The Effects of Educational Leadership on the Organizational Climate in Private Higher Educational Institutions of Addis Ababa

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Addis Ababa University


The main purpose of this study was to assess the effect of educational leadership on organizational climate in private higher institutions in Addis Ababa. To achieve this purpose, a descriptive survey method was employed to assess what .the actual effects of educational leadership on the institutions climate in Addis Ababa. The sample subjects were selected from 12 University colleges and 1 University which involved 70 educational leaders and 223 instructors and administrative staff members ' that makes altogether 293 respondents. The data were collected through questionnaire, observation, interview, and document analysis. Data analysis were made by using statistical tools such as percentage, mean, grand mean, standard deviation, mode and t-test to identifY whether there were differences or agreements in the respondents. The study findings indicated that the private higher institutions climate was affected by lack of skilled and trained leaders, shortage of assistant, associate professors and professors who conduct researches on different aspects of the institution, unnecessary owners intervention in the professional management and leadership practices, lack of prompt decision making and participation, lack of maintenance of cohesiveness and moral of employees, inequitable rewardfor job performance, less practice of transformational leadership style ,difficulty to integrate individual and group values with organizational values, loose leadermember relationship, high employee turnover, dissatisfaction of clients and difficulty to resist competition Thus, the results in general indicated that - the private higher institutions are seriously affected by the aforementioned problems which associated with the practice of educational leadership and their continuity, stability and survival are in question. The study recommended that the private higher institutions and leaders ought to provide timely decision making, offering equitable rewards to job performance and maintain the cohesiveness and moral of employees, out sourcing capable individuals who will be able to conduct researches and coordinating cooperative work with other Universities, practicing transformational and transactional leadership style by focusing on the former style, making leader-member relationship strong and giving and using necessary power to mobilize resource, and professional management should refrain from unnecessary owners intervention to address the problems identified in the study.



Educational Leadership on the Organizational Climate