{"id":23664,"date":"2024-04-30T17:24:19","date_gmt":"2024-04-30T17:24:19","guid":{"rendered":"https:\/\/www.writemyessays.app\/blog\/questions\/the-effect-of-leadership-on-performance-of-employees-in-case-of-maji-town-civil-service-administration\/"},"modified":"2024-04-30T17:24:19","modified_gmt":"2024-04-30T17:24:19","slug":"the-effect-of-leadership-on-performance-of-employees-in-case-of-maji-town-civil-service-administration","status":"publish","type":"questions","link":"https:\/\/www.writemyessays.app\/blog\/questions\/the-effect-of-leadership-on-performance-of-employees-in-case-of-maji-town-civil-service-administration\/","title":{"rendered":"The Effect of Leadership on Performance of Employees: In case of Maji town Civil Service Administration"},"content":{"rendered":"
\n

                                                             <\/span><\/span><\/b>Rift Valley University<\/span><\/p>\n

Jimma
\nCampus<\/span><\/p>\n

Department
\nOf Business Management<\/span><\/span><\/p>\n

 <\/span><\/p>\n

The
\nEffect of Leadership on Performance of Employees: In case of Maji town Civil
\nService Administration<\/span><\/p>\n

       <\/span>By:…                                        <\/span>ID <\/span><\/p>\n

  <\/span>1..Yohannis 
\n<\/span>Danieal  <\/span>….. …    <\/span>..  
\n<\/span>…. 119\/13<\/span><\/p>\n

2.
\nTamiru Terefe………………………….100\/13<\/span><\/p>\n

3.Asirachew
\nJenbere………………………014\/13<\/span><\/p>\n

4
\n.Foziya Husen…………………………….052\/13<\/span><\/p>\n

5.Temesgn
\nWude…………………………….047\/13<\/span><\/p>\n

 <\/span><\/span><\/b>A
\nProposal is Submitted to the Department of Business Management for the
\nPartial      <\/span>Fulfillment of the
\nRequirement of Bachelor (BA) Degree in Business 
\n<\/span>Management<\/span><\/span><\/p>\n

 <\/span><\/p>\n

Advisor: Mr. Samson Emiru<\/span><\/p>\n

October,
\n2024<\/span><\/p>\n

 <\/span><\/p>\n

                                                                                                                                
\n<\/span>Jimma, Ethiopia<\/span><\/p>\n<\/div>\n



\n<\/span><\/p>\n

\n

 <\/span><\/p>\n

 <\/span><\/p>\n

Table of
\nContents                                                                                           
\n<\/span>                         <\/span>Page<\/span><\/p>\n

Acknowledgement <\/span>i<\/span><\/span><\/a><\/span><\/p>\n

CHAPTER ONE<\/span><\/a><\/span><\/p>\n

INTRODUCTION.. <\/span><\/span><\/span>1<\/span><\/a><\/span><\/p>\n

1.1 Background of the Study. <\/span><\/span><\/span>1<\/span><\/a><\/span><\/p>\n

1.2 Statement of the Problem.. <\/span><\/span><\/span>3<\/span><\/a><\/span><\/p>\n

1.3 <\/span><\/span>Basic
\nResearch Questions. <\/span><\/span><\/span>4<\/span><\/a><\/span><\/p>\n

1.4 <\/span><\/span>Objectives
\nof the Study. <\/span><\/span><\/span>4<\/span><\/a><\/span><\/p>\n

1.4.1 General Objective of the study. <\/span><\/span><\/span>4<\/span><\/a><\/span><\/p>\n

1.4.2 Specific Objectives of the study. <\/span><\/span><\/span>4<\/span><\/a><\/span><\/p>\n

1.5 Significance of the Study. <\/span><\/span><\/span>4<\/span><\/a><\/span><\/p>\n

1.6 Scope of the Study. <\/span><\/span><\/span>5<\/span><\/a><\/span><\/p>\n

1.7 Limitation of the study. <\/span><\/span><\/span>5<\/span><\/a><\/span><\/p>\n

CHAPTE TWO<\/span><\/a><\/span><\/p>\n

2. REVIEW of RELATED LITERATURE.. <\/span><\/span><\/span>6<\/span><\/a><\/span><\/p>\n

2.1 Theoretical Concept <\/span><\/span><\/span>6<\/span><\/a><\/span><\/p>\n

2.2 Problems Related to leadership that Affect
\nEmployees. <\/span><\/span><\/span>6<\/span><\/a><\/span><\/p>\n

2.3 Empirical Review.. <\/span><\/span><\/span>7<\/span><\/a><\/span><\/p>\n

2.4 Conceptual Framework. <\/span><\/span><\/span>9<\/span><\/a><\/span><\/p>\n

CHAPTER THREE.. <\/span><\/span><\/span>10<\/span><\/a><\/span><\/p>\n

3. RESEARCH METHODOLOGY<\/span><\/a><\/span><\/p>\n

Introduction<\/span>. <\/span><\/span>10<\/span><\/a><\/span><\/p>\n

3.1 Research Design. <\/span><\/span><\/span>10<\/span><\/a><\/span><\/p>\n

3.2 Source of Data. <\/span><\/span><\/span>10<\/span><\/a><\/span><\/p>\n

3.3 Sample Size and Sampling Technique. <\/span><\/span><\/span>11<\/span><\/a><\/span><\/p>\n

3.4 Data Gathering Techniques. <\/span><\/span><\/span>11<\/span><\/a><\/span><\/p>\n

3.5 Method of Data Analysis. <\/span><\/span><\/span>11<\/span><\/a><\/span><\/p>\n

3.6 Ethical Consideration. <\/span><\/span><\/span>11<\/span><\/a><\/span><\/p>\n

References. <\/span><\/span><\/span>20<\/span><\/a><\/span><\/p>\n

Appendix. <\/span><\/span><\/span>21<\/span><\/a><\/span><\/p>\n

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Acknowledgement<\/span><\/b><\/p>\n

In the name of Jesus, <\/span>the
\nMost Gracious, the Most Merciful. All praise to Almighty God, the one to whom
\nall dignity, honor and glory are due. \u201cWho does not thank people, will not
\nthank God”.  <\/span>We would like to
\nacknowledge my sincere thanks and gratitude to our advisor: Mr. <\/span>Samson <\/span>for his
\nsteadfast support, guidance and dedicated labor. His enthusiasm and
\nprofessional expertise have provided tremendous guidance throughout carrying
\nout our research. His amazing support has been a blessing to us. His encouragement
\nand professional insight has inspired both our personal and professional
\ndevelopment.<\/span><\/span><\/b><\/p>\n

 <\/span><\/p>\n

Next
\nto my advisor, we would like to express our deepest appreciation to our family
\nespecially mothers for their endless love from womb up to our adulthood stage
\nand our fathers for their endless support from primary level up to University
\nto complete our education and all our parents and classmates. <\/span><\/p>\n

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 <\/p>\n<\/div>\n



\n<\/span><\/p>\n

1.1 Background of
\nthe Study<\/span><\/b><\/a><\/p>\n

Civil service leadership has never been so challenging or complex.
\nPublic service leaders work across Organizational boundaries and jurisdictions
\nto tackle ongoing and emergent policy challenges and improve the impact of
\ncivil services. They have to make space for innovation while managing risk and
\nbeing accountable for results. They must support fast-moving political agendas,
\nmanage and transform vast public organizations, motivate and inspire their
\nworkforces and be trusted partners to citizens and an ever-growing list of
\npartners and stakeholders. All of this while promoting the highest level of
\npersonal and professional ethics and integrity (<\/span><\/span>Davis, J., 2005).<\/span><\/span><\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

Leadership is the
\nprocess of influencing people and providing an environment to achieve and organizational
\nobjectives (<\/span><\/span>Awamleh, R., 2004<\/span><\/span>). In the process
\nthere are practices of planning, work allocation, organizing controlling and
\ndecision making. In the progress to the modern word business companies\u2019
\ngovernment, organizations and public enterprises regardless of their size and
\nnature are facing challenges in computing for existence; much business
\nleadership is welded to the performance, leadership is the process of
\ninfluencing, employees people and providing an environment for them the
\nactivities teamed the organization.<\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

Organizations are
\nsocial frameworks where human resources are the most essential components for
\neffectiveness and proficiency. Organizations need powerful supervisors and
\nemployees to accomplish their goals. As an issue of regular contentions, the
\nachievement or disappointment of an association is subject to the styles and
\naptitudes of a leader. A leader can be considered as the person who expect
\nhierarchical presence and the person who protect the lastingness and the
\nperseverance of the organization in the objectives it was set up for. By
\npracticing certain authority capabilities and abilities, a leader ought to have
\nthe capacity to create clear leadership styles and practices to fulfill
\nauthoritative objectives (Ababneh, 2009). The leader has this capacity to
\nguarantee that workers are upbeat and beneficial.<\/span><\/span><\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

Leadership
\nas a subject has increased expanding consideration by numerous scholars,
\nresearchers and specialists in the course of the most recent decades or
\nsomewhere in the vicinity. Given numerous organizations are in turmoil because
\nof various crisis, leaders are regularly considered as somebody who is equipped
\nfor moving the boat in the midst of solid tides and streams, and thus it is not
\namazing this idea has drawn scholarly considerations (<\/span><\/span>Fernandes,
\nC., 2004<\/span><\/span>). Leadership is characterized as the
\ncapacity to impact a gathering towards the accomplishment of objectives. It is
\na procedure by which a man impacts others to fulfil a target and coordinates
\nthe association in a way that makes it more durable and cognizant<\/span><\/span>. <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

Leadership
\nplays a critical role in creating clear vision, mission, determination and
\nestablishment of objectives, designing strategies, policies, and methods to
\nachieve organizational objectives effectively and efficiently along with
\ndirecting and coordinating the efforts and organizational activities. As
\n(Khajeh, 2018) noted a leadership to be best, it needs to comply with internal
\nand external changes to meet organizational mission and vision. Recently, lots of
\ncompanies are facing different challenges like organizational misconduct, high
\nrate of employee turnover and poor financial performance. Leadership is a very
\nimportant factor in the formulation and realization of organizational goal.
\nEven the break up and success of any organization, nation or other social
\nentity has largely been attributed to the nature of its leadership style (<\/span><\/span>Iqbal
\nN, Anwar S and Haider <\/span><\/span>2015). Leadership\u2019s role is a necessary
\ncondition to coordinate all activities and aspirations of a given group.
\nLeadership cannot be live alone without a group and a group cannot be sustained
\nwithout a leader as well.<\/span><\/span><\/p>\n

In
\nfact, the term leadership has different definitions by different people. The
\npractices of influencing a social phenomenon also described as leadership. A
\nspecial kind of guidance that motivates and affects an individual in the
\norganization all kinds of social situation especially actual claim that makes
\npeople work together to achieve common goals and objectives is also known as
\nleadership (Sakiru, et al 2013). Performance refers to the proportion between
\nproduct and all factors of production to achieve the required output. It is the
\nefficiency of an individual productivity and multinational elements in
\ncompanies, in which it mostly upgraded by employees\u2019 diligence. Relationships
\namong leaders\u2019 behavior or style and employees have gained bigger focus from
\ndifferent communities. <\/span><\/span><\/p>\n

Hence,
\nthe type of leadership style has positive or negative impact on how
\norganizations cope with improving productivity by strategic vision of the
\norganization (Sougui et al, 2015). <\/span><\/span>Leadership
\nstyle impacts the whole operating performance of efficiency, effectiveness,
\nincome, market share and as well as the company<\/span><\/span>. <\/span><\/span>Therefore, this study was to assess
\nthe effect of leadership on performance of employees: in case of Maji town
\ncivil service administration<\/span><\/span><\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

1.2 Statement of the Problem <\/span><\/b><\/span><\/p>\n

Leadership
\nstyle cultivated itself as a significant determinant of workers’ job
\nperformance together with normal skills familiar by supervisors at various
\nlevel of progressive system (Wexley &Yukl<\/span><\/span>, <\/span><\/span>2004).
\nTarget reaction of individuals to leaders for the most part is identified with
\nthe worker’s attributes and leader’s qualities and demonstrated skills.<\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

Employee
\nperformance which includes implementing, defined duties, meeting deadlines,
\nteam work and achieving departmental goals. In different institutions and
\norganizations such as Ethiopian Railways Corporation, they need to have a sound
\nleadership styles which includes transformative approaches, democratic and
\nlaissez-faire approaches to leadership. Different researches conducted by
\nAbdullahi (2013) and Narges (2013) tied with findings, identified that lots of
\nauthoritative leadership tendencies existed and thus this works for as a background
\nfor low innovation and declined commitment that greatly affects employee
\nperformance as was indeed observed through the study findings.<\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

As <\/span><\/span>Abdullahi,
\nAishat;<\/span><\/span>             <\/span>Agbana, Narges Kia,<\/span><\/span><\/span>
\n(2013) indicated that there have been continuous downward trends the
\nperformance of employees registered in public institutions in Ethiopia. These
\nmay be happening as a result of numerous factors such as inadequate funding,
\nlack of motivation, work climate, leadership and leadership\u2019s styles among
\nothers. They have explored intensively other factors except leadership style as
\na factor that influence impacts of job performance of staff. <\/span><\/span>In
\nbusiness, leadership is welded to performance. Effective leaders     <\/span><\/b>is increase their company\u2019s bottom lines
\nleadership is also the art of motivating a group of people to act towards
\nachieving a common goal, a good leader is the one who has made a lasting impact
\non people who is not commanding. <\/span><\/span><\/p>\n

Where bad
\nleader is a person in leadership that lacks the necessary skill, ability and
\noverall quantities to effectively,<\/span><\/span>
\nnow a day every organization has its own objectives one of the activity that is
\ninfluencing people to corporate toward some goals is good leadership, most
\norganization have problems such as lack of transparency, practice of
\ncorruption, lack of effective communication among employees and leaders as well
\nas poor performance. Therefore, this study wants to assess the effect of
\nleadership on performance of employees: in case of Jimma town civil service administration.
\n<\/span><\/span><\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

1.3 <\/span><\/span><\/span>Basic
\nResearch Questions<\/span><\/b><\/span>
\n<\/span><\/span><\/p>\n

1.    
\n<\/span><\/span><\/span>What are the features
\nof leadership in your organization?<\/span><\/span><\/p>\n

2.    
\n<\/span><\/span><\/span>What are the<\/span><\/span> features of Employmen performance in<\/span><\/span> the<\/span> organization?<\/span><\/span><\/span><\/span><\/span><\/p>\n

3.    
\n<\/span><\/span><\/span>What are effects of
\nleadership on features of your in<\/span><\/span> the<\/span> organization?<\/span><\/span><\/span><\/span><\/span><\/p>\n

1.4
\n<\/span><\/span><\/span><\/b>Objectives of the Study <\/span><\/b><\/span><\/p>\n

1.4.1 General Objective
\nof the study <\/span><\/b><\/span><\/p>\n

The main objective of study is to assess <\/span><\/span>the effect of leadership on
\nperformance of employees: in case of Maji town civil service administration.<\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

1.4.2 Specific Objectives of the study <\/span><\/b><\/span><\/p>\n

\u00d8  <\/span><\/span><\/span>To
\nidentify the features of leadership in your organization<\/span><\/span><\/span><\/p>\n

\u00d8  <\/span><\/span><\/span>To examine the features of
\nemployment  <\/span>performance in<\/span><\/span><\/span> the<\/span> organization<\/span><\/span><\/span><\/span><\/span><\/p>\n

\u00d8  <\/span><\/span><\/span>To identify the <\/span><\/span>leadership style that the
\norganization leadership follow<\/span><\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

1.5 Significance of the Study <\/span><\/b><\/span><\/p>\n

Leadership is an important function
\nof management which helps to maximize efficiency of managements and achieve
\norganizational goals. Thus, this study will be helpful knowing the effect of
\nleadership on employees and will explore the ways to find out how can employees
\nwork together and improve leadership structure of the organization<\/span><\/span>.<\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

This study will be the ground spring
\nfor the new coming researchers. The policy maker, community, public service
\ncustomers and other stakeholders will be beneficiary on getting knowledge, experience
\nand advantage on conducting the different data about this study and have some
\nthe knowledge about effect of leadership on the performance of employee for any
\nbusiness, also the study will be used for other organizations which are similar
\nby taking this study and they can check themselves with problem to be
\nresearched. <\/span><\/span><\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

1.6 Scope of the Study <\/span><\/b><\/span><\/p>\n

Geographically
\nthis study is delimited to Maji town. <\/span><\/span>Maji town<\/span> is well known in, <\/span>southwest Ethiopia extends from 5\u00b0
\n12\u20320\u2033 to 6\u00b025\u203230\u2033\u00b0N latitude and 35\u00b0 15\u20320\u2033 to 36\u00b0 18\u20320\u2033\u00b0 E longitude. The
\ncapital city of the town is, Tum, which located 737 km southwest of Addis
\nAbaba, the capital of Ethiopia.<\/span><\/span><\/span><\/p>\n

1.7 Limitation of the study <\/span><\/b><\/span><\/p>\n

While writing this study the researchers faced different challenges. Few
\nof the challenges are shortage of time, lack of computer typing skills, poor
\ninternet services and personal related problems but all the researchers used
\ndifferent copying mechanism to deal with the limitation and conducted this
\nresearch proposal.<\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

1.8 Organization of the paper<\/span><\/b><\/span><\/p>\n

The study has five chapters: those are; the first chapter contains
\nintroduction, back ground of the study, statement of the problem and objective
\nof the study. The second chapter consists of a review of theoretical and
\nempirical literature that is related to the area concerned. The third chapter
\nencompasses research method, the data type and source, research sampling
\ntechnique, study population, study sample size, data collection instrument. The
\nfourth chapter present discussions of results and encompass descriptive
\nstatistics analysis of data to be collected. The last chapter of this study
\nrepresent summary of finding, conclusion and recommendation.<\/span><\/span><\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/b><\/span><\/p>\n

 <\/span><\/b><\/span><\/p>\n

CHAPTE TWO<\/span><\/b><\/span><\/p>\n

2. REVIEW of RELATED LITERATURE<\/span><\/b><\/span><\/p>\n

2.1 Theoretical Concept<\/span><\/b><\/span><\/p>\n

Leadership
\nis the practice of influencing others to work willingly to achieve
\norganizational goal with self-assurance. 
\n<\/span>It is usually well-defined basically as the process of influencing
\npeople to use their effort utmost to achieve a particular goals. Leadership is
\nthe art of inducing people to strive willingly towards the attainment of group
\ngoals. This concept also expanded to include not only willingness to work but
\nwith passion and confidence. Leadership can be defined as a dynamic process
\nwhereby one man impacts others to contribute willingly to the realization and
\nattainment of objectives with the aspiration of common organizational values of
\nthe group that who are representing the spirit of Leadership in assisting a
\ngroup or an Organization to attain everlasting growth (<\/span><\/span>Berson, Y., Shamir, B.,
\n2001<\/span><\/span>).<\/span><\/span><\/p>\n

Leadership
\nstyles defined as a preferred manner of who can tackle duties and personnel
\ncases in carrying out goals set for their teams. Different leadership styles
\npracticed by any management have big impact on employees\u2019 job performance
\n(Mullins, 2004). Leadership style is also the manner or approach of providing,
\ndirecting, enforcing plans and motivating people which includes the overall
\noutline of explicit and implicit supervisions and actions taken by leaders
\n(Davis, 2005).<\/span><\/span><\/p>\n

 <\/span><\/p>\n

2.2 Problems Related to leadership that Affect
\nEmployees<\/span><\/b><\/span><\/p>\n

Some of the common problems that
\nrelated to leadership\u2019 are: – it is not clear exactly what behaviors are
\nindicative of leadership. Leader in organizational may have only small effects
\non organizational performance because there are selected from individuals very
\nsimilar to each other because there are many situational constraints on their
\nactions and because organizational performance is affected by many factors that
\nare not side the leader strip control. Organizational members can promoted to
\nleadership positions not based on their performance or ability but on relevant
\nfactors such as social status (Richard, 2009, p72).  <\/span><\/b>Many problems occur because of people
\nfailing to communicate effectively-faulty communication cause problems in
\norganizations and can cause a good plan to fail<\/span><\/span>.  <\/span><\/span><\/span><\/p>\n

Less motivation for employees such
\nas, not enough of monetary growth, little or no appreciation, less work or too
\nover loaded, late working hours, groupies and sometimes even ragging which
\ncause the employee de-motivated and feel like quitting or reduce productivity
\nthe organization (Boston & Harvard, 2001).<\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

2.3 Empirical Review <\/span><\/b><\/span><\/p>\n

Leaders
\nand their leadership styles is one among the mostly researched topics within
\nthe recent past. A number of studies are conducted on the consequences of
\nleadership styles on employee performance. Rassol et al (2015) researched
\nleadership styles and its effect on workers\u2019 productivity in the health sector
\nof Pakistan and generalized that transformational leadership styles have more
\npositive impact on employee productivity than transactional leadership. They
\nfound out that transformational leadership can achieve better in highly
\norganized working environment where focus is on competitive returns. Results of
\ntheir study also explored that the impact of transactional leadership wasn’t
\nmuch stronger as compared to transformational leadership on job performance.
\nAccording to Pradeep and Prabhu (2011), leadership is positively connected with
\nworkers productivity for both transformational and transactional contingent
\nreward leadership\u2019s manners. The managers, who are seemed to demonstrate strong
\nleadership behaviors, whether transformational or transactional, are seen to be
\nengaging in increasing the employees\u2019 performance.<\/span><\/span><\/span><\/span><\/p>\n

In
\ngiving their summary it had been found that the transformational leadership
\nstyle has significant relationships with performance outcomes vs. effectiveness
\nin work, satisfaction, extra effort and dependability. Their study added some
\nadditional knowledge for a far better understanding of the well-connected
\nleadership approach and proper method for employing follower in different
\nprofessional hierarchies. By using their results, leaders can adjust their
\nbehaviors in practical ways to reinforce subordinates\u2019 job performance, thereby
\nreaping increased productivity for his or her organizations as a consequence.
\nThey emphasize on the necessity of leaders to possess the ability to draw in \/
\ninfluence their subordinates, be ready to set clear standards of performance to
\ntheir peers and act as a best model to the subordinates.<\/span><\/span><\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

A research conducted by
\nAboshaiqah et al (2015) on nurses\u2019 opinion of managers\u2019 leadership styles and
\nits connected outcomes verified that staffs a parented that transformational
\nleadership and its aspects are exploited than transactional and laissez-faire
\nleadership styles, and again, additional analysis indicated that there was a
\npositive correlation between output factors such as (effectiveness, extra
\nefforts and satisfaction) and transformational and transactional leadership
\nstyles and negative correlation with laissez-faire leadership styles. It also
\ngeneralized that a mixture of transformational style and manners contributed to
\naugment in more effort, pleasure and in general employee productivity and
\nprofessed leader efficiency among nurses. Ipas (2012) conducted a research on
\nthe alleged leadership style and employee productivity in hotel industry; he
\nfound that autocratic leadership style is perceived as being the widely
\npracticed style by the managers that ensure likely outcomes.<\/span><\/span><\/p>\n

Different companies are
\nfacing lots of challenges because of lacking efficient leadership. In fact,
\nmost companies are dreaming to achieve the objectives they stand for. Hence, a
\nleader who can point of fact bring together and stimulate employee to use their
\nendeavor at greatest is required (Vigoda-Gadot, 2012). A researcher Khajeh
\n(2018) in his article entitled \u201cImpact of Leadership Styles on Organizational
\nPerformance\u201d articulated that leadership plays an important role for the
\nsuccess and failure of such organization. In its finding indicated that there
\nis either positive or negative connect on among leadership styles and
\norganization performance. In the meantime another researcher Kalsoon et al
\n(2018) on their article named \u201cImpact of Transactional Leadership and
\nTransformational Leadership on Employee Performance: a case of FMCG Industry of
\nPakistan\u201d found out that both of transactional and transformational leadership
\nstyles have a positive correlation with employee performance. To reach in this
\nfinding, the researchers have collected data from 318 employees of the
\nindustry. The above mentioned researchers have been examined leadership manners
\nand found out that leadership styles have different impacts on employee\u2019s
\nproductivity. In fact; they revealed that effective leadership has a positive
\nimpact on employee performance.<\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

2.4 Conceptual Framework<\/span><\/b><\/span><\/span><\/b><\/span><\/p>\n

The
\nconceptual framework points out the vital course which is very valuable to give
\nyou an idea about the direction of the study. The study shows the relationship
\nbetween employee performance and leadership styles. Also the study focuses on
\ngaps which represent the difference between employee\u2019s expectation and
\nperceptions which are referred to as the perceived leadership styles. The
\ndifference between expectations and perceptions is called the gap which is the
\ndeterminant of employee\u2019s perception of leadership styles. The practiced
\nleadership styles by the corporation, effects of these leadership styles and
\nstrategies taken by the organization are considered as independent variables
\nwhile employee performance can be taken as dependent variable. <\/span><\/span><\/p>\n

The
\nconceptual framework for this study assumed performance indicators which
\ncontained employee activities like executing clear duties, meeting deadlines,
\nteam work and achieving work unit goals referred as dependent variable, are
\ndetermined by the following independent variables which include types of
\nleadership styles. Organizational strategy of the corporation is also taken as
\nan independent variable to check its impact on the mentioned dependent
\nvariables.<\/span><\/span><\/span><\/b><\/span><\/p>\n

 <\/span><\/b><\/span><\/p>\n

 <\/span><\/b><\/span><\/p>\n

 <\/span><\/b><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

CHAPTER THREE<\/span><\/b><\/span><\/p>\n

3. RESEARCH METHODOLOGY<\/span><\/b><\/span><\/p>\n

3.1
\nResearch Design <\/span><\/b><\/span><\/p>\n

The researchers used
\ndescriptive research design which is intended to assess the effect of
\nleadership on employee performance in case of Maji town public service. A
\ndescriptive research intends to present facts concerning the nature and status
\nof a situation, as it exists at the time of the study and to describe present
\nconditions, events or systems based on the impressions or reactions of the
\nrespondents of the research (Creswell, 1994). <\/span><\/span>In other words, the quantitative method allows the researcher to
\nestablish a relationship between variables, but it is often weak when it comes
\nto exploring the reasons for those relationships among variables. So, the
\nqualitative method will be used to explain the factors underlying the broad
\nrelationships that will be established (Punch, 2005) or qualitative procedures
\nprovide means of accessing non-numeric facts about the actual people the
\nresearcher observes and talks; qualitative techniques allow researchers to
\nshare the understanding and perceptions of others and to explore how people
\nlearn about and make sense of themselves and others (Creswell, 1998).<\/span><\/span><\/span><\/span><\/p>\n

<\/a>3.2 Source of Data <\/span><\/b><\/span><\/p>\n

To accomplish this study,
\nthe researchers used both primary and secondary source of data. The primary
\nsource is consisting information gathered through structured questionnaires
\nfrom the sample chosen. The secondary sources of data include; books or other
\npublished materials. <\/span><\/span><\/p>\n

3.3 Sample Size and Sampling Technique <\/span><\/b><\/span><\/p>\n

The target population of
\nthis study will be Maji town public service internal employees. There are 2
\nleaderships and 43 employees in town public service with total 45. The sample
\nsize of this is limited in size. Therefore, the researcher used all the
\npopulation to distribute questionnaire and interview. <\/span><\/span><\/p>\n

<\/a> <\/span><\/b><\/span><\/p>\n

3.4
\nData Gathering Techniques <\/span><\/b><\/span><\/p>\n

The researchers used
\nsurvey method (questionnaires and interview) to gather the primary data from
\nMaji town public service internal employees. The questionnaire will be
\nconstructed based on three basic research questions. Questionnaire will be
\nadministered to employees in the department and interview was conducted with 2
\nleaderships in the department. <\/span><\/span><\/p>\n

3.5
\nMethod of Data Analysis <\/span><\/b><\/span><\/p>\n

The researcher collected both quantitative and qualitative
\ndata from sample respondents. The quantitative data will be collected through a
\nclose-ended questionnaire. While analyzing data, quantitative data will be
\nstatistically organized and imported into SPSS V.20.0 to obtain frequency and
\npercentage. In addition, percentages was also used to interpret the background
\ninformation of the respondents and the data that to be gathered through a
\nclose-ended questionnaire. Finally, the data to be gathered through interview
\nand open-ended questions in the questionnaire will be presented and analyzed
\nqualitatively based on themes to supplement the data gathered through
\nclose-ended questions in the questionnaire, and triangulation of the data was
\nmade side by side.<\/span><\/span><\/p>\n

 <\/span>3.6
\nEthical Consideration <\/span><\/b><\/span><\/p>\n

The completion of the study will be based on based on the
\nconsent of participants and willingness of the target respondents. <\/span><\/span>The researcher should tell subjects
\nthe full detail of the purpose of the study based on effects of leadership on
\nemployees\u2019 performance. As a result of the genuine information they provide for
\nthe accomplishment of the study. In addition, informed to the subjects that
\nthey have the right to remain anonymous for providing any information. The
\nresearcher also get official letter from the department head in order to
\nformally approach the respective respondents whom the researcher sought the
\nright information. Then, researcher also behaved ethically and morally in a way
\nthat the subjects trusted him as result of which he expected to get genuine
\ninformation. General the researcher should use and bounded to the ethical
\nconsideration and let them informed consent signed to ensure anonymity and
\nconfidentiality.<\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

 <\/span><\/span><\/p>\n

References<\/span><\/b><\/span><\/p>\n

Aboshaiqah,
\nA. E., Hamdan-Mansour, A. M., Sherrod, D. R. Alkhaibary, A. &Alkhaibary,<\/span><\/span> S.     <\/span>(2015). Nurses\u2019 Perception
\nof Managers\u2019 Leadership Styles and Its Associated<\/span> <\/span>Outcomes\u201d
\nAmerican Journal of Nursing Research, 2 (4), 57-62.ity Printery<\/span><\/span><\/span><\/p>\n

Berson, Y., Shamir, B.,
\nAvolio, B. J., & Popper, M. (2001). The relationship between vision    <\/span>strength, leadership style, context The
\nLeadership Quarterly, 12, 53\u201373<\/span><\/span><\/p>\n

Bushra, F., Usman, A.,
\n&Naveed, A. (2011). Effect of transformational leadership on   <\/span>employees\u2019 job satisfaction and organizational
\ncommitment in banking sector of Lahore       <\/span>(Pakistan)
\nInternational Journal of Business and Social Science, 2(18), 261-267<\/span><\/span><\/p>\n

Davis, J., F. Schoorman
\nand L. Donaldson (2005), \u201cToward a stewardship theory of          <\/span>management\u201d, in Business Ethics and Strategy, Volumes I and II<\/span><\/span><\/span><\/p>\n

Fernandes,
\nC., &Awamleh, R. (2004). The impact of transformational and transactional<\/span><\/span>

\n            <\/span>leadership
\nstyles on employee\u2019s satisfaction and performance: An empirical test in a<\/span>
\n      <\/span>multicultural environment. <\/span><\/span><\/span><\/p>\n

Iqbal
\nN, Anwar S and Haider N (2015).Effect of Leadership Style on Employee<\/span><\/span> Performance.         <\/span>Arabian
\nJournal of Business and Management Review<\/span><\/span><\/span><\/p>\n

Hayward,
\nB. A., Davidson, A. J., Pascoe, J. B., Tasker, M. L., Amos, T. L., &Pearse,
\nN. J.<\/span><\/span> (2003,        <\/span>June). The Relationship between
\nLeadership and Employee Performance in a South<\/span>    <\/span>African Pharmaceutical
\nCompany In Society for Industrial and Organizational<\/span>             <\/span>Psychology 6th Annual Conference (pp. 25-27)<\/span><\/span><\/span><\/p>\n

Kelly
\nOkpamen (2017). The Influence of Leadership Styles on Work Performance Among<\/span><\/span> Staff      <\/span>of Federal University
\nWukari, Taraba State, Nigeria.AASCIT Journal of Psychology<\/span><\/span><\/span><\/p>\n

Mohamed
\nEsse Abdilahi (2016). Effects of Leadership style on employee performance in<\/span><\/span>

\n            <\/span>Dashen
\nBank.Unity University, Addis Ababa, Ethiopia<\/span><\/span><\/span><\/p>\n

Molero,
\nF., Cuadrado, I., Navas, M. & Morales, J. F. (2007). Relations and Effects
\nof<\/span><\/span>        <\/span>Transformational Leadership: A Comparative
\nAnalysis with Traditional Leadership<\/span>   <\/span>Styles,” The Spanish Journal of
\nPsychology, vol. 10, pp. 358- 368<\/span><\/span><\/span><\/p>\n

Oladipo
\nKolapo; Abdullahi, Aishat;<\/span><\/span>   <\/span>Agbana, Narges Kia, & Nwosu Lucia Ndidi (2013).    <\/span>Leadership styles and its effectiveness<\/span>
\non employees’ job commitment. Research
\non     <\/span>Humanities and Social Science
\nUniversity<\/span> Putra Malaysia<\/span><\/span><\/span><\/span><\/p>\n

Appendix<\/span><\/b><\/p>\n

Rift
\nValley University<\/span><\/p>\n

Jimma
\nCampus<\/span><\/p>\n

Department
\nOf Business Management<\/span><\/p>\n

Dear respondents, <\/span><\/p>\n

This research questionnaire is designed
\nto collect data on <\/span>the effect of leadership on performance of
\nemployees: in case of Maji town civil service administration. <\/span>The <\/span>researchers <\/span>believe<\/span> that your responses are vital in determining
\nthe success of this study. Hence, you are kindly requested to fill the
\nquestionnaire completely and honestly. <\/span>The researcher would like to assure you that the responses <\/span>that you give will be kept confidential and used
\nonly for the<\/span> academic<\/span> research<\/span>. 
\n<\/span><\/span><\/p>\n

Thank you in advance for taking your
\ntime to fill this questionnaire!<\/span><\/span><\/p>\n

General
\nInstruction <\/span><\/b><\/p>\n

\u00d8  <\/span><\/span><\/span>No need of writing your name and others<\/span><\/p>\n

\u00d8  <\/span><\/span><\/span>Don\u2019t tear any margin paper <\/span><\/p>\n

\u00d8  <\/span><\/span><\/span>Read all the questions before
\nattempting to answer <\/span><\/p>\n

Part One: General Background
\ninformation of the respondents\u2019 <\/span><\/b><\/p>\n

Indicate your response by using
\n“\u221a<\/b>” in the box provided<\/span><\/p>\n

1.     <\/span><\/span><\/span>Gender: 
\n<\/span>Male<\/span> \u25a1 <\/span>Female
\n<\/span>\u25a1<\/span> <\/span><\/p>\n

2.     <\/span><\/span><\/span>Age: 
\n<\/span>20-25 years \u25a1 26-30 years \u25a130-35 years \u25a1 above 35 years \u25a1<\/span><\/p>\n

3.     <\/span><\/span><\/span>Work experience: 1-5 years<\/span>\u25a1 6<\/span>-10 years\u25a1 11-15 years\u25a1 above years\u25a1 <\/span><\/p>\n

4.     <\/span><\/span><\/span>Educational background:  <\/span>Diploma\u25a1 First degree\u25a1 MA degree \u25a1<\/span><\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

Part two: Features
\nof leadership in the Organization <\/span><\/b><\/p>\n

NB: Indicate your responses for the following Likert
\nscale items using\u201d \u221a\u201d or “X” mark to write in the box corresponding
\nto an action. <\/span><\/p>\n

1 Strongly Disagree 2
\nDisagree 3 Neutral 4 Agree 5 Strongly Agree<\/span><\/span><\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n
\n

no <\/span><\/p>\n<\/td>\n

\n

Features of leadership in the
\n Organization<\/span><\/p>\n<\/td>\n

\n

alternatives for the scale<\/span><\/p>\n<\/td>\n<\/tr>\n

\n

1<\/span><\/p>\n<\/td>\n

\n

2<\/span><\/p>\n<\/td>\n

\n

3<\/span><\/p>\n<\/td>\n

\n

4<\/span><\/p>\n<\/td>\n

\n

5<\/span><\/p>\n<\/td>\n<\/tr>\n

\n

1<\/span><\/p>\n<\/td>\n

\n

Your leaderships are allowed
\n to bring new ideas

\n in organization.<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

2<\/span><\/p>\n<\/td>\n

\n

Your leaderships are
\n motivated at work.<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

3<\/span><\/p>\n<\/td>\n

\n

Your leadership lead the organization accordance

\n to set vision.<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

4<\/span><\/p>\n<\/td>\n

\n

Your leadership are
\n receiving contingent rewards (money, other gifts) when he\/she perform better.<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

5<\/span><\/p>\n<\/td>\n

\n

Changes in an organization
\n are discouraged.<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

6<\/span><\/p>\n<\/td>\n

\n

Subordinates have little
\n freedom of making suggestions.<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

7<\/span><\/p>\n<\/td>\n

\n

Leaders have absolute power
\n over their subordinates.<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

8<\/span><\/p>\n<\/td>\n

\n

Subordinates are distrusted.<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

Part three: Features of Employment performance in<\/span><\/b> the<\/span> organization<\/span><\/span><\/b><\/p>\n

Use the scale of 1 = \u201cStrongly agree\u201d; <\/b>2 = \u201cAgree\u201d; <\/b>3
\n= \u201cNeutral\u201d<\/b>; 4 = \u201cDisagree\u201d; <\/b>and 5 = \u201cStrongly disagree\u201d<\/b>,
\ngive your views on the prevailing situation your performance in your department
\nor organization by putting a tick [\u221a] in the table below the number that best
\ndescribe <\/span>your views.<\/span><\/span><\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n
\n

no
\n <\/span><\/p>\n<\/td>\n

\n

Features of Employment performance in<\/span> the<\/span> organization<\/span><\/span><\/span><\/p>\n<\/td>\n

\n

alternatives
\n for the scale<\/span><\/p>\n<\/td>\n<\/tr>\n

\n

1<\/span><\/p>\n<\/td>\n

\n

2<\/span><\/p>\n<\/td>\n

\n

3<\/span><\/p>\n<\/td>\n

\n

4<\/span><\/p>\n<\/td>\n

\n

5<\/span><\/p>\n<\/td>\n<\/tr>\n

\n

1<\/span><\/p>\n<\/td>\n

\n

I prepare work plan.<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

2<\/span><\/p>\n<\/td>\n

\n

I
\n submit report on performed duties in time<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

3<\/span><\/p>\n<\/td>\n

\n

I
\n diligently execute duties as per schedule<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

4<\/span><\/p>\n<\/td>\n

\n

I collaborate with others to carry out duties<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

5<\/span><\/p>\n<\/td>\n

\n

I Support members to accomplish their duties<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

6<\/span><\/p>\n<\/td>\n

\n

I meet standards on me work assignments.<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

7<\/span><\/p>\n<\/td>\n

\n

I report at work place in time.<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n

\n

8<\/span><\/p>\n<\/td>\n

\n

My department meets set financial targets<\/span><\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n

\n

 <\/span><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

 <\/span><\/p>\n

Semi-Structured Interview Guide for the Leadership of the
\nDepartment <\/span><\/b><\/span><\/p>\n

This interview aims at collecting data regarding; <\/span>the
\neffect of leadership on performance of employees: in case of Maji town civil
\nservice administration.<\/span>  <\/span>High level of
\nconfidentiality will be observed when presenting the data. Please kindly answer
\nthe following statements as understood or practiced by you to ensure attainment
\nof the expected objectives under this study. Please note that you are not
\nrequired to tell your name.<\/span><\/p>\n

1.     <\/span><\/span><\/span>What
\nare effects of leadership on features of your in<\/span> the<\/span> organization?<\/span><\/span><\/span><\/p>\n

2.     <\/span><\/span><\/span>How do you manage
\ndecision making in your department?<\/span><\/span><\/p>\n

3.     <\/span><\/span><\/span>How do you manage
\nreward to your staff?<\/span><\/span><\/p>\n

4.     <\/span><\/span><\/span>How do you delegate
\nduties?<\/span><\/span><\/p>\n

5.     <\/span><\/span><\/span>How do you manage
\nperformance of employees?<\/span><\/span><\/p>\n

 <\/span><\/b><\/p>\n","protected":false},"excerpt":{"rendered":"

                                                             Rift Valley University Jimma Campus Department Of Business Management   The Effect of Leadership on Performance of Employees: In case of Maji town Civil Service […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","template":"","meta":[],"disciplines":[9],"paper_types":[],"tagged":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/www.writemyessays.app\/blog\/wp-json\/wp\/v2\/questions\/23664"}],"collection":[{"href":"https:\/\/www.writemyessays.app\/blog\/wp-json\/wp\/v2\/questions"}],"about":[{"href":"https:\/\/www.writemyessays.app\/blog\/wp-json\/wp\/v2\/types\/questions"}],"author":[{"embeddable":true,"href":"https:\/\/www.writemyessays.app\/blog\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.writemyessays.app\/blog\/wp-json\/wp\/v2\/comments?post=23664"}],"version-history":[{"count":0,"href":"https:\/\/www.writemyessays.app\/blog\/wp-json\/wp\/v2\/questions\/23664\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.writemyessays.app\/blog\/wp-json\/wp\/v2\/media?parent=23664"}],"wp:term":[{"taxonomy":"disciplines","embeddable":true,"href":"https:\/\/www.writemyessays.app\/blog\/wp-json\/wp\/v2\/disciplines?post=23664"},{"taxonomy":"paper_types","embeddable":true,"href":"https:\/\/www.writemyessays.app\/blog\/wp-json\/wp\/v2\/paper_types?post=23664"},{"taxonomy":"tagged","embeddable":true,"href":"https:\/\/www.writemyessays.app\/blog\/wp-json\/wp\/v2\/tagged?post=23664"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}