Table 435 Across Regions ANOVA Sum of Squares df Mean Square F Sig having the

Table 435 across regions anova sum of squares df mean

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Table 4.3.5. Across Regions ANOVA Sum of Squares df Mean Square F Sig. having the qualities and capacities of clear vision and looking into the future Between Groups 1.136 3 .379 .596 .618 Within Groups 217.993 343 .636 Total 219.130 346 leaders ability to listen to new ideas Between Groups 6.321 3 2.107 3.963 .008 Within Groups 183.967 346 .532 Total 190.289 349 the ability of leaders to think differently. Between Groups 81.142 3 27.047 3.404 .018 Within Groups 2717.116 342 7.945 Total 2798.257 345 dealing with others constantly and justly Between Groups 23.983 3 7.994 .769 .512 Within Groups 3567.424 343 10.401 Total 3591.406 346 the ability of leaders to clearly state what employees and customers expect Between Groups 6.576 3 2.192 4.321 .005 Within Groups 172.978 341 .507 Total 179.554 344 the leaders ability to communicate Between Groups 28.955 3 9.652 1.547 .202 Within Groups 2127.277 341 6.238 Total 2156.232 344 the ability to make a decision in a timely Between Groups 4.050 3 1.350 2.614 .051 Within Groups 176.598 342 .516
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International Affairs and Global Strategy ISSN 2224-574X (Paper) ISSN 2224-8951 (Online) Vol.23, 2014 26 manner Total 180.647 345 the ability to listen to customers and assign the highest priority to customer satisfaction Between Groups 21.415 3 7.138 1.321 .267 Within Groups 1863.845 345 5.402 Total 1885.261 348 inspiring and demonstrating a passion for excellence Between Groups 6.030 3 2.010 3.985 .008 Within Groups 172.516 342 .504 Total 178.546 345 As it can be seen form the above ANOVA table, the degree of the variations in applying transformational leadership qualities across the regions and sectors is quit observable. There is a difference among the performance of the regions regarding the following issues ; leaders ability to listen to new ideas, the ability of leaders to think differently, the ability of leaders to clearly state what employees and customers expect, and inspiring and demonstrating a passion for excellence. In other variables, the trend is the same whether it is positive or not. The variations among the performance of the regions are also indicated below. 2. The major findings The study was designed to assess to what degree public service leaders became transformational and bring effectiveness in organizational performance. The result showed that the leaders are not charismatic, creative or are not presenting radical solutions with the problems facing organizational members. Even though some improvements, the leadership style currently practicing in the public service organizations of Ethiopia is not at level improving internal and external customer needs. The government reform programs are achieved less than the expected level. Organizations were less focused on the major strategies and less competitive to bring effectiveness in performance. Public service organizations lack competent leaders for undertaking reform programs and the leaders’ ability to raise the followers’ creativity are much below expectation. Employees and customers involvement/participation in the change process is not at a required level.
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