Hadaro, Filmon (PhD)Kagnew, Haimanot2018-07-112023-11-042018-07-112023-11-042015-05http://etd.aau.edu.et/handle/123456789/8086The 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 organizationsen-USAppreciative inquiry modelleadership developmentpublic organizationsThesis