The Role of Leadership in Organizational Change

THE ROLE OF LEADERSHIP IN ORGANIZATIONAL CHANGE
A RESEARCH THESIS SUBMITTED TO THE COLLEGE OF BUSINESS AND
ECONOMICS IN PARTIAL FULFILMENT OF THE
REQUIREMENTS FOR THE AWARD OF BACHELOR DEGREE
IN BUSINESS MANAGEMENT OF
PLASMA UNIVERSITY
Prepared by:
1. Abdulahi Sh. Bashir Dinle

2. Abdulkadir Ali Madobe
3. Abdulkadir Dahir Mohamed
4. Hasan Sh. Abdi Ali
5. Hasan Ahmed Mohamed
January, 2016
Mogadishu Somalia
Declaration
This thesis is our first and original work and has not been presented for a degree or any
other academic award in any university or institution of studying.
Actually, after hard working, Allah (S.W.T) made us possible to present to this well
organized thesis.
Names of candidate: Signature of candidates:
1) AbdullahiShiikh Bashir Dinle _____________________
2) Abdulkadir Ali Madobe _____________________
3) AbdulkadirDahir Mohamed _____________________
4) Hasan Sh. Abdi Ali _____________________
5) HasanAxmed Mohamed _____________________
I
APPROVAL
We hereby declare that we have report this thesis in our opinion, this thesis is sufficient in
terms of scope and quality for the award of the degree of Bachelor of Business
Management. This thesis was carried out by the candidates under our supervision.
Name of supervision: ___________________________________
Signature: ___________________________________
Date: _____/_____/_______
II
Dedication
This thesis is dedicated to our parents, specially our Mother, Fathers, Brothers and Sisters
beloved, also researchers dedicate this thesis whole family whose persistent support cannot
do anything.
Researchers dedicate all classmates, our lecturers, colleagues and whole friends who
supported us to accomplish this vital study.
Researchers also specially dedicate their supervisor who get help guidance and
encouragementMr. AhmedMohamudJama (Ahmed-dahir).
III
Acknowledgements
All thanks is due to Allah who made easier for us doing this precious job and ask him to
be advantageous to the readers who excite knowing somehow about the issue presented in
this book. We express my deep appreciation to my supervisor Mr.
AhmedMohamudJama(Ahmed-dahir), for his guidance, encouragement and support
for the fulfillment of this proposal.
Researchers acknowledge all staffs and teachers of Plasma University for their kind support
during the time of study, especially Mrs. RuqiyaMustaf, Mr. Ali Haji Bare, Mr. Ahmed-
diwani, Mr. Ahmed A. Abtidon, Mr.HasanAbdi Ali etc.
Researchers also acknowledge their parents and families who took part our physical and
mental growth which cannot outline in this page and we say thanks for your great efforts
and motivations.
IV
TABLE OF CONENTS
DECLARATION ............................................................................................................. I
APPROVAL ....................................................................................................................... II
DEDICATION ................................................................................................................... III
ACKNOWLEDGEMENTS ............................................................................................... IV
TABLE OF CONENTS ...................................................................................................... V
LIST OF TABLES ........................................................................................................... VIII
LIST OF FIGURES ......................................................................................................... VIII
ABBREVIATION AND ACRONYMS ........................................................................... IIX
ABSTRACT ........................................................................................................................ X
CHAPTER ONE ................................................................................................................. 1
INTRODUCTION .............................................................................................................. 1
1.0. OVERVIEW ................................................................................................................ 1
1.1. BACKGROUND OF THE STUDY ............................................................................ 1
1.1. BACKGROUND OF THE STUDY ............................................................................ 1
1.2. PROBLEM STATEMENT .......................................................................................... 4
1.3. PURPOSE .................................................................................................................... 4
1.4. RESEARCH OBJECTIVES ........................................................................................ 4
1.5. RESEARCH QUESTIONS ......................................................................................... 4
1.6. SCOPE Of STUDY...................................................................................................... 5
1.7. SIGNIFICANCE Of STUDY ...................................................................................... 5
1.8. CONCEPTUAL FRAMEWORK ................................................................................ 6
CHAPTER TWO ................................................................................................................ 7
LITERATURE REVIEW ................................................................................................... 7
2.0. OVERVIEW ................................................................................................................ 7
2.1. OBJECTIVE ONE ....................................................................................................... 7
2.1.1. LEADERSHIP .......................................................................................................... 7
2.1.2. THE ORGANIZATION ........................................................................................... 8
V
2.1.3. THE ORGANIZATIONAL LEADERSHIP............................................................. 8
2.2. OBJECTIVE TWO ...................................................................................................... 9
2.2.1. CHANGE .................................................................................................................. 9
2.2.2. THE ORGANIZATIONAL CHANGE .................................................................. 10
2.2.3. IMPORTANCE OF ORGANIZATIONAL CHANGE .......................................... 11
2.2.4. ORGANIZATIONAL CHANGE AND ORGANIZATIONAL INNOVATION .. 12
2.3. OBJECTIVE THREE ................................................................................................ 13
2.3.1. IMPORTANCE OF VISION AND INNOVATIVE APPROACH FOR LEADERSHIP ... 13
LEADERSHIP ................................................................................................................. 13
2.4. SUMMARY ............................................................................................................... 14
2.5. CONCULITION ........................................................................................................ 15
CHAPTER THREE .......................................................................................................... 16
METHODOLOGY ........................................................................................................... 16
3.0. OVERVIEW .............................................................................................................. 16
3.1. RESEARCH DESIGN ............................................................................................... 16
3.2. TARGET POPULATION .......................................................................................... 16
3.3. SAMPLE SIZE .......................................................................................................... 16
TABLE 1.0: RESEARCH SAMPLE ................................................................................ 17
3.4. SAMPLING TECHNIQUE ....................................................................................... 17
3.5. RESEARCH INSTRUMENT .................................................................................... 17
3.6. DATA ANALYSIS .................................................................................................... 18
3.6.1. DATA GATHERING PROCEDURE .................................................................... 18
3.7. VALIDITY AND RELIABILITY OF THE INSTRUMENT ................................... 18
3.8. LIMITATIONS OF THE STUDY............................................................................. 19
3.9. ETHICAL CONSIDERATIONS ............................................................................... 19
CHAPTER FOUR ............................................................................................................. 20
DATA PERSENTATION, ANALAYSIS AND INTERPRETATION ........................... 20
4.0. OVERVIEW .............................................................................................................. 20
4.1. PERSONAL INFORMATION (BIO DATA) ........................................................... 20
CHAPTER FIVE .............................................................................................................. 43
VI
FINDINGS, CONCLUSION AND RECOMMENDATION ........................................... 43
5.0. OVERVIEW .............................................................................................................. 43
5.1. DISCUSSION OF FINDING .................................................................................... 43
5.2. CONCLUSION .......................................................................................................... 52
5.3. RECOMMENDATIONS ........................................................................................... 53
5.4. RECOMMENDATION FOR FURTHER RESEARCH ........................................... 54
REFERENCE .................................................................................................................... 55
APPENDICES .................................................................................................................. 58
APPENDIX A TIME FRAME ...................................................................................... 58
APPENDIX B BUDGET RAME .................................................................................. 59
APPENDIX C RESEARCH INSTRUMENTS ............................................................. 60
APPENDIX D TRANSMITTAL LETTER .................................................................. 63
VII
LIST OF TABLES
Table 1.0: Research sample ... -17-
Table 4.1.1: Age respondents ... - 20-
Table 4.1.2: Gander respondents .............................................................................. - 21-
Table 4.1.3: Marital status respondents . - 22-
Table 4.1.4: personal qualification respondents - 23-
Table 4.1.5: employment status respondents ....... - 24-
Table: 4.2.1: .. -25-
Table: 4.2.2: .. -26-
Table: 4.2.3: .. -27-
Table: 4.2.4: .. -28-
Table: 4.2.5: .. -29-
Table: 4.2.6: .. -30-
Table: 4.3.1... - 31-
Table: 4.3.2... - 32-
Table: 4.3.3... - 33-
Table: 4.3.4.. - 34-
Table: 4.3.5... - 35-
Table: 4.3.6... - 36-
Table: 4.4.1... - 37-
Table: 4.4.2... - 38-
Table: 4.4.3... - 39-
Table: 4.4.4... - 40-
Table: 4.4.5... - 41-
Table: 4.4.6... - 42-
LIST OF FIGURES
1. Conceptual Framework . - 6 -
VIII
ABBREVIATION AND ACRONYMS
1. TLP . launched its Transformational Leadership Program
TCCAF The Coca-Cola Africa Foundation
NGOs . Non-governmental Organizations
SMEs small to medium-sized enterprises
USIU United States International University
OCM Organizational Change Management
SPSS Statistical Package for Social Sciences
IX
ABSTRACT
This Study deals with the role of leadership in the phenomena of organizational change in
Mogadishu Somalia, because the globalization has converted the world into a small global
village; a village in which there is an ever high stream of contentions and competitions
between organizations. In this scenario the most effective and beneficial tactic for any
organization is to create innovative ways in conducting business.
The leader as a person in charge or as a change agent can manage an organization or the
process of organizational change more effectively and successfully, if he/she is capable
and competent. Rapid technological advancements, high expectations of customers, and
ever changing market situations have compelled organizations to incessantly reassess and
reevaluate how they work and to understand, adopt and implement changes in their
business model in response of changing trends.
Organizational change is a demand of the day, and needed for organizations to survive.
Business companies in Mogadishu now a days, well understand the importance of the
matter, and are serious to prepare themselves not only the current, but also for the future
trends to get the level of sustainable success, but Along with all of its implications and
importance the process of organizational change is also a very complex and challenging.
As leadership has a central role in evolution and cultivating an organization, the process of
organizational change demands a very effective and highly competent leadership that is
well capable to perceive the most desirable shape of an organization and address the issue
of organizational change in most appropriate way. The analysis of literature reviewed and
the results of real life cases of organizations which are studied for this thesis shows, that a
X
leadership with the competencies of Vision along with other characteristics can prove
more effective to conclude the complex phenomena of organizational change with success.
Further the successful organizational change can leads to innovation for organization,
which is the key of long term success and sustainability. This thesis as a result proposed a
model which is derived from the leadership competencies, organizational change, and
sustainable success and innovation literature.
XI
CHAPTER ONE
INTRODUCTION
1.0. OVERVIEW
This first chapter is an introduction to the research main subject with a background of
study, problem of study, purpose of study, research objectives, research questions, scope
of study significance of study, and conceptual framework.
1.1. BACKGROUND OF THE STUDY`
Leadership is very important while managing organizations or addressing the issue of

organizational change. Kennedy believes that role of the leadership is a key while
addressing the issue of organizational change and effective leader can bring effective
change for an organization (Kennedy 2000). In their book organizational change, senior
and Fleming discuss the role of leadership and claim that leader is a change agent who can
take the initiative and bring change for organization (senior and Fleming 2006). Likewise
in order to get the level of long term success and sustainability organizations need to take
some practical steps. While talking about these practical steps for organizations, the
scholars and researchers are agreed that organizations need to accept, adopt and implement
changes in their business model according to changing trends, technologies, customer
preferences and future concerns. Many authors write massively in this area.
At the one end when, Caetano takes the organizational change as a demand of time to
remain successful in business (Caetano, 1999). Boston, at the other end claims that
organizational change is important for long term success and survival of an organization.
There are possibilities for organizations to lose their repute and market share if they do not
prepare themselves according to rapidly changing circumstances and situations (Boston,
ma, 2000). Different authors describe the significance of organizational change in a
different way, but its an accepted fact that organizational change is important for
sustainable business and long term success. Therefore a visionary leadership with
innovative approach is a key to make this change happen successfully (Gesell, 2010).
According to Bennis, vision is a mental image of a desirable future, so it is important that

this future is perceived accurately, which needs a visionary leadership (Bennis & Nanus,
1
1985). Scholars also highlight that the innovative approach of a leader can increase the
chances of success for a leader to get his vision (bass 1990). Under the light of scientific
articles and journals it can be seen that vision and innovative approach are two of those
important characteristics of leadership which can make his/her more effective to address
the issue of organizational change.
According in Africa, the leadership style of the organizations leader has a major impact
on the development of the organizations culture. According to (Schein 1985, 1995), the
leaders beliefs, values, and assumptions shape the culture of the organization and these
beliefs, values, and assumptions are then taught to other members of the organization.
Schein also stated that leaders have the power to embed organizational culture through
various methods such as mentoring, role modeling, and teaching. (Bass and Avolio 1993)
provided the following description of transformational culture:
In 2007, AAI launched its Transformational Leadership Program (TLP) with argent from
The Coca-Cola Africa Foundation (TCCAF) to offer business training and broader
leadership development for managers of African NGOs and small to medium-sized
enterprises (SMEs). The program has reached 351 participants from 14 countries through
certificate and degree programs at United States International University (USIU) in
Nairobi, Kenya.
In Somalia the extent (degree) to which all members of an organization use their abilities
and influences in the effective utilization of resources depends upon how well the managers
(leaders) of the organization understand and perform their jobs, (Maddock and Fulton
1998). (Maddock and Fulton 1998) explained that leadership and other processes of the
organization must be such that can ensure maximum probability within all interactions and
relationships with the organizations, each member will in the light of his background,
values and expectations, view the expenses as supportive and one which can build and
maintain his sense of personal worth and importance. In a divided and institutionally weak
environment, Somali telecommunication companies have neither the resources nor the
technical capacity to develop an effective evaluation system of leadership for
telecommunication workers and to implement them (Austen Davis, 2008). This study focus
2
on how the roles of leadership in the organizational change that can be affect the
performance companies in Mogadishu Somalia.
Accordingly, (Sashkin 1988) criticized most leadership of agency theory for its focus on
lower-level leaders and lack of a larger organizational perspective. (Yukl 1999) echoed this
concern as he noted how most leadership theories are directed at Dyadic or small group
phenomena, rather than leader influence over group and organizational processes. (Beyer
1999) attributed the lack of theoretical and empirical focus with regard to organizational-
level phenomena to a prevailing psychological emphasis in the leadership literature
implored theorists and researchers to consider whether leadership results in collective or
system-wide outcomes, as well as the more commonly researched phenomena involving
follower perceptions/behaviors.
Different authors describe the significant of organizational change in different way, but it
is an accept fact that organizational chance is important or sustainable business and long
term success, (Boston M A, 2000).
Accepting the greatness of organizational change and knowing the fact that practical steps
are needed to make things happing, the next question may arise in that how will take
initiative to bring these changes for organizations, to take practical steps and who will
be the person in change.
Scholars and Researchers also agree on the point that role of leadership / leader is very
important while managing organizations or addressing the issue of organizational change.
Kennedy believes that role of leadership is a key while addressing the issue of
organizational change and effective leader can bring effective change (Kennedy 2000).
In their book organizational change, Senior and Fleming discus the role of leadership and
claim the leader is a change agent who can take initiative and bring change for organization,
(Senior and Fleming 2006). Knowing the importance and implication of organizational
change and admitting the fact that organizational change is the demand of a time, for
sustainable success and leader / leadership can play a key role in bringing and
implementing these changes by deciding form of an organization and taking the practical
steps which are needed for the process.
3
1.2. PROBLEM STATEMENT
The role of leadership is crucial for managing organizational change; at the same point the
process of organizational change is very complex and challenging. A competent and
effective leadership is required to manage the situation.
Gruban highlight the fact that the leadership competencies have a great relation with
successful organizational change and a competent leadership may prove more effective in
managing the change process successfully, (Gruban 2003). Bennis also acknowledges that
the special qualities and characteristics are required for a leadership to bring successful
organizational change (Bennis, 1987).
Although, few number of non-governmental organizations have started to target large

organizations those provider services and products so that organizations of Mogadishu
have no visionary and innovative leadership. However, in our best awareness, the role of
leadership in organizational change in Mogadishu seems to be little. Therefore, this study
investigates the role of leadership on organizational change in Mogadishu-Somalia.
1.3. PURPOSE
The purpose of this study is the role of leadership in organizational change in Mogadishu
by using only for academic purpose.
1.4. RESEARCH OBJECTIVES
To investigate the role of leadership in organizational change in Mogadishu.
To examine the change needed for organizations
To examine the vision of organization is important for skilled leadership
1.5. RESEARCH QUESTIONS
1. What is the role of leadership in organizational change in Mogadishu-Somalia?
2. Why is change needed for organizations in Mogadishu-Somalia?
3. Why is vision important for leadership?
4
1.6. SCOPE Of STUDY
The study was concerned with examining the challenge facing leadership in organizational
change in Mogadishu and this study was limited in Mogadishu city, the capital of Somalia.
1.7. SIGNIFICANCE Of STUDY
This study was concerned with the challenge facing the leadership of organizational change
in Mogadishu. The study will contribute to the body of knowledge about the role of
leadership change in organizational development. The findings also may contribute to
literature that may be used by the academics that are interesting to carry out for the study
of this field.
5
1.8. CONCEPTUAL FRAMEWORK
ORGANIZATIONAL
LEADERSHIP CHANGE
Organized Strong OCM teams lead
Well Educated Strong OCM teams recognize

achievements
Strong OCM teams promote

A Good Communicator
accountability
Interested in Feedback Strong OCM teams communicate

effectively
Dependent = Organizational change
Independent = Role of leadership
The word OCM appreciated (Organizational Change Management). When we think about
the term Organization two questions may arise in mind as a first as a first reflection. The
first is what kind of organization? And the other is who is the leader?
These may be many factors which can lead an organization towards success or failure, but
the role of leadership is also important and crucial in handling organizations.
In the following chapters we will define and discuss the characters of our thesis under the
light of scientific articles, journals and books. We will discuss the research questions which
are mentioned in chapter one, and related terms, with different angles, in order to give our
readers multi angle view over the topic, and try to keep it simple and well understandable.
6
CHAPTER TWO
LITERATURE REVIEW
2.0. OVERVIEW
In this chapter we will describe and discuss the term leadership, its characteristics and
qualifications. We will discuss the term Organizational leadership and organizational
change but in our thesis we will use the term leadership in the meaning of a Manager or
Leader who is responsible for organizational matters. Knowing the fact that leader is a
person, anyways, and a person can have multiple qualities and characteristics, we will use
the terms Vision and Innovative Approach of the leadership
2.1. OBJECTIVE ONE
2.1.1. LEADERSHIP
The Leaders are individuals who establish direction for a working group of individuals
and who gain commitment from this group of members to established direction and who
motivate members to achieve the directions outcomes (Conger, 1992). The term
leadership can be viewed through multiple angles and concepts. Traditionally leadership is
a set of feature owned by the leader or it is a social phenomenon that comes from
relationship with groups.
These concepts can give different opinions about the definition of leadership. It is a
continuous debate that whether the leadership comes from the personal qualities of a leader
or a leader makes followership through what she/he does or believes (Grint 2004). Grint
also highlight position problems with the leadership, which explores, is the leader a person
in charge? With the true authority to decide or implement, or it is only a person in front
who takes he/her directions for someone. Recent reviews take leadership as a process
whereby an individual influences a group of individuals to achieve a common goal
(Northouse 2004). Another view about leadership is that leadership is like the Abominable
Snowman, whose footprints are everywhere but who is nowhere to be seen (Bennis and
Nanus 1985). In short leadership/leader is either a person who is in charge and has
authorities to take decision and also has powers to implement his/her decisions or a process
having a set of other authoritative process about organizational, personal or social process
7
of influence for which the groups, teams or organizations can do more to increase their
ability. The selection of the leader not only depends on the personal characteristics of
personal but also on the social and cultural factors along with his/her exposure towards life
(Bolden 2010).
2.1.2. THE ORGANIZATION
The term organization is a very broad term and can be described in multiple ways.
Traditionally an organization is intentionally designed social unit that consists of a team or
a group of people that work together for the benefits of an organization on a continuous
basis to get the organizational targets and goals. For example the manufacturing and service
firms are organizations, and so are schools, hospitals, churches, military units, retail stores,
police departments, volunteer organizations, start-ups, and local, state and federal
government agencies (Hatch 1997).
Organizations can be located in the public sector or in the private sector, they can be
unionized or not, they can be publicly traded or they can be privately held. If they are
publicly traded, senior managers typically are responsible to a board of directors, which
may or may not take an active role in, how the firm is running. The managers themselves
may or may not own shares of the firm. If the firm is privately held, it may be run by the
owners or the managers report to the owners. Firms can also operate in the profit or the
non-profit sector (Robin & Langton 2010).
2.1.3. THE ORGANIZATIONAL LEADERSHIP
Organizational leadership is not a magic that one person have and other dont have. It is
also not all about the ordered by boss and then observed by him that how much these
ordered are obeyed. The leadership of an organization is instead, an ability of management
to get and protect the company benefits by realizing employees need and company targets
and bringing them together to work in a better environment to achieve the common goals
(Sansom 1998). Organizational leadership has a central role in evolution and cultivating an
organization. It can help the member of an organization and working teams to face the
challenges and to work for organizational goal in a worthy way.
8
Dunphy and Stace describe an organization leadership as a person who can promote change
in an organization by its vision and strategy (Dunphy and Stace 1994 in Senior and Fleming
2006). In this era of rapidly changing business trends and increased customer demands, the
role of leadership is more crucial now a day. The strategic leadership is eagerly needed for
organizations, which is well capable to predict the essential alterations and changes, in
advance and create required commitment and highly suitable atmosphere for worker and
teams to understand and adopt these changes successfully. This action by leaders is
decisive not only for the effectiveness of the organization but also for its very survival
(Bass, 1990; Burke & Cooper, 2004).
As the business goals cant be achieved without adopting any strategic business process,
likewise the organizational success and sustainability also cant be accomplished without
a strategic role of leaders. From allocation of resources to alignment, from perception of
thing to decide future focusing, form commitment and motivating the teams to get the goals
of an organization, to confirm the sustainable growth, its a leadership whose footprints are
everywhere (McGuire, 2003).
2.2. OBJECTIVE TWO
2.2.1. CHANGE
The word change is taken as a result normally. A simple definition of change in the Sansom
and Reid Oxford childrens Dictionary (1994:195) defines the change as to become a
different. Van der Merwe tells that the word change is obtained from the Latin word to
better (Van der Merwe 1991). In general the word change means is to alter, to make
something different or better or transformation of any existing thing by adding some values
or giving up for something else. The change is usually planned and there are some
responses against changes. The respondent thinks first that what has to change and what
have to give up. Most authors think that respondents more concentrate on what have to
give up rather than what has to gain because the giving up is more
17 curtail. Different types of recourses are used/and or can be used to bring changes
according to the nature and environment.
Changes are always adopted for the good reasons and the subject of interest is always the
outcome of the effort. Change may be any action or set of actions having some directions
9
to do something new or to amend something. Changes always require commitment and
directions. Change is not always positive but there are several ways which strengthen the
commitment to happen the certain types of changes (Boston.MA, 2000).
2.2.2. THE ORGANIZATIONAL CHANGE
Organizational changes mean that organizations are undergoing and or undergone

transformation. It may be define their success story or any type of experience or failure
(Hage, 1999). The organizational change is the set of different actions that results shifting
in directions and/or processes that affect the way in which organizations work before
(Hage, 1999). The need for organizational change starts when organizational management
feels dissatisfaction from the current situation. Organizational changes may be planned or
unplanned, the planned changes may be: Changes in products or services, changes in size
or structure, changes in administrative structures or changes in technology; and unplanned
change becomes Government regulation, Economic competition or performance gaps.
But in both cases the organizational changes are very important and sometimes become
crucial to handle the changes. Leadership planning and vision is most important. The
planned changes are more related to the management in which management put deliberate
effort to make something happen. Strong commitment and systematic approach is required
in planned change and the most important thing in planned changes is based on the vision
of leader and stated objectives. Changes may affect the strategies, tasks, or factions within
the organizations.
There are different kinds of changes according to the nature of organization and its
environment, some organizations adopts small changes (incremental changes) while others
may go deep towards the organizational transformation usually known as corporate
transformations (radical changes) which requires the changes in broader scale and are
difficult to handle, (Boston M. A. 2000). There are further three phases of organizational
change which organizations usually adopt. These are unfreezing, moving and refreezing,
(Senior & Fleming 2006). Unfreezing is about changing the attitudes and behavior of the
employees and working environment. This is very important type of change because while
going through any type of change it is important to create a need of change among all the
participants.
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2.2.3. IMPORTANCE OF ORGANIZATIONAL CHANGE
In order to improve the internal and external functionality the organizations need changes
and it is the demand of time (Caetano, 1999). An organization that does not adopt changes
cannot survive long in market (Boston.MA, 2000).Organizational changes provide
different significant benefits e.g. it improves competitiveness, improves financial
performance, enhances employees and customer satisfaction and most important is that it
leads organization towards continuous improvement and sustainability. These are
organizational benefits and not every individual in any organization can get benefits
personally from these changes but every individual working in an organization, usually
have common goals and objectives and these changes made the organization as a whole
stronger, (Boston M. A. 2000).
The change process is very challenging and important for organizations and can lead an
organization towards a path of success. It can also make them capable to meet future
demands and to compete with other market player in effective way, (Robbins 1999). Ulrich
also highlight that change for organizations is necessary to deal with the diversities and the
complex market situations (Ulrich, 1998). There are different forces that influence
organization for change and these forces may create expectations of improved efficiency
and better services, usually external forces leads towards innovation. When organizational
changes are well planned and carried in a structured way it leads to continuous
improvement and organizational innovation (Boston.MA, 2000).
Organizational change process must be managed in order to keep organizations moving

toward organizational new vision and its stated goals and objectives (Boston.MA, 2000).
Nowadays business trends are changing rapidly and quickly in the globe and the
organizations that dont change cannot survive (Hage, 1999). Now organizations are facing
both internal and external forces pressure that makes change inevitable. There is always a
pressure on organizations to balance these forces (Senior & Fleming, 2006). It is also very
important for the organization to manage the demands and expectations of the customers,
employees and management; therefore there is always a need for change to meet these
expectations.
11
We can see in the above debate that organizational changes are necessary to stay in the
business. Its an era of high competition and ever changing technologies and global trends.
To respond these changes accordingly and to remain compatible with them it is good for
organizations to understand, adopt and implement changes. It is the need of the time, to
become successful in business and get the level of sustainability.
2.2.4. ORGANIZATIONAL CHANGE AND ORGANIZATIONAL INNOVATION
In todays technology oriented world, the rules for the development and success in business
are changed exponentially. Organizations need to change and innovate in the response of
changing environment. Organizational innovation needs to identify the new ways to deal
with the things, which may lead an organization to provide a collective resource for
innovation (Vadim Koteliikov, 2004).
Innovation in simple words can be defined as to change in ways of doing things in order to
create useful new stuff (McKeown, 2008). It can also be viewed as change in product or
services that involves the evolution of features and capabilities as well as the introduction
of new-to-theworld (Benner & Tushman, 2003).
The term innovation has been investigated through multiple angles and aspects by the
researchers including technology, economic, social global and political environments,
customers and market trends, organization culture, behavior and organizational change and
there is a wide range of approaches through which the phenomena of innovation can be
viewed from the organizational point of view (Fagerberg et al, 2004). The innovation can
be referred as the growth and the improved performance of an organization, which can lead
an organization towards a sustainable success.
Linking the organizational innovation to organizational change in their article Nurturing

Organizational Innovation During Change Khazanchi, Slay and Rothenberg claims that
organizational change may lead to organizational innovation as the successful
organizational change increase the level of personal creativity of an organization which is
a key factor which can become a base of organizational innovation (Khazanchi, Slay and
Rothenberg, 2006).
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There are a lot of factors which are important and can be linked with the organizational
innovation. It cannot be claimed at the point that organizational innovation is a result of
any single factor. It can be involved with the combination of different factors which can be
the reason of organization to innovate.
2.3. OBJECTIVE THREE
2.3.1. IMPORTANCE OF VISION AND INNOVATIVE APPROACH FOR

LEADERSHIP
To survive, in this age of global competition, the organizations and businesses have come
to realize the need of innovative approach and innovations in their business model and
strategies. It is well evident from the recent reports and publications that the companies
form different geographical regions and countries spend a considerable amount of money
for the purpose of innovation, and the ratio of allocating the funds for innovation is
continuously increasing, (Hage & Powers1992). For organizations who want excellence
and sustainability in their business, need to think about the managers/leaders/leadership
with innovative approach in order to develop the business strategy by turning their
innovative concepts into reality (Carneiro.A 2008).
Innovation is an art of responding the market and technological challenges and the future
trends of business for organizations in most suitable way that can lead organizations
towards long term success and sustainability. It is necessary to make the products, services
and business model compatible with the potential market demands and customer needs in
order to meet the organizational goals and sustainable development (Brenner 1987). From
the beginning of 1980, it is observed that the changes have a significant effect on the
business organizations in term of their long term success and sustainability. Therefore the
urge of capable leadership was also observed to handle, manage and implement these
changes successfully. The question was raised by the scholars that what kind of leadership
is needed for organizations, to cope and handle the situations of more demanding and
rapidly changing business trends. Most of such questions were answered by highlighting
the role of visionary leadership with innovative approach, as a key component (Bass 1990).
13
2.4. SUMMARY
Globalization has not only converted the world into a small village but also has a great
affect on the mindsets of the people. It is the age of rapidly changing business trends,
technologies and business environments. Technology maturity makes the customer aware
and well informed to the advancements which are made all around the world, in terms of
products, services and procedures. The demand and the expectations of consumers are not
only very high towards companies but also changeful. So is better for companies to not
only meet the current demands of consumers, but also perceive the future trends and to
make them prepare well before time. For the purpose the companies and organizations need
to adopt and implement the change in their business model. Organizational change is
process which is referred to the intentional effort of a leader who takes an initiative to take
his/her organization towards betterment. Organizational change can make an organization
capable to better respond the future trends, technological changes, social and economical
changes, and can also provide a competitor edge in this age of high competitions. While
talking about organizations the leadership and its role are the most concerning issue in
managing organizations and organizational change. It is accepted by scholars that
organizational leadership has a central role in evolution and cultivating an organization. It
can help the member of an organization and working teams to face the challenges and to
work for organizational goal in a worthy way. The role of a leader is also very prominent
while addressing the change issue for organizations. The process of organizational change
is very demanding and challenging. The strategic leadership is eagerly needed for
organizations, which is well capable to predict the essential alterations and changes, in
advance and create required commitment and highly suitable atmosphere for worker and
teams to understand and adopt these changes successfully. The leader is a person, anyways,
who can have different competencies, capabilities and characteristics. Different scholars
present different theories and discuss the characteristics of leadership. They also point out
some capabilities of a leader which can make him more effective in managing the
organizations.
Organizational change means that leader is leading the organizations and organizational
teams to go somewhere. If the leaders and their followers dont know where to go, then
leadership means nothing and he/she may not get the target of successful organizational
14
change. So it is important for leaders to have a clear vision. Vision of a leader is one of
those several characteristics, which a leader can have to initiate and implement successful
organizational change. Vision is an ability of a leader to perceive future and future trends
in accurate way. Vision of a leader can also prove helpful to motivate the teams and
employees within an organization. The other important characteristic which a leader can
have, regarding to the matter of organizational change, is an innovative approach of a
leader. The innovative approach of leaders may lead a company towards a sustainable
success and can better formulate the organizational strategy for desirable future for
organization. The innovative approach of a leader can be defined as an ability of a leader
to think, decide and act in a new or unique way. This approach of a leader can also promote
and cultivate the innovative culture within organizations by motivating other to bring new
ideas and provide proper infrastructure to convert these ideas into reality. By
acknowledging the importance of vision and innovative approach as competencies of
leadership it is also true that there are other important characteristics of leadership which
has an effect on the effectiveness of leaders while managing organizations and
organizational change. Accepting the all limitations it is still believed that leadership has
an important role in managing organizations and organizational change and a capable
leader along with the characteristics of vision and innovative can prove more effective in
managing organizations and organizational change process.
2.5. CONCULITION
As a result, which we conclude under the light of scientific articles, journals and books, we
believe that organizational change which are based on leaders vision and then followed
by his/her innovative approach to get this vision, has a relatively strong and closer relation
with improved organizational performance and leads to possible innovation. We can see
that how leaders come to the scenes and convert the local manufacturing units into
multinational companies by their vision and innovative steps.
15
CHAPTER THREE
METHODOLOGY
3.0. OVERVIEW
The study of leadership in organizational change in Mogadishu, this chapter discusses the
methodology of the study. The chapter consists of eight sections. First section, the study
presents research design followed by research population including sample size and
sampling procedure. To verify the technique, the third section provides research instrument
with the validity and reliability of the instrument followed by data gathering procedures.
To analyze the data, section five presents data analysis followed by the ethical
consideration of the study, while final section presents the limitations/suffers of the study.
3.1. RESEARCH DESIGN
Descriptive analysis will be using to explore the data collected as well as summarizing and
describing the data. It uses to describe the organizational condition work in the context of
this study. It is only used for the general observations about the data collected. Therefore;
questionnaire techniques have been utilized in collecting primary data process.
3.2. TARGET POPULATION
This study will be conduct on three organization selected in Mogadishu, which are
DAHABSHIIL group of Company, HORMUUD telecom and BANADIR electricity
Company. The target populations of this study will be 44 leaders and employees of those
organizations, because they can provide accurate information about the fact of the
organization change.
3.3. SAMPLE SIZE
A sample is defines as part of the target population (or accessible) population that has
been procedurally select to represent it (Oso and Onen, 2008). Roscoe (1975) suggested
that the appropriate and suitable sample sizes for most research to be greater than 30 and
less than 500 (as cited in Jusoh et al., 2004). As well as, (Saunders et al. 2009) followed
him with that suggestion. Therefore, the researcher was developed sample size of 39
through literature by adopting above theories.
16
TABLE 1.0: RESEARCH SAMPLE
NO Target
NAME OF ORGANIZATIONS
Manager Employee
1 DAHABSHIL COMPANY (WADAJIR) 2 10
2 HORMUUD TELCOM (WADAJIR) 5 10
3 BANADIR ELECTRIC COMPANY (WADAJIR) 2 10
TOTAL SAMPLE SIZE 39
3.4. SAMPLING TECHNIQUE
This study will employ non-probability sampling because we want to know much
information about this study; also the study will be utilized purposive or judgmental
sampling to meet research objectives of the study.
Non- probability sampling (or non-random sampling) will consist of convenience,

purposive, quota and snowball sampling techniques (Oso and Onen, 2008).Non-
probability sampling provides a range of alternative techniques to select samples based
on your objective judgment (Saunders, et al, 2009, p.233). Also, Saunders, et al, (2009)
defines purposive or judgmental sampling is selected cases that the best enable that
researcher to answer his or her questions and objectives.
3.5. RESEARCH INSTRUMENT
The study has been utilized questionnaire adapted from (Zakaria et al., 2006) as the main
tool for collecting data. Questionnaire is a technique of data collection in which each
person is asked to respond to the same set of questions in a predetermined order (sounders
et al., 2009, 360). The instrument used has the advantage of having its external validity
tested and verified in many countries of the world (Fadzly and Ahmad 2004).
Questionnaire techniques have been adapted in collecting primary data process as it
provides an efficient way of collecting responses from a large sample size.
17
The questions will be then slightly modified by using expert opinions to adapt to the local
context and using five point scales. Researchers have selected questionnaire as it has the
following advantages: first, it provides efficient way for collecting responses from a large
sample size. Second, it requires less skills and sensitively than semi-structures and in-depth
interviews (Sounders et al., 2009).
3.6. DATA ANALYSIS`
As previously talk about, the quantitative data analysis will be used in this study. Analyses
will be carried out with the aid of the Statistical Package for Social Sciences, (SPSS
Version 16.0). Descriptive statistics was used to describe the variables in this study.
Descriptive statistics is the use of measure of central tendency such as mean, mood and
median (sounders et al., 2009) to utilize the first two objectives. In addition, it measures
the central tendency generally and describes how close a measure or a variable (Oso &
Onnen, 2008).
3.6.1. DATA GATHERING PROCEDURE
The first procedure in conducting the study in the target organization will be writing letters
to the administration (headmasters) a week prior. Once the manager of organization
approve, the researcher will contact the representative in each organization and hand them
the questionnaires. There will be 39 sets of questionnaire distribute altogether, with the
help of the representatives in the organization who distribute them accordingly. The
questionnaires will answer by the respondents by following instructions for each section.
A week later, the representatives will contact the researcher to recollect the answered
questionnaires.
3.7. VALIDITY AND RELIABILITY OF THE INSTRUMENT
In order to establish the dependability and quality of the research data that will be gathered,
it is deemed important to take into account two major tests: The validity test is further
divided into internal validity and external validity, each emphasizing a different quality.
Before distributing the questionnaire, the research team will do pilot-testing with 3 experts
including the supervisor. The slightly modification of questions and possible answers will
make as the result of this pilot test. Therefore, Reliability is defined as the extent to which
18
a questionnaire, test, observation or any measurement procedure produces the same results
on repeated trials (Miller, nd). Therefore, to increase reliability and validity, the study was
adapted questionnaire by making slightly modification.
According to Yin (2003:34), this test also has to do with demonstrating that the operations
of a study such as data collection procedures can be repeated with the same results. For
us to ensure consistent reliability of our research, a model was constructed to generally
describe the main concept of the role of internal auditors in institutions of higher education.
Reliability refers to the consistency in reaching the same result when the measurement is
made over and over again. When it comes to the questionnaire and interview, pre-testing,
revision and further testing of it may increase its reliability (Webb, 2002).
3.8. LIMITATIONS OF THE STUDY
The main limitations of this study are: First is based on small sample size. Second is
language barrier which deteriorate the understanding of respondents to the questionnaire,
to enhance the validity of the study the researchers translate the questionnaire into Somali
language. Third respondents may not reply the questions frankly; so secrecy and anonymity
is highly appreciated.
3.9. ETHICAL CONSIDERATIONS
In generally, ethics is defined as the systematic study of behavior based on moral

principles, philosophical choices and values of right and wrong conduct (Shaikh and
Talha, 2003, p.159). In this study, the researcher will be in mind about the ethical issues
throughout research project, and will keep the privacy and confidentiality of the
respondents. To consider ethical issue, the research team is requested the faculty to permit
the distribution of the questionnaire to the students. Also, the information of the
respondents will use only for academic purpose. Secrecy, privacy and confidentiality of
the undisclosed information will be the main concern of this study.
19
CHAPTER FOUR
DATA PERSENTATION, ANALAYSIS AND INTERPRETATION
4.0. OVERVIEW
This chapter examines the outcome and result of the questionnaire. It also covers
background or general information of the respondents, data presentation and analysis as
well as vital data interpretation.
4.1. PERSONAL INFORMATION (BIO DATA)
Table 4.1.1- Age respondents
Valid Frequency Percent Valid Percent Cumulative %
20-30 26 66.7 66.7 66.7
31-40 9 23.1 23.1 89.7
41-50 3 7.7 7.7 97.4
Above 51 1 2.6 2.6 100.0
Total 39 100.0 100.0
Table: 4.1.1 shows 66.7% of the respondents were 20-30 years, while 23.1% of the
respondents were 31-40 years, while 7.7% of the respondents were 41-50 and 2.6% were
above 51. So that this table indicates that the majority of the respondents were between 20-
30 years.
20
Table: 4.1.2- Gender respondents
Male 24 61.5 61.5 61.5
Female 15 38.5 38.5 100.0
Total 39 100.0 100.0
Table: 4.1.2- shows 61.5% of the respondents were male, while 38.5% of the respondents
were female. So that this table indicates that the majority of the respondents were male and
female was little proportion of the study, since most of the female are housewives they are
not mostly involved in large business.
21
Table: 4.1.3- Marital status respondents
Single 14 35.9 35.9 35.9
Married 22 56.4 56.4 92.3
Divorced 2 5.1 5.1 97.4
Widow 1 2.6 2.6 100.0
Total 39 100.0 100.0
Table: 4.1.3 shows that the respondents those are singles were 35.9%, 56.4% of the
respondents were married, 5.1% of the respondents were divorced and 2.6% of the
respondents were widows. So the widows were the minority numbers of the respondents
and the most majority numbers were of the respondents were married.
22
Table: 4.1.4- Professional Qualification R
Secondary certificate 1 2.6 2.6 2.6
Diploma 3 7.7 7.7 10.3
Bachelor 26 66.7 66.7 76.9
Master 7 17.9 17.9 94.9
Ph D 2 5.1 5.1 100.0
Total 39 100.0 100.0
Table: 4.1.4 in the regard of the respondents majority of them were bachelor degree
holders that make up 66.7% of the respondents, the second group of the respondents were
master holders which was 17.9% represents, the third group of the respondents were
diploma holders which was 7.7% of the respondents,, 5.1% of the respondents which
represents the respondents were PHD holders, and the last group of the respondents were
secondary certificate, which represents 2.6%. So, the majority of respondents were
bachelor degree and they were mostly educated people.
23
Table: 4.1.5- Employment status respondent
Employed 38 97.4 97.4 97.4
Self-employed 1 2.6 2.6 100.0
Total 39 100.0 100.0
Table: 4.1.5 shows the majority of Employment status respondent was employed, that
equal to 97.4%, while the minority Employment status respondent was self-employed that
equal to 2.6 %. So the majority number of Employment status respondents was employed
and the minority number of Employment status respondents was self-employed.
24
Table: 4.2- To investigate the role of leadership in organizational change in
Mogadishu
Table: 4.2.1-The role of leadership in org. change in Mogadishu is well perfect at the
side of evaluation, recruitment demotion and the promotion of the employee
Strongly Agree 10 25.6 25.6 25.6
Agree 17 43.6 43.6 69.2
Average 2 5.1 5.1 74.4
Disagree 5 12.8 12.8 87.2
Strongly
5 12.8 12.8 100.0
Disagree
Total 39 100.0 100.0
Table: 4.2.1 shows that the respondents who strongly disagreed were 12.8%, 12.8% of the
respondents were answered disagree, 5.1% of the respondents were answered average,
43.6% of the respondents were answered agreed and 25.6% of respondents were answered
strongly agreed. So the role of leadership in org. change in Mogadishu is well perfect at
the side of evaluation, recruitment demotion and the promotion of the employee the major
of respondents were respond agree, and that was 43.6% of respondents.
25
Table: 4.2.2- Leader takes part org. change in Mogadishu when the task is difficult
Agree 13 33.3 33.3 56.4
Average 9 23.1 23.1 79.5
Disagree 2 5.1 5.1 84.6
Strongly Disagree 6 15.4 15.4 100.0
Total 39 100.0 100.0
Table: 4.2.2 shows that the respondents who strongly disagreed were 15.4%, 5.1% of the
respondents were answered disagreed, 23.1% of the respondents were answered average,
33.3% of the respondents were answered agreed and 23.1% of the respondents were
answered strongly agreed.
Based on the results above the research agreed that the leader takes part organizational
change in Mogadishu when the task is difficult.
26
Table: 4.2.3- The leadership consults with the subordinates when he/she wants to
make any development
Strongly 9 23.1 23.1 59.0
Average 7 17.9 17.9 76.9
Disagree 6 15.4 15.4 92.3
Total 39 100.0 100.0
Table: 4.2.3 shows that, 7.7% of the respondents were answered strongly disagreed, 15.4%
of the respondents were answered disagreed, 17.9% was answered average, 23.1% of the
respondents were answered agreed and 35.9% were answered strongly agree, this question
the majority number of answered was strongly agreed.
Based on the results above the research agreed that the leadership consults with the
subordinates when he/she wants to make any development.
27
Table: 4.2.4- The leadership motivates the staff of org. to do their job willingly
Agree 15 38.5 38.5 66.7
Average 9 23.1 23.1 89.7
Disagree 3 7.7 7.7 97.4
Total 39 100.0 100.0
Table: 4.2.4 shows that the respondents who strongly disagreed were 2.6%, while 7.7% of
the respondents were answered disagreed, and 23.1% of the respondents were answered
average, 38.5% of the respondents were answered agreed, and 28.2 % of the respondents
were answered strongly agreed.
Based on the results above the research agreed a majority number that the leadership
motivates the staff of org. to do their job willingly.
28
Table: 4.2.5- The skilled leadership corrects the employee in fatherly and motherly
way
Agree 10 25.6 25.6 51.3
Average 11 28.2 28.2 79.5
Disagree 7 17.9 17.9 97.4
Total 39 100.0 100.0
Table: 4.2.5 shows that the respondents who strongly disagreed were 2.6%, while 17.9%
of the respondents were answered disagreed, 28.2% of the respondents were answered
average, 25.6% of the respondents were answered agreed, and 25.6% of the respondents
Based on the result above, the research agree that the majority respondents were average,
equal number of respondents were strongly agree and agree and the minority number of
respondents were strongly disagree, for question skilled leadership corrects the employee
in fatherly and motherly way.
29
Table: 4.2.6- Every org. that committed to provide quality services for its customers
invest in the training of its employees
Agree 8 20.5 20.5 51.3
Average 6 15.4 15.4 66.7
Disagree 7 17.9 17.9 84.6
Total 39 100.0 100.0
Based on the above result, the research agree that the majority number of the respondents
were answered strongly agree and the minority number of respondents were answered
strongly disagree in above question.
30
Table: 4.3- To examine the change needed for organizations
Table: 4.3.1- The change needed in organization, may be varying according to the
organizational types and its performance
Agree 21 53.8 53.8 61.5
Average 12 30.8 30.8 92.3
Disagree 2 5.1 5.1 97.4
Total 39 100.0 100.0
Table: 4.2.1 Shows that the respondents who strongly disagreed were 2.6%, while 5.1%
average, 53.8% of the respondents were answered agreed and 7.7% of the respondents were
answered strongly agreed.
Based on the results above the research majority agreed that the change needed in
organization, may be varying according to the organizational types and its performance.
31
Table: 4.3.2- The change needed in organizations, can be made through job rotation
of the employee for their jobs
Agree 11 28.2 28.2 48.7
Average 10 25.6 25.6 74.4
Disagree 8 20.5 20.5 94.9
Total 39 100.0 100.0
of the respondents were answered disagree, 25.6% of the respondents were answered
average, 28.2% of the respondents were answered agreed and 20.5% of the respondents
Based on the results above the research agreed that the change needed in organizations, can
be made through job rotation of the employee for their jobs.
32
Table: 4.3.3- The change needed in organization, is very important, because every
employee will make the task very well
Agree 13 33.3 33.3 71.8
Average 3 7.7 7.7 79.5
Disagree 5 12.8 12.8 92.3
Total 39 100.0 100.0
Based on the results above the research agreed that the change needed in organization is
very important, because every employee will make the task very well
.
33
Table: 4.3.4- The change needed in an organization, because it can affect the welfare
of the organization
Agree 11 28.2 28.2 53.8
Average 4 10.3 10.3 64.1
Disagree 8 20.5 20.5 84.6
Total 39 100.0 100.0
Table 4.3.4 shows that the respondents who strongly disagreed were 15.4%, 20.5% of the
respondents were answered disagreed, 10.3% of the respondents were answered average,
28.2% of the respondents were answered agreed, and 25.6% of the respondents were
strongly agreed.
Based on the results above the research agreed that the change needed in an organization,
because it can affect the welfare of the organization.
34
Table: 4.3.5- The change needed in an organization basically includes; enhancing the
skills of the employee, so as to achieve the goals of organization effectively
Agree 6 15.4 15.4 51.3
Average 11 28.2 28.2 79.5
Disagree 6 15.4 15.4 94.9
Total 39 100.0 100.0
Table 4.3.5 shows that the respondents who strongly disagreed were 5.1%, while 15.4%
Based on the results above the research agreed that the change needed in an organization
basically includes; enhancing the skills of the employee, so as to achieve the goals of
organization effectively.
35
Table: 4.3.6- Decisions of change in org. are open and share any problem that one
experiences in the job
Agree 14 35.9 35.9 59.0
Average 4 10.3 10.3 69.2
Disagree 9 23.1 23.1 92.3
Total 39 100.0 100.0
Based on the results above the research agreed that the decisions of change in org. are open
and share any problem that one experiences in the job.
36
Table: 4.4- To examine the vision of organization is important for skilled leadership
Table: 4.4.1- The vision of organization is an important for skilled leadership,

because it is the role map to achieve the leader from the organization performance
Agree 14 35.9 35.9 61.5
Average 12 30.8 30.8 92.3
Total 39 100.0 100.0
Table: 4.4.1 shows that, 7.7% of the respondents were answered strongly disagreed, 30.8%
of the respondents were answered average, 35.9% of the respondents were answered
agreed, 25.6 of the respondents were answered strongly agree and this question there is no
some respondents those answered for disagree.
So the majority number of answered this question was agree and the minority number of
answered this question was strongly disagree.
37
Table: 4.4.2- Changes have positive relations to increase organizational
productivity.
Agree 8 20.5 20.5 46.2
Average 10 25.6 25.6 71.8
Disagree 5 12.8 12.8 84.6
Total 39 100.0 100.0
Based on the results above the research agreed that changes have positive relations to
increase organizational productivity.
38
Table: 4.4.3- The vision of the organization is an essential for skilled leadership,
so as to keep track the long term objectives of the organization and to make
development
Agree 10 25.6 25.6 74.4
Average 5 12.8 12.8 87.2
Disagree 2 5.1 5.1 92.3
Strongly disagree 3 7.7 7.7 100.0
Total 39 100.0 100.0
Table: 4.4.3 shows that the respondents who strongly disagreed were 7.7%, while 5.1% of
the respondents were answered disagreed, 12.8% of the respondents were answered
Based on the results above the research agreed that the vision of the organization is an
essential for skilled leadership, so as to keep track the long term objectives of the
organization and to make development.
39
Table: 4.4.4- When there is a change in the vision of an organization, the leader
contacts with the subordinate to attend that change
Agree 17 43.6 43.6 59.0
Average 7 17.9 17.9 76.9
Disagree 7 17.9 17.9 94.9
Total 39 100.0 100.0
Based on the results above the research commonly agreed that when there is a change in
the vision of an organization, the leader contacts with the subordinate to attend that change.
40
Table: 4.4.5- The effective change for an organization should have the good
management input and participation.
Strongly agree 11 28.2 28.2 28.2
Agree 13 33.3 33.3 61.5
Average 9 23.1 23.1 84.6
Disagree 4 10.3 10.3 94.9
Strongly
2 5.1 5.1 100.0
disagree
Total 39 100.0 100.0
Based on the result above the research majority agreed that the effective change for an
organization should have the good management input and participation.
41
Table: 4.4.6- Employees who believe their organizational change offers excellent
feedback, and generally less likely to leave their work
Strongly agree 15 38.5 38.5 38.5
Agree 9 23.1 23.1 61.5
Average 7 17.9 17.9 79.5
Disagree 2 5.1 5.1 84.6
Total 39 100.0 100.0
Based on the result above the research majority agreed that the employees who believe
their organizational change offers excellent feedback, and generally less likely to leave
their work.
42
CHAPTER FIVE
FINDINGS, CONCLUSION AND RECOMMENDATION
5.0. OVERVIEW
This chapter presents the findings conclusion and recommendations following and study
objectives and Hypothesized that the organizational change which is based on leader vision
and his/her innovative approach can be placed in our model where it has a direct relation
with success or the highest level of organizational performance and this areas for further
research are also suggested here.
This chapter specifically portrays a summary of the results of the research based on the
findings presented in chapter four. The summary relates to the objectives of the study to
the findings aforementioned in chapter one. This chapter presents findings conclusion and
recommendations following the study objectives.
5.1. DISCUSSION OF FINDING`
This study was determined the objectives of the study that are identified to investigate the
correlation between the role of leadership and organizational change in Mogadishu.
The specific objectives that focused in our studies include;
To investigate the role of leadership in organizational change in Mogadishu.
To examine the change needed for organizations.
To examine the vision of organization is important for skilled leadership.
43
The first objective of the study the descriptive statistics result showed frequencies and
percentages, indicating the individuality of the respondents and also showed the
distribution of the population in the study. The result indicated that there were more males
than females in the research respondents. The finding also suggested that to establish
training employee it affected on economic profitability of Organizations that is values of
the many diversity employees who have differences perceptions. Additionally, the results
of the respondents indicated that the most educators are founded in Organizations and they
were the bachelor degree whos experienced the role leaders in Organizational change and
business problems. Data analysis descriptive statistics showed that approximately 66.7%
were bachelor respondents where 5.1% were PhD.
Table: 4.1.1 above shows age of respondents were followings: 66.7% of the respondents
were 20 30 years, while 23.1% of the respondents were 31 40 years, while 7.7% of the
respondents were 41 50 and 2.6% were above 51. So that this table indicates that the
majority of the respondents were between 20-30 years.
Table: 4.1.2- shows sex of respondents were followings: 61.5% of the respondents were
male, while 38.5% of the respondents were female. So that this table indicates that the
majority of the respondents were male and female was little proportion of the study, since
most of the female are housewives they are not mostly involved in large business.
Table: 4.1.3 shows marital status that the respondents those are singles were 35.9%, 56.4%
of the respondents were married, 5.1% of the respondents were divorced and 2.6% of the
respondents were widows.
44
So the widows were the minority numbers of the respondents and the most majority
numbers were of the respondents were married.
Table: 4.1.4 in the regard of the professional qualification of respondents majority of them
were bachelor degree holders that make up 66.7% of the respondents, the second group of
the respondents were master holders which was 17.9% represents, the third group of the
respondents were diploma holders which was 7.7% of the respondents,, 5.1% of the
respondents which represents the respondents were PHD holders, and the last group of the
respondents were secondary certificate, which represents 2.6%.
So, the majority of respondents were bachelor degree and they were mostly educated
people and experienced in Organizations and all business factors
Table: 4.1.5 shows employment status that the majority of Employment status respondent
was employed, that equal to 97.4%, while the minority Employment status respondent was
self-employed that equal to 2.6 %. So the majority number of Employment status
respondents was employed and the minority number of Employment status respondents
was self-employed.
Table: 4.2.1 shows that the respondents who strongly disagreed on this question were
12.8%, 12.8% of the respondents were answered disagree, 5.1% of the respondents were
answered average, 43.6% of the respondents were answered agreed and 25.6% of
respondents were answered strongly agreed. So the role of leadership in org. change in
Mogadishu is well perfect at the side of evaluation, recruitment demotion and the
promotion of the employee the major of respondents were respond agree, and that was
43.6% of respondents.
45
15.4%, 5.1% of the respondents were answered disagreed, 23.1% of the respondents were
answered average, 33.3% of the respondents were answered agreed and 23.1% of the
respondents were answered strongly agreed.
Based on the results above the research agreed that the leader takes part organizational
change in Mogadishu when the task is difficult.
Table: 4.2.3 shows that this question 7.7% of the respondents were answered strongly
disagreed, 15.4% of the respondents were answered disagreed, 17.9% was answered
average, 23.1% of the respondents were answered agreed and 35.9% were answered
strongly agree, this question the majority number of answered was strongly agreed.
Based on the results above the research agreed that the leadership consults with the
subordinates when he/she wants to make any development.
2.6%, while 7.7% of the respondents were answered disagreed, and 23.1% of the
respondents were answered average, 38.5% of the respondents were answered agreed,
and 28.2 % of the respondents were answered strongly agreed.
Based on the results above the research agreed a majority number that the leadership
motivates the staff of org. to do their job willingly.
2.6%, while 17.9% of the respondents were answered disagreed, 28.2% of the respondents
46
were answered average, 25.6% of the respondents were answered agreed, and 25.6% of the
Based on the result above, the research agree that the majority respondents were average,
equal number of respondents were strongly agree and agree and the minority number of
respondents were strongly disagree, for question skilled leadership corrects the employee
in fatherly and motherly way.
Based on the above result, the research agree that the majority number of the respondents
were answered strongly agree and the minority number of respondents were answered
strongly disagree in above question.
Table: 4.2.1 Shows that the respondents who strongly disagreed on this question were
were answered average, 53.8% of the respondents were answered agreed and 7.7% of the
Based on the results above the research majority agreed that the change needed in
organization, may be varying according to the organizational types and its performance.
5.1%, while 20.5% of the respondents were answered disagree, 25.6% of the respondents
47
were answered average, 28.2% of the respondents were answered agreed and 20.5% of the
Based on the results above the research agreed that the change needed in organizations, can
be made through job rotation of the employee for their jobs.
Based on the results above the research agreed that the change needed in organization is
very important, because every employee will make the task very well.
Table 4.3.4 shows that the respondents who strongly disagreed on this question were
15.4%, 20.5% of the respondents were answered disagreed, 10.3% of the respondents were
answered average, 28.2% of the respondents were answered agreed, and 25.6% of the
respondents were strongly agreed.
Based on the results above the research agreed that the change needed in an organization,
because it can affect the welfare of the organization.
Table 4.3.5 shows that the respondents who strongly disagreed on this question were 5.1%,
while 15.4% of the respondents were answered disagreed, 28.2% of the respondents were
answered average, 15.4% of the respondents were answered agreed, and 35.9% of the
48
Based on the results above the research agreed that the change needed in an organization
basically includes; enhancing the skills of the employee, so as to achieve the goals of
organization effectively.
Based on the results above the research agreed that the decisions of change in org. are open
and share any problem that one experiences in the job.
Table: 4.4.1 shows that this question 7.7% of the respondents were answered strongly
disagreed, 30.8% of the respondents were answered average, 35.9% of the respondents
were answered agreed, 25.6 of the respondents were answered strongly agree and this
question there is no some respondents those answered for disagree.
So the majority number of answered this question was agree and the minority number of
answered this question was strongly disagree.
Based on the results above the research agreed that changes have positive relations to
increase organizational productivity.
49
Based on the results above the research agreed that the vision of the organization is an
essential for skilled leadership, so as to keep track the long term objectives of the
organization and to make development.
Based on the results above the research commonly agreed that when there is a change in
the vision of an organization, the leader contacts with the subordinate to attend that change.
Based on the result above the research majority agreed that the effective change for an
organization should have the good management input and participation.
50
Based on the result above the research majority agreed that the employees who believe
their organizational change offers excellent feedback, and generally less likely to leave
their work.
51
5.2. CONCLUSION
In this chapter of the study the researchers displayed discussion, analysis and the major
findings that the study was found During their thesis work, we see that the visionary and
innovative leadership is the relatively important factors for bringing change in any
organization that have well leading, so we come to the assumption that the role of
leadership management is central for the organizational change and innovation as well.
Many researchers and scholars talk about the importance of organizational change in
different way. Some says it is good for successful business and sustainability, some says
change can give a competitive edge in this area of high competitions.
So this study we investigate during our research that the best theory to manage the
organizational change among employees is the leadership qualities because it is very
important for organizational performance, because it is most important to handle the
employee resistance, organizational confusion, exploration and commitment of
management.
52
5.3. RECOMMENDATIONS
From the above conclusion the researchers recommends the following advice to be taking
in order increase and advance the role of leadership in organizational change in Somalia
which can prove more beneficial for the organization, if the leadership has these qualities
along with their vision:
Formulate strategies and plans to achieve their visions
Communicate their visions to promote changes and widen support of the visions
Align people and supporting systems to suit their visions to make it sure that there
will be no procedural and structural hurdles in the way of achieving vision, and
provide the good atmosphere to employees to work with dedication to make the
vision in to reality
Empower their people to act consistently with the new vision and help sustain
commitment to it In order to get their maximum work output and let them work
confidently for achieving the organizational goals.
Motivate their followers so that they work by using their maximum abilities and
complete the allocated tasks within the given time.
As we discussed in above chapters, organizational change is not only important but also is
a demand of time, and leadership can play a key role in it. Our research work may
recommend bettering understanding the role of leadership, his/her competencies and
capabilities, while addressing the issue of organizational change. Our work may also
inspire the companies and organizations to think about the qualities of Vision and
Innovative Approach in a leader, which may lead organizations to better manage the
process of organizational change and may increase the chances of their success.
53
5.4. RECOMMENDATION FOR FURTHER RESEARCH
Not long ago, it was believed that innovation can happen by chance, or by incidents and
accidents only. But the modern theories and research deny this statement strongly, by
arguing that it will be not wise to wait for these accidents. Now it is proved and widely
believed that innovation can also happen by managing it. Likewise it is a big debate now a
days that leaders born or made?
Different scholars have different views over the matters. If we go with the theory that leader
can be produced, then it will be the interesting area for researchers that how to produce
visionary leaders, who may not only have the great analytical skills for current situations
but also have a great ability to perceive the desirable future for organizations.
54
REFERENCE
1. Bass, B.M. (1990) Handbook of Leadership: Theory, Research, and Managerial

Applications 3rd ed., New York: Free Press.
2. Benner, M & Tushman, M (2003), Exploitation, exploration, and process
management: The productivity dilemma revisited. Academy of Management
Review, Vol. 28, pp, 238-256
3. Bennis, W. & Nanus, B. (1985), Leaders: the strategies for taking charge. New
York: Haper and Row, Vol 24, No 4, pp 503-508
4. Blake, R. R., & McCanse, A. A. (1991), Leadership DilemmasGrid Solutions
Houston: Gulf Publishing. 3rd ed.
5. Bolden. R (2004), what is leadership? Leadership southwest Research Report, pp
5-7 and 28-30
6. Boston, MA (2000), Management Decision and Research Center; Washington,
DC: VA Health Services Research and Development Service, Office of Research
and Development, Dept. of Veterans Affairs
7. Brenner R. (1987), Rivalry: In Business, Science, Among Nations. Cambridge:
Cambridge University Press, 2nd ed.
8. Burke. R & Cooper. C (2006), The new world of work and organizations:
Implications for human resource management; Human Resource Management
Review, Volume 16, No 2, PP 83- 85
9. Burns, J. M. (2003). Transforming leadership: A new pursuit of happiness, New
York: Atlantic Monthly Press, 1st ed
10. Caetano, A. (Coord.), (1999). Mudana organizacional e gesto de recursos
humanos. Observatrio do Emprego e Formao Profissional. Lisboa: Colprinter
- Indstria Grfica, Lda, pp 177-196
11. Carneiro, A. (2008), When leadership means more innovation and development,
Journal of Business Strategy Series, Volume, 9, pp176 184
12. Conger, J.A, (May, 1992) "Reflections on Leadership and Spirit", Conference on
Leadership and Spirit, Boston, pp 5-20.
13. Fagerberg, J. et al, (2004) Oxford Handbook of Innovation, pp. 126, Oxford
University Press
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14. Fiedler. F (1996), Research on Leadership Selection and Training: One View of
the Future, Administrative Science Quarterly, Vol 41, pp. 241250
15. Gesell. I, M.ED, CSP (2010), Leadership and Legislative conference (AIA
Grassroots) Agile Leadership: Innovative Approaches to Leading in Uncertain
Times, Leadership and Legislative Conference, Washington, D.C
16. Grint, K. (2004) What is Leadership? From Hydra to Hybrid. Working paper, Sad
Business School and TempletonCollege, Oxford University
17. Hage J, Powers C. (1992). Post-Industrial Lives. Roles and Responsibilities in 21st
century, Sage Newbury Park, CA:
18. Hatch, M.J (1997), Organization Theory: Modern symbolic-Interpretive and
postmodern perspectives, 2nd ed, Oxford: Oxford University Press House. R,
(1971), A Path-Goal Theory of Leader Effectiveness, Administrative Science
Quarterly, pp. 321328
19. Jick, T. (2001) Vision is 10%, implementation is the rest. Business Strategy Review,
Vol. 12 No 4, PP 36-38
20. Khazanchi. S, Slay. H, Rothenberg. S, (2006) Report on Nurturing Organizational
Innovation during Change Printing Industry Center at RIT
21. Kotter, J (March-April 1995), Leading Change: Why Transformation Efforts
Fail: Harvard Business Review, pp 59-67
22. McGuire, J (2003), Leadership Strategies for Culture Change, Journal of
Developing Change Leadership as an Organizational Core Capability, pp 1-2
23. McKeown. M (2008). The Truth About Innovation. London, UK: pp 1-248, Prentice
Hall publications
24. Nanus, B. 1992. Visionary Leadership: Creating a Compelling Sense of Direction
for Your Organization.San Francisco, CA: Jossey-Bass
25. Northouse, P.G. (2004) Leadership: Theory and Practice, (3rd ed). London: Sage
Publications Ltd.
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Comportamento organizacional, Rio de Janeiro: LTC, pp 394-423
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28. Robin. S & Langton. N, (2010), Organizational Behavior, Chapter 1, 3rd Canadian
Edition, p5-8
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30. Senior.B & Fleming.J (2006), Organizational change, (3rd ed), FT, Prentice Hall
31. Ulrich, D. (1998), A new mandate for human resources. Harvard Business Review,
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57
APPENDICES
APPENDIX A TIME FRAME
NO. ACTIVITIES DURATION OF PERIOD
Preparation thesis November December January
1. Chapter One 22 30
2. Chapter Two 01 08
3. Chapter Three 09 13
4. Dissertation Proposal 15 18
5. Data Collecting 19 24
6. Analysis Phase 25 31
7. Chapter Four 01 03
8. Chapter Five 04 08
9. Preliminary Pages 08 10
10. Design and Planning 11 - 14
58
APPENDIX B BUDGET RAME
NO. FEASIBILITY COST TOTAL COST
1. Transportation $10
2. Internet and Library $15
3. Telephone Communication $25
4. Experiment Printer $20
5. Pens $5
6. Survey Cost $10
7. Bitty Cash $5
8. Total Cost 90 $90
59
APPENDIX C RESEARCH INSTRUMENTS
Questionnaire for role of leadership in Organizational change
We are undergraduate students at Plasma University; we are conducting this questionnaire
for the fulfillment of the requirements for the Degree in Bachelor Business Management.
We would be obliged if you co-operate with us in filling the questionnaire. Since the
questionnaire is being used for academic purpose, the information gathered will be strictly
confidential.
Dear respondent,
This questionnaire seeks your opinion about the organizational change at your work place
including leadership style of your Manager.
Please, dear respondent; tick the appropriate box only
Section one: demographic Information
1. Age:
1) 20 30. 2) 31 40. 3) 41 50. 4) Above 51.
2. Gender:
1) Male. 2) Female.
3. Marital Status:
1) Single. 2) Married. 3) Divorced. 4) Widow.
4. Professional qualification
1) Secondary certificate. 2) Diploma.
3) Bachelor. 4) Master.
5) PHD.
5. Employment Status:
1) Employed 2) Self Employed
3) Unemployed
60
Section Two:
Please put a tick () in the appropriate box to indicate your extent of agreement to the following
statement as Role leadership on Organizational change, according to the scale below:
No. Statement Strongly Agree Average Disagree Strongly

Agree Disagree
1. The role of leadership in organizational change in

Mogadishu is well perfect at the side of evaluation,
recruitment demotion and the promotion of the
employee.
2. Leader takes part organizational change in

Mogadishu when the task is difficult.
3. The leadership consults with the subordinates when

he/she wants to make any development.
4. The leadership motivates the staff of organization to
do their job willingly.
5. The skilled leadership corrects the employee in

fatherly / motherly way.
6. Every organization that committed to provide quality
services for its customers invest in the training of its
employees
7. The change needed in organizations, may be varying
according to the organizational types and its
performance.
8. The change needed in organizations, can be made
through job rotation of the employee for their jobs.
9. The change needed in organization, is very
important because every employee will make the
task very well.
10. The change is needed in an organization because it
can affect the welfare of the organization.
11. The change needed in an organization basically
includes; enhancing the skills of the employee, so as
to achieve the goals of organization effectively.
12. Decisions of change in organizations are open, and
share any problem that one experiences in the job.
13. The vision of organization is an important for skilled
leadership, because it is the role map to achieve the
leader from the organization performance.
61
14. Changes have positive relations to increase
organizational productivity.
15. The vision of the organization is an essential for
skilled leadership, so as to keep track the long
term objectives of the organization and to make
development.
16. When there is a change in the vision of an
organization, the leader contacts with the
subordinates to attend that change.
17. The effective change for an organization should
have the good management input and
participation.
18. Employees who believe their organizational
change offers excellent feedback, and generally
less likely to leave their work.
Thank you!
62
APPENDIX D TRANSMITTAL LETTER
63

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A RESEARCH THESIS SUBMITTED TO THE COLLEGE OF BUSINESS AND

ECONOMICS IN PARTIAL FULFILMENT OF THE

REQUIREMENTS FOR THE AWARD OF BACHELOR DEGREE

1. Abdulahi Sh. Bashir Dinle

other academic award in any university or institution of studying.

Names of candidate: Signature of candidates:

1) AbdullahiShiikh Bashir Dinle _____________________

2) Abdulkadir Ali Madobe _____________________

3) AbdulkadirDahir Mohamed _____________________

4) Hasan Sh. Abdi Ali _____________________

5) HasanAxmed Mohamed _____________________

Name of supervision: ___________________________________

supported us to accomplish this vital study.

encouragementMr. AhmedMohamudJama (Ahmed-dahir).

diwani, Mr. Ahmed A. Abtidon, Mr.HasanAbdi Ali etc.

TCCAF The Coca-Cola Africa Foundation

NGOs . Non-governmental Organizations

SMEs small to medium-sized enterprises

USIU United States International University

OCM Organizational Change Management

SPSS Statistical Package for Social Sciences

process of organizational change more effectively and successfully, if he/she is capable

and competent. Rapid technological advancements, high expectations of customers, and

business model in response of changing trends.

sustainable success and innovation literature.

1.1. BACKGROUND OF THE STUDY`

Leadership is very important while managing organizations or addressing the issue of

According to Bennis, vision is a mental image of a desirable future, so it is important that

Although, few number of non-governmental organizations have started to target large

1.4. RESEARCH OBJECTIVES

To investigate the role of leadership in organizational change in Mogadishu.

To examine the change needed for organizations

To examine the vision of organization is important for skilled leadership

1.5. RESEARCH QUESTIONS

1. What is the role of leadership in organizational change in Mogadishu-Somalia?

2. Why is change needed for organizations in Mogadishu-Somalia?

3. Why is vision important for leadership?

1.7. SIGNIFICANCE Of STUDY

Organized Strong OCM teams lead

Well Educated Strong OCM teams recognize

Strong OCM teams promote

Interested in Feedback Strong OCM teams communicate

Dependent = Organizational change

Independent = Role of leadership

2.1. OBJECTIVE ONE

2.1.2. THE ORGANIZATION

2.1.3. THE ORGANIZATIONAL LEADERSHIP

2.2. OBJECTIVE TWO

2.2.2. THE ORGANIZATIONAL CHANGE

Organizational changes mean that organizations are undergoing and or undergone

Organizational change process must be managed in order to keep organizations moving

2.2.4. ORGANIZATIONAL CHANGE AND ORGANIZATIONAL INNOVATION

Linking the organizational innovation to organizational change in their article Nurturing

2.3. OBJECTIVE THREE

2.3.1. IMPORTANCE OF VISION AND INNOVATIVE APPROACH FOR

3.1. RESEARCH DESIGN

3.2. TARGET POPULATION

3.3. SAMPLE SIZE

1 DAHABSHIL COMPANY (WADAJIR) 2 10

2 HORMUUD TELCOM (WADAJIR) 5 10

3 BANADIR ELECTRIC COMPANY (WADAJIR) 2 10

TOTAL SAMPLE SIZE 39