KNOWLEDGE AND PRACTICE OF LEADERS ON

TRANSFORMATIONAL LEADERSHIP IN ETHIO TELECOM:

THE CASE OF LEADERS AT THE HEAD QUARTER IN ADDIS ABABA

By
MENGESHA DEMEKRISTOS

ADDIS ABABA UNIVERSITY

COLLEGE OF EDUCATION AND BEHAVIORAL STUDIES
DEPARTMENT OF EDUCATIONAL PLANNING AND MANAGEMENT

JULY 2019
ADDIS ABABA
 ADDIS ABABA UNIVERSITY
COLLEGE OF EDUCATION AND BEHAVIORAL STUDIES
DEPARTMENT OF EDUCATIONAL PLANNING AND MANAGEMENT

KNOWLEDGE AND PRACTICE OF LEADERS ON

TRANSFORMATIONAL LEADERSHIP IN ETHIO TELECOM:
THE CASE OF LEADERS AT THE HEAD QUARTER IN ADDIS ABABA

A Thesis Submitted to the Department of Educational Planning and Management in

Partial Fulfillment of the Requirements for the Degree of Master of Arts in
Educational Leadership and Management

By
MENGESHA DEMEKRISTOS WONDIFRAW

JULY 2019
ADDIS ABABA
 ADDIS ABABA UNIVERSITY,
COLLEGE OF EDUCATION AND BEHAVIORAL STUDIES
DEPARTMENT OF EDUCATIONAL PLANNING AND MANAGEMENT

KNOWLEDGE AND PRACTICE OF LEADERS ON

TRANSFORMATIONAL LEADERSHIP IN ETHIO TELECOM:
THE CASE OF LEADERS AT THE HEAD QUARTER IN ADDIS ABABA

By
MENGESHA DEMEKRISTOS

APPROVAL OF BOARD OF EXAMINERS

This is to certify that the thesis conducted by Mengesha Demekristos Wondifraw entitled:
Knowledge and Practice of Leaders on Transformational Leadership in ethio telecom:
The case of Leaders at the Head Quarter in Addis Ababa, submitted in partial fulfillment
of the requirement for the degree of Master of Arts in Educational Leadership and
Management, meets the accepted quality and standard.

___________________________________Sig. ______________ Date _______________

Chairperson

__________________________________ Sig._______________ Date ______________

Advisor

___________________________________Sig. ______________ Date _______________

Internal Examine
__________________________________Sig._______________ Date. ________________

External Examiner
 Declaration

I declare that this thesis is my original work and has not been presented for a degree in

any university and all the source of materials used for the thesis are properly acknowledged and

cited.

Declared by: Mengesha Demekristos

Signature: _____________

Addis Ababa University

July 2019

I confirmed that this thesis has been submitted with my approval as an academic advisor.

Name of advisor: Zenebe Baraki (Ph. D)

Signature: ______________

Addis Ababa University

July 2019
 Table of Contents Page
Acknowledgements........................................................................................................................................i
List of Tables.................................................................................................................................................ii
Abbreviations................................................................................................................................................iii
Abstract.........................................................................................................................................................iv

CHAPTER ONE
1. INTRODUCTION.....................................................................................................................................1
1.1. Background of the Study ............................................................................................................1
1.2. Statement of the Problem ...........................................................................................................6
1.3. Objectives of the study...............................................................................................................8
1.3.1. General Objective .................................................................................................................8
1.3.2. Specific Objectives ...............................................................................................................9
1.4. Significance of the study ............................................................................................................9
1.5. Scope of the Study ................................................................................................................... 10
1.6. Limitations of the Study ........................................................................................................... 10
1.7. Operational Definition of Key Terms ........................................................................................ 11
1.8. Organizations of the Study ..................................................................................................... 122

CHAPTER TWO
2. Review of Related Literature..................................................................................................................13
2.1. The Meaning and Nature of Leadership..................................................................................... 13
2.2. Leadership Theories................................................................................................................. 16
2.2.1. Trait Theory ....................................................................................................................... 16
2.2.2. Behavioral Theory .............................................................................................................. 17
2.2.3. Situational /Contingency Leadership Theory......................................................................... 18
2.2.4. The Concept of Leadership Style ......................................................................................... 19
2.3. Modern Leadership Styles ........................................................................................................ 20
2.4. The Full-Range Leadership Model (FRLM) .............................................................................. 21
2.4.1. Transactional Leadership ..................................................................................................... 22
2.4.1.1. Contingent Reward................................................................................................... ...............23

2.4.1.2. Management-by-Exception (MBE)..........................................................................................24

 2.4.2. Laissez-Faire Leadership Style........................................................................................... 255
2.4.3. Transformational Leadership ............................................................................................... 25
2.4.3.1. Components of Transformational Leadership.........................................................................29

2.43.2. Authentic and Pseudo- transformational Leadership...............................................................33

2.4.4. Theoretical and Conceptual Framework................................................................................ 37

2.4.5. Summary of Leadership Theory ........................................................................................... 39

CHAPTER THREE

3. Research Design and Methodology........................................................................................................41

3.1. Research Design ...................................................................................................................... 41
3.2. Sources of Data and Target population ...................................................................................... 41
3.3. Sample Size and Sampling Technique ....................................................................................... 43
3.4. Instruments for Data collection ................................................................................................. 44
3.5. Pilot Test of the Research Instruments ...................................................................................... 47
3.6. Methods of Data Analysis ........................................................................................................ 48
3.7. Data collection Procedures ....................................................................................................... 48
3.8. Ethical consideration................................................................................................................ 49

CHAPTER FOUR

4. Data Analysis, Interpretation and Discussion.........................................................................................50

4.1. Characteristics of the Respondents ............................................................................................ 50
4.2. Analysis and interpretation of the Research Data ....................................................................... 54
4.2.1. Description of Leaders’ Responses to Their Leadership Style as Measured by MLQ................. 54
4.2.2. Leaders’ Responses to Open-ended Questions ........................................................................ 58
4.2.3. Leaders’ Responses to Interview questions ............................................................................. 60
4.2.4. Description of Supervisors’ understanding on Transformational Leadership practice as Measured
by MLQ ............................................................................................................................................67
4.2.5. Comparison of leaders’ and Supervisors’ Response on MLQ ................................................. 69
4.2.6. Transformational Leadership Style Perceived by Leader and Supervisor respondents as
Measured by MLQ................................................................................................................... 70
4.2.7. Description of the ANOVA Test on Transformational Leadership .......................................... 70
4.3. Discussion on the results od data Analysis and Interpretation.....................................................72
 CHAPTER FIVE

5. Summary, Conclusion and Recommendation.........................................................................................75

5.1. Summary of Major Findings .................................................................................................... 75
5.2. Conclusion .............................................................................................................................. 78
5.3. Recommendation..................................................................................................................... 79
5.4. Recommendation for Future research...................................................................................... .......81

References..........................................................................................................................................82
Appendices
 Acknowledgements

My first and utmost thanks goes to my advisor Dr. Zenebe Baraki, who helped me

without reservation throughout the research process. His insightful review the drafts of this paper

at various levels and constructive comments are greatly appreciated.

I am also thankful to leaders and supervisors of ethio telecom at the head quarter for their

cooperation and willingness to provide the necessary information through the questionnaires and

interviews. Without their cooperation, this study would have been impossible to be completed.

Furthermore, I would like to thank my friends Ato Shebe Fente and Ato Minyamir Yitayih

for their encouragement and supports. I owe you a big credit for all the best you have done to me.

Finally, I would like to express my heart felt gratitude to my mom w/ro Demekech Gobaw

and my dearest wife w/ro Senait Hailu for their support, absolute love, and prayers at all times.

Thanks a lot for being on my side not only in my study but also in all my life matters. My

special thanks also go to my children, Leul Mengesha and Mahlet Mengesha who always share

their love and happiness and make me hopeful while I feel exhausted.

i
 List of Tables Page

Table-1: Sample Size determination and Distribution (proportion allocation of raters) .................43

Table-2: Reliability Statistics for MLQ............................................................................................48

Table 3: Table-3: Characteristics of the Leader Respondents by Sex and Age...............................51

Table-4: Characteristics of the Leader Respondents by Position, Educational Level and

Work experience ..............................................................................................................52

Table-5: Characteristics of the Supervisor Respondents by Sex, Age, Position, education

and Work experience............................................................................................................... 55

Table-6: The Mean Scores on the dimensions of Transformational Leadership style as

Perceived by Leaders (Self- rating) ................................................................................ 67

Table-7: The Mean Scores on the dimensions of Transformational Leadership as perceived

by supervisors (Other raters) ..................................................................................... 69

Table-8: Comparison of Leaders’ and Supervisor’ Responses on MLQ.........................................70

Table 9: The Mean Scores on the dimensions of Transformational Leadership as perceived

by Leaders and Supervisors (N=80 Leaders, 102 = supervisors) .....................................70

ii
 Abbreviations

ETA- Ethiopian Telecommunications Authority

ETC- Ethiopian Telecommunications Corporation

FRLM: The Full-Range Leadership Model

IA: Idealized Influence (attribute)

IB: Idealized Influence (behavior)

IBTE- The Imperial Board of Telecommunications of Ethiopia

IC: Individualized Consideration

LD: Leader

IM: Inspirational Motivation

IS: Intellectual Stimulation

LFL: Laissez-faire leadership style

MBE (A): Management by Exception (Active)

MBE (P): Management by Exception (Passive

MLQ: Multifactor Leadership Questionnaire

SPSS: Statistical Packages for Social Science

TExA: Telecom Excellence Academy

iii
 Abstract

The purpose of this research was mainly to examine the knowledge and practice of leaders on
transformational leadership in ethio telecom at the head quarter in Addis Ababa. Sequential explanatory
research design with quantitative method supported by qualitative data was used in this research. In this
research standardized Multifactor Leadership Questionnaires, MLQ (5X-Short Form), was used to gather
data from leaders and supervisors. Stratified random sampling technique was employed to select leader
and supervisor respondents. The findings of leaders’ responses revealed that they have the knowledge and
practice of transformational leadership style in their leadership activities. But Supervisor respondents and
leaders who were involved in the interview depicted that transformational leadership was not well
understood and practiced by ethio telecom leaders. Moreover, there is no specific leadership style shared
by all leaders in ethio telecom. In general, although transformational leadership has vital role in better
involvement of employees and achievement of organizational goal, it was concluded that leaders were not
practicing transformational leadership in the expected level in ethio telecom at head quarter. Finally,
recommendations were suggested on the need of conducting regular in service training to leaders at all
levels to improve their capacity to the highest level of transformational leadership and to equip them with
appropriate leadership skills and competencies. The need to practice a common and shared leadership
style to be emphasized by the top leadership and regularly communicated to all actors is recommended.

Key words: Knowledge, Leadership, Transformational Leadership Style

iv
 CHAPTER ONE

1. INTRODUCTION

1.1 . Background of the Study

Leadership is a universal human phenomenon. It is considered as an interpersonal process

through which a leader directs the activities of individuals or groups towards to the purposeful

achievement of given objectives (Harter, 2000). Leader provides direction, motivates followers by

raising awareness about the values of an organization and implements plans so as to achieve

organizational goals. The achievement of objectives and goals of an organization depend on the

effectiveness of leadership style perceived and practiced.

In a rapidly changing world, where perpetual change and dynamic transformation is

observing in all dimensions of society, leaders’ mindset and leadership style they practice play

significant role for substantive development of an organization. The global competitive business

strongly challenges leaders comprehensively react to the dynamic transformation and prepare the

organization they lead for necessary adaptation. Thus, the global situation demands leaders to

practice an equivalent leadership style to remain competent and sustain their organization, thereby

satisfy their employees and customers (Beck-Tauber, 2012).

As Bharatkumar (2011) described leadership is a multifaceted and complex human

phenomenon from ancient times to the present. It has been remained a favorite debating and

discussion topic of scholars like philosophers, psychologists, sociologists, political scientists,

military leaders and politicians (Gordon, 1998; cited in Shibe, 2017). They defined and explained

the nature, behavior and attributes of leaders and the type of leadership that exists between leader

and followers from their own perspectives. Many theories of leadership have come and gone. Some

1
focused on the trait and behavior of leaders. Some others looked at the situation. Earlier theories

of leadership placed leaders at the center of their discourse. Followers were considered as passive

recipient of the leader’s influence in the leadership process. Recently, leadership theories focused

on the relation, interaction and nature of influence between the leader and followers and followers

are viewed actors of the leadership process.

Leadership is the process of influencing others to understand and agree about what needs to

be done and how to do it, and the process of facilitating individual and collective efforts to

accomplish shared objectives (Yukl, 2010). Leadership is not one dimensional limited to the

activities of a leader alone, rather it is the interaction, engagement and strive of both the leader and

followers for common purpose. It is a reciprocal relationship between the leader and followers.

Leadership is a universal human activity manifested in different organizational settings

ranging from tiny family to large and complex organization. Similarly, leadership is not solely the

activity of leaders at the top, but it is exercised at team to organization levels. Leadership role does

not always emanate from position, but it can occur at all levels from any individual (Bass and

Riggio, 2006).

In a globalized world of today where dynamic political, economic and social changes are

taking place nations and organizations demand visionary leaders who could transform, mainta in

momentum of transformation and bring real change. Steve Jobs once pointed out that leaders can

be perceived as “architects of the future” and “keeper of the vision” (cited in: Bass & Avolio,

1994). Thus, the fundamental question is what type of leadership is required to transform

organization and maintain the momentum with active involvement of the leader and followers.

2
 It has proved that transformational leadership is an effective form of leadership in a variety

of settings in many countries (Bass and Riggio, 2006). In leadership theory a paradigm shift

occurred when James MacGregor Burns (1978) introduced the concept of transforming leadership

in his book “Leadership”, which strongly influencing the later leadership theory. Since the 1980s

numerous researchers have been conducted which style of leadership is the most effective one.

Transformational leadership has been researched extensively attracting academicians more than

any other leadership theories. Many researchers have proven that transformational leadership is an

effective form of leadership in a variety of settings in different organizations. As Bass and Riggio

(2006, pg. xi) indicated “… transformational leadership provides a better fit for leading today’s

complex work groups and organizations, where followers not only seek an inspirational leader to

help guide them through an uncertain environment but where followers also want to be challenged

and to feel empowered, if they are to be loyal, high performers.”

Transformational leaders are role models for change, growth, innovation, and

transformation. They focus on to undergo individual transformation first. Transformational leaders

fully recognize employees’ need and seek opportunities to learn, grow, and expand their skill set

as well as their mindset (Blane, 2017). They consider the values and ideals of follower and inspire

and motivate them to perform beyond their self-interest.

True transformational leaders have crystal clear purpose and passion to lead their team and

organization. They have the talent to persuade their followers to work towards the desired goal

and purpose. Persuasion in authentic transformational leadership is not manipulating follower for

the sake of personal interest of the leader in the wrong direction. It is intended to lift the fog in the

minds of followers and show the clear direction to better organizational outcomes.

Transformational leaders sell their ideas and inculcate transformational thinking and

3
unprecedented growth in the minds of employees and customers for flourishing business. They

also want to hear people say yes to their ideas and challenge the status quo with love, passion and

enthusiasm (Blane, 2017).

Leaders play great roles in making history and transforming organizations with

unprecedented growth. This could be achieved with good understanding and practice of

transformational leadership elements genuinely. They are also catalyst in transforming

organization’s systems, culture and mind set of employees.

Telecommunications service was introduced in Ethiopia by Emperor Menelik II in 1894

when the telephone line from Harar to the capital city, Addis Ababa, was constructed and started

to give telephone service. Gradually, the interurban network was continued to expand satisfactor ily

in all directions from the capital. Many important centers in the Empire were interconnected by

lines, thus, facilitating long distance communication with the assistants of operators at intermed iate

stations frequently acting as verbal human repeaters between the distant calling parties (ethio

telecom Magazine, 2014).

In the long history of telecom services in Ethiopia different organizational set up and

administrations have been implemented in different political systems of the country. The Imperial

Board of Telecommunications of Ethiopia (IBTE) was established by the proclamation No. 131

on October 15, 1952. The main purpose of the Board, as stated in its establishment charter of article

5, was “to rehabilitate, extend, repair and maintain the telecommunication facilities of Ethiopia

and to engage in the business of telecommunication for profit.” (Ethio telecom Magazine, 2014).

4
 In October 1975, the organization was renamed as “The Provisional Military Governme nt

of Socialist Ethiopia Telecommunication Services”. It was renamed again as “Ethiop ia n

Telecommunications Authority” (ETA) in January 1981. It retained its name as ETA up to

November 1996. Under the Federal Democratic Republic of Ethiopia, the telecommunicatio ns

sector was restructured and two separate independent entities namely the Ethiopia n

Telecommunications Authority (ETA) and the Ethiopian Telecommunications Corporation (ETC)

were established by Proclamation No. 49/1996 on November 1996 (Ethio telecom Magazine,

2014).

The government of Ethiopia has expressed its dedication to transform the

telecommunications infrastructure and services to world class standard by considering them as a

key leverage in the development of the country. Thus, ethio telecom was established by the Council

of Ministers Regulation No.197/2010. The new company was born with the ambition to bring

about a paradigm shift in the development of telecom sector to support the steady growth of the

country.

Cognizant of its significant contribution to the country’s development and achieving it

vision “To become a world-class provider of telecom services,” ethio telecom is undertaking all

rounded transformation. The company is working with the ambition of providing quality and

accessible services to customers with affordable price. ethio telecom is restructuring its

organizational setting and continuously introducing different value-added services to its

customers. Such transformation could be maintained and sustained if transformational leadership

is understood and practiced properly by the leaders and employees.

5
 The company is under transformation equipped with modern telecom technologies, systems

and organizational structure changes. With rapid growth in organizational and business change s,

effective leadership has paramount importance. Transformation is sustained when appropriate

leadership approach is implemented. Thus, transformational leadership recognized as the

appropriate leadership style envisaged to accomplish intended outcomes.

1.2 . Statement of the Problem

Currently, Organizations are operating in a very dynamic environment, which include

rapidly changing technology and Globalization. Changing environment and rapid business

environment have made transformational leadership more important than before (Malik, 2016).

The concept of transformational leadership is vital in the light of the challenges organizations face

ahead and as well in the actual leadership tasks (Beck-Tauber, 2012). Transformational leaders

have influence and positive effect on organizational innovation and creativity of followers. They

have inspirational power and courage to influence, motivate and engage organizational members

to work toward shared purpose of their organization. Transformational leaders set out to empower

followers and nurture them in change. They cultivate the mindset of followers to have collective

desire transcending their own personal interests for the sake of the common good

(Northouse,2016).

Transformational leaders do not only direct followers to be innovative but also assist in a

critical condition when they require support. Transformational leaders are visionaries who exert

efforts on long term goals. They critically examine the existing organizational systems and

working cultures and change systems to accommodate their vision.

6
 Telecommunication has a multiplier effect in all development processes of a nation. It has

a pivotal role in accelerating economic development. Effective leadership has become a dominant

theme in globally competitive telecom business. As technologies and working systems are

dramatically changing in telecom business, transformational leaders are needed to work vigorous ly

on innovation, human development and customer-oriented business operation.

There are internal and external increasing pressures being placed upon telecommunicatio ns

in Ethiopia to enact institutional reform and open the door to competitive market. The nature of

the business, the global situations and the overall reforms enacted by the Ethiopian governme nt

demand organizational reform and transformational leadership in ethio telecom.

Transformational leadership style in relation to employee satisfaction, organizatio na l

effectiveness, etc. were examined extensively. But there is yet conceptual gap in the perception

of transformational leadership behavior and functionality. As to the researcher’s knowledge no

direct research works are found on the knowledge and practice of leaders on transformatio na l

leadership in ethio telecom. However, Ephrem (2016) in his thesis work entitled “An Assessment

of Leadership Styles of Ethio Telecom Managers” indicated that transactional Leadership is the

dominant leadership style followed by transformational leadership style in ethio telecom.

Managers are more concerned to effectiveness for better outcomes, extra effort and satisfaction of

employees and customers. But this research did not vindicate why ethio telecom manageme nt

leadership was more of transactional than transformational leadership style. The researcher

assumes that there is a knowledge or understanding gap about transformational leadership style in

ethio telecom leaders at head quarter. Therefore, the researcher interested to examine how ethio

telecom leaders understand and practice transformational leadership. Thus, the researcher is

7
initiated to investigate the knowledge and practice of leaders at head quarter in ethio telecom on

transformational leadership.

Having the above idea in mind, the following research basic questions are formulated.

1. How do leaders in ethio telecom at the head quarter understand the dimensions of

transformational leadership?

2. How do leaders in ethio telecom at the head quarter practice their leadership approach

related to transformational leadership characteristics?

3. To what extent ethio telecom leaders at the head quarter practice the dimensions of

transformational leadership as measured by MLQ?

4. Is there any difference in how leaders and supervisors perceive the practice of

transformational leadership characteristics in ethio telecom at the head quarter as

measured by MLQ?

1.3. Objectives of the study

This research is conducted with the aim of achieving the following general and specific

objectives.

1.3.1. General Objective

The main objective of the study is to examine the knowledge and practice of leaders on

transformational leadership in ethio telecom at head quarter.

8
 1.3.2. Specific Objectives

The specific objectives include:

▪ To assess the extent of the understanding level of leaders on transformational leadership in

ethio telecom at the head quarter.

▪ To assess how the leadership approach of ethio telecom leaders at the head quarter is

related to transformational leadership characteristics.

▪ To examine to what extent ethio telecom leaders at head quarter practiced transformatio na l

leadership characteristics.

▪ To examine how leaders and supervisors in ethio telecom at the head quarter understand the

practice of transformational leadership dimensions.

1.4. Significance of the study

The researcher is expecting the findings of this study would reveal leaders’ knowledge

and practice on transformational leadership manifested in ethio telecom. The research study

would have the following significance:

A. It may provide an insight to the leaders of ethio telecom about the significance of

appropriately applying transformational leadership style to organizational development and

sustainable business continuity.

B. It will provide feasible feedback to the management on the practices identified for further

service improvement and organizational development.

C. It also helps researchers to investigate in the areas of transformational leadership providing

information as secondary data for future use in telecom sector and other arenas.

9
 1.5. Scope of the Study

The main focus of this study is to assess and examine the knowledge and practice of leaders

on transformational leadership in ethio telecom at the head quarter.

ethio telecom is a huge organization operating throughout Ethiopia with seventeen divisio ns,

seventeen regions and six zones. The company’s policies, procedures and working systems are

mainly designed at the head quarter and implemented at all administrative levels uniformly. The

other reasons to conduct this research at the head quarter were the geographical dispersion of the

organization and the majority of leaders are working at headquarter divisions, departments and

sections. Therefore, the researcher believes that it can represent the leaders’ knowledge and

practice of transformational leadership in ethio telecom. Besides it will be convenient to obtain

relevant data in a timely manner. Hence, the generalization of the research is delimited to ethio

telecom at the head quarter.

1.6. Limitations of the Study

This study was subjected to the following limitations:

▪ Difficulties to get similar reference studies or research documents, particularly local studies in

telecommunications, related this topic.

▪ Chief officers (division heads) were not available to interview them since they were busy in

continuous management meeting in the period when this research was undertaken.

Understanding these limitations, the researcher tried to collect related studies of local and

international business organizations, apart from the telecom sector, on transformational leadership

and attempted to use appropriately for this research. The researcher also focused on to collect

10
relevant data from middle and lower level leadership groups through interview to triangulate the

data for analysis and to reach in conclusion the level of understanding and practice of ethio telecom

leaders on transformational leadership.

1.7. Operational Definition of Key Terms

For the purpose of this study, the terms used are defined as follows:

ethio telecom: An integrated telecommunication services provider in Ethiopia.

Knowledge: The awareness and understanding of leaders of ethio telecom at head quarter about

transformational leadership characteristics in their leadership experience.

Leaders: Managers, directors and chief officers working at ethio telecom head quarter

selected for this study.

Leadership style: Is the style followed by leaders of ethio telecom with regard to transformatio na l

leadership which is measured by Multifactor Leadership Questionnaire (MLQ).

Practice: The exercise of leadership role by ethio telecom leaders working at head quarter.

supervisors: Refers to group leaders who are under the supervision of managers of ethio telecom

at head quarter selected for this study.

Transformational leadership style: The style of leadership exercised by ethio telecom leaders at

head quarter through motivation, inspiration, consideration of individual needs and wants and the

participation of employees in the leadership process.

11
 1.8. Organizations of the Study

The study was organized into five parts. The first chapter provides background of the

study, statement of the problem and basic questions, objectives of the study, scope of the study,

limitations faced in this research, definition of key terms, and how the research is organized.

Chapter two provides literature review of the most important concepts of leadership. This chapter

is believed to provide an insight focusing on previous research studies about the meaning and

concepts of leadership, various theoretical approaches of leadership mainly transformatio na l

leadership. Moreover, the conceptual framework of this study developed based on the review of

literature on transformational leadership style. Chapter Three covers research design and

methodology. The fourth Chapter consists of analysis, interpretation and discussion of the results

of the data. Finally, chapter five addressed the major findings, conclusion and recommendatio n

based on the data analysis and interpretation.

12
 CHAPTER TWO

2. Review of Related Literature

This chapter tries to deal with reviewing of related literature on leadership theories,

leadership styles mainly focusing on transformational leadership. some of the well-known

leadership theories will be reviewed briefly to create an insight how the leadership theories evolved

over the last decades. Since the aim of this research is to deal with knowledge and practice on

transformational leadership in ethio telecom, the review of literature provided the necessary

background for the interpretation and understanding of transformational leadership. The review of

literature mainly focuses on aspects of transformational leadership and its application to

organizational leadership effectiveness.

Therefore, this chapter is organized describing the meaning and nature of leadership,

reviewing related leadership theories, modern styles of leadership focusing on transformatio na l

leadership style and the conceptual framework based on review of literatures in transformatio na l

leadership. Finally, the major discussions of the review of literature was summarized in relation to

the topic of this study.

2.1. The Meaning and Nature of Leadership

Leadership is the most complex and multi- faceted human phenomenon. Despite its nature,

forms and developments, it is as old as human history. Leadership is a process by which

individuals, organizations and societies at large seek to achieve their needs and objectives.

Leadership has traditionally been perceived and defined as a process whereby a leader

exerts influence over followers to achieve a desired goal. Since the ancient times to the modern
13
age philosophers, politicians and military leaders placed the leader at the center, and followers

were considered as passive recipients in the leadership process. Leadership was associated with

the attributes, characters and wisdom of the leader. The renowned French king Napoleon expressed

his feelings about the importance of leadership remarking that he would rather have an army of

rabbits led by a lion than an army of lions led by a rabbit (Bharatkumar, 2011). It was believed that

it is only the leader who can make a difference in the leadership process.

Leadership is an inspiring concept. Numerous definitions of leadership have been proposed

by scholars. They defined it from their own perspectives and situations they observed. There is no

commonly agreed universal definition of leadership yet. Some define leadership focusing on the

traits and behavior of the leader, other define considering it an interaction and relationship of both

the leader and followers.

Bass (1985) stated that scientific research on leadership did not begin until the twentieth

century. Since that time, however, there has been intensive research on various aspects of

leadership. According to Burns (1978) leadership is one of the most observed and least understood

phenomena on earth. This problem arises not only in understanding the operation of the theory but

even in its definition.

Yukl (2010, p.8) defines leadership as “the process of influencing others to understand and

agree about what needs to be done and how to do it, and the process of facilitating individual and

collective efforts to accomplish shared objectives.” Northouse (2016, p.6) also described

leadership “is a process whereby an individual influence a group of individuals to achieve a

common goal.” Although leadership is defined in deferent aspects, there are four major common

components that are inherent in the leadership process. Leadership is a process; leadership involves

14
influence; leadership occurs in a group context; and leadership involves common goal attainme nt

(Northouse, 2016).

Leadership as a process of interactions and relationships that occurs between the leader and

followers. It is an interactive process where the effects of interaction are clearly observed both in

the leader and followers. Leadership activity is not started and end up in the leader. But it is two

way interactions of the leader and followers. It involves motivation and influence between the

leader and followers, and among group members. Any member of the group can exhibit leadership

role and influence the leader and his/her group members in the leadership process (Bass, 1990).

Leadership also involves influence. In traditional leadership theories influence comes only

from the leader alone. Followers are passive recipients or moderators of leader’s influence and

behaviors. However, recent researches have begun shifting that followers’ character and activities

have an influence over leader’s behavior (Burak and Bashshur, 2013).

Leadership occurs in groups at small community to a larger organization. The leader and

followers influence each other and work towards the common purpose. Better leaders develop

better employees and the two together can create better organization. A leader cannot stand alone

without sharing his/her vision, passion and purpose to accomplish the intended result. Leaders

share not only their ideas and visions but also the power vested in them. As Kouzes & Posner

(2007) indicated leaders should not only influence and give directions to their follower but also

share their power followers to exercise leadership role in the leadership process.

The leader is responsible in establishing a clear vision, initiating and maintaining

relationship with followers, empower and influence follower towards achieving the common

goals (Northouse, 2016). Modern theories of leadership emphasize on how leaders execute their

15
role with compelling reason and ethically show the way their followers do with enthusias m.

Morse, Buss, and Kinghorn (2007) indicated that leaders have the obligation to show the purpose

and right direction how followers do the right thing in the right direction. They should set the

purpose and goal of the organization and motivate followers to achieve the desired goal. Above

all, leaders should be ethical, trusted and practice what they preach.

2.2. Leadership Theories

Since early 20th century many theories of leadership have emerged over the years.

Researches have been conducted on leadership approaches focusing on the character and behavior

of leaders, leader-followers relationships and characteristics of leadership situation in which the

type of leadership is exercised (Yukl, 2010). Among the different approaches of leadership

theories, the common theories that were discussed by many researchers and more relevant to this

research are trait theory, behavioral theory, situational/contingency theory, transactiona l

leadership approach, transformational leadership approach, and authentic leadership approach.

2.2.1. Trait Theory

Trait theory is one of the 20th century leadership theories which focuses on the “Great Man”

theory that argues leaders are born with innate attributes or intrinsic qualities that enable them suited

for leadership. The theory gives emphasis to identify the qualities and characteristics possessed by

great leaders that made them different from non-leaders (Northouse, 2016). Researchers of trait

theory emphasized in investigating the traits that effective leaders possess and differentiate them

from non-leaders. The theory focuses on the inborn traits of leaders and attempts to identify a set

of individual traits that distinguish leaders from followers and successful leaders from unsuccessful

leaders. The parameters of comparison of leaders from non-leaders, such as the physical
16
appearance, personality, intelligence, self-confidence, and other traits remained controversia l

among leadership researchers.

The underlying assumption of this theory was that “some people are natural leaders,

endowed with certain traits not possessed by other people” (Yukl, 2010, p.13). It is argued that

leaders are born to lead possessing unique traits inherited in them. Leaders, of course, have great

role in making history. They have also the power to influence their followers. However, history is

not a onetime activity and achievement of individual leaders alone. Great leaders will not control

the course of history. Moreover, the traits of leaders are not universal and may not be applicable to

all situations. Great leader of the 19th century may not fit to the situation of the present socio-

economic and political system.

Trait theory was criticized by other scholars arguing that people who fail as leaders for some

reasons and other individuals who never become leaders may possess common traits with that of

successful leaders. Moreover, many traits are not directly observable, nor measurable. Even it is

difficult to justify how much some traits are necessary for leadership success. Although some

inherent attributes of leaders add values to the effectiveness and quality leaders, leadership is not

as such ready made at the time of birth. Leadership traits are cultivated and develop through learning

and experience.

2.2.2. Behavioral Theory

The trait theory was formulated observing the leadership practices of great men. It attempted

to identify the personality traits of acknowledged leaders. But the theory justified it premises

insufficiently about the universality of leaders’ traits and their applicability in all situations for

effective leadership. In the 1940s researches began to focus on studying leadership behavior as a

17
means of identifying the best way to lead. The behavioral theory aimed at identifying the effective

leadership behavior and its impact on work and follower effectiveness.

The Ohio State University researchers conducted research to identify the behavior of

effective leadership focusing on “initiative and consideration.” Initiating structure refers to the

behavior that is concerned with defining and organizing the work, work relationships and goals.

Consideration refers to the behavior that is concerned with mutual trust, respect, and rapport

between the leader and his subordinates (Northouse, 2016). A leader of the consideration category

was described as one who frequently takes care of the needs of subordinates.

Similar study was undertaken at the University of Michigan focusing on production

centered and employee centered leadership style. Researchers of Michigan University concluded

that the employee-oriented leadership style would lead to higher productivity and higher job

satisfaction and that the production-oriented leadership style would lead to lower productivity and

lower job satisfaction.

After rigorous researches, the behavioral approach concluded that leaders should balance

the tasks and relationship behaviors in the process of leadership. They also attempted to synthesize

universality of leadership behavior in different situations. The focus of the behavioral theory was

to understand the behaviors of leaders. Leadership was viewed from the leaders behavior only.

2.2.3. Situational /Contingency Leadership Theory

Researches were conducted focusing on the behavioral patterns of leaders and how they

balance subordinates productivity and relationships. But the behavioral theories did not identify the

universality and effectiveness of leaders’ behaviors in all situations. Situational/continge nc y

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leadership theory was the first to focus on the situational variables that can affect leadership,

replacing a ‘leader-centric’ approach with the recognition of leadership as a process involving the

leader, follower and environment. Leadership effectiveness is measured by the match between the

style of leadership (the nature of the task and the quality of leader–member relationship) and the

situational control of the leader in the leadership process (Zehndorfer, 2014). The premise of the

theory is that different situations demand different kinds of leadership. To be effective in leadership,

a leader adapts his or her style to the demands of situations and environmental context (Northouse,

2016). According to situational approach there is no universal style of leadership that is effective

or ineffective in all situations.

Leadership has both directive and supportive dimensions. Leaders apply the type of

leadership on the context and demand of the situation. Situational leadership approach suggests that

leaders should apply directive or supportive leadership to meet the changing situations and needs

of subordinates.

According to contingency theory leader’s effectiveness depends on how well the leader’s

style fits with the context of the situation. To be effective in leadership, it is essential to understand

the situations in which they lead. Effective leadership is contingent on matching a leader’s style to

the right setting.

2.2.4. The Concept of Leadership Style

Leadership styles are the attitude, behavior and ways of exercising power or authority by

leaders to influence their team members or followers. It is the method and approach of a leader to

provide direction, motivating people and achieving organizational goals. The style of leadership

exercised by a leader has an effect on the leader-member relationship and the effectiveness and

19
success of the organizational objectives. It affects the innovation and productivity employees and

the relationship pattern of the leader and his or her subordinates. Leadership behavior can also

affect satisfaction of employees.

Leadership style may be task oriented or relationship focused on the context of the situatio n.

Leadership style depends on the nature of the organization and the prevailing situations that affects

the organization in the leadership process. Therefore, different styles of leadership are needed for

different situations and each leader needed to know when to exhibit a particular style of leadership.

Leadership is as old as human history. Various leadership styles have been exercised by

leaders in different historical juncture from leader-centered to follower-centered leadership

approaches. Early theories of leadership tend to focus upon the characteristics and behaviors of

successful leaders. The main focus of leadership theories were the personal traits, qualities and

behaviors of leaders to become successful leaders. Leadership was not viewed from the

relationship, interaction and influence between leaders and followers.

Each theory of leadership did not build itself from the previous theoretical analysis and

arguments. But refuting the premise of the previous theory, it tried to come up with the new

approach. Despite the different theoretical approaches, all leadership theories until the end of

1970s focused on the role of leaders and leadership was treated only from the leaders side.

2.3. Modern Leadership Styles

In the end of 1970s, a shift in leadership theory emerged when Burns (1978) introduced

transactional and transformational leadership styles. Many researches have been dealt on the two

most and widely used styles of leadership in many organizations. Burns (1978) in his seminal work

20
on “political leadership” explained the nature of transformational and transactional leadership with

the perspective of follower and leader relations. Based on the new leadership theory of Burns, Bass

(1985, 1998) elaborates transformational and transactional leadership styles and subsequently

extending them further to the full-range leadership model (Beck-Tauber, 2012). The two leadership

styles do not exclude each other, but leaders apply the two leadership styles depending on the

context of the situation.

In addition to transformational leadership components, Bass & Riggio (2006) further

elaborated transactional leadership in terms of contingent reward and, management-by-excep tio n

(active and passive), and laissez- faire leadership in the full-range leadership model.

2.4. The Full-Range Leadership Model (FRLM)

The Full Range Leadership Model (FRLM) is a dominant theory in modern leadership

styles. It ranges from transformational leadership, the more active and effective one, to the other

end of continuum laissez-faire leadership, which is inactive and inefficient one (Shibe,2017).

Under this leadership model transactional leadership aspects, laissez-faire leadership and

dimensions of transformational leadership are included.

The full-range leadership model evolved from the work of Burns of leadership in 1978.

Burns argued that leadership was either transactional or transformational. Transactional leaders

lead through social exchanges; transformational leaders develop their followers and motivate

and/or inspire them to achieve extraordinary levels of success (Burns, 1978). Bass, Avolio and

others dealt about the full-range leadership to show how organizational leadership become

effective and efficient with respect to the relationship and involvement of leader and followers.

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 2.4.1. Transactional Leadership

Transactional leadership is a style of leadership in which the leadership is based on the

exchange between the leader and the followers. Transactional leaders try to satisfy the followers’

basic needs through the exchange of rewards to achieve their objectives (Burns, 1978, Avolio &

Bass, 2002). Transactional leadership primarily emphasizes the task-related exchange of actions

and rewards between the leader and the followers. The reward is based on the followers

achievement or the desired outcomes from the leaders side.

In transactional leadership style, there is an exchange between the leader and the followers

(e.g., the follower receives wages or prestige for compliance with the leader’s wishes). The leader

obtains the cooperation of followers by offering something in exchange of their efforts; therefore,

followers accept the leaders’ authority because they have something to gain. Burns (1978) also

argued that transactional relationship can be seen as a bargaining process and continued by

maintaining the transaction process. Leaders and subordinates try to increase their gain from the

transaction. This relationship may be superficial and short-lived.

Transactional Leaders assess external and internal environments to identify new problems

or opportunities and determine what should be done. Then, the leaders have to deal with

motivational and interpersonal issues that help the group to increase its capability of responding

to organization’s requirements. But transactional leaders usually fail to raise the aspiration of

subordinates focusing to the short-lived outcomes. Transactional leaders use an exchange model,

with rewards being given for good work or positive outcomes. They are concerned to maintain the

basic level need satisfaction of followers for certain achievements.

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Transactional leaders are concerned with processes rather than forward-thinking ideas. They just

want to keep things the same. Transactional leaders are not forward looking to change the future

(Odumeru and Ogbonna, 2013).

Bass (1985) in his original model, proposed that transactional leadership has two main

components: management-by exception and contingent reward.

2.4.1.1. Contingent Reward

Transactional leaders do not emphasize on people management through empowerment and

transforming working systems. They try to satisfy the followers’ basic needs in exchange to

achieve the leaders’ objectives. Transactional leaders set up constructive contingent rewards in

exchange for the outcomes to be achieved by followers, and the rewards they will receive for their

satisfactory effort and performance. Transactional leaders discuss the intended result to be

achieved with followers, clarify role and task requirements of followers and providing them with

material or psychological rewards contingent on the fulfillment of contractual obligations (Bass,

1998). Employees achieve objectives through rewards and punishments set by the leader. They are

not motivated to achieve group interest, but they perform to meet their self-interest.

Transactional leaders use contingent reward that positively reinforce organiza tio n

members for efforts accomplished on targets set and recognizes good performance using differe nt

reward scheme like monetary payment and praise. transactional leaders use the contingent-rewards

system such as bonuses, employment appreciation, and the merit system to remunerate followers

(Northouse, 2016). Leaders, particularly corporate leaders, assign targets to be achieved within a

23
given time frame, and they promise the kind of rewards to be given their employees either in

monetary form (bonus) or other rewarding mechanisms.

2.4.1.2. Management-by-Exception (MBE)

Management-by-Exception (MBE) is another dimension of transactional leadership. It is

more infective management practice as compared to contingent reward because transactiona l

leaders react when errors or mistakes are committed by followers (Bass and Riggio, 2006).

Management-by-Exception is a corrective transactional leader tend to respond actively or

passively. In active MBE leaders actively monitors the follower’s behaviors, anticipates any

challenges and objections, and immediately provides direction and guidance before the problems

become significant (Howell & Avolio, 1993). When standards are not met as per expectation,

mistakes and irregularities are occurred in followers assignment corrective action are taken by

leaders when necessary. It may be required in some situation when there is urgency and corrective

action is necessary (Bass and Riggio, 2006).

Management-by-Exception Passive (MBE-P) is the other dimension of transactiona l

leadership. In MBE-P leaders take action when there are deviances from standards, mistakes and

errors are committed by followers. Leaders wait for issues to come up before fixing the problems.

leaders only interfere in the employees’ work if the desired goals are not met. In such situatio ns

leaders may take corrective measures when complaints received (Bass and Riggio, 2006). Both

active and passive management by exception have negative reinforcement patterns in performance

of followers.

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 2.4.2. Laissez-Faire Leadership Style

Laissez-faire leadership is the most ineffective or inactive leadership style neither

transformational nor transactional elements of leadership is exercised. As a passive type of

leadership, Laissez-faire leaders do not make necessary decisions; actions are delayed,

responsibilities of leadership are ignored, and authority remains unused (Bass and Riggio, 2006).

Laissez-faire leadership represents the absence of leadership. This leader gives up responsibility,

delays decisions, gives no feedback, and makes a little effort to help followers satisfy their needs.

There is no exchange with followers or any attempt to help them grow. Bass (1985) described that

laissez faire leader is resistant to accept responsibility, provide guidance, ensure support, and

constantly delivers negativity in association with productivity, satisfaction, and amalgamation.

Laissez-faire leaders do not care about the feelings and interests of followers because they

are lenient to take responsibilities and there is no strong power relation that binds between the

leader and followers. They provoke frustration and inefficiency of performance among followers.

Despite its ineffectiveness some argued that laissez-faire leadership style encourages employee

independence. According to Duarte (cited in Jackson, 2016) the employee independence achieved

through successful integration of laissez-faire leadership leaves employees alone to recognize,

ascertain, and achieve the goals and objectives of the organization. However, this may work in

those capable employees who can perform their duties independently.

2.4.3. Transformational Leadership

The term transformational leadership was introduced by Downton in1973. However, it has

gained credibility and a paradigm shift occurred in leadership theories when transformatio na l

leadership was treated as an important leadership approach by James MacGregor Burns (1978).
25
Since the 1980s transformational leadership has been researched extensively. Many scholars

defined and argued on the nature and aspects of transformational leadership from differe nt

perspectives. Burns describes transformational leadership is not a set of specific behaviors but

rather a process by which “leaders and followers raise one another to higher levels of morality and

motivation” (Burns, 1978). Northouse (2016, p.162) also stated that:

Transformational leadership is the process whereby a person engages with

others and creates a connection that raises the level of motivation and
morality in both the leader and the follower. [Transformational leadership]
is concerned with emotions, values, ethics, standards, and long-term goals.
It includes assessing followers’ motives, satisfying their needs, and treating
them as full human beings.

Transformational leaders are visionaries who are dedicated to transform their organiza tio n

for the common good of the society. They engaged their associates or followers get motivated

sustainably and their organization transformed. Transformational leaders uplift morals, motivate,

inspire and give direction to followers to work toward the achievements of common goal.

According to Bass (1990) transformational leadership is a superior leadership performance in

which leaders encourage employees to broaden and arouse their level of interest and generate

awareness and acceptance of the purposes and mission of the group. Furthermore, transformatio na l

leaders encourage employees to look beyond their own self-interest for the good of the group.

Transformational leaders are truly receptive to the needs and wants of followers. They

inherently want to elevate followers, which provides them with the opportunity to advance and

become great leaders that they can display their talents. Transformational leaders respond to

followers’ wants and needs and this reaction causes an interdependent relationship to occur.

Moreover, within this relationship both the leader and the follower undergo a transformation that

26
benefits each individual as well as the environment (Burns, 1978). Transformational leadership

has an integrated leadership characteristic involving individuals, groups to organizatio na l

transformation. Transformational leader shows the purpose and goals to be achieved in the process

of transformation. It is a leadership process that enables followers to actively participate with

greater responsibilities and become “self-directing” and “self-reinforcing” (Bass, 1985).

Transformational leaders motivate their follower to do more than they originally expect

and thought possible. They inspire and make passionate follower to challenge the existing system

and achieve higher performances. Transformational leaders instill a new mind set of growth in

followers and push them rethink the common purpose and how to empower themselves. They also

establish flourishing relationships with their followers. They have altruistic need tend to have more

committed and satisfied followers (Bass, 1985; Blane, 2017).

Transformational leaders set out to empower followers and nurture them in change. They

attempt to raise the consciousness in individuals and to get them to transcend their own self-

interests for the sake of others. Transformational leadership was directly related to organizatio na l

innovation (Northouse, 2016). They are committed to empower followers to do what is best for

the organization. There is dynamic relationship between leaders and follower for mutual

empowerment. Sorenson (2015) explained the statements of James MacGregor Burns stating that

leaders motivate and empower their followers to have shared leadership role. Inspired and

empowered followers in turn can empower their leader and eventually become leaders of their

organization.

Leaders are change agents acting as role model by initiating and implementing change in

the organization. They communicate with followers and listen views and ideas others to develop

27
the spirit of cooperation to work towards the common goal. In transformational leadership the

changes are reflected in leaders’ and followers’ attitudes and behaviors to deep-seated

organizational changes.

Transformational leadership is viewed from the perspective of organizatio na l

transformation. Organizational transformation is the marked and discontinues change in the

function of organizational systems. It is a continuous improvement effort aimed at achieving

gradual, positive changes in organizational performance (Hacker and Roberts, 2004).

Transformation is the center of the analysis of transformational leadership. In transformatio na l

undertaking, transformational leadership serves as a means for organizational change and for

establishing an overall transformational culture within organizations. It enhances and improves

the capability of organizations to embrace future challenges and opportunities (Beck-Tauber,

2012). Transformational leadership enhances a transformational culture of organizations by

developing employees’ skills, instilling employee’s affection for their organization, building

employee conscious relationship and partnership for a common purpose (Kroeck, 1994).

Transformational leadership is constant changing and all rounded process which

encompass complex human interaction and organizational settings. It needs transformed mindset

of the leader who understands the needs and behavior of followers and convert the potential in

followers or employees and organization into accelerated performance. Transformational leaders

are purposeful, passionate, and create value for others. They are distinguished by their character

of creating noble ideas, uplifting followers, intellectual and less emotional leadership attributes

(Blane, 2017). But the question here is the universality of such dynamic behaviors of

transformational leaders and whether they are situation specific or not. Beck-Tauber (2012)

questioned the other aspects of transformational leadership concerning how transformatio na l

28
leaders practice their behaviors in the course of transformational task; at what point of time which

interactions take place and how the transformational leaders and followers engage in

transformational activities.

2.4.3.1. Components of Transformational Leadership

Bass (1985) conceptualized that there are four dimensions or components of

transformational leadership. The four components include: idealized influence, inspiratio na l

motivation, intellectual stimulation and individualized consideration.

Idealized influence

The first dimension of transformational leadership style is idealized influence. It is to the

emotional intelligence, attributes and behavior of leaders manifested on the followers’ perception

and values and characters exhibited in leaders in relation to their followers. It is the followers,

“admire, respect and trust” to their leader (Bass, 1998). According to Northouse (2016, p.167)

“The idealized influence factor is measured on two components: an attributional component that

refers to the attributions of leaders made by followers based on perceptions they have of their

leaders, and a behavioral component that refers to followers’ observations of leader behavior.”

Transformational leaders are ethically governed, trusted and respected by their followers.

They are role models to everyone in the process of leadership practice. Such leaders are willing to

commit and sacrifice to the common good of their work group, organization, and society.

Therefore, charismatic leaders have vigorous ambition, sense of achieving the needs of the

follower, has the ability to articulate and attain shared vision (Jackson, 2016).

29
 Idealized influence encompasses two aspects: idealized attributes, and idealized behaviors.

Idealized attributes, according to Bass (1985) refer to the follower’s perception of the leadership

characteristics that he or she accredited to the leader. Bass & Avolio (1995) described idealized

attributes as a leader with admirable attributes, highly respected, lead with confidence, and is a

consummate role model. Idealized behaviors are reflective of the leader’s observable actions, and

conduct perceived by the follower (Bass & Avolio, 2004a). Idealized behaviors reference a leader

who is highly trusted, has high moral and ethical principles, as well as exemplifies a strong sense

of purpose (Avolio & Bass, 1995; 2004b).

Transformational leaders behave as models for their followers. Followers identify with

these leaders and want to emulate or imitate them. Leaders consider and give priority to the needs

of followers. The leader shares risks with followers and is consistent rather than arbitrary (Avolio

& Bass, 2002).

Inspirational Motivation

The second attribute of transformational leadership is inspirational motivatio n.

Transformational leaders inspire, motivate and encourage follower to be committed for the success

of the desired goal. Leaders continuously communicate the mission to be accomplished and goals

to be achieved. In inspirational motivation “Team spirit is aroused. Enthusiasm and optimism are

displayed. Leaders get followers involved in envisioning attractive future states; they create clearly

communicated expectations that followers want to meet and also demonstrate commitment to goals

and the shared vision” (Bass and Riggio, 2006, pg.6). Inspirational motivation is the leader’s

ability to inspire, encourage, and energize a follower to be motivated enough to embrace the

leader’s mission and vision. The leader shares the specific values and beliefs with the followers

30
through effective communication of expectations, symbols, gestures, images, and appeals (Bass &

Avolio, 2004a).

Transformational leaders have the ability to stimulate confidence, motivation to

demonstrate a commitment to the goals and a sense of purpose in their followers. Inspiratio na l

motivation leaders are good communicators who make the vision comprehensible, specific,

influential and engaging. They have the characteristics of displaying continued enthusiasm and

optimism about the future and emphasize on positive effects of their leadership (Balyer, 2012).

Leaders do not only inspire follower and articulate the compelling vision; they have exemplary

roles on how to team role is enhanced and desired goal is achieved.

Intellectual stimulation

Follower creativity, innovation and development of problem-solving capacity is the heart

of intellectual stimulation. Transformational leader encourages followers to discover innovative

ways of doing things with the development of confidence in their leader. The leader encourages

and challenges the group to identify and solve challenges in a totally different way. Followers are

encouraged for their creativity and autonomy among the members. Intellectual stimula tio n

represents the leader who helps the followers to change the way how they think and take decisions.

The leader also assists the follower to overcome the obstacles they come across in life and solve

the problems they face by conveying them to see the big picture and achieve their goals (Balyer,

2012).

According to Bass (1985) leaders who promote intellectual stimulation, do not criticize

those that contradict their ideas yet focus on arousing followers to become innovative and creative.

Follower are initiated and encouraged to critically examine the present status quo and come up

31
with new ways of doing things. “[Intellectual stimulation] includes leadership that stimulates

followers to be creative and innovative and to challenge their own beliefs and values as well as

those of the leader and the organization” Northouse (2016, p.169).

Individualized Consideration

Individualized consideration refers to leaders who contribute to the follower’s professiona l

development and advancement through personally mentoring, coaching, and advising individua lly

and collectively (Avolio & Bass, 1995; 2004a). transformational leaders besides coaching and

mentoring listen the views, ideas and interests of followers. They give support to followers to

exercise their potential. Individual differences are considered by leaders in the process of coaching,

give support and direction.

Kirkbride (cited in Bekele and Darshan, 2011) noted that in individualized consideration a

leader demonstrates high concern for his/her followers, treats them as individuals, and gets to know

well about them and listens to both their concerns and ideas. Leaders give due consideration and

treatment to individual subordinates and assist them to exercise and develop their potential.

Transformational leadership style requires diversified attributes and behavior of leaders.

The behaviors of leaders manifested in terms of the participation of leaders in decision making,

coaching and role modeling, inspirational motivation, people development, intellec tua l

stimulation, and efficient communication, individualistic decision making and control and

corrective action (McKinsey & Company 2008). Researches indicated that women leaders focus

more than men on people development, expectations and rewards, role modeling, inspiration and

participative decision making more than men. Men use individualistic decision making, control

and corrective action more than women (McKinsey and Company, 2008). Therefore,

32
transformational leadership demands the involvement of men and women leaders to benefit from

the diversified behaviors and attributes of leaders.

2.4.3.2. Authentic and Pseudo-Transformational Leadership

Transformational leadership has served as a model for positive, individual- foc used

leadership, based on its emphasis on motivation and higher levels of organizational performance

(Bass & Riggio, 2006). It has been argued that transformational leaders have the behavior of

providing a positive role model, articulating a vision, and motivating followers to look beyond

their own self-interests. It is an effective leadership approach to address the ongoing challenges

organizations face.

Northouse (2016) described that transformational leadership focuses on long-term goals

considering the emotions interests and values of followers. In transformational leadership

individuals are treated as full human beings considering their motives, needs and aspirations.

Members of the group are motivated to do beyond their self- interest for the common good of their

organization.

Many researches have proven and concluded that transformational leadership has positive

effect on organizational transformation, development with active involvement of follower inspired

by the leader’s vision, action and commitment. According to Bolden (as cited in Bass and Avolio,

1994) the ultimate goal of transformational leadership is to transform both people and

organizations. It attempts to achieve higher level of effectiveness and satisfaction among the

members of the group and the desired goal of the organization (Bass, 1985).

33
 Transformational leaders are perpetual learners of the situation of the organization, external

environment and interests of followers and customers in in which they lead. They proactively

anticipate environmental, economic and social situations. Transformational leaders are change

agents who steer change elements through transformation process. They shape values and mold

organizational culture. Transformational leadership is believed as an important leadership style

that transforms organizational system and culture. According to Kuhnert (cited in Northouse,

2016) in transformational leadership both the leader and follower raise each other for higher level

of motivation and achievement of the common good. People who manifest transformatio na l

leadership behavior have intrinsic values and motivate follower to perform towards the common

good instead of their personal interest. Both the leader and the lead are motivated and make great

effort for an extraordinary outcome and to build their leadership capacity. The ultimate goal of

transformational leadership is to make both the leader and follower work beyond their self-interest,

and organizational transformation is sustainable.

But The basic question is how do transformational leaders make effective transforma tio n

and change in organizations? As Beck-Tauber (2012, p.1) stated “The questions leaders face

related to the way they manage to define and design transformation; how they create momentum

for transformations; how they achieve transformation in their organization; and how they motivate

people to follow and envisage the transformations.”

Many research findings pointed out that in transformational leadership both leaders and

followers are actors and actively involved in the leadership process. It is also viewed that

transformational leaders are ethically governed and selfless who give priority for the common

good of the society. However, some leaders have shown “socialized” or “authentic” behavior of

34
leadership and others exercised their power unethically for their own “personalized” motives in

the name of transformation and change. Some made remarkable history uplifting their country and

people with significant positive change. On the contrary, other leaders abused power promoting

their personal interest, egotistic values, and lead people unethically in the wrong direction.

Therefore, there are authentic transformational and inauthentic (pseudo-transformational) leaders

in transformational leadership process.

Pseudo-transformational leaders led their follower in wrong direction. Inspiring and

motivating follower in the name of ‘great nation’ or democracy they suffered their people and the

scar still persisted in many countries. They usually apply similar elements of transformatio na l

leadership, but the motive is to achieve their personal motive (Bass & Riggio, 2006). Such leaders

have personalized characteristics who promote their personal cult and self-interest. Personalized

or Pseudo- transformational leaders have the capacity to inspire people and manipulate them

toward the wrong direction for their personal goal ignoring the interest of the mass. Leaders in

different countries exercised pseud-transformational leadership in the name of national pride and

interest. Ultimately, “personalized” leaders are power oriented, and their leadership outcomes are

dictatorship and destruction.

Pseudo-transformational leaders always argue they are going for the good of the people

and their country. They try to build their personal cults and self-display to be trusted by their

followers. They propagate that they have vision and know the right leadership to solve problems.

They manipulate followers interest through the principle of ‘we” and “they”. They can’t lead

without classified enemies with the intention of externalizing problems to use it a means of

achieving their political ambition.

35
 On the contrary, there are authentic transformational leaders who are dedicated to serve

their people and strives to promote the common interest. Howell & Avolio (cited in

Northouse,2016) pointed out that authentic transformational leadership is socialized leadership,

which is concerned with the collective good. Socialized transformational leaders transcend their

own interests for the sake of others.

Authentic transformational leaders or “socialized charismatic leaders” are ethically

governed in their action and they have good relationship with others. They are disciplined, far-

sighted and considerate to the followers interest. Authentic transformational leaders truly apply

elements of transformational leadership. They motivate, inspire and influence followers ethically

to achieve the common purpose and desired goal. They morally governed and trusted by their

followers. They also consider individual needs and interests ((Nichols, 2008).

Authentic transformational leaders exhibit charismatic personalities. They motivate

followers to execute the desired change in their organization. Authentic transformational leaders

usually set challenging goals and demonstrate high moral standards and ethical leadership. They

give priority to the common interest evading the self-power. Authentic leaders are positive thinkers

who have the courage and determination to achieve the common interests of people in their

organization. They are perceived by their followers as ethically governed and understands the

values in them and others.

Truly transformational leaders transcend their own self-interests for the benefit of the

organization, society or the social group of which the leader is a member. They also transcend self-

interest to meet the challenges of the task or mission with the objective of doing the right thing

36
with moral principles, responsibilities and respecting authority and values of a society, like

customs, rule and traditions (Avolio & Bass, 2002). True transformational leaders imple me nt

theories into practice in their organization through the application of transformational leadership

elements.

Modern leadership theories began to consider the role of followers, the situational nature

of leadership and the interaction and relationship of leader-follower in the leadership process

(Bolden, et al., 2003). One type of leadership style does not exclude the other style of leadership.

The arguments and analysis of leadership was viewed from the relationship and interaction of

leader and followers. Leadership was treated as the process that involves influence, exercised in

group context for the common good of the society. True leadership requires the involvement and

empowerment of both the leader and followers. It also demands ethical and moral disposition, trust

and considerations of individual needs and interests.

2.4.4. Theoretical and Conceptual Framework

Theoretical frameworks are analytically significant to quantitative works and research

studies. A detailed and valid theoretical framework should be included to justify the importance

and significance of the research work (Lederman & Lederman, 2015). Conceptual frameworks

propose the perspective for conducting research and provides the avenue to interpret outcomes

(Bryman, 2012).

The conceptual framework of this study is formulated based on the overall review of the

related literatures. The conceptual framework shows the relationships between the dimensions of

transformational leadership style and perception and practice of leaders. Transformatio na l

37
leadership is a broad-based perspective that encompasses many aspects and dimensions of the

leadership process (Northouse, 2016). Transformational leadership consists of five dimensio ns,

namely idealized influence (behavior), idealized influence (attribute), inspirational motivatio n,

intellectual stimulation and individualized consideration. It is assumed that each of these

dimensions related to the attitude, behavior, practice of leaders in the leadership process in a

certain way. Moreover, the dimensions of transformational leadership have positive effect on the

effort, commitment and effectiveness of leaders and follower in the leadership process.

In this conceptual framework, elements of transformational leadership are regarded as

independent variables and the outcomes of transformational leadership, such as attitudinal and

behavioral change, commitment and effectiveness are taken as dependent variables. The researcher

developed the conceptual relationship between the independent and dependent variables by

reviewing literatures. The aim of this theoretical and conceptual framework development is to

investigate the relationship between independent and dependent variables.

Leadership Style Leaders’ knowledge and Practice

(Independent variable) (Dependent Variable)

Transformational Leadership style

▪ Understanding/awareness
♦ Idealized Influence (attribute)
on transformational leadership
♦ Idealized Influence (behavior)
▪ Commitment
♦ Inspirational Motivation
▪ Extra effort
♦ Intellectual Stimulation
▪ Effectiveness
♦ Individualized Consideration

Conceptual Framework

38
 2.4.5. Summary of Leadership Theory

Leadership approach has been remained the riddle of scholars for years. Some focused on

the traits of leaders assuming that leaders are born not made. The ability to lead others effective ly

is inborn qualities of leaders. Others described leadership from the perspective of the behavior of

a leader believing that a leader behavior is the best predictor of his/her leadership influences and,

as a result, it is the best determinant of his or her leadership success. Contingency/situatio na l

approach leadership, on the other hand, argued leadership becomes effective when leaders are able

to adapt their style to the situation understanding the type of task, the nature of the group, and other

factors that might contribute to getting the job done. The situation can influence the leadership

behavior and the emphasis of a leader. leaders are most effective when their leadership approach

is contingent on situational forces, including group member characteristics. Therefore, there is no

uniform approached of leadership practiced by leaders for all situations.

Transactional leadership is contractual relationship between the leader and the followers

by task related interchange of actions and rewards. Transactional leader focuses on more routine

transactions, rewarding group members for meeting standards through contingent reinforce me nt

and taking necessary measures when standards are not met.

Laissez-faire leadership is a leadership style in which leaders avoid making decisions or

hesitate to take actions. Laissez-faire leaders mostly hands-off their authority and allow group

members to make decision. It is the most ineffective style of leadership which creates

dissatisfaction to employees.

Transformational leadership is a new approach to leadership that focuses on how leaders

can create valuable and positive change in their followers and social systems. Transformatio na l

39
leaders create vision to guide the change through inspiration, motivation, and executing the change

together with committed followers. Transformational leaders bring about positive changes by

moving group members beyond their self-interests and toward the good of the group, organizatio n,

or society.

Leadership, particularly transformational leadership, becomes effective when there is

effective communications, active participation and involvement of followers, and when good

perception and interpersonal relationship is created among leaders and followers.

40
 CHAPTER THREE

3. Research Design and Methodology

The main objective of the study is to assess and explore knowledge and practice of leaders

on transformational leadership in ethio telecom at the head quarter. To this effect, the research

design, method, source of data, sample size and sampling techniques; instruments and procedures

for data collection; and methods of data analysis are stated here under.

3.1. Research Design

Research design is a systematic plan prepared for conducting and directing research study.

It gives clear framework for the methods and techniques of collecting and analyzing data in the

process of conducting research. The aim of this study is to examine the level of understanding and

practice of transformational leadership in ethio telecom at the head quarter. Thus, sequentia l

explanatory research design is used to explain the extent of understanding and practice of the

dimensions of transformational leadership by ethio telecom leaders at the head quarter. In

sequential explanatory research the quantitative data analysis and interpretation is followed by the

qualitative to contextualize and support the findings of quantitative data (Creswell, 2013, cited in

Bown et al, 2017).

3.2. Sources of Data and Target population

The researcher collected data from primary sources. Both quantitative and qualitative data

sources were used to link the knowledge and practice of leaders on transformational leadership. In

41
the research process, the researcher collected quantitative data using two standardized

questionnaires to get information from leader and supervisor respondents. The questionnaires were

consisting of items to measure the characteristics of the independent and dependent variables.

Closed-ended questions were also used to collect data from leader respondents. To enrich, support

and triangulate the findings of quantitative data, qualitative data was collected using semi-

structured interview from selected leaders of ethio telecom at the head quarter.

The target populations of this study were the selected leaders of ethio telecom who are

working in all divisions, at the head quarter. Currently, ethio telecom has 268 leaders (manage me nt

group) working in different divisions. Among the leadership group 18 of them are chief officers,

55 of them are directors and 195 managers (Human Resources Division, 2019). These leadership

group are categorized in to three levels in accordance with their authority and leadership role in

the organization. Chief Officers from the top level, directors from middle level and managers from

the lower level of leadership.

There are also 527 supervisors, who are not part of the management group, working at the

head quarter (Human Resources Division, 2019). The purpose of using supervisors as target

population in this research was to examine how supervisors perceived and describe their leaders

practice on transformational leadership. Supervisors are under employee category who have direct

relation with the leaders. They are directly influenced or affected by the leadership practice of

ethio telecom leaders. Therefore, the researcher selected supervisors working at the head quarter

of ethio telecom as respondents for this research.

42
 3.3. Sample Size and Sampling Technique

The researcher used Stratified random sampling as it is appropriate method for this research

purpose, in order to make proportional and meaningful comparisons between subgroups in the

population Gay (1987). Moreover, stratified random sampling as an efficient method because it

reflects the characteristics of the population as a whole and closer to the mean of the population.

As it is described in the Table-1 below, there are three stratums or levels of leadership in ethio

telecom. From the leadership group the first stratum is chief officers, the second level is directors

and managers are in the third leadership stratum. There is also supervisory level which is not part

of the management group. Using stratified random sampling, the target population were

proportionally allocated and selected from each stratum based on the percentage of the sub-groups

in the population that have the characteristic to represent each stratum. Using proportional

allocation and fair representation of sub-groups the intended data were collected from each stratum

according to the size of the population.

After stratifying leaders and supervisors into homogeneous subgroups, simple random

sampling technique was used to select respondents randomly from each level of leadership group

and supervisors.

Table-1 Sample Size determination and Distribution

Population size Sample Size Total Samples Percentage
Target Population
Male Female M F
Chief Officer 15 3 4 1 5 27.8 %
Director 48 7 21 4 25 45.5 %
Manager 177 18 42 10 52 26.6 %
Supervisors 394 133 67 39 106 20.1 %

43
 The above table shows there were 82 leaders (67 male and 15 female), i.e., 5 chief officers,

25 directors and 52 managers selected for this research using stratified simple random sampling

technique for quantitative data collection. 106 supervisors (67 male and 39 female) were also

selected from employee side using the same sampling technique from all divisions working at the

head quarter.

3.4. Instruments for Data collection

This research was done using primary data as the principal source of information. The

researcher was interested to collect original data from the selected sample respondents. To get

reliable data from leaders and supervisors the researcher used the Multifactor Leadership

Questionnaires, MLQ (5X-Short Form), to measure the understanding and practice of leaders

about the elements of transformational leadership, and how supervisors perceived the practice of

their leaders on transformational leadership. The MLQ (5X-Short Form) has proven validity and

reliability as a leadership instrument to measure transformational leadership style and is very

popular among many researchers around the world (Bass 1997).

In this research two standardized Multifactor Leadership Questionnaires for leaders and

supervisors were used respectively. Each questionnaire has two parts. The first part was the

demographic questions which focused on gathering information such as sex, age range, work

position, educational level, work experience in current or most recent position of respondents.

The second part contained Multifactor Leadership Questionnaires (MLQ) which enables to

measures the dimensions of transformational leadership: Idealized Influence (attribute and

behavior), Inspirational Motivation, Intellectual Stimulation and Individualized Consideratio n.

44
Along with Multifactor Leadership Questionnaires, open-ended questionnaires and interview

questionnaires were also used to enrich and triangulate the quantitative data.

I. Multifactor Leadership Questionnaire (5X-Short Form)

The Multifactor Leadership Questionnaire (5X-Short Form) as developed by Avolio &

Bass, (1999) is the instrument used to measure the full range of leadership. It is a multi-rater

assessment tool which measures the range of specific leadership attribute, behavior and practice

exhibited by an individual leader.

Avolio and Bass (1999) had developed two forms to measure leadership attributes and

behaviors. One called the “Leader Form” which is used by the leaders to see the perspective of his

or her own leadership style; the other, called the “Rater Form” used to measure the perception of

followers on the leadership style of their leaders. The researcher used the revised MLQ (5X-short

form) for this study. The instruments used in this research consisted of 20 items for leaders and 23

items for the supervisors (other raters). Leaders were given a questionnaire written in the first

person (I) point of view to let them rate themselves. On the other hand, supervisors (other raters)

were given the questionnaires written in terms of third person singular (he/she) perspective to rate

their leaders. Both questionnaires were prepared with five-point Likert- scale type that asks

respondents to rate their level of agreement to the questionnaire concerning transformatio na l

leadership. The numerical scales are: 0 = not at all, 1= Once in a while, 2= Sometimes, 3=

Frequently, and 4 = Always.

45
 I. Open-ended questions

Three open-ended questions were also used along with Multifactor Leadership

Questionnaire (MLQ). The questions were designed to leader respondents to describe they type of

leadership they most favor, the leadership style they practice as a leader and to describe the

leadership style currently practiced in ethio telecom.

II. Interview Questions

Interview is another instrument used to collect data from individuals through

conversations. In this research semi-structured interview was undertaken from selected leaders to

triangulate the quantitative data. Semi-structured interviews were non-standardized and are

frequently used in qualitative analysis. In this case the interviewer does not do the research to test

a specific hypothesis but support the quantitative data qualitatively. Some questions were asked to

the selected leaders about their understanding and practice of transformational leadership. The

basic essence of the semi-structured interview questions were how respondents describe

transformational leadership in their point of view, the relationships between leaders and employees

in the leadership process, and how the leadership style practiced by leaders of ethio telecom goes

along with the current transformation of the company.

III. Documents Review

Documents are important instruments to find secondary information for a research. In this

research recent evaluative meeting report compiled in March 2019 was used as source of data. The

report document indicated the leadership practices, limitations and the way forward to leadership

of ethio telecom. Therefore, relevant points were used to triangulate the leadership practice of ethio

telecom leaders.

46
 3.5. Pilot Test of the Research Instruments

Reliability

Reliability is the extent to which the measuring instrument yields consistent and accurate

results when the characteristic being measured remains constant (Leedy & Ormrod,2001; cited in

Shibe,2017). The MLQ is the most frequently used to assess leadership attribute and behaviors of

leaders. The reliability of MLQ was tested many times in different researches. The results

confirmed that the reliability of the MLQ- 5X Short form for raters is reported to be above 0.80

(Bass & Riggio, 2006). Cronbach’s alpha coefficients on the full range of leadership behaviors

ranged from .71 to .92.

Pilot Test of the Instruments of the Study

In order to make the questionnaire more reliable, the pre-test of instruments was carried

out from a randomly selected leaders and supervisors that was not included in the main

respondents. The purpose of the pilot test was to check the clarity of the questionnaire items and

instructions; and to gain feedback on the time required to rate the questionnaire and regarding the

appropriate time required to conduct the data collection. Thus, randomly selected five leaders and

two supervisors from ethio telecom head quarter participated for piloting the instruments. Based

on the feedback obtained from the pilot test certain slight modifications on some of the items in

the questionnaire was made. Therefore, the results showed that the instruments used to measure

leadership styles were reliable. The reliability of the multifactor leadership questionnaire was

computed using SPSS version 20. The reliability of the multifactor leadership questionnaire in

this pilot test was found to be .93 Cronbach’s Alpha. Therefore, the result indicated that the

47
instruments used to measure the understanding and practice of transformational leadership styles

was reliable. The results are present in Table-2.

Table-2: Reliability Statistics for MLQ

Cronbach's Alpha Number of Items Valid Number (participants
(Variables)
.93 5 7

3.6. Methods of Data Analysis

The researcher collected quantitative data from sample respondents. The analysis of the

quantitative data was carried out by using Statistical Packages for Social Science (SPSS) version

20. The data collected through open-ended questions were tabulated and interpreted classifying

responses of the participants which are believed to be common in their content. The qualitative

data were analyzed classifying respondents views in themes.

The analysis of quantitative data was carried out with the help of frequency, percentile,

mean, standard deviation and One-Way ANOVA test. Qualitative data gathered from interviews

were presented based on the themes derived from the questionnaires. Code was given to each

respondent to maintain confidentiality of views and comments of interviewees.

3.7. Data collection Procedures

The first stage in the process of data collection was obtaining permission from ethio telecom

Human Development Department. Secondly, permission was obtained from respondents and

appointment was set for the leaders and employees to distribute the questionnaire. Brief orientatio n

was given by the researcher for both respondents on the purpose of the data collection and how to

rate the questionnaires. Then, the data collecting instrument was distributed. After the instrume nts
48
were rated the researcher collected the data in person. Interviews were also undertaken in face to

face conversation. The purpose of the interview was briefed, and questions were raised following

one after the other. Additional questions were also raised in the discussion period for brief

understanding of respondents view. Finally, the researcher expressed gratitude and appreciation

for the respondents.

3.8. Ethical consideration

The ethical considerations of confidentiality and privacy must be addressed. The researcher

used a rigorous and conscious effort at all times to sustain these promises. A guarantee was given

to the respondents that their names should not be revealed in the questionnaire and in research

report. In order to ensure the success of the research, the leaders and supervisor responses remained

anonymous. Moreover, there was a verbal description of the study, and informed consent was

requested before the survey. Participation in the study was based on willingness and all participant

responses remain confidential. The leaders and supervisors respondents were informed that the

study is only for academic purpose only.

49
 CHAPTER FOUR

4. Data Analysis, Interpretation and Discussion

This chapter deals with the analysis, interpretation and discussion on the data collected

from primary and secondary data sources. The chapter consists of two major parts. The first part

describes the personal data of the respondent that include personal & professional characteristic s.

The second part deals with the analysis and interpretation of data collected using differe nt

instruments. The third part deals with discussion of the major results from the analysis and

interpretation of data based on the responses obtained from the leaders and supervisors.

Frequency and percentile were used to interpret the demographic characteristics of the

respondents such as sex, age, level of education and work experience. The quantitative data were

computed using SPSS version 20. The dimensions of transformational leadership were analyzed

computing the responses of leaders and supervisors. Therefore, in this study the knowledge and

practice of leaders on transformational leadership and the perception of supervisors on the

leadership practice of ethio telecom leaders were briefly discussed.

4.1. Characteristics of the Respondents

The study population included leaders and supervisors working at the head quarter of ethio

telecom. 80 leaders and 102 supervisors were participated and responded properly in the study.

The demographic characteristics addressed in this research were sex, age, academic qualifica tio n

and work experience of respondents. The demographic characteristics of leaders presented in the

following tables.

50
 Table-3: Personal Information of the Leader Respondents
Leaders (n= 80)
Variable Category Frequency Percent (% )
sex female 14 17.5
Male 66 82.5
Total 80 100.0
less than 30 1 1.3
Age 31-40 45 56.3
41-50 28 35.0
51 and above 6 7.5
Total 80 100.0
Chief Officer 4 5.0
Director 25 31.3
Position Manager 51 63.8
Total 80 100.0
Educational Diploma 1 1.3
Level 1st Degree 29 36.3
Master’s and above 50 62.5
Total 80 100.0
service years below 1 year 20 25.0
in current 1-2 years 7 8.8
Position 2- 3 years 6 7.5
3 years and above 47 58.8
Total 80 100.0

The demographic data showed that leader respondents were 14 (17.5%) female and 66

(82.5%) males. Among the leaders one leader was below 30 years; 45 (56.3%) leaders were in the

age range of 31-40 years; 28 (35%) of leaders are in the age range of 41-50 years; six (7.5%)

leaders were in the age range of 51 and above years.

From the demographic data which was presented in Table-3 we can understand two

important points. Most of the leaders in the study organization were male leaders and they were

between the age of 31-50. The demographic data also showed that ethio telecom has middle aged

and male dominated leaders. This shows that there is gender disparity in the organization and

women were not proportionally represented in the leadership positions.

51
 From the demographic data of educational level of leaders 29 (36.3%) of the leaders were

first degree holders and 70 (62.5%) of the leaders were master’s degree holders. Only one

respondent was diploma holder.

Regarding to work experience of leaders in their current or most recent leadership position

20 (25%) of the leader respondents have below one year experience in their current position; seven

(8.8%) of them served in the range of 1-2 years; six (7.8%) of them served in the range of 2-3

years. 47 (58.8%) of respondent leaders served in three years and above in their current position.

Educational level and work experience data of leaders’ indicated that most ethio telecom leaders

were educated and experienced in their leadership positions. These might have significa nt

contribution to the leadership effectiveness in the process of transformational leadership.

Table-4: Personal Information of Supervisor Respondents

Variable Supervisors (n=102)
Category Frequency Percent (% )
sex Female 39 38.2
Male 63 61.8
Total 102 100.0
Age less than 30 23 22.5
31-40 48 47.1
41-50 21 20.6
51 and above 10 9.8
Total 102 100.0
Educational Diploma 2 2.0
level 1st degree 73 71.6
Master’s and above 27 26.5
Total 102 100.0

service years below 1 year 13 12.7

1-2 years 10 9.8
2- 3 years 7 6.9
3 years and above 72 70.6
Total 102 100.0

52
 Supervisors are bridges between employees and leaders in ethio telecom. They were

selected to participate in the study representing the employee side. One hundred two supervisors

were participated in the study. The sample demographic data of supervisors indicated that 63

(61.8%) male and 39 (38.2%) female supervisors were participated in this study.

The demographic data of respondents indicated that there is gender gap between male and

female supervisors similar to leadership positions in ethio telecom. The employee disaggregated

data of ethio telecom (January 2019) also showed that there are 1091 male and 199 female

supervisors in the company. Female supervisors accounts only 15% of the supervisory position.

From this demographic data and from the secondary data source gathered in ethio telecom the

researcher can give two basic reasons for the gender disparity in between male and female

supervisors. The first reason may be ethio telecom has no gender policy in recruitment and

empowerment of female employees. The second reason might be there is no succession plan and

leadership pool to bring female employees to supervisory and leadership positions.

The demographic data showed that 23 (22.5%) supervisors are below the age of 30. From

supervisor respondents 48 (47.1%) are in the age range of 31-40; twenty one (20.6%) supervisors

were in the age range of 41-50 years, and 10 (9.8%) are 51 and above years. The majority (77.5%)

of supervisors are above thirty one years of age. The data showed that the majority of supervisors

were in the middle age range. In this age range supervisors might have experience and maturity to

manage their team and they also would be the next leaders of ethio telecom.

From the demographic data of supervisors participated in this study two (2%) were diploma

holders; seventy three (71.6%) were first degree holders and twenty seven (27.5) have master’s

degree holders. Concerning work experience of respondents, the majority, 72 (70.6%) of them

53
have 3 years and above supervisory work experience. 10 (9.8%) of them served in the range of

1-2 years; seven (6.9%) of them served in the range of 2-3 years. 13 (12.7%) respondents have

below one year supervisory experience.

The demographic data indicated that supervisors in ethio telecom at the head quarter are

educated and have better supervisory experience in leading their teams. This is an opportunity to

the organization to have better leaders in the future succession of leadership positions.

4.2. Analysis and interpretation of the Research Data

Statistical package for social science (SPSS) version 20 was used to produce descriptive

results for analysis. Data of transformational leadership dimensions were analyzed and interpreted

with mean, standard deviations and One-Way ANOVA test.

4.2.1. Description of Leaders’ Responses to Their Leadership Style as

Measured by MLQ

The knowledge of leaders on transformational leadership were evaluated in terms of the

variables of this leadership style. Transformational leadership constituted idealized influe nce

(attribute), idealized influence (behavior), inspirational motivation, intellectual stimulation and

individualized consideration dimensions. Therefore, to obtain a clear understanding of leaders on

the characteristics of transformational leadership, analysis of the transformational leadership

variables presented as follows.

54
Table-5: The Mean Scores on the dimensions of Transformational Leadership style as perceived by
Leaders (Self- rating)
Dimension Code N Min. Max. M SD

Transformational Leadership TFL 80 2.12 4.00 3.3870 .40890

Idealized Influence (Attribute) IA 80 1.50 4.00 3.4563 .49166

Idealized Influence (Behavior) IB 80 2.25 4.00 3.4563 .37689

Inspirational Motivation IM 80 2.60 4.00 3.5150 .35830

Intellectual Stimulation IS 80 2.25 4.00 3.2625 .40154

Individualized Consideration IC 80 2.00 4.00 3.2450 .41610

Min. =Minimum, Max. =Maximum, M=Mean, and SD=Standard Deviation

The above table presents the minimum, maximum, mean and standard deviation scores of

the variables of transformational leadership as perceived by leaders themselves. The data were

obtained from leaders self-rating on the transformational leadership dimensions measured by

MLQ. The computed data indicated that the mean score of inspirational motivation was the

highest, M= 3.5150, SD = .35830. The data showed ethio telecom leaders at head quarter

emphasized more on inspirational motivation of employees to achieve the organizatio na l

objectives and goal. Inspirational motivation is characterized by articulating vision that motivates

and inspires employees, leaders’ commitment to goals and the shared vision, displaying of team

spirit, enthusiasm and optimism about what needs to be accomplished, and express confidence that

goals will be achieved.

The variables idealized influence (Attribute) and idealized influence (Behavior) of

transformational leadership were found the second scores. The mean score of the two variables

was M= 3.4563. The standard deviation (SD) of the variable were .49166 and .37689 respectively.

55
Although the measurement of the instruments of the two variables have different features, the

mean scores were found to be the same with certain differences in standard deviations.

Idealized influence (Attribute) is manifested by characteristics like the values and trust of

followers to their leaders, the commitment and acts of leaders to be role model for their followers

and leaders’ dedication and commitment toward the common interest of the team and the

organization instead of personal motives and interests.

Idealized influence (behavior) describes the emphasis of leaders on the importance of

having collective sense of mission and purpose, challenge old assumptions and approaches in and

a new way, demonstrate standards of ethical and moral conduct in leadership process. Thus, the

result of the quantitative data showed that ethio telecom leaders influence employees to accomplis h

organizational goals applying new ways of doing and approaches. From the mean data results, it

can be deduced that ethio telecom leaders at the head quarter of have the commitment towards

achieving the purpose and goal of the organization.

Among the dimensions of transformational leadership style as measured by MLQ,

intellectual stimulation was found to be the third level. The mean score and standard deviation of

intellectual stimulation were, M= 3.2625, SD = .40154 respectively. Intellectual stimulation is

characterized by suggesting new ways of looking to complete assignments, motivat ing

employees/others to be innovative and creative, get others to look at problems from differe nt

perspectives in solving problems, re-examine critical assumption to questions whether they are

appropriate or not, and involve subordinates/employees in the process of addressing problems and

finding solutions. As compared to other variables ethio telecom leaders stimulate employees less

to be creative and innovative, think critically whether the working systems are appropriate or not

56
and involve employees to solve problems and find solution. Thus, from the data finding it can be

suggested that ethio telecom leaders should focus on the participation of employees in decision

making process and look for ways to make them innovative and creative.

Individualized consideration variable is least as compared to the other variables. The mean

score and standard deviation of individualized consideration were, M=3.2625, SD = .40154

respectively. This dimension of transformational leadership style described in coaching and

mentoring of employees, consider an individual has different needs, ability, and aspiration;

recognize the efforts and contribution of others and assist them to exercise and develop their

potential. The result indicated that leaders in the study organization have less consideration to

individual employee needs and interests and giving recognition the efforts of employees. There

was also less practice in coaching and mentoring and assisting employees to exercise and develop

their potential. Thus, leaders need to focus on the human development and empowerment of

employees considering every individual has the potential to make a difference in achieving

organizational objectives and goal.

Bass and Avoid (1999) recommended that the required mean score for effective leadership

could be greater or equal to three for all variables of transformational leadership style. As indicated

in Table-5, the mean scores of the dimension five of the transformational variables are found to be

above the suggested level. Therefore, we can understand that transformational leadership style was

practiced by ethio telecom leaders at head quarter from the data obtained by the self-rating of

leaders measured by MLQ.

57
 4.2.2. Leaders’ Responses to Open-ended Questions

Selected respondents of this study were asked to respond their view on the following open-

ended questions along with the MLQ instruments.

The first question raised for respondents was to describe the type of leadership style they

most favor to practice. Majority of respondents indicated that they favored to practice democratic

and participative leadership style. Democratic leadership style is characterized by the participatio n

of group members to share ideas and opinions and encouraged to engage in leadership process,

although leaders have the final say over decisions. Participative leadership also involves

consultation, encouragement and facilitation between the leaders and subordinates in decision

making (Daft, 2005). Thus, many respondents preferred democratic and participatory leadership

style to empower employees to achieve the desired goal.

Some respondents expressed that they favored to practice situational leadership. They

argued that situational leadership is preferable for a leader to modify his or her leadership style

according to the context of the situation. This leadership style is preferable either to participate

employees, or to give decision by the leader alone in the context of the operation. Their justifica tio n

was since there is no perfect leadership style, leadership should not be limited to a specific style.

About five respondents expressed that they favor to practice Laissez-faire leadership style arguing

that it enables them to delegate responsibilities to employees. Laissez-faire leadership style gives

the opportunity to empower employees to make decisions and take responsibilities. Some

respondents directly expressed that they favored to practice transformational leadership style.

Others indicated that they favored to practice servant leadership.

58
 The second question raised to respondents was to describe their leadership style as a leader

in ethio telecom. Some respondents explained that they practiced democratic and participatory

leadership creating team spirit and synergy. This leadership style gives freedom to subordinates to

exercise and contribute to the organization’s goal achievement. Others described that they

practiced transformational leadership through coach and mentoring, becoming role model for the

team members, creating team spirit and sense of purpose and empowering team members. Some

said they used to practice flexible or situational leadership style according to the context. Few of

them said they practiced laissez-fair leadership style.

The third question was focused on respondents to describe the type of leadership practiced

in ethio telecom. Some respondents explained that most leaders practice a mix of transactiona l,

autocratic and transformational leadership styles. This is because most of the time leaders try to

balance task and relationship. However, autocratic leadership style is the dominant one.

Other respondents expressed that theoretically ethio telecom leadership is transformatio na l,

but the practice is transactional leadership style. Other respondents, on the other hand, argued that

there is no clear or uniform leadership style in ethio telecom. Some leaders practice

transformational leadership style, some of them exercised autocratic style of leadership. Only few

leaders used to practice strategic leadership model. In the open-ended question, most leaders did

not clearly mention their own leadership philosophy.

From the above responses of leaders, it can be concluded that ethio telecom has not defined

and commonly practice leadership style. The leadership style depends on the level of

understanding and intension of individual leader which could fit to achieve the desired objective

and purpose.

59
 4.2.3. Leaders’ Responses to Interview questions

Semi-structure interviews were undertaken with six selected leaders. The purpose of the

interview was to find out additional information on the knowledge and practice of leaders on

transformational leadership in ethio telecom to triangulate and support the findings of the

quantitative data results. After brief introduction of the purpose of the research, selected leaders of

were interviewed and the responses were presented according the themes of each question raised

in the interview process.

Theme One: Self-description of Transformational Leadership

The first question raised to interviewees was to describe what transformational leadership

meant to them. LD1 described that “Transformational leadership is a democratic and

participative leadership style that enables to participate both leaders and employees in an

organization” (LD1, April 17, 2019).

The other respondent, LD2 (April18, 2019) also stated that:

Transformational leadership is a leadership style that involves all
actors, that is, both leaders and followers to achieve the common
purpose. In the process of transformational leadership, leaders have
great role to show the direction and motivating followers to work with
passion. In this type of leadership employees are empowered and there
is shared leadership.

The same question was raised to LD3 (April 24, 2019) to describe transformatio na l
leadership. The respondent described it as follows:
Transformational leadership is a modern approach of leadership which
requires the participation and involvement of both the leader and
followers. There is influence and good relationship between the leader
and followers in leadership process. Leaders and follower Work
together for mutual benefit and long term strategic goals.

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In the interview with LD4 (May 1, 2019), the interviewee stated that:
Transformational leadership is one of the recent and advanced type
of leadership in organization that leaders and employees have good
relationship and interaction. In transformational leadership it is not
the leader’s interest dominates the leadership process, rather both the
leader and followers views and interests reflected for the common
purpose and shared goal.

Similar question was raised to LD5 (May 6, 2019) to describe what transformational leadership

is meant to her. She stated that:

Transformational leadership is purpose oriented leadership style that

actively involves both the leader and employees in organizations for
common goal and mutual benefit. In this type of leadership, the boss
is the desired goal, and everyone works towards achieving the
intended result. In the leadership process, there is commitment and
dedication in both the leader and followers.

In the interview with LD6 (May 10, 2019), the interviewee described it as follows:
Transformational leadership is a democratic style of leadership that
enables subordinates or followers to actively participate and
empowers them to reflect their views in the decision making process.
It is not the leader alone who designs objectives and goal of the
organization, but employees equally participate in planning and
implementation process. Employees challenge the existing working
system and perform their activity with foresighted belief and
assumption. Everyone believes he/she has share in the best
achievement of the organization’s goal.

Theme Two: Relationships of Leaders and Employees

The second question was raised to interviewees to describe the work relationship between leaders

and employees in ethio telecom.

Regarding the relation of leaders and employees LD1 in the interview discussion (April 17, 2019)
expressed that:
In my observation in the day to day activities of different divisions
including in my department there is a gap in the relationship and
interaction between leaders and employees. Some leaders exercised
autocratic style of leadership, others tend to practice participatory and
democratic leadership style. Some leaders focused on the work done
and target achievement disregarding the interest of employees. The

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 culture of sharing knowledge and experience between leaders and
employees and among employee themselves is not well developed.
Most employees are not inspired, motivated and committed to the
envisaged transformation of the company. So, I do not think the
relationship between leaders and employees is interactive.

Similar question was raised to LD2 (April 18, 2019) about the work relationships of leaders and
employees in ethio telecom. The interviewee leader stated that:
Employees were in a range of low and medium in motivation and engagement.
Most employees are more of demanding incentives than to deliver beyond their
self-interest. The basic reasons were leaders did not influence and motivate
employees to be actively engage in all operational activities. This limitation
mainly accounted to the leadership practice of leaders at all levels.
Nevertheless, ethio telecom has started to transform the company reforming
the organizational structure, service modalities, empowering leaders and
employees to make the company efficient with the ever coming stiff
competition. Therefore, human development through training based on
competency assessment, proactively fill the competency gap and
empowerment has given priority according to the human resource
development strategy of the organization.

In the interview discussion with LD3 (April 24, 2019) similar question was raised about the

relation of employees and leaders. The interviewee responded that:

Transformational leadership demands positive relation and interaction

between and among leaders and employees. However, in ethio telecom most
leaders do not fully participate employees in the time of planning,
implementation and in the decision making process. Their focus is mainly to
meet the targets that were already set. Employee empowerment through
coaching and mentoring and consideration of individual needs and interests
are not commonly practiced by all levels of the management. Such
limitations of leaders in the organization were raised in different evaluative
meetings. I think the top leadership is trying to improve leader-employee
relation creating smooth working environment.

In the interview with LD4 (May 1, 2019) the same question was raised on the work

relationship of leaders and employees in ethio telecom. The respondent expressed his observation

and experience indicating that:

In my experience I tried to create good relationship with my team. I also

observe similar practices in other leaders. When critical business incidents and
assignments are happening, leaders give direction without proper discussion

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 with employees. This is actually the nature of the business. But such kind of
leadership mostly creates dissatisfaction and less motivation in employees. In
turn, such leadership actions affect the work relationships of leaders and
employees. So, in my opinion the relation between leaders and employees is
not in the expected level.

The response of LD5 was almost similar to the other respondents. In the interview

discussion (May 6, 2019) the respondent stated that:

The work relationship between leaders and employees is reward based

approach. The organizational culture and the leadership styles practiced in the
company do not promote interaction and effective relationships between
employees and leaders toward the common purpose and shared vision. In my
opinion, leaders lack strategic and people development thinking. Most leaders
focused on routine activities. Such leadership style and practice adversely
affect the relationship of leaders and employees.

In the interview discussion with LD6 (May 10, 2019) the respondent described that:
The leadership culture of ethio telecom is not employee oriented. Teamwork
is usually viewed from target achievement. The room for social relation and
interaction of leader-employee is not created in the expected level. there is
visible gap even between different levels of leaders. The fact that this also has
effect in employees relation within and across divisions.

Theme Three: Leadership Style in ethio telecom

The third question raised during the interview session was whether the leadership style of

leaders goes along with the current transformation of ethio telecom.

Regarding to the above question LD1 stated that “ethio telecom is under transformatio n.

However, leaders practice different styles of leadership which is inconsistent with the ongoing

transformation. There is no shared leadership style at all levels of leadership. I think organizatio na l

transformation and transformational leadership is not well understood by most leaders at all levels”

(April 17, 2019).

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 The same question was raised to LD2 and argued that “Transformational leadership is

practicing particularly in the top leadership level. Short term trainings were given on

transformational leadership to top and middle level leaders. Leaders are also empowered to lead

their own domain. Thus, transformational leadership is certainly started to practice along with the

current transformation of the company” (April 18, 2019).

The third key informant (LD3) in the interview discussion (April 24, 2019) responded that:
It seems that transformational leadership elements are exercised in the top
and middle level leaders. However, the top leaders sometimes exercise
autocratic leadership. In most cases leaders practiced both democratic,
autocratic, transactional in business aspects, transformational elements and
often times laissez fair leadership styles. The organization’s leadership style
is not clearly communicated leaders to act accordingly. There is
understanding gap and limitation to practice transformational leadership to
coup up with the transformation process. There is also attitudinal problems
and lack of commitment to practice transformational leadership with self-
initiative and dedication. These may be resulted due to absence of clear
direction and communication where the transformation leads and determines
the fate of the organization in the future.

The relation of organizational transformation and the leadership style and practice of leaders was

commented by LD4 in the interview discussion (May 1, 2019). The respondent pointed out that:

ethio telecom has no defined organizational leadership philosophy.

Moreover, the organization does not clearly communicate the leadership
style leaders should practice across the company. Capacity building in
transformational leadership is very limited. Most leaders do not have clear
picture of the organizational leadership rather than doing the usual business.
Moreover, there is no succession plan and leadership pool in the company.
These and other factors are challenges to the practice of transformational
leadership in ethio telecom.

The relation of leadership practice and organizational transformation was commented by another
key informant. The interviewee expressed that:
Leadership style has key role in organizational transformation. It should be
led by consistent transformational leadership style. However, in ethio
telecom the leadership practice seems predominantly transactional

64
 leadership style. Of course, flexibility of leadership according to the
situation is important. Organizational restructuring, new service delivery
system and capacity building of leaders and employees are undertaking in
the organization. The top leadership had made discussion with leaders and
employees about the need to transform the organization to embrace
challenges and opportunities that will come in the near future. But there is
no clear picture on the type of leadership style and the need to practice shared
transformational leadership across the company (LD5, May 6, 2019).

The issue of the relation between leadership practice and organizatio na l

transformation in ethio telecom was also commented by another respondent. LD6 in the
interview session (May 10, 2019) stated that:
The leadership style currently practiced, and the envisaged transformation are
not in the same direction. Organizational transformation has to be governed
and led by transformational leadership style. But the reality is different. There
is no consistent leadership practice commonly shared by all leaders. This
limitation was indicated in the previous “Organizational Health Survey”
study, four years ago. Yet, there is no change in the organizational leadership
culture and style.

Theme Four: Challenges in Transformational Leadership Practice

Having discussed with interviewees about the way they understand and describe

transformational leadership, employee-leader relation and the leadership style and practice

in ethio telecom, the last question raised to them was the major challenges observed in

transformational leadership practice in ethio telecom.

The first respondent indicated that “Transformational leadership is not well understood even

by the top leadership. There is conceptual gap on the need to practice transformation leadership to

transform the organization. I think this is the major challenge to practice transformatio na l

leadership in ethio telecom” (LD1, April 18, 2019).

Another respondent also expressed that “Short term leadership training is being delive red

according to the level of leaders. But the training content does not show the leadership style ethio

65
telecom need to follow and practice. The training content does not include the features and

dimensions of transformational leadership. This is a challenge to practice transformatio na l

leadership” (LD2, April 18, 2019).

The third respondent also indicated that “Transformational leadership is not communicated

to leaders and employees. It is not included in the contents of the leadership training given by

Telecom Excellence Academy. There is also knowledge gap and conceptual clarity on

transformational leadership among leaders. This is major challenge to practice transformatio na l

leadership in the organization (LD3, April 24, 2019)

Another respondent also stated that “I presumed that the top leadership does not have clear

picture how organizational transformation is accompanied by transformational leadership style.

Most leaders do not understand the direction and fate of the organization. Majority of leaders are

in the middle of the road. This is a big challenge to accommodate transformation and to practice

it” (LD4, May 1, 2019).

The next respondent also commented that: “The leadership practice and the envisage

transformation of the organization are not going in equal direction. Leader practice what they

believe and got accustomed. If organizational transformation is not lead by transformatio na l

leadership philosophy, there will be challenges to become competent in the time of liberaliza tio n

of telecom sector” (LD5, May 6, 2019).

The last respondent indicated that “Both leaders and employees are not well informed about

the transformation of ethio telecom and transformational leadership. If transformation is inside-

out, it should be supported by transformational leadership practice and there has to be common

66
understanding about it. But the reality is different. I think this is the gap and big challenge” (LD6,

May 10, 2019).

4.2.4. Description of Supervisors’ perception on Transformational

Leadership practice as Measured by MLQ

Table-6: The Mean Scores on the Dimensions of Transformational Leadership as

Perceived by Supervisors (Other-raters)
Dimension Code N Min. Max. M SD

Transformational Leadership TFL 102 .81 4.00 2.8147 0.7527

Idealized Influence (Attribute) IA 102 .83 4.00 2.8301 0.72287

Idealized Influence (Behavior) IB 102 1.00 4.00 2.9216 0.74377

Inspirational Motivation IM 102 1.17 4.00 2.8693 0.69717

Intellectual Stimulation IS 102 .80 4.00 2.7858 0.76470

Individualized Consideration IC 102 .25 4.00 2.6667 0.83498

Min. =Minimum, Max. =Maximum, M=Mean, SD=Standard Deviation

Table-6 depicts the minimum, maximum, mean and standard deviation scores of the

variables of transformational leadership dimensions as perceived by supervisors (other-raters).

Interpretation of the data and findings in the following discussion indicated how supervisors

perceived the practice of leaders on transformational leadership in ethio telecom at the head quarter

and their influence on employees performance and work relation. To identify the understanding of

supervisors on the attribute, behavior and practice of leaders, the instruments used to measure the

variables of transformational leadership were classified and the mean scores and standard

deviations of the variables were computed.

The Mean score of idealized influence (Behavior) was the highest as compared to other

variables, M = 2.9216, and SD= .74377. The mean score of idealized influence (Attribute), M =2.

67
8301, SD= .72287 which was almost similar with the mean score of inspirational motivation, M=

2.8693, SD= .69717. The two variables scored second, and the mean of intellectual stimulatio n,

M= 2.7858, SD= .76470 was in the 3rd level. The Minimum mean score was individualized

consideration, M= 2.6667, SD=.83498. The mean score and standard deviation of the total

transformational leadership variables was M= 2.8147, SD = .52316.

The result of the study indicated that supervisors as intermediate group leaders between the

management and employees were ideally influenced by the behavior of their leaders. The leaders

emphasize the importance of having a collective sense of purpose, listens closely the ideas of

others, considers the moral and ethical consequences of decisions and communicate about their

most important values and beliefs to the employees. Supervisors were certainly inspired and

motivated by their leaders. Leaders also instilled pride in supervisors working with them,

enthusiastically express to their team about what needs to be accomplished and display team spirit,

enthusiasm and optimism. The result depicted that leaders in the study organization have less

consideration to their subordinates. Generally, the mean score of all the dimensions of

transformational leadership, M= 2.8147, was found to be below the values suggested by Bass and

Avolio (1999) of effective transformational leadership.

68
 4.2.5. Comparison of leaders’ and Supervisors’ Response on MLQ

Table-7: Comparison of Leaders’ and Supervisor’ Responses Measured by MLQ

Variables Group N Mean Std. Std. 95% Confidence
Minimum Maximum
Deviation Error Interval for Mean
Lower Upper
Bound Bound
Aggre gate of Leader 80 3.3870 .30880 .03453 3.3183 3.4557 2.27 3.96
T ransformational
Supervisor 102 2.8147 .66329 .06568 2.6844 2.9450 1.04 3.93
Le ade rship
(TLF)

Idealized Leader 80 3.4563 .49166 .05497 3.3468 3.5657 1.50 4.00

Influence Supervisor 102 2.8301 .72287 .07157 2.6881 2.9721 .83 4.00
Attribute (IA) Total 182 3.1053 .70301 .05211 3.0025 3.2081 .83 4.00

Idealized Leader 80 3.4563 .37689 .04214 3.3724 3.5401 2.25 4.00

Influence Supervisor 102 2.9216 .74377 .07364 2.7755 3.0677 1.00 4.00
Behavior (IB) Total 182 3.1566 .66446 .04925 3.0594 3.2538 1.00 4.00
Leader 80 3.5150 .35830 .04006 3.4353 3.5947 2.60 4.00
Inspirational
Supervisor 102 2.8693 .69717 .06903 2.7323 3.0062 1.17 4.00
Motivation (IM)
Total 182 3.1531 .65615 .04864 3.0571 3.2491 1.17 4.00

Intellectual Leader 80 3.2625 .40154 .04489 3.1731 3.3519 2.25 4.00

Stimulation Supervisor 102 2.7858 .76470 .7572 2.6356 2.9360 .80 4.00
(IS) Total 182 2.9953 .67303 .04989 2.8969 3.0938 .80 4.00

Individualized Leader 80 3.2450 .41610 .04652 3.1524 3.3376 2.00 4.00

Consideration Supervisor 102 2.6667 .83498 .08268 2.5027 2.8307 .25 4.00
(IC) Total 182 2.9209 .73991 .05485 2.8127 3.0291 .25 4.00

Table-7 shows the mean scores of leaders and supervisors responses measured on MLQ.

The statistical analysis was made using one-way ANOVA in SPSS. Among the transformatio na l

dimensions, leaders rated themselves higher for inspirational motivation. The mean score of

individualized consideration was found to be the least as compared to other variables of

transformational leadership. The mean score of all dimensions of transformational leadership rated

by leaders was 3.3870, which is in the suggested range of effective leadership (Avolio and Bass,

1999).

69
The supervisors rated their leaders higher for idealized influence (behavior) with the mean score,

M=2.9216 and least for individualized consideration with mean score, M=2.6667. The mean score

for all dimensions of transformational leadership rated by supervisors was 2.8147. The result was

below the suggested range of effective transformational leadership style.

4.2.6. Transformational Leadership Style Perceived by Leader and

Supervisor respondents as Measured by MLQ

Table-8: Description of the Aggregate Mean Scores of the Dimensions of Transformational Leadership
as perceived by leaders and Supervisors
95% Confidence Interval for Minimum Maximum
N Mean Std. Std.
Mean
Deviation Error Lower Bound Upper Bound

Leader 80 3.3870 .30880 .03453 3.3183 3.4557 2.27 3.96

Supervisor 102 2.8147 .66329 .06568 2.6844 2.9450 1.04 3.93
Total 182 3.0662 .60684 .04498 2.9775 3.1550 1.04 3.96

The data in Table-8 indicated the aggregate mean and standard deviations scores of all the

variables of transformational leadership as perceived by leaders and supervisors. The aggregated

mean of the merged data indicated that the mean score of all dimensions of transformatio na l

leadership was 3.0662. According Bass and Avolio (1999) the mean score for effective

transformational leadership should be 3 and above points for all dimensions of transformatio na l

leadership. However, the aggregate mean score was at the border of the standard value.

4.2.7. Description of the ANOVA Test on Transformational Leadership

Table-9: The Aggregate Mean of One-Way ANOVA test Results

Sum of Squares df Mean Square F Sig.
Between Groups 14.686 1 14.686 50.866 .000

Within Groups 51.969 180 .289

Total 66.655 181

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 The ANOVA test is the analysis of variance- variance that will exist between groups. It is

a factorial analysis of variance between and within groups. The above table contained Sum of

Squares, degree of deference, mean square, F value and significant difference or P-value.

If the significance level (p) is equal or less .05, it is considered that there was a significa nt

difference between the two group means, and if the significance level (p) is greater than 0.05, this

shows there was no significant difference between the two group means. In the above data

F (1, 180) =50.866, P<.001. The P value in Table-9 was .000. But we would not report significa nce

as ‘000’ because the probability is not actually ‘0’, instead P<.001. Thus, The P-value between

leaders and supervisors was much smaller than .05. The result clearly indicated that there was a

significant difference between ethio-telecom leaders and supervisors on the understanding of the

practice of transformational leadership in the organization.

The other important aspect in ANOVA test analysis, if the F score gets higher, the lower

be the significant score value. Thus, the F-value in Table-9 was 50.866. The result showed there

is lower score value and this implied the was significant difference between the two groups, i.e.,

leaders and supervisors on the perception or understanding of the practical implementation of

transformational leadership in ethio telecom.

Secondary Data

Secondary data was reviewed in this study. A recent document reviewed in this study was

the compiled report of ethio telecom in March 2019. ethio telecom had arranged session to discuss

with the maximum number of employees to review and evaluate the first half year performance of

2018 in February 2019 under the motto of “Shaping the Future to Make a Difference.” The

compiled report (March 2019) indicated that there is a gap in common understanding between

71
management and employees about the operation of the organization. The report indicated that

leaders have limitation in understanding to solve employee concerns. There is also gap on common

understanding and interaction between the management and employees. Some leaders make

decision emotionally without considering its outcome. They do not treat all employees equally and

do not take risks. Some leaders exercised their power /Authority improperly. They reject others’

ideas and act simply as a boss. They exercised irresponsible and unaccountable leadership practice

with unprofessional intervention (Compiled report of ethio telecom, March 2019).

Employees recommended that ethio telecom need to work to improve leadership qualities,

enhance management-employee interaction, follow- up and support employee-manage me nt

relations and focus on management and employee empowerment.

4.3. Discussion on the Result of Data Analysis and Interpretation

The main objective of this research was to asses and examine the level of the understanding

and practice of ethio telecom leaders at the head quarter on transformational leadership facets.

The study has taken a sample of 82 leaders to represent from total of 268 leaders working

at the headquarter of ethio telecom. 106 supervisors were also taken as sample respondents from

527 supervisors working at the headquarter using stratified random sampling technique. The

sample population were considered to be representative of both leaders and supervisors in their

responses in both quantitative and qualitative data.

The instruments used to measure leadership style were Multifactor Leadership

Questionnaire, open-ended questions and interview. The Multifactor Leadership Questionna ire

72
(MLQ) have not only been adopted from previous researches whose reliability and validity have

widely been proved and they were also tested for this research in the pilot test.

The demographic data of respondents’ sex, age, position, educational level and work

experience were computed using frequency and percentile. The demographic data revealed that

both leaders and supervisors have better educational level and work experience and they are fitted

to their respective positions. But the personal information of respondents showed that both the

leadership and supervisory positions were male dominated. The secondary data, disaggregated

data of ethio telecom (January 2019), also indicated there was visible gender disparity in leadership

and supervisory positions.

Descriptive statistics in the form of arithmetic mean and standard deviation for the

quantitative data gathered from respondents were computed for the multiple dimensions that have

been assessed using questionnaires. The results indicated that the mean values for the

transformational leadership dimensions, rated by leader and supervisor respondents were 3.3870

and 2.8147 respectively. From the mean scores it can be deduced that leaders practiced

transformational leadership elements focusing on motivating employees to achieve organizatio na l

targets, but they displayed least in individualized consideration in coaching and mentoring,

supporting employees to exercise their potential, participating decision making process and

considering every employee as having individual needs and interests.

The average mean of Supervisors, M=2.8147, was below the required mean of

transformational leadership. The result implied supervisors perceived transformational leadership

practice was not effectively implemented in ethio telecom.

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 Leaders responded in the quantitative data through the questionnaire they have the

understanding and practice of transformational leadership elements. But, the findings of open-

ended and interview questions revealed that leaders certainly practice elements of transformatio na l

leadership, however, there was no clearly defined leadership style commonly practiced by all

leaders in ethio telecom. The analysis of the aggregate mean in ANOVA test also revealed there

was significant differences in the perception or understanding of leaders and supervisors about the

practice of transformational leadership by ethio telecom leaders at the head quarter. Therefore,

transformational leadership was not practiced effectively in the organization in the expected level.

The secondary data source also confirmed that there was no common understanding

between leaders and employees about organizational transformation. Employees ideas and

concerns were not considered and valued in operational activities. Thus, employee-manage me nt

relation and interaction were not encouraging. Most leaders usually make decisions without the

participation and knowledge of employees. These are against the characteristics of

transformational leadership.

From the results of the primary and secondary data sources it can be deduced that there is

understanding gap about transformational leadership aspects by ethio telecom leaders and there

was no shared leadership style in the organization.

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 CHAPTER FIVE

5. Summary, Conclusion and Recommendation

This chapter deals with summary of major findings, conclusions drawn from the study and

recommendations forwarded that could be solutions for problems investigated in the study.

Discussions were made based on the basic questions, results of statistical data analysis and related

data source findings of chapter four.

5.1. Summary of Major Findings

The main purpose of the study was to assess knowledge and practice of leaders on

transformational leadership in ethio telecom at head quarter. To meet the objectives of the study

the basic research questions were addressed here under:

1. How do leaders in ethio telecom at the head quarter understand the dimensions of

transformational leadership?

2. How do leaders in ethio telecom at the head quarter practice their leadership approach

related to transformational leadership characteristics?

3. To what extent ethio telecom leaders at the head quarter practice the dimensions of

transformational leadership as measured by MLQ?

4. Is there any difference in how leaders and supervisors perceive the practice of

transformational leadership characteristics in ethio telecom at the head quarter as

measured by MLQ?

75
 In order to get the required information and to address the above basic research questions,

stratified random sampling technique was used and the quantitative data were analyzed using

Statistical package for social science (SPSS) version 20. Primary data were collected from ethio

telecom leaders and supervisors at the head quarter using Multifactor Leadership Questionna ire

(MLQ) with certain modification. The MLQ contain 20 items for leaders and 23 for supervisors to

measure the five dimensions of transformational leadership style. The questionnaires for leader

respondents include open-ended questions. To triangulate the statistical data findings, qualitative

data through semi-structured interview and secondary sources were gathered in this research. To

assess the demographic characteristics of the respondents, some variables were included in the

questionnaires.

The questionnaires were pilot tested in order to avoid ambiguity. Based upon comments,

necessary adjustments were made before distribution.

In this research, data was collected from a total of 182 respondents constituting 80 leaders

and 102 supervisors. From the total of 188 distributed questionnaires, 182 questionnaires were

properly filled and returned. The return rate of the distributed questionnaire was 97.5% for leaders

and 96.2% for supervisors. The statistical tools used to analyze the data were frequency, percentile,

mean, standard deviation and One-Way ANOVA test. Eventually, the following major findings

were obtained from this research.

➢ To assess the knowledge and practice of leaders on transformational leadership style in

ethio telecom questionnaires were distributed to leader respondents focusing of the five

dimensions of transformational leadership. Among the five facets of transformatio na l

leadership inspirational motivation was the highest with mean score (M=3.5150, SD=

76
 .35830) and individual consideration mean score (M=3.2450, SD = .41610) was the least

as compared other dimensions. The mean score of the overall transformational leadership

was (M= 3.3870, SD= .40890). The data indicated that leaders of ethio telecom perceived

themselves as they have good understanding and practice of transformational leadership.

➢ Regarding to the response of supervisors, the mean score of idealized influence (Behavior)

was the highest and better as compared to other variables, (M = 2.9216, and SD= .74377).

The Minimum mean score was individualized consideration (M= 2.6667, SD=.83498). The

result indicated that the mean score is below the standard of effective transformatio na l

leadership style.

➢ The aggregate mean score results of leaders and supervisors was analyzed using One-Way

ANOVA test. From the result of the test analysis researcher understood that there was

significant difference in the understanding between leaders and supervisors on the practice

of transformational leadership in ethio telecom at head quarter. Therefore, the result

indicated that there was no effective practice of transformational leadership in ethio

telecom to enhance the ongoing transformation of the organization.

➢ In open-ended questions filled in by leaders revealed that there is no uniform leadership

style in ethio telecom. Some mentioned they practice transformational leadership, others

autocratic style of leadership, and few of them mentioned situational leadership. Most

leaders did not clearly mention their own leadership style they practice. This could be lack

of understanding the leadership style they are expected to practice in the leadership process.

➢ To triangulate the respondents’ view, semi-structured interview was used to gather

available data from selected leaders. The central questions raised during the interview were

77
 to mention their understanding of transformational leadership and describe the leadership

style practiced in ethio telecom. The interview results also revealed leaders certainly

practice elements of transformational leadership but there is no shared leadership style

commonly practiced by all leaders of ethio telecom. The researcher understood that there

is no consistent leadership style uniformly practiced by ethio telecom leaders.

5.2. Conclusion

On the basis of the above data analysis, interpretations, and summary of major findings, the
following conclusions were drawn.

➢ Researches indicated that women leaders have better attributes on people development, role

modeling, inspirational motivation and participating employees in decision making process.

However, the demographic data indicated that in ethio telecom there are visible gender

disparities both in the leadership and supervisory positions. The limited number of women

in the leadership position might be a barrier to leaders to have different perspectives in

leadership and decision making process. It has also impact in enhancing effective

transformational leadership in the organization.

➢ From the findings of the quantitative data gathered from leader respondents it can be

concluded that ethio telecom leaders understands and practice transformational leadership

style. However, the supervisors responded that leaders were not practicing transformatio na l

leadership effectively. The qualitative data also confirmed that there are elements of

transformational leadership in the leadership practice of ethio telecom, but it is not

implemented effectively by all leaders. Therefore, the researcher concluded that there is

knowledge or understanding gap of leaders in internalizing facets of transformatio na l

78
 leadership. As a result, transformational leadership is not uniformly and effective ly

practiced in ethio telecom in the expected level.

➢ The response of leaders in the open-ended questionnaires and interviews vindicated that

there are different leadership styles practiced in ethio telecom. Some leaders boldly stated

that there is no defined leadership style shared and practiced by all leaders. The absence of

shared leadership culture might adversely affect the envisaged transformation of the

organization.

➢ In general, according to supervisors’ responses and interview results, leaders in ethio

telecom were not exercising transformational leadership in the expected level, and they do

not also practice a shared leadership style. These may be the absence of proper training and

communication to have a shared leadership culture. These limitations affect the work

relationship between leaders and employees and working culture of the organization. As a

result, the remarkable improvement of service delivery in the organization would be

affected.

5.3. Recommendation

On the basis of the findings and conclusions drawn from the research data, the researcher

recommends that the following measures need to be taken by ethio telecom in order to improve

the understanding and practice of leaders on transformational leadership which will have positive

impact on organizational development and effectiveness.

1. Various researches indicated that women have indispensable contribution in modern

leadership, particularly in transformational leadership. They are more focused on people

79
 development, inspiration and participation in decision making process. To have effective

transformational leadership practice in the organization, ethio telecom should have gender

policy to empower and bring women into leadership positions focusing on building their

capacity through education and training. The researcher also recommends the need to have

leadership pool to bring capable women in leadership positions.

2. This study revealed that leaders in ethio telecom have limitation in understanding

transformational leadership aspects and practicing them effectively. To fill the existing gap

on transformational leadership, ethio telecom should devise strategy to make

transformational leadership well understood and become practically implemented in the

leadership process across the company at all levels of leadership. This could be

implemented with regular and continues in-service leadership training on transformatio na l

leadership. This may enable leaders of ethio telecom to develop their knowledge,

awareness, and skill about transformational leadership behaviors and how to implement it

involving employees. For effective implementation, Telecom Excellence Academy

(TExA) need to devise its existing leadership training model and strategy.

3. From the research data it was understood that leaders at different level exercised differe nt

leadership styles. Based on this fact, the researcher recommends ethio telecom should focus

on enhancing the need to practice transformational leadership style across the company

using different mechanisms, like internal communication that enable leaders to have a

crystal clear understanding and purpose, arranging short term trainings, experience sharing,

role modeling by the top leadership, etc., to achieve the intended outcomes.

80
 5.4. Recommendations for future research

➢ The scope of the study can be further increased and enriched to include more variables in

future studies like personal influences and institutional factors in understanding and

practice transformational leadership styles.

➢ Further research needs to be carried out why transformational leadership is not well

understood and practiced effectively. Above all, why leaders of ethio telecom do not have

shared and common leadership style across the organization using other instruments to see

the consistency of the findings of this study and to fill the existing gap.

➢ The scope of the study can be further increased throughout the company using more

instruments and frameworks in future studies focusing the overall institutional situatio ns

and behavior of leaders in the organizational leadership. Hence, researchers might further

examine transformational or other effective leadership styles useful to ethio telecom with

the involvement of employees and leadership groups.

81
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 Appendices

Appendix I

Multifactor Leadership Questionnaire (MLQ-5X form)

Scale and corresponding value assigned
0 1 2 3 4
Expressive statements (Items)
Expressive statements on Idealized-Attri butes Not Once in Someti Fairly Frequently,
at all a while mes often if not always
Acts in ways that builds my respect
Displays a sense of power and confidence
Goes beyond self-interest for the good of the group
Instills pride in me for being associated with him/her

Expressive statements on Idealized- behavior

Considers the moral and ethical consequences of decisions
Emphasizes the importance of having a collective sense of mission
Specifies the importance of having a strong sense of purpose
Talks about their most important values and beliefs
Expressive statements on intellectual stimulation (IS)
Gets me to look at problems from many different angles
Re-examines critical assumptions to question whether they are
appropriate
Seeks differing perspectives when solving problems
Suggests new ways of looking at how to complete assignments
Expressive statements on inspirational motivation (IM)
Articulates a compelling vision of the future
Expresses confidence that goals will be achieved
Talks enthusiastically about what needs to be accomplished
Talks optimistically about the future
Expressive statements on individualized consideration (IC)
Considers me as having different needs, abilities, and aspirations
from others
Helps me to develop my strengths
Spends time teaching and coaching
Treats me as an individual rather than just as a member of a group
© 1999 Bernard M. Bass and Bruce J. Avolio

85
 Appendix II

Addis Ababa University

College of Education and Behavioral Studies
Department of Educational Leadership and Management

QUESTIONNAIRE to be filled in by ethio- telecom Leadership position holders at Head Quarter

Dear Respondent,
This questionnaire is prepared for research purpose in master’s degree entitled “Perception and Practice
of Leaders on Transformational Leadership in ethio-telecom.” The questionnaire is aimed for academic
purpose focusing on how ethio telecom leaders perceive and practice transformational leadership. The
information you provide will be kept confidential and they will be used for the study purpose only. I am
requesting you to fill this questionnaire genuinely. Your accurate response makes the paper very much
valuable. So, please read it carefully and give your conscious opinion.

Thank you in advance for your honest cooperation!

Demographic Information of the respondents

Please put a tick ( ) mark inside the box that indicate your level of agreement for each question.

1. Sex:
A) Male ( ) B) Female ( )
2. Age:
a) Less than 30 ( ) b) 31-40 ( ) c) 41-50 ( ) d) 51 and above ( )

3. Position:
a) Chief Officer ( ) b) Director ( ) c) Manager ( )

4. Education level:
a) College diploma ( ) b) First degree ( ) c) master’s degree and above ( )
5. How long you have been working at your current or most recent position?
a) below 1 year ( ) b) 1-2 years ( ) C ) 2- 3 years ( ) d) 3 years and above ( )

This questionnaire is used to describe leader’s attribute, behavior and practice on transformational
leadership. Please judge and mark “X” against the number that corresponds with how frequently each
statement fits to describe your current or recent leadership style in the position you are holding.

86
 Use the following response rating scale ranging between 1 to 4. That is,
4=Always; 3 = Frequently; 2 = Sometimes; 1= Once in a while; 0= Not at all

S/ N Description of leaders’ attribute, behavior and practice 0 1 2 3 4

1 I have clear set of values and act as a role model for my team
2 I demonstrate high standards of ethical and moral conduct in my leadership
3 I always Articulate a vision that motivates and inspires my team with optimism
about future goals
4 I emphasize the importance of having a collective sense of mission
5 I demonstrate commitment to goals and the shared vision
6 I display team spirit, enthusiasm and optimism
7 I express confidence that goals will be achieved
8 I go beyond self-interest for the common interest of the team and the
organization
9 I get others to look at problems from different perspectives when solving
problems
10 I help others to develop their strengths
11 I motivate employees to be innovative and creative
12 I usually challenge old assumptions and approaches in a new way
13 I do not emphasize my own point of view at the expense of others

14 I get others to re-think ideas that they had never questioned before

15 I encourage my team/employees to involve in the process of addressing

problems and finding solutions
16 I spend time coaching and mentoring leaders/employees under my supervision

17 I provide others recognition in exchange for their efforts

18 I talk most of the time about the important values of my team

19 I consider an individual as having different needs, abilities, and aspirations from

others
20 I listen very carefully to the ideas of others before making decisions
20

Source: Bernard M . Bass and Bruce J. Avolio (1995). M ulti-factor Leadership Questionnaire. M ind Garden

21. What type of leadership style you most favor to practice?------------------------------------------------------

-------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------

22. How do you describe your leadership style as a leader in ethio telecom?-------------------------------------
-------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------
23. How do you describe the leadership style currently practiced in ethio telecom?
-------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------

87
 Appendix III

Addis Ababa University

College of Education and Behavioral Studies
Department of Educational Leadership and Management

QUESTIONNAIRE to be filled in by ethio- telecom Supervisors at Head Quarter

Dear Respondent,
This questionnaire is prepared for research purpose in master’s degree entitled “Perception and Practice
of Leaders on Transformational Leadership in ethio-telecom.” The questionnaire is aimed for academic
purpose focusing on how ethio telecom leaders perceive and practice transformational leadership. The
information you provide will be kept confidential and they will be used for the study purpose only. I am
requesting you to fill this questionnaire genuinely. Your accurate response makes the paper very much
valuable. So, please read it carefully and give your conscious opinion.

Thank you in advance for your honest cooperation!

Demographic Information of the respondents

Please put a tick ( ) mark inside the bracket to indicate your level of agreement for each question.

6. Sex:
a) Male ( ) b) Female ( )

7. Age:
a) Less than 30 ( ) b) 31-40 ( ) c) 41-50 ( ) d) 51 and above ( )

8. Education level:
a) College diploma ( ) b) First degree ( ) c) master’s degree and above ( )

9. How long you have been working at your current or most recent position?
a) below 1 year ( ) b) 1-2 years ( ) C ) 2- 3 years ( ) d) 3 years and above ( )

This questionnaire is used to describe leader’s attribute, behavior and practice on transformational
leadership in ethio telecom. Please judge and mark “X” against the number that corresponds with how you
perceive your leaders leadership style while you are working in your current position or the most recent
work you carried out.

88
Use the following response rating scale ranging between 0 to 4. That is, 4 = Always;
3 = frequently; 2 = Sometimes; 1= Once in a while; 0 = Not at all

S/ N description of the leaders’ attribute, behavior and practice 0 1 2 3 4

1 He/she emphasizes the importance of having a collective sense of purpose

2 He/she communicates the vision of the future that motivates me and the
entire team
3 He/she instills pride in me for being working with him/her
4 He/she expresses confidence that goals will be achieved
5 He/she displays team spirit, enthusiasm and optimism
6 He/she goes beyond self-interest for the good of the team and the
organization
7 He/she acts in ways that builds my respect and confidence
8 He/she talks enthusiastically about what needs to be accomplished
9 He/she expresses an attractive perspective of the future
10 He/she seeks different perspectives when solving problems
11 He/she gets me to look at problems from different angles
12 He/she suggests new ways of looking at how to complete assignments
13 He/she encourages and coaches me to use my energy and efforts in the right
direction
14 He/she involves me in the process of addressing problems and finding
solutions
15 He/she respects and recognizes individual contribution to the
team/organization
16 He/she spends time in coaching and mentoring me
17 He/she helps me to develop my strength
18 He/she uses methods of leadership that are satisfying
19 He/she is trusted and ethically governed in his/her leadership
20 He/she is effective in meeting organizational requirements
21 He/she listens closely the ideas of others those even disagree with him/her
22 He/she considers an individual as having different needs, abilities, and
aspirations from others
23 My leader motivates, inspires and stimulates me and the entire team
members to achieve the organization’s goal.
Source: Bass, B.M . &Avolio, B.J. (1995). M ulti-factor Leadership Questionnaire (M LQ). M ind Garden

89
 Appendix IV

Addis Ababa University

College of Education and Behavioral Studies
Department of Educational planning and Management

The interview questions prepared for leaders

Dear respondents!
These Interview questions are prepared for leaders of ethio telecom at head quarter

▪ The answers you give are for academic purpose and it is strictly confidential.
▪ You are not required to tell your name and position.
▪ Thank you in advance for your honest cooperation.

Interview questions

➢ What is transformational leadership for you? How do you describe it?

➢ How do you describe the work relationships between leaders and employees in ethio telecom?

➢ Do you think that the leadership style practiced by leaders of ethio telecom goes along with the current
transformation of the company? If so, how do explain it? If not, why?

➢ What major challenges you observed to in the practice transformational leadership in ethio telecom?

➢ Do you have any more comment on the leadership style of ethio telecom?

90
 Appendix V

Personal Information of the Leader Respondents

Leaders (n= 80)
Variable Category Frequency Percent (% )
sex female 14 17.5
Male 66 82.5
Total 80 100.0
less than 30 1 1.3
Age 31-40 45 56.3
41-50 28 35.0
51 and above 6 7.5
Total 80 100.0
Chief Officer 4 5.0
Director 25 31.3
Position Manager 51 63.8
Total 80 100.0
Educational Diploma 1 1.3
Level 1st
Degree 29 36.3
Master’s and above 50 62.5
Total 80 100.0
service years below 1 year 20 25.0
in current 1-2 years 7 8.8

Position 2- 3 years 6 7.5

3 years and above 47 58.8
Total 80 100.0

91
 Appendix VI

Personal Information of Supervisor Respondents

Variable Supervisors (n=102)
Category Frequency Percent (% )
sex Female 39 38.2
Male 63 61.8
Total 102 100.0
Age less than 30 23 22.5
31-40 48 47.1
41-50 21 20.6
51 and above 10 9.8
Total 102 100.0
Educational Diploma 2 2.0
level 1st degree 73 71.6
Master’s and above 27 26.5
Total 102 100.0

service years below 1 year 13 12.7

1-2 years 10 9.8
2- 3 years 7 6.9
3 years and above 72 70.6
Total 102 100.0

92
 Appendix VII

The Mean Scores on the dimensions of Transformational Leadership style as perceived by

Leaders (Self- rating)
Dimension Code N Min. Max. M SD

Transformational Leadership TFL 80 2.12 4.00 3.3870 .40890

Idealized Influence (Attribute) IA 80 1.50 4.00 3.4563 .49166

Idealized Influence (Behavior) IB 80 2.25 4.00 3.4563 .37689

Inspirational Motivation IM 80 2.60 4.00 3.5150 .35830

Intellectual Stimulation IS 80 2.25 4.00 3.2625 .40154

Individualized Consideration IC 80 2.00 4.00 3.2450 .41610

Appendix VIII

The Mean Scores on the Dimensions of Transformational Leadership as Perceived

by Supervisors (Other-raters)
Dimension Code N Min. Max. M SD

Transformational Leadership TFL 102 .81 4.00 2.8147 0.7527

Idealized Influence (Attribute) IA 102 .83 4.00 2.8301 0.72287

Idealized Influence (Behavior) IB 102 1.00 4.00 2.9216 0.74377

Inspirational Motivation IM 102 1.17 4.00 2.8693 0.69717

Intellectual Stimulation IS 102 .80 4.00 2.7858 0.76470

Individualized Consideration IC 102 .25 4.00 2.6667 0.83498

93
 Appendix IV

Comparison of Leaders’ and Supervisor’ Responses Measured in MLQ

Variables Group N Mean Std. Std. 95% Confidence
Minimum Maximum
Deviation Error Interval for Mean
Lower Upper
Bound Bound
Aggre gate of Leader 80 3.3870 .30880 .03453 3.3183 3.4557 2.27 3.96
T ransformational
Supervisor 102 2.8147 .66329 .06568 2.6844 2.9450 1.04 3.93
Le ade rship
(TLF)

Idealized Leader 80 3.4563 .49166 .05497 3.3468 3.5657 1.50 4.00

Influence Supervisor 102 2.8301 .72287 .07157 2.6881 2.9721 .83 4.00
Attribute (IA) Total 182 3.1053 .70301 .05211 3.0025 3.2081 .83 4.00

Idealized Leader 80 3.4563 .37689 .04214 3.3724 3.5401 2.25 4.00

Influence Supervisor 102 2.9216 .74377 .07364 2.7755 3.0677 1.00 4.00
Behavior (IB) Total 182 3.1566 .66446 .04925 3.0594 3.2538 1.00 4.00
Leader 80 3.5150 .35830 .04006 3.4353 3.5947 2.60 4.00
Inspirational
Supervisor 102 2.8693 .69717 .06903 2.7323 3.0062 1.17 4.00
Motivation (IM)
Total 182 3.1531 .65615 .04864 3.0571 3.2491 1.17 4.00

Intellectual Leader 80 3.2625 .40154 .04489 3.1731 3.3519 2.25 4.00

Stimulation Supervisor 102 2.7858 .76470 .7572 2.6356 2.9360 .80 4.00
(IS) Total 182 2.9953 .67303 .04989 2.8969 3.0938 .80 4.00

Individualized Leader 80 3.2450 .41610 .04652 3.1524 3.3376 2.00 4.00

Consideration Supervisor 102 2.6667 .83498 .08268 2.5027 2.8307 .25 4.00
(IC) Total 182 2.9209 .73991 .05485 2.8127 3.0291 .25 4.00

94
 Appendix X

Description of the Aggregate Mean Scores of the Dimensions of Transformational Leadership

as perceived by leaders and Supervisors
95% Confidence Interval for Minimum Maximum
N Mean Std. Std. Mean
Deviation Error Lower Bound Upper Bound

Leader 80 3.3870 .30880 .03453 3.3183 3.4557 2.27 3.96

Supervisor 102 2.8147 .66329 .06568 2.6844 2.9450 1.04 3.93
Total 182 3.0662 .60684 .04498 2.9775 3.1550 1.04 3.96

The Aggregate Mean of One-Way ANOVA test Results

Sum of Squares df Mean Square F Sig.
Between Groups 14.686 1 14.686 50.866 .000

Within Groups 51.969 180 .289

Total 66.655 181

95