Applicability of Appreciative Inquiry as Leadership Model in Public Organizations: the Case of Bureau of Health, Addis Ababa City Government
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Date
2015-05
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Addis Ababa University
Abstract
The quest for public service leadership practices are constantly changing in line with dynamics
in resource scarcity and the growing demand for quality services. Theoretical lenses that are
informed by transactional and transformational leadership practices are also revisited. More
efficient and strength based approaches are recommended under resource constraints and
growing service demand. More strength based approaches look for flexibility that accommodates
diverse interests and possibilities, wider participation for consensus-building and using work
place problems as learning opportunity. These aspects of leadership strengths are proposed from
findings of empirical studies. These leadership strengths constitute the 4-D parameters and 8-
assumptions of Appreciative Inquiry Model which are unique features of appreciative inquiry
approach to leadership and are important in leadership development in public organizations.
This study was aimed at analyzing the applicability of the Appreciative Inquiry Model in the
Addis Ababa Health Bureau. The study employed qualitative research approach and conducted
key informants interview with purposively selected top leaders and administered questionnaires
for staffs. The result of the study showed that strength based approach is practiced within the
bureau. The result also confirmed that staffs were not participating in major organizational
decisions. Top leaders that participated in the key informant interview argued that the bureau
has put in place bottom-up planning and evaluation system and “all” actors at all levels were
participating. Flexibility in handling office matters and constructive learning opportunities from
the problems and challenges of the bureau are found to be limited. The study concluded that the
Addis Ababa bureau of health is practicing aspects of the Appreciative Inquiry Model as part of
leadership development. This was evidenced by the efforts of the bureau in setting conducive
working environment for staffs which will improve quality of health services to clients. The study
thus recommends that the health bureau has to enhance participation of staff in key decisions
and promote constructive learning opportunities from problems facing the sector. In order to
make this happen the 4D-8-assumption appreciative inquiry practices should be implemented
side by side with conventional transactional and transformational leadership practices.
Key Words: Appreciative inquiry model, leadership development, public organizations
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Keywords
Appreciative inquiry model, leadership development, public organizations