Comparative Study of Leadership Styles of Deans of Government & Private Colleges in Oromia

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Addis Ababa University


This study was conducted to assess the effectiveness oj deans on the selection oj leadership styles. The study was conducted on comparative basis in order to investigate the Jactors that influence leadership style selection by leaders (deans) in the private colleges and their counterparts in the government colleges. An al/empt was made to assess the effectiveness oj deans using Hersey and Blanchard's situational leadership model. The study was conducted in 5 government owned and in 4 privately owned TTC colleges Jound in Oromia Regional state. The samples were deans oj the 9 colleges, administrative and academic employees oj the sample colleges. The sample included 9 deans and 164 administrative and academic employees oj the colleges. /Joth quantitative and qualitative research methods were employed to analyze the data. Statistical analysis using ANOVA and t-test we;s conducted on major ./Clctors that are thought to affect leadership style such as size oj the college as indicated by number oj staffs working in the college, knowledge in the field oj administration oj college deans, work experience and educational qualification oj deans and level oj motivation oj subordinates. The findings showed that size oj the college, work experience, edl/cational ql/alification and knowledge in Ihe field of adminislration oj college deans were not significant Jar Ihe seleclion oj a particular leadership style. However, levels oj motivation oj subordinates seem to affect the selection oj leadership styles oj deans oj' go vernment and private colleges. The majority oj deans oj privately owned colleges exhibit initiating structure leadership style while some (20ut of 5) deans oj government owned colleges exhibit initiating leadership style. Most (301/t 0/5) oj' government owned college deans exhibit transactional leadership style while one dean of privately owned college exhibit il'Onsactional leadership style. It was thus suggested that to improve the leadership CClpacity o.f deans; training Jor incumbent leaders, ejJarts to boost employee morale, training opportunities for both academic and administrative stafJ,' problems such as under representation oj female academe in colleges, appointment of deans in government owned colleges aild Jormulation of college charter must be tackled before deans effectiveness can be realized.



Leadership Styles of Deans of Government