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It assesses the extent to which the intended change was implemented, using a descriptive cross-sectional survey design with both qualitative and quantitative approaches. 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More importantly, attempt was made to examine extent of implementation of the intended change. Descriptive cross sectional survey type research design was used under the study. The study employed both qualitative and quantitative data. Currently, WSU has eight schools; of these the present study involved four (50%) schools. The sample consisted of 14 academic leaders of the institution: the university president and two vice-presidents, two members of managing board, director of registrar, four deans of schools, four department heads, one quality officer, 78 (32 .7%) senior academic staff from total of 238, and eight senior students of the institution. The sample schools were randomly selected while stratified random sampling technique was employed to select school deans, academic staff members and students. The selection of the president, vice-presidents, head of registrar and managing board members was made purposefully. In total 102 participants took part in the study. The tools used to gather relevant data were questionnaire, Focus Group Discussion (FGD), and relevant document analysis. The study results revealed that institutional context analysis was not well conducted, the effort to introduce change to the university community was limited and the attempt to prepare and motivate the university community towards the change was almost nonexistent. Most importantly, academic leaders rarely exhibit transformational behaviors. The study recommended that the transformational leaders should focus on strategic issues instead of wasting time in changing and rechanging structures. Moreover, stakeholders should collaborate in order to support the effort towards transformation. To this end, power should be decentralized; distributed leadership should be practiced in the institution. The Government needs to avail adequate budget and manpower to assist the transformation. On the other hand, the institution should diversify its sources of income instead of relying on Government subsidy.\u003Cbr>Keyword: Leadership, transformation, transformative change, quality education. |\n| --- |\n| E-mail: [lerramulee2010@gmail.com](lerramulee2010@gmail.com), [mulatudea83@yahoo.com. Tel:](mulatudea83@yahoo.com. Tel:) +251 921421506. |\n\nINTRODUCTION  \nIn the higher education arena institutions, administrators and academicians have to come up to grips with the complex environment in which they find themselves. De Boer et al. (1998) view the environment as being increasingly characterized by pressures for efficiency and effectiveness as a consequence of the full transition to mass higher education, and the introduction of strong competitive pressures and instruments such as  \nglobalization and new modes of knowledge production. The desperate need for strong and effective leadership in order to obtain an effective process of transformation and  \nchange at higher education institutions is apparent.  \nHigher education institutions (HEIs) around the world face the growing problem of as they enter the twenty-first century. With the international economy evolving toward a global network organized around the value of  \nknowledge, the capacity of people and organizations to use technological developments wisely, effectively, and efficiently has emerged as a critical societal concern. People and nations are relying on colleges and universities to help shape a positive future. However, to capture the advantage of","cbCaikVZM3luoUgF","https://ap.wps.com/l/cbCaikVZM3luoUgF","pdf",126204,14,"English","# Introduction\n## Context and pressures for transformation in higher education\n## Forces driving ongoing change\n## Transformation for quality education enhancement","[{\"question\":\"What is the main purpose of the study?\",\"answer\":\"To examine challenges to transformative change for improving quality education in public universities as perceived by the university community, and to assess how far the intended change was implemented.\"},{\"question\":\"What research approach and data sources were used?\",\"answer\":\"A descriptive cross-sectional survey design was used, combining qualitative and quantitative data. Data were collected via questionnaires, focus group discussions, and relevant document analysis.\"},{\"question\":\"What were the key findings regarding transformation efforts and leaders?\",\"answer\":\"The study found limited effort to introduce change, inadequate preparation and motivation of the university community, and that academic leaders rarely exhibit transformational behaviors.\"}]","Leadership challenges to transformative change for quality education in public universities - A case of Wolaita Sodo University | PDF",1792070412,35]