The Effects of Educational Leadership on the Organizational Climate in Private Higher Educational Institutions of Addis Ababa
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Date
2010-07
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Addis Ababa University
Abstract
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.
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Keywords
Educational Leadership on the Organizational Climate