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CHAPTER ONE

1. INTRODUCTION

1.1 Background of the Study

Strategic Leadership is a process, which allows management to be proactive rather than reactive in

shaping its own future. A focused organizational leader provides and establishes visionary leadership

to his organization. He understands and appreciates the dynamic nature of business management. He

formulates responsive options to the changes in the management environment. He develops viable

strategies based upon sustainable competitive advantages. A good organizational leader develops a

proactive approach to strategic management, whereby management rather than just identifying and

responding to change, anticipates or even create the change. Unfortunately the lack of these qualities

is the bane of indigenous business organizations in developing countries.

Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is human

factor, which binds a group together and motivates it towards its goals, (David (1986 p, 126).

(Robbins, (2000 p, 137&138) defines leadership as the ability of superiors to direct, guide and

motivates people towards the attainment of given set of goals in an organization. The source of

influence may be formal that provided by the possession of managing rank in an organization or

informally outside the organization structure. Most organizational theorists agree that effective

leadership is one of the most important contributors to overall organizational success. Thus the

quality of an organization’s leadership determines the quality of the organization itself.

The natural qualities of an individual in the environment in which he operates on daily events as they

unfold coupled with other factors do influence his leadership pattern. Leaders are not as such born,

but are in fact made. A manager may be a boss but not necessarily a leader. (Armstrong (2001 p, 26)

laid out four main characteristics of transformational leadership when he discussed the

transformational leadership of sports teams’ coaches, emphasizing: ethical behaviour, sharing a

vision and goals, improving performance through charismatic leadership and leading by example.

This shows a simplified version of the components of transformational leadership provided by Bass

(1995 p, 39), which also has four elements intellectual stimulation, individual consideration,

inspirational leadership and idealized influence. Though, many leadership researchers have argued in

support of effective

Leaders having positive impact behaviour within organizations, especially transformational

leadership’s role in improving many factors of organization is very crucial.

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Upper Nile State is located in South Sudan’s north-eastern region. It has a total area of 77,283 sq km

and an estimated population of 964,353.1.The state is composed of 13 counties which include

Akoka, Bailet, Fashoda, Longochuk, Maban, Maiwut, Makal, Manyo, Melut, Luakpiny/Nasser,

Panyikang, Renk and Ulang.

The Upper Nile region is among the areas that bore a disproportionate burden of violence and

un-rest during Sudan’s civil war due to the preponderance of militia groups living and operating

in the region. Upper Nile State has since become one of the most marginalized and devastated

regions in South Sudan because of the presence and activities of militias, harsh environmental

conditions and the state’s proximity to the cultural and military population of the North. Perhaps

due to these seemingly insurmountable difficulties, the region only began to experience a

significant increase in the presence of humanitarian agencies in 2006.

Agriculture is the primary economic activity in Upper Nile. People are nomadic agro-pastoralists

who engage in both agriculture and the rearing of livestock, primarily cattle. Local farmers are

particularly susceptible to the vagaries of the area’s unpredictable weather patterns, a factor

which greatly affects their productivity from year to year. Even when rain comes, its patterns are

unreliable and sparse, making it difficult for farmers to plan effective crop rotations. Combined

with other environmental deterrents such as the outbreak of pests, disease and flooding, farming

in Upper Nile has become a complex and difficult endeavour with little promise of a successful

crop yield or food security. Floods have become particularly pronounced in recent years.

Farmers have refused to plant in some areas, especially in the low lands, for fear of loss of

agricultural capital.

Despite the number of private industry-based oil drilling sites in Upper Nile, the region remains

extremely poor with negligible service levels in basic development indicators such as education,

health, sanitation, and access to clean drinking water. The meagre and contractually obligated com-

munity development initiatives carried out by Petrol Dar (PD), one of the area’s most prominent oil

companies, have done little to affect the quality of life of local communities. Instead, these initiatives

generally benefit the local militias which have reportedly terrorized the regional communities and

perpetuate patterns of forced displacement. It is therefore expected that the findings of this study will

go a long way in improving the leadership class, through investigating the challenges and

opportunities in reference to Upper Nile state / Malakal.

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Therefore the researcher will critically see their problem which is the leadership challenges of

Malakal, and identify opportunities to pursue for better life of the community and future

development of Upper Nile.

1.2 Statement of the problem

There has been some violence in the communities along Upper Nile’s South Western border

following elections and the political defeat of the renegade army commander George Author.

Despite his electoral loss in 2009, he continued to challenge the ruling party and the South Sudan

army by demanding that the then-elected state Governor and now the President of South Sudan,

and the man who bested him in the election, Salva Kiir Mayardit, step down while issuing both

threats to attack and somewhat fatuously offering to negotiate further. Athor was later captured

and killed by the SPLA in December 2011.

In addition to internal disputes, Upper Nile faces external threats. After years of war and

instability, many areas of the state’s border with the Gambella region in Ethiopia are prone to

security issues and are dominated by armed groups, unresolved inter-communal disputes,

Aids workers say, SSRRC, the new government humanitarian arm, face several challenges,

including poor infrastructure, lack of community capacity building, the returnees who were

displaced by civil war between South and North Sudan had arrive to their respected land where

they faces so many problems such as; basic human need, hospital, school etc. on the cons tested

trains were reportedly poor, with unconfirmed number of children experiencing severe diarrhoea

resulted in the death of one child during my visit/asses to their residential area Malakal, Vam

(MV).

In Upper Nile State, Father Mathew Pagan, coordinator of the Justice and Peace commission of

the Catholic Diocese of Malakal (CDM), say; he told IRIN the commission had put the place

joint returnee-host community committees to supports reintegration of those returning from

North to cover some part of the challenges but nothing had appear to rescue the life of IDPs.

Moreover, insecurity hampering food distributions, trying to adjust to things such as; Language-

moving from Arabic to English in school were not yet backed up by the state government. In the

state owner of the land Collo people under Makal County, are complaining and immoral

practices of leadership to have a chance as community to administer the state under their county.

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Hence, investigating these problems under challenges leaders face in UNS at the outset and

recommending way of improving the community life and resolving conflict and crisis and

suggest what effective leaders should accomplish helps to solve these problems.

1.3 RESEARCH QUESTIONS

The study will be guided by the following basic research questions to come to concrete findings.

1. What practices and procedures do state government could take to overcome the

challenges being faced by the state?

2. What are the major problems faced by the state communities related to placement?

3. What are the criteria to be use by the state governor to facilitate the problem?

4. How are the objectives the placement processes perceived by the government?

5. What are the leadership challenges in Malakal?

6. What opportunity can you advise for the future development?

The detailed questionnaires and interview guides are shown in appendix I and II respectively.

1.4 OBJECTIVE OF THE STUDY

The aim of this research is to identify the root causes of leadership challenges in Upper Nile

State/Malakal, lack of sustainability and the impact of leadership. Further aims are also to

propose how to improve and develop the future leadership for the Upper Nile State.

1.4.1 General Objective

The general objective of this study is to assess the Leadership Challenges and

Opportunities in Upper Nile State/Malakal of the South Sudan and come up with

some recommendations.

1.4.2 Specific Objective

The study has the following specific objectives:

To explore the practices of leadership in the Upper Nile states ,

To investigate the main challenges of leadership noted in the Malakal,

To investigate the opportunities that would be earned from the leadership

practice of the state,

To recommend possible solution in leading Malakal.

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1.5 SIGNIFICANCE OF THE STUDY

The research will help the Upper Nile state to improve leadership problems and increase good

governance and fair distribution among different group of counties to sustain the unity of the

people.

The study will also help to create an impact of leadership style to be considered as a necessary

condition to influence the provision of quality management.

Specifically, the findings of the research will be applicable in the following areas.

1. This research will be benefit the recommendation of this study would

benefit evaluation in dealing with leadership.

2. This research result will benefit future researchers in the area of

leadership.

3. This research will benefit the researchers for partial fulfillment of MA.

4. It may serve as stepping-stone for those who want to carry out further

research on leadership challenge.

1.6 Delimitation and limitation of the study

1.6.1 Delimitation of the study

This study will focus on the challenges and opportunities of Leadership and its practices on

Malakal City to represent the similar cases in the Upper Nile states for it is impossible to do all.

1.6.2 Limitation of the Study

This study was limited only in selected state of the Upper Nile State named as Malakal

City, since making a study exhaustively may consume time and other financial resource

which may lead the study not to be accomplished within the scheduled dates.

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1.7 RESEARCH DESIGN AND METHODOLOGY

1.7.1 Methodology of the Study

To perform this study the researcher need different general and specific information about the

state’s leadership philosophy and style and factors affecting the establishment of successful

Upper Nile state. Thus to enable the study achieve the intended objective both primary and

secondary data will be gathered.

1.7.2 Methods of Data Collection

In this study both primary and secondary data sources will be used to collect relevant data

required to achieve the research objectives. Primary data was collected from the 20 sample

respondent through questionnaire and 5 respondents to contact for interview. Secondary data was

also collected from internet search engines and published reports by UNDP, UN, Upper Nile

state/Malakal and others.

To collect sufficient data for the study the tools used were questionnaires, interviews and written

document analysis. The respondent groups were; Government high officials, employers,

militaries, community members and women and intellectual youths.

Questionnaire was used to obtain first hand data from the respondents. It is data based on the

written information that is forwarded by the respondents in response to the questions asked by

the researcher. I used more close ended questions and some interview questions to collect

information based on the respondents’ experience, opinions and beliefs. Written documents

which are secondary sources were also analysed.

1.7.3 Methods of Data Analysis

The response of each employee obtained from the questionnaires will be tabulated question by

question and summarized. Due to the number of primary data that was collected for the study,

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there was no need to use sophisticated quantitative technique, so through the study data was

analysed using comparative analysis, such as average, percentage etc.

And then the data which is collected from the respondent’s will be described using graphical

presentation, chart and frequency table.

1.8 ORGANIZATIONAL OF THE STUDY

The research paper has four chapters. The first chapter deals with the introduction, which

includes background of the study, research objectives, research questions, significance of the

study, research methodology, techniques of data analysis and limitation of the study. In the

second chapter, we get review of the related literature, and these documents found from different

books, minutes, letters reports and not published sources which are related to my topics. The

third chapter contains presentation and data analysis. In this chapter, the researcher has collect,

organized, analysed and interpreted data properly in a useful way. And the fourth chapter

contains summary, conclusions and recommendations and the researcher based on the data

analysis made in order to improve the current leadership situation on Upper Nile State/Malakal

and identifying some solutions to the existing problems.

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CHAPTER TWO

2. LITERATURE REVIEW

In this part, an attempt is made to review some findings of the research work in the case of Upper

Nile State/Malakal pertaining to “the leadership challenge and opportunity on the state’s

leadership performance”. This is important in order to make comparisons for the purpose of

formulating ways and means that enable to analyse the effect of leadership challenge on the state

performance.

2.1 Definition of Leadership

Leadership is defined as the activity of influencing and energizing people to cooperate towards

some goal which they come to find desirable or established as objectives to pursued collectively

(McShamre S.L and Von Glinow, M.A 1949, pp34 and92).

In other words, leadership does not exist in the abstract but takes into account factors related the

leader, the person/persons being led, and a variety of forces in the environment.

Leading is the process of influencing others to act, to accomplish specified objectives. A precise

and comprehensive definition of leadership is that formulated by Tannenbaum, Weschler, and

Massarik, who state that it consists of inter personal influence, exercised in a situation and

directed, by a means of communication process, toward the attainment of as specified goal or

goals.

An effective leader may get others (followers) to act. He may push them to action by any of

numerous devices: persuasion, influence, power, threat, force, and appeal to legitimate right.

The leader must transmit his feelings and exhortations to his followers by the process called

communication. Communication involves both the sending of messages and understanding by

the receiver. The successful leader is the one who can appeal to his constitutes in a meaningful

way. He talks their language.

Followership is intimately related to leadership. A man who attempts leadership is only effective

in so as he is able to cause others to respond favourably to his intimation of action. Quite often

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when workers are asked to make socio-metrics choices of their preferences of others in their

work group as to who would make good leaders and who would be good followers, persons

selected for positions of leadership are also chosen for followership positions. In practically

every organizational hierarchy, a supervisor or an executive is at the same time a leader of his

subordinates and a follower of his superior in the structure. In effect, in the modern business

enterprise, leaders must also behave in the role of followers a significant portion of the time

(Tannenbaum, Weschler, and FrediMassarik, 1961, p.102).

2.2 Function of Leadership

A few of the functions have been attempted to be enumerated by (Drucker, P. 1966, p.56). These

are:

Delegating authority and responsibility.

Planning and definition of policies and procedures.

Giving general orders and guide lines.

Generating positive impulses, motives and optimism within member contributors.

Being persuasive and democratic.

Creating a proper balance between friendliness, cordiality and undue familiarity.

Motivating people for taking orders.

Imparting of a vision, an idea and a principle to pursue.

Coordination of tasks and men.

Stimulating and vitalizing of contributors towards ever better performance; being a

friend, philosopher, guide and teacher.

The teaching function is especially emphasized up on as a leader has to come forth as a

superior personality who contributes to make to the life of subjects both inside and

outside of organizations.

2.3 Leadership Qualities

Leaders have been known to possess a few attributes. Few qualities of leadership could be listed

as (Barnard, B.M, 1960, p.56).

They are vitality and endurance, decisiveness, persuasiveness, responsibility, and

intellectual capacity.

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Possession of generous and unusual endowment of physical and mental energy.

Good health, a sense of mission, interest in this people, intelligence, integrity, judgment

and loyalty.

Possession of clarity and precision as to objectives.

Enthusiasm, dynamic intentions, hope, will to win and a robust sense of joy in the job

affinity for new ideas.

Trust and confidence in subordinates.

Having these qualities leaders can met the challenges they face and be effective in their

organizational and community leadership.

2.4 Leadership Style

Leadership style is the manner and approach of providing direction, implementing plans, and

motivating people in an organization (Kurt Lewin 1939, p.79). The early study has been very

influential and established three major leadership styles. These are

1. Autocratic leadership

2. Participative (democratic) leadership

3. Free-Reign(Laissez fair) leadership

2.4.1 Autocratic leadership

This style provides clear, expectations for what needs to be done, when it should be done, and

how it should be done. There is also a clear division between the leader and the follower’s.

Authoritarian leaders make decisions independently with little or non-input from the rest of the

group. Researchers found that decision making was less creative under autocratic leadership.

Some of the appropriate conditions to use it are when you have all the information to solve the

problem, you are short on time, and your employees are well motivated.

2.4.2 Democratic (participative) Leadership

Democratic leadership is generally the most effective leadership style. It is when the leaders have

the time and want to gain more commitment and motivation from their employees. It involves

the leader including one or more employees in decision making process (determining what to do

and how to do it). However, the leader maintains the final decision making authority using this

style is not a sign of weakness, rather it is a sign of strength that your employees will respect.

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This is normally used when you have part of the information, and your employees have other

parts. Note that a leader is not expected to know everything this is why your employees must be

knowledgeable and skilful.

2.4.3 Laissez faire Leadership

In this style, the leader allows the employees to make the decisions. However, the leader is still

responsible for the decisions that are made. This is used when employees are able to analyse the

situation and determine what needs to be done and how to do it. Laissez fair leadership is not a

style to use so that you can blame others when things go wrong, rather this is a style to be used

when you fully trust and have confidence in the people below you. Do not be afraid to use it,

however, use it wisely. This style cannot interfere in the affairs of others.

The laissez fair leadership style can be effective in situations where group members are highly

skilled, motivated, and capable of working on their own. It implies a completely hand off

approach, many leaders still remain open and available to group members or consultation and

feedback (Kendra Cherry, 2003, p.42).

2.5 Competency Perspective of Leadership

Competencies are the underlying characteristics of people that lead to superior performance.

These include the person’s knowledge, natural and learned abilities, values, and personality

traits. Since the beginning of recorded civilization, people have been interested in personal

characteristics that distinguish great leaders from the rest of us. Early interest focused on

personality traits and physical appearance.

Since the 1980s, management consultants and a few organizational behaviours scholars have

popularized competency based selection ad reward practices. The recent literature on leadership

identifies seven competencies that are characteristics of effective leaders.

A. Drive: This refers to the inner motivation that leaders possess to pursue their goals.

Leaders have a high need for achievement. This inspires an unbridled inquisitiveness and

a need for constant learning.

B. Leadership motivation: - Leaders have a strong need for power because they want to

influence others. However, they tend to have a need for, “socialized power” because their

motivation is constrained by a strong sense of unselfishness and social responsibility.

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C. Integrity: - This refers to the leader’s truth fullness and tendency to translate words into

deeds. Leaders will only have followers when trust is maintained through the leader’s

integrity.

D. Self-confidence:- Leaders believe in their leadership skills and ability to achieve

objectives. They also use impression management tactics to convince followers of their

confidence.

E. Intelligence: - Leaders have above-average cognitive ability to process enormous

amounts of information. Leaders aren’t necessarily geniuses: rather, they have a superior

ability to analyse alternative scenarios and identify potential opportunities.

F. Knowledge of the business: - Leaders need to know the business environment in which

they operate. This knowledge gives them an intuitive understanding of which decisions to

make and whose ideas make sense for the organizations survival and success. Jill Barad

has demonstrated this competency from her astute knowledge of the toy industry.

G Emotional intelligence: - Effective leaders have a high level of emotional intelligence.

People with high emotional intelligence monitor their own and others emotions, discriminate

among them, and use the information to guide their thoughts and actions. Emotional intelligence

requires a strong self-monitoring personality because leaders must be sensitive to situational cues

and readily adapt their own behaviour appropriately (Kirk Patrick and Locke, May 1991, p.68).

2.6 Roles Leaders plays in an organization

The leadership task is to pursue organizational change. As organizations become flatter,

more flexible more responsive to customer needs and more dependent on the skills of their staff,

managers have to adapt.

Some leaders have had problems coping with this change. Many have resisted, sometimes

successfully, and others have gone down fighting opposing all change until finally, the

organization reacts and they are removed or fired.

Leaders are both concerned about keeping their jobs and genuinely worked about how a process

will function without their clear managerial control.

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Leaders are responsible for working with and through others to achieve objectives by influencing

people in a changing environment. Some leaders are visionaries, the qualities of which become

necessary as they take on central decision making roles within an organization.

Managers are the ones who practice management with job titles from supervisor to president.

First, the speed of change on practically all fronts is accelerating, from technological

developments to competitive strategies.

Second, the forces that affect organization performance such as governmental actions, and the

expectations and behavior of employees, are becoming more complexes apparently less

controllable. It is important to know that the right management approaches implementation .This

is the detail planning stage, when the broad vision is converted to strategies and detailed plans,

goals (in the sense of mile stones) are defined and responsibilities assigned. Managers remember

that not only the actions needed to achieve the vision but also those (such as overcoming

resistance) that relation to the process of change in organizations.

Ensuring: - Managers’ must ensure in the process of monitor and controlling to keep the

implementation actions on track.

Organizations with a strong commitment and dedication to customer satisfaction exhibit some

distinctive characteristics in the way they are managed and operate, that don’t exist to the same

degree in non-customer driven organizations. The manger is the critical link among the

commitment.

The Managers are central to the process of developing and sustain commitments. By taking

personal responsibly and acting as positive forces a manager can strongly inherence the

organization and its people tasks, and customers. The active involvement and personal integrity

of excellent managers flow to others. Good managers recognize that their own task is to build

specific commitments to the organizations as well as customers, key tasks, people and

themselves. For each commitment, they build proper attitude and demonstrate positive, caring

and concern. Building commitments becomes the responsibility of every employee, not just

manager. The good manager lives for organization and its management customer (internal and

external), task (missions) people individuals and the work team self (as a manager) and works in

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concert with others to build commitments. Manager has to play the key role .The continuous

activities in managing employees market driven organization are

Use of knowledge, application of market research and analysis tools, getting employees

feedback, assessing changing customer expectations and needs.

-Communication, publication and reporting within the organization of progress toward meeting

employee’s reeds. (Thomas J, Carin 1998 pp, 55&56)

2.6.1 Building Relationship between leader and Subordinates,

A good leader develops the talents of the individuals, promotes self-confidence in

subordinates, and provides an opportunity to demonstrate apart from motivation towards the

accomplishment of the designed goal of the organization .It creates good environment for

individuals for the performance of the organizational goal as well. Informal observation suggests

that, clearly, leaders do not treat their subordinates not in the same way. However, some theories

of management over look this suggestion and say that leaders from different relations with their

subordinates and their nature can exert strong effects on subordinates’ performance and

satisfaction. Subordinators want to receive considerably more attention from the resource they

have to offer such is time and recognition (Hughes, Rihcard.L 2006, P, 8).

The three vital determinates of team work are the leader, subordinates and the environment.

These factors are interdependent. It is the leader’s responsibility to make the environment

conducive to work.

Leader is a representative of subordinates. She/he is as a linker between the work groups and

top management. As linking pins they serve to integrate the entire organization and the

effectiveness depends on the strength of these linking pins. Leader shows personal consideration

for the employee. As representatives they carry the voice of the subordinates to the top

management.

Leader is an appropriate consular. Quite often, people in the work place need counseling to

eliminate the emotional disequilibrium that is created sometimes in them leader removes barriers

and stumbling blocks to effective performance. For instance, frustration that results from blocked

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need derive keeps an employee derailed of the working track. It is here comes in renders wise

counsel, releases the employee from emotional tension and restores equilibrium.

Use power properly, if a leader is to effectively achieve the goals expected of him, he must

have power and authority to act in a way that will stimulate a positive response from the workers.

Leaders depending on the situation exercises different types of power, via, reward power,

coercive power, and legitimate power, referent power and also have a more power full impact on

organizational effectiveness. No leader is effective unless the subordinates obey his orders.

Therefore the leaders’ uses appropriate power so that subordinates willingly obey the orders and

come for would with commitment and to make good relationship between them (VSR ao PS

Narayana 1987, pp, 584&585).

2.7 Approaches of leadership in organizational development

To be successful, organizational leaders must assume a wide range of roles, tasks, and

responsibilities. Some organizations are not successful in this role, but they must learn to be

effective leaders in their organizations to grow and reach their potential. Leadership is the

process of influencing and inspiring others to work to achieve a common goal and then giving

them the power and freedom to achieve it.

Researchers suggest that good leadership in the modern work place requires intelligence

common senses high, energy levels, willingness to work hard and good timing.

It is possible to look at three contemporary approaches to leadership including transformational,

transactional leadership, charismatic leadership and team leadership. Most of the leadership

theories presented so for described transactional leaders; that leaders who guide or motivate their

followers in the direction of established goals by clarifying role and task requirements. But

there’s another types of leader who inspires followers to transcend their own self-interests for the

good of the organization and who is capable of having a profound and extraordinary effect on his

or her followers. These are transformational leaders who pay attention to the concerns and

developmental needs of individual followers; they change followers’ awareness of issue by

helping those followers look at old problems in new ways and they are able to excise arouse and

inspire followers to put out extra effort to achieve group goals.

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Transactional and transformational leadership shouldn’t be viewed as opposing approaches to

getting things done. Transformational leadership is built on top of transactional leadership.

Transformational leadership produces levels of employee effort and performance that go beyond

what would occur with a transactional approach alone. Moreover, transformational leadership is

more than charisma since the transformational leader attempts to in still in followers the ability

to question not only established views but those views held by the leader.

Stephen P. Robbins, (2005 p, 433), said that what we call a charismatic leader that is an

enthusiastic self-confident leader whose personality and actions influence people to behave in

certain ways. Several authors have attempted to identify the personal characteristics of a

charismatic leader. They have a vision are able to articulate that vision, are willing to take risks

to achieve that vision are sensitive to both environmental constraints and followers needs and

exhibit behaviours that are out of the ordinary. A small number of experts still think that

charismatic can’t be learned, most believe that individuals can be trained to exhibit charismatic

behaviours. In groups with these trained charismatic leaders, members had higher task

adjustment and better adjustment to the leaders and to the group than did group members who

worked in groups led by non- charismatic leaders.

Although, the term vision is often linked with charismatic leadership, visionary leadership

goes beyond charisma since it’s the ability to create and articulate realistic credible and,

attractive vision of the future that improves up on the present situation .This vision, if properly

selected and implemented is so energizing that is in effect jump-starts, the future by calling forth

the skills talents and resources to make it happen.

According to Stephen P. Robbins (2005 pp, 434-435) leadership is increasingly taking place

within a team context and more organizations are using work teams, the role of the leader in

guiding team members has become increasing important.

The challenge for many managers is learning how to be become an effective team leader.

They have no learnt skills such as having the patience to share information, being able to trust

others and to give up authority, and understanding when to intervene. And effective team leaders

have mastered the difficult balancing act of knowing when to leave their teams alone and when

to get involved. New team leaders may try to retain too much control at a time when teams need

support and help.

2.8 Effective and efficient Leadership.

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The various mechanisms through which environments and organizations influence one

another can cause this alignment to shift, however, and even the best managed organization’s

some-times slip from their preferred environmental position .But well- managed companies

recognize when this happens and take corrective action to get, back on track. Given the

interactions

Between organizations and their environments, it follows that effectiveness is related ultimately

to how well an organization understands, reacts to, and influences its environments.

Unfortunately, there is no consensus on how to measure effectiveness. For example, an

organization can make itself look extremely effective in the short term by ignoring research and

development (R&D) buying cheap materials, ignoring quality control, and skimping on wages.

Overtime thought, the firm will no doubt falter, on the other hand, taking action consistent with a

longer view, such as making appropriate investments in (R and D), may displease investors who

have a short term outlook.

The systems resource approach to organizational effectiveness focuses and extent to which

the organization can acquire the resources it needs. A, firm that can get raw materials during a

shortage is effective from this perspectives. The internal process approach deals with the internal

mechanisms of the organization and focuses on minimizing strain, integrating individual and

organization, and focuses on minimizing strain integrating individuals and the organization and

conducting smooth and efficient operations. An organization that focuses primarily on

maintaining employee satisfaction and moral and on being efficient subscribes to this view .The

goal approach focuses on the degree to which an organization reaches its goals. When a firm

establishes a goal of increasing sales by some present and then achieves that increase, the goal

approach maintains that the organizations are effective.

Finally the strategic constituencies approach focuses on the groups that have a state in the

organization .In this view, effectiveness is the extent to which the organization satisfies the

demands and expectations of these all these groups.

Although these four basic models effectiveness are not necessarily contradictory, they do

focus on different things. The systems resource approach focuses on inputs, the internal

processes approach focuses on

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Transformation process, the goal approach focuses on out puts, and the strategic constituencies

approach focuses on feedback. (RickeyW.Grifffin2000, pp.97& 99)

Achieving organizational effectiveness is not an easy task. The key to doing so is

understands as a foundation, manager’s care then chart the “correct “Path for the organizations as

it positions itself in that environment. If mangers can identify where they want the organization

to be relative to other parts of their environment, and how to best get there, they stand a good

chance of achieving effectiveness .On the other hand, if they pick the wrong target to aim for, or

if they go about achieving their goals in they are less likely to be effective.

One important indicator of how well an organization deals with its environments is its level of

effectiveness. Organizational effectiveness requires that the organization do a good job of

acquiring resources, managing them properly, achieving its goals, and satisfying its consistencies

.Because of the complexities associated with meeting these requirements, however experts may

disagree as to the effectiveness any given point in time.

2.9 Leadership challenge and its impact

The academic field of organizational behavior has been around for at least the past thirty

to forty years. However, as the accompanying Organizational Behavior in action, some things

never really change’ clearly indicates, problems facing managers of human organizations have

been around since the beginning of civilization.

Although, the problems with organization and solutions over the ages have not really

changed that much, the emphasis and surrounding environmental context, certainly have

changed. For example, in the 1980s and 1990s managers were preoccupied with restructuring

their organization to improve productivity and the meet the competitive challenges in the

international market place and quality expectations of customers. (LuisR.Gomez-Mejia,

1998,p,35)

The challenges all the case involved a change from status quo. All leaders change the process in

order to achieve the personal best not by keeping things the same .The primary contribution of

leader is recognition of good idea, support these ideas and being willing to change the system to

get new product .It might be more accurate to say “Leader are pioneers-people who are willing to

set out into the unknown and are early adopters of innovations. Innovation and challenge all

involve experimentation, risk and failure leads or managers proceed any way in considering it as

19

one of dealing with potential risks and failures of experimentation to approach change through

incremental steps and small wins. Leaders or mangers pay attention to the capacity of

challenging situations and become fully committed to challenge. Organizational changes are

concerns or problems internal of the organization, often a byproduct of environmental forces.

According to Luis R.Gomez-Mejia Challenges are facing to leader or managers most of the

time in their leading and managing activity.

Some of major challenges of change are as follows,

2.9.1 Globalization

The Impact that the information technology exposition has had on organization is truly

amazing with no end in sight. Information technology not only can be applied across all sectors

of given economy and world as well, but it can affect every function within an organization;

Globalization, which has brought with new market opportunities and new market threats.

Customer’s needs and preferences and technology change are marketing it extremely difficult to

make timely, accurate, long term forecasts. The environmental forces provide greater

opportunities for growth and diversification, but also create more threats for the organization

survival. The organizations have to adapt to the changing environment, create internal capability

exploit new opportunities, and establish high preference standards in terms of cost, quality

technology and customer orientation (St, Mary’s College, 2007, p.8)

The implication and impact of global economy on the leadership/ management activity is many.

Some organizations try to develop a global company identity to smooth over cultural differences

between domestic employees and those in international operations. Minimizing these has a

strong impact on the bottom line ‘More globalization means more competition, and more

competition means more pressure to improve to low costs, to make employees more productive,

and to find new ways to do things better and less expensively. (AndargewAsfaw, 2010, P, 34)

2.9.2. Rapid change and Technological Advancement

Many organizations face a volatile environment in which changes is nearly constant. They

need to accept change quickly and effectively. Moreover, this rapid change can put the

employees under a great deal of stress and the organization develops supportive mechanism to

keep the satisfaction of both the organization and employees. Technological advancement

especially internet is having pervasive impact on how organizations manage their human

20

resource. As noted by the wall street journal companies today have much freedom to choose

what they want to be. As a result, jobs are becoming more ambiguous and the old paradigm of

matching people’s current skills to jobs is becoming reddening obsolete in many organizations.

In internet age, adaptability has become the key trait needed to succeed and these results with job

redefinition. In the other, case a more efficient labor market is probably fueling turnover of

workers who are unhappy with their current employer, forcing organization to take care of

employees better or risk losing talent to competition (Alemayuokotisso, 1997, p, 20).

2.9.3 Environmental challenges

When we say environmental challenges it is the development of technology and advisement

of globe. They focus external to an origination that affects the organization’s performance but is

beyond the control of the management. Managers, therefore need to monitor the external

environment constantly for opportunities and threats. Some the challenges, which affects the

organization externally .are the following ones,

2.9.4 Work Force Diversity

It refers to human characteristic that make workers different one another in the work area. If

this diversity managed properly, it can provide the organization with a power full competitive

edge because it stimulates creativity, enhance problem solving by offering broader perspectives,

and infuses flexibility in to the organization. Nevertheless “employers traditionally hear,

appraise, and promote people who fit their image of what their organization’s employees should

believe and act like, there’s a tendency to screen out those who do not fit.” An organization

confronts significant changes in making employee diversity work to its advantage

( Alemayuokotisso, 1997,P,78)

2.9.5 Legislation

To large extent, how successfully a firm manages its human resource depends on its ability

to deal, effectively, with the government regulation. One of the most influences upon ongoing

relation of the employees within the organization is not determined by the organization at all;

rather, it is the exterior permissible atmosphere. Through participation program, internal forces

influencing the working relation are the employees. To insure compliance and to minimize

complaints operating within the legal frame work requires keeping track of the external legal

21

environment and developing internal systems within the organization. (Alemayuokotisso, 1997,

p, 12)

2.10 Organizational Challenges

2.10.1. Downsizing and Organizational Restructuring

Downswing is a reduction of work force in an organization to improve its bottom line. Transient

employment relationships create a new set of challenges for the organizations and for the

competitive people as well as for the government agencies that must deal with the social problem

associated with the employment insecurity. Organizations with Tall structures that have many

management levels are becoming the flatter organizational structures as organizations reduce the

number of employees between the chief executive officer (CEO), and the lowest ranking workers

in a hard work to become more competitive. “Manager and acquisitions have been going for

decades, often managers fail because the cultures and Human resources (HR) system of the firms

involved do not coalesce.” To be successful, organizational restructuring requires effective

management of human resources. For instance, flattening the organization requires careful

examination of staffing demands, work forces, communication channels, training needs and other

forms of inter organizational relations require the successful blending of dissimilar

organizational structures, management practices, technical expertise, and so forth. The primary

issue in not whether leaders use power, but wither they will use it wisely and well (Gini, 1998, p,

29) powerful leaders can use their authority to advance their own exerts and economic gain at the

expense of organizational members and the public. (Dr, FekaduKanno, 2010, PP, 5&12)

Unethical behavior clearly cut the managerial decisions Organizational restricting relates with

the employee separation. Employee separation is the termination of an employee’s membership

in an organization, which occurs when employee ceases the organization. Its measurement is

turnover rate. “Employees separations should be managed.” There is a legal guidance between

the organizations and the employee to keep their relation. The common are public policy that is,

it is prohibited to violate state police, unlawful to terminate individual it an implied contract of

employment exists and without just cause or for malevolent rationales.

22

Employees whom separate be categorized into voluntary and in voluntary separation. Voluntary

separation occurs with the decision of the employee for personal or professional reasons to end

the relationships with the employer organization. On the other hand, involuntary separation

occur when organization decides to terminate the relationship with an employee due to economic

obligation (lay off), and the poor feet between the employee and the organization (discharges).

Lay off has a power full impact on the life organization. It may affect the morale in the future in

the organization.

(Alemayuokotisso, 1997, p, 122)

2.10.2. Ethics and Social Responsibility

Ethics, according to the oxford Learners Dictionary; moral principle that governs or

influences a person’s behavior it is a branch of philosophy that deals with moral principles. The

term ethics can generally be viewed, the area of philosophy that is concerned with the study and

analysis is of what is good and bad what is right and wrong.

Leadership in an influence and powerful leaders can have a substantial impact on the likes of

followers and the fate of an organization if it is widely speeded. A variety of explicit decisions

related to the management of HR is subject to judgment calls. Religion has its own ethics

teaches that behaviors such as lying, stealing, murdering, and treating others with disrespect are

wrong. It is impossible to apply all the religious activity for the development and for the well

fore of the organizations, but as ethics, the code of ethics should be kept wherever according to

the culture of that organization. Ethical value of the leader plays a great role for the action plan

of the organization. As responsible person, within the organization the leader’s ethics should be

acquainted.

Though, some organizations are using thee to scrutinize employees’ cybernetic conduct, and

others to infuse employees and managers with ethical values. (AndargewAsfaw,2010, P, 24).

2.10.3 The need of competitive position and Decentralization

The policies of human resource (HR) can influence the organization’s competitive position

by controlling costs, improving quality, and crating distinctive capability. More of the

organization like human resource planning to the strategically planning mainly focusing on the

reduction of the Labor

23

Costs with the limited consideration of the other elements related to HR. The organization

should maintain low costs and strong cash flow to be competitive one. The compensation system

should be well designed which rewards the employees for behaviors that benefits the

organization. In the traditional organizational structure, most of the time decisions are made at

the top and implemented at the lower level of those organizations. In such organizations, it is

common to centralized major functions of the organization such as human resource, production

and other.

However, the traditional top down form of organization is quickly becoming obsolete, both

because it is costly to operate and because it is too inflexible to complete effectively.

Decentralization is becoming dominant, which transfer responsibility and decision making

authority from a central office to people and locations closer to the situation that demands

attention. (Andargew Asfaw, 2010, P, 4)

2.11 Lack of Accountability

Accountability is the center of human reactions and interactions. In everyday life, people

continuously mobilize accounts as they render themselves all accountable to

others .Contemporary social scientists, Gartinke (1967, p, 1) has articulated this understanding

most fully and subjected the phenomenon of every day accountability to detailed investigation.

Accountability in organizations was a concern to explore how instrumental and moral aspects

of accountability might be brought back into closer relation with in organizations. As a set of

social practices, accountability must be central to both social and in particular organizational life,

through seen practices and processes individuals are made aware both of them and the impact of

their actions on others. .

The claim that accountability was absent from work organizations before the nineteenth

century is undoubtedly to the perfect empiricist, UN provable. For it always possible that there

was some earlier system, which operated with perhaps implicit standards or targets and

systematic measurements of human performance, before this historical moment.(Rolland

Munro,1996, PP,26&275).

In the case of Upper Nile/Malakal State, in Malakal town people leave under fear and nobody is

sure about their security, here the researcher is not raising false-alarm but it is a fact which

should be brought to the light. As citizen of Malakal; people need to question our salves who are

behind this problem? Where is the government of the State which supposed to protect it citizen?

24

If it is not intentionally why is taking place in Collo villages and Malakal town which is well

populated by Collo communities?

Malakal the capital city of Upper Nile State has conflict between Dinka and Shlluk-Collo

community whom in fact are the people of land (area). The same problem; Nuer community are

also trying to have capital as their land. However, this conflict of land between

communities/tribes brought tribal interest and by then, the government fall a part of considering

others by knowing who he/she by name and where he come from to be among the government

self-work.

In addition to internal disputes, Upper Nile faces external threats. After years of war and

instability, many areas of the state’s border with the Gambella region in Ethiopia are prone to

security issues and are dominated by armed groups, unresolved inter-communal disputes.

Aids workers says, SSRRC, the new government humanitarian arm, face challenges including

poor infrastructure, lack of community capacity building, the returnees who were displaced by

civil war between South and North Sudan had arrive to their respected land where they faces so

many problems such as; basic human need, hospital, school etc. On the cons tested trains were

reportedly poor, with unconfirmed number of children experiencing severe diarrhea resulted in

the death of one child during my visit/asses to their residential area Vam, Malakal and the

researchers want to identify some problem of State leaders on accountability of the state and

searching way of alternatives to fill the gap among the State, as well as the borders and to show

causes of challenge for current leadership activity and try to recommends some alternatives for

betterment of the State.

2.12 The Challenges of Change and Competition

Change is one of the most critical aspects of effective management. The turbulent business

environment in which most organizations operate means that not only is change becoming

more frequent , but that nature of change is increasingly and it is often more extensive.

Many of change situations that a manager may be involved in are incremental rather than

fundamental , and although there is some common ground, there are also differences in how

these two types of situation should be managed.

There is no single formula that will work in all situations. Badly handled change situations

can lead to serious consequences which may include:-

25

- The Frustrations of sound strategies. Suggests that many planned strategies; are never

implemented, often because the change process is badly managed. This can lead extra costs,

missed opportunities, and sometimes damage to the existing activities of the organization.

Keeping Pace with Change: at one time the advice given for change management was to

follow a freeze –unfreeze sequence. The idea was to reduce a frequency of change there by

making it more manageable and reducing disruption within the organization. During a period

when the organization was froze and no major changes under taken, things that needed to

change would be noted and eventually the time would come when all the changes would be

made at one. After the changes had be implemented, everything would be an exception if an

organization where in deep trouble, but generally, because much of the change was incremental

rather than fundamental, the organization was able to exercise control over when the change,

under modern conditions, events move too fast for this stabilizing approach to change. The

result is that many more organizations undertake significant change very frequently, and have to

react in a time scale set by the trigger event, rather than have the luxury of choosing to change

when the organization feels it is ready. Something happens inside or outside the organization

that is received as a trigger event. This gives birth to a need to change to meet the new

challenge, which may be an opportunity or a threat. Someone in the organization has to define

the change needed, create some sort of vision of the benefits that will result, and make the

change work. In modern organization these trigger events tend to occur too fast for comfort.

Resistance: equally important is the degree of resistance to change. If everyone wants

change, the implementation methods may be very different from those chosen when resistance is

high. Where the resistance occur is also important, the higher up the organization this is the

harder it can be to overcome. Resistance might come about for personal reasons, or could be

because the people concerned with it do not perceive the need for change. When the liquidator

is knocking on the door, most will see the need and although the change may not be welcomed

by all, few will argue that nothing to be done. No so when an organization appear to be doing

well and the change is because of top management’s recognition of an emerging problem that

others have not spotted (D.E. Hussey, 2000, p. 9&13).

26

CHAPTER THREE

3. RESEARCH FINDINGS

This chapter deals with data presentation, interpretation and analysis of gathered information

from the management body, employers and members of State through distributing questionnaire

to respondents. The questionnaires distributed to target group of the UNS were 25 but according

how they done 20 were returned. The study set out to determine the role of efficient leadership in

state sustainability and suggest possible strategies that can be used to enhance administrative

activities in UNS. Different documents from UNS administrative office ministries, project

proposals, this consists annual reports, minutes, letters or correspondence papers.

3.1 Background of the Upper Nile State/Malakal

Upper Nile State/Malakal is one of the ten states of Republic of South Sudan. The motto of the

UNS/Malaka land the government is serving the whole person on developed throughout the state

work areas. The UNS/Malakal has its own administrative structure which is independent and

autonomous. The State follows administrative system that is democratic, but in practice leaders

exercise Laissez-Fair style.

3.1.1. Vision of UNS/ Malakal

The whole members of the State, its employees, and State Secretariat General would like to see

“A unified, self-sustainable, mission centred state, which has strong network with the local

communities and with the rest of the state intellectual youths.

3.1.2. Mission of the UNS/ Malakal

Upper Nile State/Malakal Mission is to:

27

Teach the true modern social way of life, to strengthen the state communities’ foundation.

Enable the state higher official and the citizens to mark the way forward peace to the state.

Empower and capacitate its government through continual training to make the host communities

to reach the outsiders.

Elevate poverty by developing projects and implementing to the benefits of the community in the

area with integrity and dedications. This is to serve the whole person. The whole person service

approach is serving the securities dimension and physical dimension of the person. This is the

mission of RSS also, not only the mission of the UNS.

Promotes and facilitate peace co-existence and unity among state politician and the ordinaries

people.

3.1.3 The Purpose of UNS/ Malakal

According to UNS Council regulation No 52/2011, the purpose of the State is:

To protect or guide the people of the state.

To provide financial and physical growth within a five year strategy.

To accept and respond message from abroad and the state soon.

To provide self-sustainability.

To insure unity, love and peace among the State.

To promote clear and acceptable financial control.

To promote RSS vision, mission and goal.

3.1.4 The Structure and Role of the State.

From my respondents 95% suggest that for the State efficient and sustainable growth, the main

contribution and role of State members and leaders are: directing, supporting and continuous

contribution, developing unity, participatory decision making, fair or equal distribution of land

and government seat at state level, actual implementation, Gender equality and participation.

In addition to the above ideas, the role of the leader is lack of well thought strategic plan that

guides the activities of the State that can be a parameter to evaluate its operations and

performance. The highest authority of the State is the direction election of members of the state

officials. The state has the authority of setting its budget and establishing standing or temporary

committee to fulfill its stated goal and to accomplish its mission. The State has been playing the

role of peace and reconciliation for the conflict arising between or among leaders and ordinaries

people. The State according to the country’s law has the authority to recruit, assign and

28

whenever necessary to terminate its employees. The State general assembly, State council and

state management board are the highest decision-making bodies in the State.

Each person is accountable to its respective leaders and the leaders are accountable to the State.

The State accountability is to head office of RSS. This is without affecting the state

independency. The State organized at State office, governor and ministers’ level.

3.1.5 Stakeholders of the State

The State internal stakeholders are the workers, who directly participate in the activities of the

State, and the leaders who are decision makers of the State. Both positively and negatively affect

the State. The workers can promote or demote the State while executing their assigned duties.

The State General Assembly, the Council and the Executive Board are the governing bodies of

the State and their decisions influence the State life.

The external stakeholders have also decisive roles in the state’s activities. These are the

community where the State is situated and performs its activities, regional states, Counties

Administrations, Payam by RSS ( mean Wereda in Ethiopia ) and Boma( mean Kebele in

Ethiopia ) administrative organs, non-governmental organizations and others. The role of these

external stakeholders may be in the form of seeking the services of the State, or they may have

the role of supervision and control.

3.2. The Respondents’ Background

The respondents were selected from different age groups. The respondents were interviewed,

answered and returned the questionnaires that I had distributed to them. Table 1 shows the

number of respondents according to their age.

Table1: The number of respondents and their age group

No Age Frequency Percentage

1 20-30 5 25%

2 31-40 8 40%

3 41-50 4 2o%

4 Above 50 3 15%

Total 20 100

29

As mentioned in table 1 above, 5 respondents between age group of 20-30 have responded

which is 25% of the total; 8 respondents between were age group of 31-40 which is40% of the

total and it is the largest number out of 10. 4 respondents between age-group of 41-50 are

consisted of 20% of the total. 3 respondents above 50 years of age which consisted 15% of the

total. The table shows us that the majority of the respondents are in the middle age.

Table 2: Sex distribution

Sex distributions of the respondents are shown in table 2.

Sex Frequency Percentage

Male 15 75%

Female 5 25%

Total 20 100%

As is shown in table 2, 75% of the respondents are males and 25% are females. Even though

more than half of the respondents are males, it is very important to take into account the

responses of each respondent.

Table 3: Education Background of the Respondents

The following table shows the education background of the respondents according to their

qualification and education levels.

The above table shows that10% of the respondents are 10 and 12 grades complete and they have

only a certificate, 40% of the respondents have diploma, and the remaining 30%of the

Level of education Frequency Percentage

2nd Degree 4 20%

1stDegree 6 30%

Diploma 8 40%

High school (certificate) 2 10%

Total 20 100%

30

respondents have 1st degree and 20% have 2nd degree. The findings clearly show that different

employees with different levels of education exist in the state said to be 40% of them are

Diploma holders. This has the advantage of securing various opinions from different level of

education.

Table 4: Service Year of the respondents in the State

Service year or work experiences of the respondents are shown in the following table.

Year of service Frequency Percentage

1 - 3 years 8 40%

Up to 4 years 4 20%

Up to 5 years 4 20%

Above 5 years 4 20%

Total 20 100%

As it is shown in the above table 40% of the respondents have served in the Government offices

from 1 to 3 years, 20% of the respondents up to 4 years, 20% of the respondents have served in

the State up to 5 years, 20% of the respondents have served the state at government fieldwork

above 5 years. Most of my respondents have well enough knowledge about the organization.

Table 5: Position of the Respondents.

Position Frequency Percentage

Leader 4 20%

Employer 7 35%

Military 6 30%

Community members 3 15%

Total 20 100%

31

As it’s stated in the above table 20% of the respondents are the leader of government officials,

35% of them are employers, 30% of them are Military officials and 15% of them are community

members.

3.3 Analysis and interpretation of data.

3.3.1 Challenges of UNS/ Malakal:

There are many challenges of UNS/ Malakal. Some of the major ones are:-

Lack of qualified leaders

Need of political positions

Lack of local solution for local problems

Problem of financial resources

Lack of qualified workers

Problems of Religious conflicts

Gender equity issues

Problem of nepotism

All these challenges are asked and what respondents gave is discussed in the following tables

respectively.

Table 6: Lack of qualified human power

Is there Lack of qualified human power in UNS? Frequency Percentage

Strongly agree 5 25%

Agree 6 30%

Neutral 2 10%

Disagree 5 25%

Strongly disagree 2 10%

Total 20 100%

As indicated in the table above about lack of qualified manpower in the UNS/Malakal, 25% of

the respondents strongly agree,30% of the respondent is agree, 10% of them are neutral, 25% of

them are disagree and 10% strongly disagree. This shows that state UNS has critical qualified

manpower shortage. The interview was made to five persons who are at the high level of the

management, and member of the State. According to my respondents, the State has critical

shortage of skilled human power, no strong structure from upper to lower and vice versa. As the

32

informants’ source have suggested, the Upper Nile State’s activities often result in

uncomfortable condition, which in turn reduces the possibility of achieving the key aims of the

Upper Nile State’s improvements. Lack of management skills in Upper Nile State have created

an improper balance between innovation, flexibility and the need to work effectively in a well-

designed hierarchy; to keep the Upper Nile State work running continuously. The Upper Nile

State’s skills for the identification of problems are weak, which results by preventing high

performance and improvement plans to solve them.

Table 7: Need of political position

Is there a need of political position challenge in UNS? Frequency Percentage

Strongly agree 9 45%

Agree 5 25%

Neutral - -

Disagree 4 20%

Strongly disagree 2 10%

Total 20 100%

As shown in table above about need of political position in the State, from the respondents45%

strongly agreed, 25% disagreed 20% disagree and 10% strongly disagree. This result indicates

that the need of political position is the main challenge for UNS/ Malakal. Many persons are

running for their own will rather than ideas of his respective area is belong to represent or work

according what community brought him do for them. Some time conflict by saying this man is

my classmate since we start our schooling so he will lead me-who is he to judge me.

Table 8: Lack of local solution for local problem

Are local elders willing to solve local problem? Frequency Percentage

Strongly agree 6 30%

Agree 5 25%

Neutral 1 5%

Disagree 3 15%

Strongly disagree 5 25%

Total 20 100%

33

As shown in table 7 above concerning RSS lack of local elder’s willingness to solve the

problems, from the respondents, 15% strongly agree, 25% agree, 5% neutral, 15% disagreed and

25% strongly disagreed. This result indicates that UNS/Malakal elders are willing to solve

community problem and conflict in traditional way of resolutions but lacking experiences and

leadership styles of influencing, directing and taking risk-handling.

Table 9: Concerning financial resources.

Is Shortage of financial resources? Frequency Percentage

Strongly agree - -

Agree 5 25%

Neutral - -

Disagree 10 50%

Strongly disagree 5 25%

Total 20 100%

As shown in the table above, on UNS/ Malakal shortage of financial resources 25% of the

respondents agree, 10% disagree, and 25% strongly disagree. This result shows that

UNS/Malakal has no financial problem and no respondents strongly agreed on financial

resources problems in the State. But government are lacking way achieving financial statement

or utilisation of scarce resources in a way that benefits the government activities as well.

Table 10: Based on lack of qualified workers

Is there Lack of qualified workers in the state? Frequency Percentage

Strongly agree 8 40%

Agree 10 50%

Neutral 2 10%

Disagree - -

Strongly disagree - -

Total 20 100%

34

As shown in the table above, concerning the availability of qualified workers, from the

respondents, 40% strongly agree, 50% agreed, 10% neutral no respondents disagree or strongly

disagree. This result shows that there are critical qualified workers in UNS/ Malakal.

The above indicated issues and the results of management skills show that the Upper Nile

State has to find a way to improve and develop its management skills. It must correct these

problems to enhance co-operation and allow work to run smoothly. It must convert its

disorganization and misunderstanding into a useful and integrated effort by its employees.

It was the first question of this research, how people understand lack of good management in

UNS.

Almost 90% of the respondents understand the term lack of good management and its impact

in UNS, and very few of them replied that a system of management and its activities are

somehow good. As a result of this, the UNS is weakened in its ability to work with

understanding and motivate other employees, either as individuals or groups.

Table 11: Problem of Religious conflict

Is there Religious conflict in Malakal? Frequency Percentage

Strongly agree - -

Agree 2 10%

Neutral 2 10%

Disagree 10 50%

Strongly disagree 6 30%

Total 20 100%

As indicated in the table above, 0% of the respondents strongly agree, 10% agree, 10% neutral,

50% disagree and 30% respondents strongly disagree. The result shows that there is a no

Religious conflict problem in the Upper Nile State.

Table 12: Concerning Gender equity issues

Gender equality is assured in all development activities? Frequency Percentage

Strongly agree - -

Agree 5 25%

Neutral - -

Disagree 10 50%

35

Strongly disagree 4 20%

Total 20 100%

As mentioned in the table 12above, the gender equality in the Upper Nile State, 25% of the

respondents agreed, 50% disagree, 20% strongly disagree, and none of the respondents are

strongly agree. This result indicates that there is a critical problem of gender equality in UNS/

Malakal.

Table 13: Problem of Nepotisms

Is there nepotisms problem in promoting of leadership? Frequency Percentage

Strongly agree 3 15%

Agree 8 40%

Neutral 2 10%

Disagree 3 15%

Strongly disagree 4 20%

Total 20 100%

As indicated the table above, on promoting leaders are coming to position in Upper Nile State,

15% of the respondents strongly agree, 40% agree, 10% neutral, 15% disagree, and 20% strongly

disagree. This result indicates that the promoting processes in the UNS/ Malakal are highly

affected by nepotisms.

3.4: Causes of conflict in UNS/ Malakal

The causes of conflict in UNS are several, but the main ones are as follows:

Problem of land issue

Awareness creation rather than using forces

Lack of education

Problems of corruptions

Process of election

Cause of poverty in UNS

Lack of job opportunity

36

These cause of conflict in UNS/Malakal are analysed in the tables here after.

Table 14: Problem of land issue

Is land issue is the main causes for conflict in UNS? Frequency Percentage

Strongly agree 10 50%

Agree 5 25%

Neutral - -

Disagree - -

Strongly disagree - -

Total 20 100%

The table above shows about, land issue in the Upper Nile State, 50% of the respondents strongly

agrees, 25%agree, and none of the respondents disagree or strongly disagree. This result

indicates that the critical causes of conflict in the UNS/ Malakal State are the promlem of land

issue.

Table 15: Concerning awareness creations rather than using forces

Is it good for government to uses military forces for ruling the state? Frequency Percentage

Strongly agree - -

Agree 2 10%

Neutral 3 15%

Disagree 8 40%

Strongly disagree 7 35%

Total 20 100%

As indicated in the table 15 above, about the government using military power rather than

awareness creations, 10% of the respondents agreed, 15% neutral, 40% disagreed and 35% are

strongly disagree and no respondents are strongly agree on that questions. This result shows that

37

the government officials use awareness creation and peaceful communication with community

than using military forces for conflict resolution.

Table 16: Concerning lack of educations

Are Peoples in UNS are well educated? Frequency Percentage

Strongly agree 5 25%

Agree 4 20%

Neutral 1 5%

Disagree 5 25%

Strongly disagree 5 25%

Total 20 100%

As indicated in the above table, regarding educated people in the State, 25% of the respondents

strongly agree, 5% neutral, 20% agree and 25% strongly disagree and 25% disagree. This result

shows that most of the people living in Malakal state are balanceable educated and uneducated

according to the respondents for educated people in the State. That means state has good

numbers of educated people but lacking the unit among themselves to carry out development as

needed. This shows that 45% have education, but the majority are not. The government needs to

invest more on education to get educated people for work.

Table 17: Problem of corruptions

Is leaders in UNS are corrupted? Frequency Percentage

Strongly agree 5 25%

Agree 6 30%

Neutral 4 20%

Disagree 5 25%

Strongly disagree - -

Total 20 100%

38

The table above shows that 25% of the respondents strongly agree, 30% agree 20% neutral land

25% disagree. The result indicates that there are high corruptions problem in the State. This

mean, many leaders at the state level are simply taking their time in the office with no work.

Using some cash flow for their-own benefits rather than growing the state as expected of them.

Table 18: Problem of nepotism

Is there nepotism in UNS government? Frequency Percentage

Strongly agree 5 25%

Agree 8 40%

Neutral 3 15%

Disagree 4 20%

Strongly disagree - -

Total 20 100%

As indicated in the table above, regarding cause of nepotism for the State, 25% of the

respondents strongly agree, 40% agree, 15% neutral, and 20% disagree. This result indicates that

one of the main causes of problem in Malakal state is nepotisms. Nepotism as it is a main

problem, had brain wash the state leaders of blocking important people whom in fact, will

contribute to the development and could fight corruption rather than promoting it.

Table 19: Concerning the process of elections

The election process of the state is participative? Frequency Percentage

Strongly agree 7 35%

Agree 7 35%

Neutral 3 15%

Disagree 2 10%

Strongly disagree 1 5%

Total 20 100%

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As shown in table above, concerning the election process of the state,35% of the respondents

strongly agreed, 35% agree, 15% neutral, 10% disagree and 5% of the respondent strongly

disagree. This result shows that the election process of the state is fair and participative to the

community of the Malakal state. This shows that the state election is enjoyable for communities

of electing their governor and counties representatives to present them in State Legislative

Assembly and National Legislative Assembly Juba.

Table 20: Causes of poverty in UNS

Poverty is the main causes for conflict? Frequency Percentage

Strongly agree - -

Agree 5 25%

Neutral 3 15%

Disagree 7 35%

Strongly disagree 5 25%

Total 20 100%

As indicated in table above, concerning poverty in the state that can challenge leadership

activities, 25%% of the respondents’ agree, 15%% neutral, 35% disagreed and 25% of the

respondents are strongly disagree. This result shows that the problem of poverty is not the causes

for the state and none of the respondent strongly agreed on causes of poverty problem in UNS.

On the other hand to fight poverty out at rural area is difficult because farmers lack tools for

farming during farming seasons.

Table 21: Lack of job opportunity

Unemployment is the main leadership challenge in UNS? Frequency Percentage

Strongly agree 6 30%

Agree 9 45%

Neutral - -

Disagree 5 25%

Strongly disagree - -

Total 20 100%

40

As shown in table 20 above, about problem of unemployment in the state, 30% of the

respondents strongly agree, 45% agree, and 25%disagree. This result indicates that this one of

the critical causes of the state is unemployment. This comes because the high officials employ

people by knowing/close relative or coming from the same background of the county. However,

this extremely, cause challenges because educated people some time left out by this way.

3.5 Measures to enhance leadership performance

The measure taken to enhance leadership performance in the state of Malakal is stated below in

the followings:

Control of land resources by government

Community participation in decision making of the state

Keeping the regulation of the state

Women role in Top level of the organization

Work environment for state workers

Malakal town belongingness

The problem of the borders

Table: 22 Control of land resources by government

Control of land resources is not by community? Frequency Percentage

Strongly agree - -

Agree 5 25%

Neutral 3 15%

Disagree 4 20%

Strongly disagree 8 40%

Total 20 100%

As shown in the table above, about the control of land resources by government, 25% of the

respondents agreed, 15% neutral, 20% disagreed and 40% of the respondents strongly disagreed.

This result indicates that the control of land resources is not under control of the government; it

is under control of the community. And; this is confusing from the communities opposing their

powers to rule the state by taking the administration of land allocation under their authorities

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while rejecting the government of taking the responsibility of land because of some

argumentative between communities, saying’ whom could own the land and whom to left out.

Table 23: Community participation indecision making of the state

Community participation is vital for development Frequency Percentage

Strongly agree 7 35%

Agree 8 40%

Neutral 2 10%

Disagree 3 15%

Strongly disagree - -

Total 20 100%

As can be seen from the table above, about community participation in decision making of UNS,

35% of the respondents strongly agreed, 40% agreed, 10% neutral, and 15% disagreed. This

table shows that the community participation in all decision making is vital for development

activities, and none of the respondents strongly disagreed on participation of the community in

decision making of the state. Which mean; communities participation in government work is

crucial in development of state and to RSS as well.

Table 24: Keeping the regulation of the state

Is keeping the regulation of the state options to resolve the conflict? Frequency Percentage

Strongly agree 9 45%

Agree 5 25%

Neutral 3 15%

Disagree 3 15%

Strongly disagree - -

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Total 20 100%

As shown in table 24 above, concerning keeping the regulation to resolve the conflict, from the

respondents; 45% strongly agreed, 25% agreed, 15% neutral and 15% disagreed. This result

indicates that, keeping the regulation of the state is mandatory to solve any conflict of the state.

Almost the whole state particularly respondents have much consideration about state regulation

to be respected and exercises in manner that people could be abide by it.

Table 25: Women role in Top level of the organizations

There is no women role in top level of the state? Frequency Percentage

Strongly agree 4 20%

Agree 3 15%

Neutral - -

Disagree 6 30%

Strongly disagree 7 35%

Total 20 100%

As shown in table above, concerning UNS women participation at Top level of the state, 20% of

the strongly agreed, 15% agreed, 30% disagreed and 35% strongly disagree. This table shows

that in Top level of the state there is a fair share state seat distribution with women.

Table 26: The work environment of the state for workers

Work environment of the state is suitable for workers Frequency Percentage

Strongly agree 3 15%

Agree 4 20%

Neutral 3 15%

Disagree 6 30%

Strongly disagree 4 20%

Total 20 100%

As indicated in the table above, the work environment for workers of State, 15% of the

respondents strongly agreed, 20% agreed, 15% neutral, 30% disagreed and 20% of the

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respondents are strongly disagreed. This result shows that the work environment of the state is

not attractive for employers. As done through close-ended questionnaire, almost 50% strongly

disagree and disagree that the work environment is not conducive for workers.

Table 27: Malakal town belongingness

Malakal town is not belonging to the all community? Frequency Percentage

Strongly agree 5 25%

Agree 8 40%

Neutral - -

Disagree 4 20%

Strongly disagree 3 15%

Total 20 100%

As table above shows concerning, the Malakal town belongingness of the community, 25% of

the respondents strongly agreed, 40% agreed, 20% disagreed and 15% strongly disagreed. This

table shows that the Malakal town is belong to the all communities of the state and according to

the respondents it is not belong to some tribes. These mean there been a particular community

whom own that land before government could establish the state centre or make it the base for

state government. Therefore, through my distribution/conduct interview questionnaires, I heard

of some differentiates between some communities in state saying whom to own the land.

Table 28: The border problem of the UNS

Border conflict with Gambella is solved by negotiation? Frequency Percentage

Strongly agree 6 30%

Agree 6 30%

Neutral 3 15%

Disagree 5 25%

Strongly disagree - -

Total 20 100%

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As indicated in table above, about border conflict with Gambella people, 30% of the respondents

strongly agreed, 30% agreed, 15% neutral, and 25% disagreed. This result indicates that the

problem of the border with Gambella people is solved in negotiations. As respondent’s stated,

the border between Upper Nile State, South Sudan and Gambella, Ethiopia will be run

peacefully. However, peace reconciliation need be set between two states ahead before going for

border demarcation/dispute if any could happen to harm the communities close to each another at

border locations

CHAPTER FOUR

4. SUMMARY, CONCLUSION AND RECOMMENDATION

In this chapter, summary of the finding and conclusion of the paper is presented.

Recommendations are given for the problems that are identified in the research.

4.1 Summary of the Findings

Based on the research made, the major findings are as follows:

As a new State, Upper Nile State has various problems. According to the research findings, the

shortage of qualified human power due to lack of education is the main factors for

multidimensional problem of the State leadership challenge.

There is no effective working system that creates efficiency and effectiveness for the activity of

the organization. Lack of financial resource, absence of office equipment and shortage of

qualified human power are some obstacles for State sustainability. Networking and relationship

with existing customers of the state is not utilized. The resources of the State were mismanaged

and not properly utilized. This is leading the State to be inefficient and not self-sustained.

Work environment is not suitable for workers and work because of internal and external factors.

In general, the research findings have shown that the UNS has great responsibility to solve

current problems in the State leadership and to improve efficient leadership for the challenge of

the State.

Lack of networking with community and other border countries: The state has no network with

border communities, and beside that it lacks clear memorandum of understanding in which to

make partnership

45

Shortage of human power: The UNS has no qualified human power in developing the State

towards self-sustainability and the State has managerial capacity problem to plan and direct the

day-to-day activities of the state that is tied up with the proper relationship of the workers.

Lack of effective working system: There is no attractive working system that creates efficiency

and effectiveness. The State Government swell equipped with materials like well-organized

Office (computers, photo copy machine, printer, and fax) and transportation facilities (Car). But

the problem is using the resources for own personal uses.

Lack of strategic leadership: The leadership of the State is fragmented, has no clear vision of the

future and no plan to train leaders to develop human power skill.

Resources miss management: The State encounter a miss management of moveable and

unmovable property that can enhance the income of the State. This is due to reason that the State

has no sound organizational structure that can influence the workers and also that can lead

towards the right management of the resource.

Communication and collaboration gap: It is found that there is no properly designed and well-

developed communication system with government officials and communities.

4.2 Conclusion

This paper

4.3 Recommendations

The following recommendations are given for the identified problems which are going to be

obstacles for the sustainability of UNS. If the State tries to solve some problems as

recommended, some improvements will be seen in the role of efficient leadership to solve the

conflict among the community and in the border.

4.3.1 To the challenge of UNS Problems:

Set proper leadership development plan at the entire level of the Counties. This should be the

responsibility and accountability of the present leaders.

Assigning qualified and professional leaders to each position on the basis of their educational

qualification.

46

Assigning consultant to the leaders.

Creating awareness to local leaders, elders and employers about opportunity and challenge of the

state.

Preparing and inspiring talented leaders through designing, coaching and mentoring system.

Planning continues training to employees to develop their awareness towards the goal of the

organization.

Creating partnership and experience-sharing forums with external bodies like donors and other

competitive State of the RSS and experienced workers of the State as well.

Networking and relationship with partners.

Creating participatory bilateral partnership.

Developing cross cultural communication.

Creating clear partnership policy.

Creating awareness on partnership.

4.3.2 On Causes of State challenges:

Establishing motivation skim to motivate the workers.

Establish human resource strategic plan.

Formulating job description for each job title at each job sector

Assigning the right person, at the right place.

Develop performance appraisal system.

Develop clear organizational structure.

Avoid nepotism.

Create awareness to members of how they elect and evaluate their leaders within a time frame.

Setting proper election process and procedures manual that will guide the election procedure

during the period of election in the State.

Conduct continuous capacity building training program to all electors or for those who participate

in the election procedure.

Develop inventory based system of the resource.

Develop and assure the guarding of the resource.

Developing financial controlling procedure manual to the entire organization.

Strengthening internal controlling system of the resource.

Creating responsible body, which administers properties of the state.

Developing property management report and make SWOT analysis of the organization.

4.3.3 on measures to enhance efficient leadership performance:

47

For each work center setting clear activities and their network.

Establish planning driven work.

Setting standard to all activities.

Establishing performance oriented measurement system.

Assign the required personnel as the work requires.

Classifying each activity and connecting to the proper hierarchy.

Giving appropriate responsibilities with authorities.

Establishing central archive, this should be supported by IT.

Establishing and creating work monitoring and evaluation system.

Reclassification of work activities.

Setting proper employment, promotion and termination procedure.

Changing the mindset of the citizens.

Creating a model to show others to work for the best of the organization and developing good

images of the State.

Managing existing UNS resources to create the State’s wealth rather than giving it for

governmental and non-governmental bodies.

Strengthening budget controlling system to build the network and attract partners and to enhance

the activities of the State towards the goal.

Identifying fund generating schemes and develops fund-generating projects.

Introducing plan based usage of funds for the partners and the management of the organization.

Reducing costs and eliminating an unnecessary expense that consumes resources of the

organization.

Developing UNs business plan with the existing resource of the State.

Developing the relationship between the State, leaders and communities capacity problem.

Plan short-term and long-term training at domestic and international level to all state counties’

leaders at various levels and giving on job training.

Setting capacity building strategic plan for the sustainability of the organization.

Employing competent employees and increment experience and educational based salary.

Plan and implement leadership and management training with a continual basis.

Creating cost conscious and saving mentality among counties organizations and members.

Developing counties information system to minimize the gap between the state and the host

communities.

48

Introducing development team among employees and leaders as well as the subordinate of the

organization at the counties level.

Developing working code of conduct.

Develop positive attitude among employees towards each other.

Creating fair and just work environment rather that making it a mechanistic environment to

accept positive change.

Creating awareness on counties level in all activities of the state through feedback report.

REFERENCE

Father Mathew Pagan (2011) Coordinator for Justice and Peace Commission of the

Catholic Diocese of Malakal

Prentice Hill (1997) Managing Across Culture-London

Greenberg, Jerald (2006) Behaviour in Organization-India

Jossey Bass (1995) theLeadership Challenge: San Francisco

James M. Kouzes (2006) Leadership Enhancing the Lessons of Experiencing 5th ed

New Delhi:Tat MC Graw-Hill Publishing

Alio,Rober J. 1995. Leadership Myths and Realities: India,McGraw-Hill, and Publishing

D. E Hussey, 2000. How to Manage Organizational change: South Asian 1st ed New

Delhi, Kogan

Greenleaf, Robert K. 1991. Servant Leadership: New York/Mahwah, Paulist press.

Hughes, Rihcard. 2006. Leadership enhancing the Lesson of Experience: 5th ed

New Delhi Tot MCHraw. Hill pubilishing.

Higginson, Richard. 1996. Transforming Leadership: Great Britain, Cromwell press.

Marshal, Tom. 1991. Understanding Leadership: England, Clays LTD.

49

Munro, Myles. 2006. The Spirit of Leadership: Life way press, USA.

Williams, Michael.1996. Mastering Leadership: India, Replika press.

Unpublished Materials

Alemayu, Kotiso. 1997. Research Paper on Organizational Behavior SCS: Liver pule.

Andargew, Asfaw. 2010. The Challenges of Equipping Church Leaders: MY_MLC,

Addis Ababa.

Fekadu, Kanno (Dr). 2011. Introduction to Leadership: MY_MLC, Addis Ababa.

Muligeta, Malamo.2011. Luck of Good Management and its Impact in SCS: MY_MLC,

Addis Ababa.

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Appendix 1Questionnaire on the title:

Leadership Challenges and Opportunities(In case of Upper Nile State/Malakal)

I am Simon.M DaffaPeace and bless be with you all. This Questionnaire is designed to collect data for a research work on Leadership Challenges and Opportunities: the case of Upper NileState/Malakal in South Sudan Upper Nile States. The objective of this Study is to explore major factors that are affecting the leadership of the State and to recommend the possible solutions for the challenges. The study is designed as a requirement for the degree of Bachelor of Arts in leadership and development studies in MakaneYesus Management and Leadership College. Thus, your free will and cooperation in giving reliable information is very important. The data will be analyzed confidently. This questionnaire is prepared for all those who are able to give reliable information concerning the leadership challenge to reform the entire society of the State.I kindly appreciate your benevolence for dedicating your time in answering this questionnaire.

I. Please consider all the listed points in relation to leadership challenge, and try to mark ( ) in the space provided.

II. Respondents information

Sex: Male Female

Age: 20-30 31-40 41-50 above 50

Educational Back ground: certificate Diploma 1st degree 2nd deg

Position: Leader Employer Military com. Member

51

Experience in Government: 3 year 4 year 5 year above 5

A. close-ended questionnaireNo Questions Str.agre

eAgree

Neutral

Str.disagree

Disagree

1 One of the leadership challengesin the Malakal state is lack of qualified leaders.

2 The government should take military forces to overcome the conflict.

3 Most of the conflict issue is raisesin need of political position.

4 Land issue is one of the main factors for conflict among society.

5 Local elders are not willing to solve the existing problem.

6 The government officials are trying to work on awareness creation rather than using forces for conflict.

7 The problem of the community in Malakal is not control of land resources.

8 The society living in Upper Nile/malakal state is well educated.

9 Community participating in decision making is vital for development activities and conflict resolution.

10 The main leadership challenge in Malakal is shortage of financial resources.

11 Lack of Qualified human power is one of the challenges in the state.

12 Religious conflict is one of the leadership challenges in Upper Nile/Malakal state.

13 Corruption is one of the leadership challenges in the Malakalstate.

14 There are no Nepotism problems in the Malakal state.

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15 One of the criteria to Resolve the problem is based on obeying for the regulation of the state.

16 There is no women role in Top level of the state.

17 Gender equality is assured in all development, social and economic activities of the state.

18 The election process of the state is not attractive and participative.

19 Poverty is the main cause of leadership challenge in the country.

20 The work environment of the state is suitable for employers

21 Lack of job opportunity is the main cause for leadership challenge.

22 There is tribal-interest in promoting leadership in state?

23 Malakal town is not belonging to any community it is belong to all community of Upper Nile State?

24 The border disagreement between UNS and Gambella will be smooth by negotiation between two states?

INTERVIEW QUESTIONS1 What do you think about leadership opportunity in the Malakal?2 What is the role of leaders to overcome the challenge?3 What is the role of the community to ensure sustainable development of the country?4 How do you see the gender equality in all political, social and economic activities?5 What is your suggestion for new state sustainable, growth, peace, and change of the organization?

53

A STUDY ON THE LEADERSHIP CHALLENGE AND

OPPORTUNITY

(THE CASE OF UPPER NILE STATE/MALAKAL)

BY

SIMON M. DAFFA

(MY-MLC)

ADDIS ABABA, ETHIOPIA

June 2013

LEADERSHIP CHALLENGE AND OPPORTUNITY

(THE CASE OF UPPER NILE STATE/MALAKAL)

54

BY

SIMON M. DAFFA

A Paper Submitted to Mekane Yesus Management and Leadership

College

In Partial Fulfilment of

The Requirements for the Degree of

BACHELOR OF ARTS IN LEADERSHIP AND DEVELOPMENT

STUDIES

ADVISOR: FEKADU KANNO ( PhD )

MEKANE YESUS MANAGRMENT AND LEADERSHIP COLLEGE

(MY-MLC)

ADDIS ABABA, ETHIOPIA

June 2013

Declaration

55

I Simon M. Daffa, declare that this thesis is my original work, has not been presented for a

degree in any other university and that all sources I have used or quoted have been indicated and

acknowledged by complete references.

Name: Simon M. Daffa

Signature: _______________________

Place: Mekane Yesus Management and Leadership College, Addis Ababa

Date of submission: _________________

This thesis has been submitted for examination with my approvals as College advisor.

Name: Fekadu Kanno (PHD)

Signature: _________________________

Date: _____________________________

ACKNOWLEDGEMENTS

56

I God we trust. His divine goodness, provisions and mercy helped me come this far. I am grateful

to him, for what provide me with in my entire of life and particularly in my studies.

Profoundly my heartfelt thanks go to my beloved wife Mekdes W/Senbet (Mami); your love,

encouragement, prayer and care have helped me reach for this success.

My heartfelt thanks go to Mr. Temesgen Negassa, my advisor. It would have been impossible to

be effective without your professional and fatherhood advice. Your patience and encouragement

have helped me to produce such a paper.

A special word thanks is offered to mind mate and dearest brothers Mr. Amanuel W/Senbet &

Mrs. MuluinYirgalem, Mr. Simon Badi & Mrs. Ayelnesh Belay in A.A, Mr. Beranu Dessalegn,

in U.S.A, Mr. Kalelegn Bikamo and Mr. Afework Ferowun in South Africa, for their spiritual,

financial and intellectual contribution to my study and growth in life.

I am grateful thanks to Mr. W/Senbet Gazumo & Mrs. Worknesh in Yirgalem, Mrs. Lemelem

W/Senbet & Salmon, in Awassa, Mr. Miki Muligeta, in Debra-Brahn, Mr. Getachaw G/zadik, in

Durami, Mr. Petros Umeko, in Bedwacho, Mr. Abebe Alemu, lecturer in Della University, for

your concern and intervention in the time of critical need.

Pleasantly my thanks go to, Dr. Misgana Matwos, Dr. Fekadu Kanno, Mr. Melkamu Dunfa Dean

of department of MY-MLC, Mr. Paulos Shune the associate Secretary of EECMY. Thank you

for your accompany in my journey of life.

At last, but not least, my thanks go to my family, friends, Bedwacho parish, shone safera-salem

congregation, instructors, Ac members, classmates, and colleagues who helped me in all

dimensions directly. Really thank you.