Abstract

This study aimed to comprehend organizational structures and leadership dynamics in two well-known indigenous social institutions in Ethiopia, namely Idir and Iqub, in order to investigate how their governance frameworks, leadership roles, and decision-making processes have been made to help understand how they may contribute to community resilience and social cohesion

Methodology: This research, therefore, applies a mixed-method approach by merging qualitative and quantitative approaches. The tool of data collection is through semi-structured interviews and participant observations besides surveys for both members and the leadership of both Idir and Iqub. The data analysis will make use of the institutional bylaws besides minutes of the meetings for the further descriptive Lindstrom regarding structural and operational practices. Analysis of the results will be using thematic and statistical analyses.

Findings: While Idir follows a more structured and hierarchical framework, Iqub operates with greater flexibility and informality, putting more emphasis on financial collaboration. Both institutions apply participatory governance, with collective decision-making being the dominant mode. In Idir, leadership is usually merit-based, emanating from community respect, while in Iqub, the leadership is shared and fluid. These institutions have responded to external pressures through changes in practices, collaboration with stakeholders, and reliance on cultural values.

Implications: The findings bring into light the organizational relevance of idir and iqub, and provide other models of governance congruent with the key concerns for human organizations nowadays: inclusiveness, adaptability, and sustainability. The insights gained could be used to demonstrate a role of indigenous knowledge systems in complementing the contemporary organizational framework in respect to community-focused development and sustainable leadership. Such research will bridge the gap while adding to the body of literature on indigenous governance and its implications within a global perspective.

Keywords

  • Leadership Behavior
  • Learning Action Cell (LAC)
  • Social Exchange theory
  • Leader-Member Exchange Theory

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