Authors : Dr. Reshad Kemal Seid; Dr. Amath SARR

Volume/Issue : Volume 11 - 2026, Issue 7 - July

Google Scholar : https://tinyurl.com/3753nruv

Scribd : https://tinyurl.com/5a8uk43t

DOI : https://doi.org/10.38124/ijisrt/26jul413

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : A growing challenge in Ethiopia’s housing sector is the need for effective leadership strategies to improve institutional performance and achieve sustainable development goals. Grounded in Transformational Leadership Theory, the purpose of this qualitative case study was to explore leadership strategies used by leaders within the Federal Housing Corporation (FHC) to drive institutional performance. Data was collected using semi-structured interviews with six senior leaders who had extensive experience in managing housing development initiatives. The participants were selected based on their demonstrated success in implementing leadership practices that influence organizational outcomes. Data were analyzed using thematic analysis through four steps: data transcription, data organization, coding, and validation using NVivo 14 software. The analysis revealed five major themes: Leadership Approaches and Styles, Strategic Alignment and Institutional Performance, Sustainability and Community Impact, Accountability and Transparency, Stakeholder Engagement and Leadership Effectiveness and Capacity Building. The key recommendation is for FHC leaders to institutionalize transformational leadership practices by fostering innovation, aligning strategies with national housing priorities, embedding sustainability principles, and strengthening accountability and stakeholder engagement. The implications for positive social change include improving housing delivery systems, enhancing organizational integrity, and promoting inclusive community development, which collectively contribute to Ethiopia’s long-term socio-economic growth.

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