Applicability Of Appreciative Inquiry As Leadership Model In Public Organizations The Case Of Bureau Of Health Addis Ababa City Government

The quest for public service leadership practices are constantly changing in line with dynamicsrnin resource scarcity and the growing demand for quality services. Theoretical lenses that arerninformed by transactional and transformational leadership practices are also revisited. Morernefficient and strength based approaches are recommended under resource constraints andrngrowing service demand. More strength based approaches look for flexibility that accommodatesrndiverse interests and possibilities, wider participation for consensus-building and using workrnplace problems as learning opportunity. These aspects of leadership strengths are proposed fromrnfindings of empirical studies. These leadership strengths constitute the 4-D parameters and 8-rnassumptions of Appreciative Inquiry Model which are unique features of appreciative inquiryrnapproach to leadership and are important in leadership development in public organizations.rnThis study was aimed at analyzing the applicability of the Appreciative Inquiry Model in thernAddis Ababa Health Bureau. The study employed qualitative research approach and conductedrnkey informants interview with purposively selected top leaders and administered questionnairesrnfor staffs. The result of the study showed that strength based approach is practiced within thernbureau. The result also confirmed that staffs were not participating in major organizationalrndecisions. Top leaders that participated in the key informant interview argued that the bureaurnhas put in place bottom-up planning and evaluation system and “all” actors at all levels werernparticipating. Flexibility in handling office matters and constructive learning opportunities fromrnthe problems and challenges of the bureau are found to be limited. The study concluded that thernAddis Ababa bureau of health is practicing aspects of the Appreciative Inquiry Model as part ofrnleadership development. This was evidenced by the efforts of the bureau in setting conducivernworking environment for staffs which will improve quality of health services to clients. The studyrnthus recommends that the health bureau has to enhance participation of staff in key decisionsrnand promote constructive learning opportunities from problems facing the sector. In order tornmake this happen the 4D-8-assumption appreciative inquiry practices should be implementedrnside by side with conventional transactional and transformational leadership practices.rnKey Words: Appreciative inquiry model, leadership development, public organizations

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