential to get others to do. What she or he wants
them to do, as well as avoid being forced by others to do what or he does not want to
[Link] of power in organisational source include reward power, coercive power or
capacity to punish, legitimate power or person position in an organization. Where as
personal source of power in an organization can be emerged from expert power the
skill experience and knowledge an individual possess and referent power or the
personal characteristics of an individual that make other people want associate with
the person. Authority which is the right to issue directives and expand resources is
related to power but is narrow can exert authority is a function of position in the
organization hierarchy flowing from top to the bottom of the organization (Bayer's,
2005).

1.11 Role of Leadership on organizational performance

Managers all over the world are recognizing the essential role that effective
leadership is important in organizational performance. Leadership is important in
organization because with out effective leaders it will be difficult for an organization
to achieve their goals. A true leaders job is to get the organization developing to get it
operating at a high efficiency in order to meet its goals. This visions are often
innovation through the personal creatively and in sight and creating an environment
for free thinking. They also make it possible for others to bring innovation to the
organization at all [Link] also support organizational freedom of expression and
protection for different opinion. In recent directed system they not only pass along
information they also make sure the information in the organization (Robert and
Angelo, 2003).
1.12 Some Behaviours of an effective leader
According to drank (2007)Leadership behaviors including the following.

Thinking critically is carefully desire use respond analysis to reach a decision

about what to believe of what to do. The essence of critical thinking is a willingness
to ask question and to open to be new ideas and new ways to do things.

Solving problems client problems, paper work problems, staff problems and
others that are accurring frequently need to be solved.

Respecting the individuals although people have many things in common each
individual have different wants, needs and different life styles or experience. The
effective leaders recognized the differences in people and help them to find the
rewards in their work for most them. In addition skillfull communication which
includes listening of others, encouraging exchange of information and feed backs are
behaviors of effective leaders.

1.13 Approaches of leadership

According to luthans (2005)there are four main generation of leadership

1 Trait theory is the idea that people are born with certain character traits. Since
certain traits are associated with proficient leadership. People who make good leaders
have the right or sufficient combination of traits. The problem with the trait approach
lies in the fact that almost as many traits as studies under taken were identified. This
leadership traits are innate and instinctive qualities that you either have or you donot.
Some people are natural leaders and are endowed with certain traits not possessed by
others individuals.

2 Behavioural theories is leaders can be made rather than are born. Behavioral
theories successfull leadership is based in definable, learnable behaviour and can be
trained. This leadership theory focused on the actions of leaders not on personalities
or characteristics they possess.

3 Contingency theories focused on the particular variables related to the

environment that might determine which particular style of leadership is the best
suited for the situations. According to this theory there is no leadership style is best in
all situations. Contingency theory are a class of behavioral theory that contents there
is no one best way of organizing or leading and that an organizational leadership style
is effective in some situation many not be successful in others (Fiddler,1967).
 4 Transformation theories is a leadership believe that people are motivated by
the task that must be reformed. The more structured an organization is the greater the
success. People give their all to organization which can be their primary need and
they will place their individual interest second. Transformational leadership enhances
the motivation, moral and performance of followers through variety mechanism.
These include being role model for follows that inspire them and understanding the
strength and weakness of followers, so the leader can align followers with task that
optimize their performance. According to burns,transforming leadership is a process
of which leaders and followers help each other to advance to a higher level moral and
motivations.

1.14 Leadership style

Leadership style depends on the situations including where the organization is in
its life cycle. According to byars,(2005)the following are common leadership styles.

Autocratic the autocratic leadership style is the manager makes all the decision
and dominant team members. Generally, this approach is not a good way target to get
the best performance from team. However this style may be appropriate when urgent
actions are necessary or when subordinates actually prefer this style.

Participative the managers involves the subordinate in decision making by

consulting team members, which encourages employee ownership for decision. A
good participative leader encourages participation and delegates wisely.

Laissez fair is also called free rain in these hands of the leadership style the
leader encourages team members to independently and work out their problems by the
servers, although he or she is available for advice and assistance.
 2.2 Theoretical Review of Leadership and
Organizational Performance
Leadership is conceptualized as a process where an individual influences a group to
achieve common goals. This definition underscores the dynamic nature of leadership,
particularly in competitive business environments where organizations must leverage
their capabilities to succeed . Effective leadership is associated with several key
components, including motivation, management, inspiration, remuneration, and analytical
skills. When these elements are present, organizations tend to experience increased
employee satisfaction, which positively impacts overall organizational
performance .Various leadership theories, such as transformation and transactional
leadership, provide frameworks for understanding how leaders can influence their teams.
Transformational leadership, for instance, focuses on inspiring and motivating employees
to exceed their own self-interests for the sake of the organization, while transactional
leadership emphasizes structured tasks and rewards . The theoretical review will also
explore how leadership styles can directly affect organizational performance metrics,
such as productivity and profitability. The literature suggests that effective leadership
correlates with higher employee satisfaction, which is a critical indicator of
organizational success .

2.3 Empirical Review of Leadership in Organizations

The empirical review will analyze existing studies that have quantitatively assessed the
relationship between leadership practices and organizational performance. Research indicates
that organizations with strong leadership frameworks tend to report higher levels of employee
engagement and satisfaction, leading to improved performance outcomes .Ethiopian
Telecommunications Corporation**: Focusing on the Ethiopian Telecommunications
Corporation's 6 Kilo branch, the empirical review will examine specific instances where
leadership strategies have been implemented. This case study will provide insights into the
challenges faced and the successes achieved in enhancing organizational performance through
effective leadership .The empirical review will also discuss the methodologies used in previous
studies, such as surveys and interviews, to gather data on employee perceptions of leadership
effectiveness. This will help in understanding the practical implications of leadership theories in
real-world settings .By synthesizing theoretical insights with empirical evidence, the review aims
to highlight the critical role of leadership in driving organizational performance. It will also
identify gaps in the current literature, suggesting areas for future research to further explore the
complexities of leadership dynamics within organizations .
2.4 Conceptual frame work
 CHAPTER THREE
3. Research Methodology and Data Collection Description of
the study area
Telecommunication, Telecommunication, Russia St, Addis Ababa, Ethiopia

3.1 Research

Methodology

3.1.1introduction

This research used descriptive design and the researcher analysed the collected data
by using descriptive, quantitative and qualitative tools and percentage. The researcher
would be used both primary and secondary data.

3.2 Research Design

The researcher used descriptive research design to describe the existing phenomena
obtaining information about the role of leadership on organizational performance in
Burie Ethio telecom. The researcher used census survey.

3.3 Type and Source of data

The researcher used descriptive research design because the researcher wants to
describe the actual existing conditions and obtaining information about the role of
leadership on organizational performance. To conduct this study the researcher used
both primary and secondary source of data to achieve the objectives of the study. The
primary data source obtained data from managers through questionnaire, and
employees through interview on the organization. Secondary source of data was used
to collect data from organization documents.

3.4 Target population

The target population for this study included all employees working in 6 killo branch
ethio telecom.

3.5 Sampling Techniques

To conduct this study the researcher used census method. The reason to use census
method is that the total population is manageable and small they can be addressed by
the researcher capacity.

3.6 Method of data collection

In order to gather primarily information the research developed the appropriate
questionnaire from other similar research. Some modification to distribute to the
respondents.
The first section is regarding the Demographic aspect of the respondent asking their
gender, age, educational qualification position and their experience in the organization.

The researcher used both primary and secondary data collection method to collect
reliable information on the role of leadership on organizational performance. The
primary data is collected preparing both open and closed ended questionnaires and
Interview method. In the questionnaire for open ended the research was to provide
the respondent. Its own answer to the question is used qualitative data collection
method and close ended form use the respondent was asked to select its answer from
among a list of provide by the researcher and the researcher would be use quantitative
data collection method. Secondary data is collected from organizational document,
internet report would be found in the organization.
 3.7 Data processing and analysis
After collected the required data through questionnaires it analyzed using descriptive
method. The method of data analyzes for questionnaires and interview would be
quantitative. The analyze data would be presented by using tables, percentage and
then the researcher was present after the research study.

3.8 Ethical Consideration

After knowing the title of the study the researcher take formal letter from Addis
Ababa University FBE Campus Management department had then the researcher will
show the formal letter to the manager of Ethiopian Telecomucation Corporation in 6
killo branches.
 CHAPTER FOUR

4 RESULT AND DISCUSSION

4.1 INTRODUCTION
This chapter focuses on the data analysis and interpretation of the research conducted on
role of leadership on organizational performance Ethiopian-telecommunications Corporation
in 6 kilo branch.

The study conducted using both descriptive, Self-administered questionnaires were

distributed to a total of 25 employees in the branch. From 25 questionnaires distributed
23(92%) of questionnaires were filled properly and returned. The remaining 2(8%) were not
returned. The 92% of questionnaires are presented in the form of table and percentage. To
simplify and facilitate the analysis and decision-making only in the form of table and
percentage are discussed.

The descriptive analysis used tools such as percentages to describe socio-economic

characteristics of employee with respect to various explanatory variables. The results of this
analysis were used to gain insights into role of leadership on organizational performance.
These insights could be used to inform the development of policies and programs aimed at
promoting organizational performance and improving overall socio- leadership conditions of
organizational performance as well as overall Ethiopian-telecommunications performance.

4.2 Demographic Characteristics of Respondents

4.2.1 Gender Distribution
Graph 4.1: pie chart of Gender Distribution
 f m

Graph 4.1: pie chart of Gender Distribution

Source: own survey may,2025

The above chart 4.1, Sex Composition of Respondents shows that the majority of
respondents were male (43.48%) compared to female respondents (56.52%). This gender
distribution highlights that the sample consists of a higher number of Female participants
compared to male participants.

4.2.2 Age Distribution

Table 4.1 tabular presentation of Age Distribution

Age fre per

Under 25 7 30.4%
25-30 11 47.83%

31-35 4 17.39%

Above 35 1 4.35%

total 23 100
Source: Own survey, AA, may, 2025

Based on the survey responses, the age distribution of the participants is as follows: 7
respondents are under the age of 25, 11 respondents are between 25 and 30 years old, 4
respondents are in the 30-35 age group, 1 respondents are 35 years and above. This data
illustrates a diverse age range among the respondents, providing insights into the varying
perspectives across different life stages.
The largest group of respondents, those aged 25-30, accounts for 47.83% of the total
participants, indicating that a significant portion of the survey population is in the early to
mid-career stage, likely dealing with career advancement, professional development, and
possibly starting families. This age group is often characterized by a high level of activity in
both personal and professional spheres, which may influence their views and priorities.

The 7 respondents under 25, making up 30.4% of the total, represent the youngest
demographic in the survey. This group may include recent graduates or young professionals
just entering the workforce, bringing fresh perspectives and potentially different values and
concerns compared to older age groups.

Similarly, the 11 respondents aged 25-30, also comprising 47.83% of the total, are likely to
be established in their careers and may have a focus on stability, career progression, and
balancing work-life responsibilities. This demographic is often in a phase of consolidating
their career achievements while managing significant personal responsibilities.

The respondents in the 31-35 age groups, again making up 17.39% of the total, are typically
in senior professional roles, with substantial work experience and possibly nearing the peak
of their careers. This group may prioritize job security, leadership opportunities, and
planning for retirement, reflecting their more advanced career stage.

Finally, the 1 respondent aged 36 and above represent 4.35% of the total survey population.
This group is likely focused on transitioning into retirement, maintaining their health, and
achieving long-term financial security. Their perspectives are valuable in understanding the
needs and concerns of those approaching the later stages of their careers and life.

In sum, this varied age distribution ensures that the survey captures a broad spectrum of
experiences and viewpoints, which can help in developing a more nuanced understanding of
the diverse needs and priorities across different age demographics within the respondent
pool.

4.2.3 Education Level

 BA di
mas p

Graph 4.2: pie chart of Education Level

Source: Own survey, AA, may,

2025 The above table 4.2 educational status of the respondents varied, with the highest
percentage holding a BA degree (52.17%), followed by those with a Masters and above
(34.78%), and
the lowest percentage having a Diploma (13.04%). This suggests that the sample consisted
mostly of individuals with higher education qualifications. This also shows that most of the
employees are educated and able to have role of leadership in organization.

4.2.4 Years of experience in Ethiopian-telecommunications Corporation

Table 4.2 tabular presentation of Ethiopian-telecommunications Corporation

Household size fre per

1-3 years 69.57%

3-5 years 17.39%

More than 5 years 13.04%

Total 100

Source: Own survey, AA, may, 2025

The duration of involvement in Ethiopian-telecommunications Corporation at 6 kilo branch, varies

among respondents, reflecting diverse levels of experience and tenure within the
organization. A significant portion of respondents, totaling 16 individuals, have been
engaged in projects for 1-3 years. This group likely represents a blend of relatively newer
staff gaining foundational experience in leadership and seasoned professionals who has
transitioned into new roles this timeframe. Their involvement spans across various
initiatives, contributing to the organization's communication outcomes and operational
goals.

In addition, there are 3 respondents who have been worked in Ethiopian-telecommunications

Corporation in for more than 5 years. This group comprises individuals with extensive
experience and a deep understanding of the organization's leadership management practices,
strategies, and dynamics. Their long-term involvement suggests effect of leadership on
institutional performance likely accompanied by roles that involve leadership, mentorship,
and strategic oversight. Their tenure provides valuable institutional knowledge on effect of
leadership on institutional performance and growth.

Lastly, 4 respondents reported being worked in Ethiopian-telecommunications Corporation

for 3-5 years. This intermediate tenure suggests a period where individuals have likely
progressed beyond introductory phases and are now contributing to more complex role or
assuming roles with increased responsibilities. Their experience bridges the gap between
junior and senior roles, contributing to project continuity and fostering organizational
resilience in project execution.

In sum, the distribution of respondents across these tenure categories provides insights into
the organization's workforce composition, ranging from newcomers gaining foundational
experience to seasoned professionals driving strategic effect of leadership on institutional
performance, growth and continuous improvement within Ethiopian-telecommunications
Corporation.

4.3 Institutional Information Analysis

4.3.1 Leaders contribution
Table 4.3 tabular presentation of leaders’ contribution for organizational performance

Question freq Percentage

Is leader in your organization

contributing for organization sells
increment?
Yes 7 30.44 %
No 16 69.56 %
Total 23 100 %
Source: Own survey, AA, may,
2025 Table 4.3paints a somewhat disheartening picture grading how the contribution of
leadership is viewed in relation to the performance of the Ethiopian Telecommunication
Corporation.
Among 7 individuals out of a sample of 23 indicated a belief that leaders are positively
impacting the growth of the company's sales. Conversely, a sizable majority, represented by
16participants (69.56%), expressed a contrasting opinion, perceiving positive influence from
leadership in boosting sales figures. This substantial difference strongly indicates possible
misalignment between the actions of leadership and the tangible or perceived results
experienced within the organization.

4.3.2 Role of leadership on improving organizational performance

Table 4.4 tabular presentation of Role of leadership on improving organizational
performance

Question freq Percentage

How do you rate the role of leadership

on increasing organization
performance?
Poor 0 0%
Average 2 8.7 %
Good 14 60.86 %
Excellent 7 30.43 %
total 23 100%
Source: Own survey, AA, may,
2025 Table 4.3 indicates, there's a largely favourable view of leadership's contribution to
Ethiopian Telecommunication Corporation's overall operational effectiveness. Of the 23
individuals surveyed, a substantial 60.86% characterized leadership's influence as "Good,"
complemented by another 30.43% who described it as "Excellent." Consequently, over nine-
tenths of the participants, specifically exceeding 91%, perceive a substantial and beneficial
effect of leadership on boosting the organization’s overall achievements. In contrast, 8.7%
of the participants graded it as "Average," with not a single respondent classifying the
leadership's performance as "Poor".

This overwhelmingly affirmative feedback stands in stark contrast to prior findings that
indicated a degree of scepticism concerning leadership's direct influence on revenue growth.
The presented findings could suggest that although leadership is acknowledged for
effectiveness in broader domains like employee collaboration, operational streamlining, and
strategic planning, its precise effect on particular areas, such as sales figures, may not be
immediately evident or thoroughly communicated. These outcomes underline the necessity
for leaders to clearly demonstrate their contributions and measure them across every facet of
organizational performance, including key financial indicators, in order to consolidate
employee trust and ensure full support for the initiatives driven by the leadership team.

4.3.3 Type of leadership style

Table 4.5 tabular presentation of type of leadership style

Question freq Percentage

What type of leadership style the

organizations currently have?
Autocratic 3 0%
laissez faire 6 8.7 %
mixed 14 60.86 %
total 23 100%
Source: Own survey, AA, may,
2025 Table 4.5, Analysis of the data concerning leadership styles within the Ethiopian
Telecommunication Corporation indicates that most participants (60.86%) characterized the
prevailing style as "mixed." These points to a blend of varied leadership methodologies, as
opposed to a singular, uniformly applied approach. Such findings hint at leaders tailoring
their conduct to suit circumstances, oscillating between directive and participative
tendencies.

Furthermore, a mere 8.7% of those polled recognized the leadership style as laissez-faire, a
style commonly characterized by minimal oversight and a hands-off management
philosophy. An anomaly arose with the "autocratic" designation: despite three respondents
selecting this option, the recorded percentage is listed as 0%, potentially a recording error. If
accurate (yielding approximately 13%), this suggests a small percentage of the workforce
perceives that decision-making authority is concentrated centrally, with limited input from
below.

The prevalence of the "mixed" designation might reflect leaders' aims for both adaptability
and inclusiveness within their decision-making processes. Conversely, it could also suggest
a lack of definitive structure or uniformity in leadership practices, potentially generating
ambiguity amongst employees. Collectively, the results underscore the requirement for the
corporation to more explicitly define and convey its leadership approach, ensuring
alignment with both strategic objectives and employee anticipations.
4.3.4 Requirements for being a good leader
Table 4.6 tabular presentation of the requirements for being a good leader

Question freq Percentage

What are the requirements for being a

good leader?
Influencing other 3 0%
Problem solving skills 3 8.7 %
communication skills 9 60.86 %
Accepting difference 8
total 23 100%
Source: Own survey, AA, may,
2025 Within the Ethiopian Telecommunication Corporation's leadership expectations
survey, an overwhelming 60.86% of those polled pinpointed communication abilities as the
preeminent
quality of an exemplary leader. This signifies a pronounced reliance on clear and effective
dialogue for team direction, articulation of goals, and overall company success.

A smaller cohort, representing 8.7% of the group, designated problem-solving aptitude as

vital, mirroring the necessity of leaders to adeptly manage difficulties and make judicious
choices even under demanding circumstances. Although only 3 individuals chose
"influencing others," the recorded percentage is displayed as 0%, seemingly due to an
operational error or round-off; realistically, this would equate to roughly 13% of the
participants.

Notably, "accepting differences" was chosen by 8 responders, yet no associated percentage

was documented. When accurately calculated, this selection would constitute approximately
34.78% of the total. The prevalence of this option highlights a substantial number of workers
who prioritize inclusivity and a leader's capacity to engage with differing viewpoints.

In conclusion, these results suggest that while numerous attributes contribute to effective
leadership, the emphasis on communication skills is notably prominent at Ethiopian
Telecommunication Corporation. This strongly implies a need for training endeavours
concentrating on the augmentation of both interpersonal and communicative proficiencies
among leaders.

4.3.5 Importance of good leadership in the organization

Table 4.7 tabular presentation of the importance of good leadership in the organization
Question freq Percentage

How do you evaluate the importance of

good leadership in the organization?
Poor 4 0%
Average 4 8.7 %
Good 5 60.86 %
Excellent 10
total 23 100%
Source: Own survey, AA, may,
2025 Table 4.7, responses to the question regarding the importance of good leadership in the
organization show a strong consensus on its value. A significant portion of participants 10
respondents (43.48%) rated the importance of good leadership as excellent, while 5
respondents (21.74%) rated it as good. Together, this accounts for 65.22% of the total
responses, indicating a generally positive perception of leadership's role in organizational
success. 4 respondents (17.39%) gave an average rating, while no respondents rated it as
poor. This suggests that although there is some room for improvement, the majority of
employees recognize good leadership as a crucial factor in driving organizational
performance.

4.3.6 Degree of communication between employees and leaders

Table 4.8 tabular presentation of degree of communication between employees and
leaders

Question freq Percentage

What is the degree of communication

between employees and leaders in the
corporation?
Poor 4 0%
Average 4 8.7 %
Good 5 60.86 %
Excellent 10
total 23 100%
Source: Own survey, AA, may,
2025 Table 4.8, indicates that the interactions between staff and management at Ethiopian
Telecommunication Corporation are, by and large, perceived favourably. A significant
portion of those surveyed, specifically 10 out of 23 participants (43.48%), labelled the
communication as excellent, while 5 respondents (21.74%) characterized it as good.
Consequently, more than 65% of the employees evidently believe that the leadership team
communicates well. Moreover, a modest 4 individuals (17.39%) assessed the
communication as average, with not a single participant labelling it as poor, painting a
picture of generally positive attitudes. These outcomes point toward a relatively robust
communication environment within the organization, an attribute that is crucial for
leadership's efficiency and for the overall success of the company.

4.3.7 Leaders support

Table 4.9 tabular presentation of leader support

Question freq Percentage

Does leader support their follower when

they face a problem?
Yes 20 30.44 %
No 3 69.56 %
Total 23 100 %
Source: Own survey, AA, may,
2025 The employee feedback highlights a generally held belief that Ethiopian
Telecommunication Corporation's leaders are supportive when employees face obstacles.
Out of a sample of 23
individuals, a substantial 20 (equivalent to 86.96%) confirmed that they receive backing
from their leaders during tough situations. Conversely, a smaller fraction, just 3 respondents
(13.04%), stated they do not feel supported.

This data strongly implies that most employees feel their leaders are there for them, offering
a vital element in building confidence, encouraging enthusiasm, and nurturing teamwork.
Such leadership qualities are considered essential in bolstering organizational output by
driving employee commitment and lessening workplace pressure.

4.3.8 Leaders' Monitoring of Employee Performance

Table 4.10 tabular presentation of Leaders' Monitoring of Employee Performance

Question freq Percentage

Does the leader closely monitor

employees to ensure that they are
performing correctly?
Yes 17 30.44 %
No 6 69.56 %
Total 23 100 %

Source: Own survey, AA, may,

2025 The collected data from the survey show a strong consensus among participants
regarding the oversight of staff performance by leadership at Ethiopian
Telecommunication
Corporation. A substantial 17 individuals out of the 23 surveyed equivalent to 73.91%
selected "Yes." This strongly implies a belief that the leadership actively engages in
monitoring their teams' output. In contrast, only a small group of 6 participants, representing
26.09%, chose "No," which indicates that they perceive a deficiency in such monitoring.
This finding suggests a widespread sentiment among the workforce that leadership pays
attention to the actions and achievements of employees. This, in turn, could have a
beneficial impact on the organization, potentially boosting efficiency, accountability, and
ultimately, overall performance levels.

4.3.9 Leader’s Practice of Requesting Feedback on Their Performance in the

Organization
Table 4.11 tabular presentation of Leader's Practice of Requesting Feedback on Their
Performance in the Organization

Question freq Percentage

Does a leader request feedback about

their performance in the organization?
Yes 13 30.44 %
No 10 69.56 %
Total 23 100 %
Source: Own survey, AA, may, 2025

The findings from the survey reveal that a significant portion of those surveyed (69.56%) are
of the opinion that leaders within Ethiopian Telecommunication Corporation do not solicit
input concerning their job performance. Conversely, a small cohort of 13 individuals,
equivalent to 30.44% of the total, reported that leaders do in fact actively seek feedback.

This paints a picture of a workplace culture that lacks a robust feedback mechanism.
Consequently, this may have detrimental effects on leadership capabilities and how engaged
employees are. A failure of leaders to actively seek feedback means that they forgo the
crucial employee insights, which would otherwise contribute to improvements in their
leadership approach, communications, and in how they make decisions. Establishing a work
environment where leaders proactively seek feedback and subsequently act upon it, could
vastly improve transparency, boost trust, and ultimately improve organizational performance
across the board.

4.3.10 Methods of improving organizational performance

Table 4.11 tabular presentation of methods of improving organizational performance
Question freq Percentage

Does your organization have Methods to

improve your performance?
Yes 21 30.44 %
No 2 69.56 %
Total 23 100 %
Source: Own survey, AA, may, 2025

Out of the total participants, a significant portion, precisely 21 out of 23, affirmed that their
respective organizations employed strategies to boost employee performance. The remaining
2 individuals (8.7%) stated that their organizations did not have these methods in place.

This observation implies that the Ethiopian Telecommunication Corporation typically offers
systems or resources intended to augment employee performance. Establishing methodical
procedures for performance improvement is critical for the organization's expansion. It
allows personnel to sharpen their proficiencies, address shortcomings, and become more
efficient contributors to the achievement of organizational objectives. Nevertheless, the true
value of these procedures is realized only if they are implemented effectively, harmonizing
with both leadership approaches and the specific requirements of the workforce.

4.4 SUMMARY OF FINDINGS

The data presents a somewhat ambiguous perspective on leadership's influence on
organizational outcomes. Although a significant portion of those surveyed do not attribute
substantial gains in sales directly to leadership, the greater proportion still assess
leadership’s effect on general organizational effectiveness as positive, rating it favourably.
The prevailing leadership approach within the organization is a hybrid model, incorporating
facets from varied styles, where effective leadership is considered to hinge predominantly on
proficiency in communication and an embrace of diversity. Participants tend to agree that
strong leadership is essential and acknowledge favourable communication between staff and
those in leadership positions. A majority of leaders are reported to provide assistance to
subordinates when they encounter challenges and actively supervise employee performance,
thereby guaranteeing that tasks are executed competently. A considerable discrepancy lies in
leaders’ proactive solicitation of feedback on their own performance, suggesting a potential
area requiring attention. As a positive indicator, almost all respondents verify the existence
of structured methods within the organization to enhance employee performance. In essence,
leadership is appreciated for its impact on communication and for offering support, but there
are opportunities for leadership to bolster its contribution to sales and to cultivate a more
robust culture of feedback.

CHAPTER FIVE

5 CONCLUSION AND RECOMMENDATION

5.1 Introduction
This chapter presents the conclusion and recommendations of the study based on the
findings gathered from the assessment on role of leadership on organizational performance
in case of Ethiopian-telecommunications Corporation in 6 kilo branch. The conclusion
summarizes the key insights derived from the data analysis and interview responses,
highlighting the current state of role of leadership within the organization. Following the
conclusion, practical recommendations are provided to address identified challenges and
enhance leadership processes to improve institutional performance. These suggestions aim
to support the organization in fostering a more efficient, transparent, and collaborative work
environment which brings best organizational performance.

5.2 Conclusion
This study's results demonstrate that leadership significantly impacts the Ethiopian
Telecommunication Corporation's organizational performance. The majority of employees
recognize key leadership traits, such as efficient communication and respect for diversity,
which are vital for a positive work environment. The prevailing leadership style is a blended
one. While this can provide flexibility, it also introduces potential inconsistencies in
leadership methods across different departments. Although leaders are generally viewed as
supportive of their teams, most employees don't believe leadership noticeably contributes to
increasing sales, highlighting a gap between leadership's endeavours and concrete business
achievements.

Furthermore, despite established processes for boosting employee performance, many

leaders don't actively seek feedback from their teams. This absence of upward feedback can
limit opportunities for leadership development and hamper the growth of a more responsive
and inclusive leadership culture. The level of communication between leaders and
employees is predominantly rated as good to excellent, showing a generally healthy
communication environment. Nevertheless, there's room for improvement in strengthening
the two-way dialogue essential for continuous improvement.
In essence, leadership within the Ethiopian Telecommunication Corporation provides a
foundation for organizational success, though it demands more conscious efforts to align
leadership actions with strategic business aims and to nurture a culture of feedback and
responsibility. Addressing these areas is likely to result in greater employee engagement,
improved performance, and, ultimately, more robust organizational outcomes.

5.3 Recommendations
Based on the findings, the following recommendations are proposed to further improve on
role of leadership on organizational performance in case of Ethiopian-telecommunications
Corporation in 6 kilo branch:

 Improve Leadership's Accountability in Driving Business Performance: Leaders

should actively engage in establishing and accomplishing clear performance goals,
especially in sales and service delivery, to demonstrate their direct contribution to
organizational success. This can be supported by linking leadership assessments and
rewards to quantifiable business results.
 Cultivate a Culture of Ongoing Feedback: The organization should encourage leaders
to routinely gather feedback from employees at all levels. This practice will
encourage openness, boost leaders' self-awareness, and build trust, eventually
enhancing leadership effectiveness and boosting employee morale.
 Implement Comprehensive Leadership Development Programs: To build stronger
leadership capability, ongoing training should emphasize essential skills like
strategic thinking, problem-solving, emotional intelligence, and inclusive leadership
practices that embrace diversity and support collaboration.
 Standardize Leadership Approaches While Allowing Flexibility: Formulating clear
guidelines and expectations for leadership conduct will assist in ensuring consistency
throughout the corporation. Simultaneously, leaders should be empowered to adapt
their style to specific contexts and team requirements, striking a balance between
structure and flexibility.
 Enhance Communication and Engagement Mechanisms: Strengthening both formal
and informal communication channels will facilitate maintaining an open flow of
information between leaders and employees. Regular meetings, town halls, and
digital platforms can foster dialogue, allowing employees to express concerns and
contribute ideas.
 Establish Regular Monitoring and Evaluation of Leadership Impact: The corporation
should adopt systematic evaluation tools to measure leadership performance relative
 to organizational goals, including employee satisfaction surveys, 360-degree feedback, and
performance metrics. These insights can inform leadership development and
organizational improvement strategies.
 Promote Supportive Leadership Practices: Leaders should be encouraged to
proactively assist employees facing challenges, creating an environment where
individuals feel valued and empowered to perform at their best.
By implementing these recommendations, the Ethiopian Telecommunication Corporation can
reinforce its leadership framework, enhance employee engagement, and attain improved
organizational performance aligned with its strategic vision.
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Appendix

Checklist questions
Dear respondent
The purpose of this Questionnaire is to collect data about the role of leadership on
organizational performance in Ethiopian Telecommunication Corporation in 6 kilo.

The research request you’re honest in assuring the questionnaires precisely and clearly
as much as possible. Therefore I request trusty your response is confidential.

Direction

Do not write your name

Please put √on the bracket your personal information and answers

1. sex Male[ ] Female [ ]

2. Age 18-29years [ ] 30-39 [ ] 40-49 [ ] 50-65 [ ]

3. Educational
qualifications
12thcompleted [ ]
Diploma [ ] Degree[ ] Master and above [ ]

4. Work experience

Less than one year [ ]1-3years [ ]4-6year [ ]7-10year [ ]above 10year [ ]

5. From your point view what does leadership mean? Please

specify-----------------------------

6. Is the leader in your organization

contributes for the increments of organization performance? Yes [
]No[ ]

7. How do
you rate the role of leadership on improving organization
performance? Very high [ ] High [ ] Medium [ ] Low [ ]
8. what type of leadership style the corporations
currently have? Democratic [ ] Autocratic [ ] Lassiesfair
[ ]
9. What are the requirements for being a good leader?

Influencing other [ ] problem solving Skill [] communication skill [ ]

 Accepting difference [ ] if any other please specify ---------------------------

10. How do you evaluate the importance of good leadership in the Corporation?

Very high [ ] High [ ] Medium [ ] Low []

11. what is the purpose of having a good leader in the corporations?-------------------------

12. Does your leader support their followers when they face
problem? Yes [ ] No [ ]
13. Does the leader closely mention employees to ensure that they are performing
correctly? Yes [ ] No []
14. what is the degree of communication between employees and in the corporation?
Very good [ ] good [ ] moderate [ ]
Low [ ]
15. Does a leader request feed back about their performance in the organization? Yes [ ]
No [ ]
16. Does your organization have mechanism to improve your performance? Yes [ ] No [
]
17. Does the leader encourage team work in the corporation? Always [ ] often [ ] reaely [
] Never [ ]
18. what could be cause for leaders low performance in the organization? Luck of
adequate training [ ]
Poor experience leader [ ] Luck of commitment [ ] Low qualification [ ]

Interview question for manager

1. From your point of view does the role of leadership have an impact on organizational
performance?if yes what is the impact.
2. Does your organization leadership style have its own contribution for the
performance of organization?
3. What are the used by your organization improve the performance of employees?
4. How are the methods used by your organization improve the performance of
employees.