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 organizations 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 leaderships role in improving many factors of organization is very crucial.

Upper Nile State is located in South Sudans 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 Sudans 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 states 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 areas 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 community development initiatives carried out by Petrol Dar (PD), one of the areas 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.

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 Niles 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 states 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; Languagemoving 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.

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.

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.

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 states 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,

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 respondents 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.

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 states 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

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.

 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 followers. 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 persons 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 leaders truth fullness and tendency to translate words into deeds. Leaders will only have followers when trust is maintained through the leaders 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 arent 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 dont 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 employees 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 leaders 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 theres 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 shouldnt 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 cant 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 its 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 organizations 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, managers 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

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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. Customers 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, Marys 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

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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 peoples 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 organizations 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 organizations employees should believe and act like, theres 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

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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 employees 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.

21

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 persons 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 leaders 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 organizations 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

22

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. continuously mobilize accounts as they render themselves all In everyday life, people 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?

23

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 states 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:-

24

- 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. that is received as a trigger event. Something happens inside or outside the organization

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 managements recognition of an emerging problem that others have not spotted (D.E. Hussey, 2000, p. 9&13).

25

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:

26

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 countrys law has the authority to recruit, assign and

27

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 states 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 1 2 3 4 Age 20-30 31-40 41-50 Above 50 Total Frequency 5 8 4 3 20 Percentage 25% 40% 2o% 15% 100

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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 Male Female Total Frequency 15 5 20 Percentage 75% 25% 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. Level of education 2nd Degree 1stDegree Diploma High school (certificate) Total Frequency 4 6 8 2 20 Percentage 20% 30% 40% 10% 100%

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

29

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 1 - 3 years Up to 4 years Up to 5 years Above 5 years Total Frequency 8 4 4 4 20 Percentage 40% 20% 20% 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 Leader Employer Military Community members Total Frequency 4 7 6 3 20 Percentage 20% 35% 30% 15% 100%

30

As its 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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 5 6 2 5 2 20 Percentage 25% 30% 10% 25% 10% 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

31

shortage of skilled human power, no strong structure from upper to lower and vice versa. As the informants source have suggested, the Upper Nile States activities often result in uncomfortable condition, which in turn reduces the possibility of achieving the key aims of the Upper Nile States 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 welldesigned hierarchy; to keep the Upper Nile State work running continuously. The Upper Nile States 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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 9 5 4 2 20 Percentage 45% 25% 20% 10% 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? Strongly agree Agree Neutral Disagree Strongly disagree Frequency 6 5 1 3 5 Percentage 30% 25% 5% 15% 25%

32

Total

20

100%

As shown in table 7 above concerning RSS lack of local elders 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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 5 10 5 20 Percentage 25% 50% 25% 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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 8 10 2 20 Percentage 40% 50% 10% 100%

33

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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 2 2 10 6 20 Percentage 10% 10% 50% 30% 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? Strongly agree Agree Frequency 5 Percentage 25%

34

Neutral Disagree Strongly disagree Total

10 4 20

50% 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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 3 8 2 3 4 20 Percentage 15% 40% 10% 15% 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

35

Lack of job opportunity

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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 10 5 20 Percentage 50% 25% 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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 2 3 8 7 20 Percentage 10% 15% 40% 35% 100%

36

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 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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 5 4 1 5 5 20 Percentage 25% 20% 5% 25% 25% 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? Strongly agree Agree Frequency 5 6 Percentage 25% 30%

37

Neutral Disagree Strongly disagree Total

4 5 20

20% 25% 100%

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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 5 8 3 4 20 Percentage 25% 40% 15% 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? Strongly agree Agree Neutral Disagree Frequency 7 7 3 2 Percentage 35% 35% 15% 10%

38

Strongly disagree Total

1 20

5% 100%

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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 5 3 7 5 20 Percentage 25% 15% 35% 25% 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? Strongly agree Agree Neutral Frequency 6 9 Percentage 30% 45% -

39

Disagree Strongly disagree Total

5 20

25% 100%

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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 5 3 4 8 20 Percentage 25% 15% 20% 40% 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.

40

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 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 Strongly agree Agree Neutral Disagree Strongly disagree Frequency 7 8 2 3 Percentage 35% 40% 10% 15% -

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? Strongly agree Frequency 9 Percentage 45%

41

Agree Neutral Disagree Strongly disagree Total

5 3 3 20

25% 15% 15% 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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 4 3 6 7 20 Percentage 20% 15% 30% 35% 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 Strongly agree Agree Neutral Disagree Strongly disagree Frequency 3 4 3 6 4 Percentage 15% 20% 15% 30% 20%

42

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 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? Strongly agree Agree Neutral Disagree Strongly disagree Total Frequency 5 8 4 3 20 Percentage 25% 40% 20% 15% 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? Strongly agree Agree Frequency 6 6 Percentage 30% 30%

43

Neutral Disagree Strongly disagree Total

3 5 20

15% 25% 100%

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 respondents 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.

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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

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 welldeveloped 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:

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 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. 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.

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 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:

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 States 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.

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 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. 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.

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Higginson, Richard. 1996. Transforming Leadership: Great Britain, Cromwell press. Marshal, Tom. 1991. Understanding Leadership: England, Clays LTD. 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 1 Questionnaire on the title:

Leadership Challenges and Opportunities

(In case of Upper Nile State/Malakal) I am Simon.M Daffa Peace 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. Sex: Age:

Respondents information Male 20-30 Female 31-40 41-50 above 50

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Educational Back ground: certificate Position: Leader Employer

Diploma

1st degree

2nd deg Member above 5

Military com. 4 year 5 year

Experience in Government: 3 year

A. close-ended questionnaire No Questions 1 2 3 4 5 6 7 8 9 10 11 12 One of the leadership challengesin the Malakal state is lack of qualified leaders. The government should take military forces to overcome the conflict. Most of the conflict issue is raisesin need of political position. Land issue is one of the main factors for conflict among society. Local elders are not willing to solve the existing problem. The government officials are trying to work on awareness creation rather than using forces for conflict. The problem of the community in Malakal is not control of land resources. The society living in Upper Nile/malakal state is well educated. Community participating in decision making is vital for development activities and conflict resolution. The main leadership challenge in Malakal is shortage of financial resources. Lack of Qualified human power is one of the challenges in the state. Religious conflict is one of the leadership challenges in

Str.agre e

Agre e

Neutr al

Str.dis agree

Disagree

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13 14 15 16 17 18 19 20 21 22 23 24

Upper Nile/Malakal state. Corruption is one of the leadership challenges in the Malakalstate. There are no Nepotism problems in the Malakal state. One of the criteria to Resolve the problem is based on obeying for the regulation of the state. There is no women role in Top level of the state. Gender equality is assured in all development, social and economic activities of the state. The election process of the state is not attractive and participative. Poverty is the main cause of leadership challenge in the country. The work environment of the state is suitable for employers Lack of job opportunity is the main cause for leadership challenge. There is tribal-interest in promoting leadership in state? Malakal town is not belonging to any community it is belong to all community of Upper Nile State? The border disagreement between UNS and Gambella will be smooth by negotiation between two states?

INTERVIEW QUESTIONS 1 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?

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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

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LEADERSHIP CHALLENGE AND OPPORTUNITY (THE CASE OF UPPER NILE STATE/MALAKAL)

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

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Declaration
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: _____________________________

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ACKNOWLEDGEMENTS 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.

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