This study explored the practice and challenges of students’ diversity management in Ethiopian public universities. A convergent parallel mixed method design was used to guide the study. To this end, stratified random and simple random sampling methods were used to select eight public universities and 458 participants of the study. Furthermore, purposive, availability, and snowball sampling methods were used to draw qualitative research participants. While a modified version of the campus climate for diversity instrument was used to collect the quantitative data, key informant interview and document review were employed as qualitative data gathering tools. Frequencies, means, an independent t-test, and one-way ANOVA were used to analyze the quantitative data while the qualitative data was analyzed thematically. Finally, the findings unveiled that the internal diversity-related policy practice, leadership commitment towards diversity promotion, diversity-related co-curricular activities, and curricular activities related to students’ diversity management were rated as good. The study further disclosed a significant perception difference in leadership commitment towards diversity among students of different generations of universities, F (3, 454) =6.034, p=0.000). Moreover, the qualitative finding showed that the absence of well-planned strategies, the deficiency of the curriculum to respond to diversity-related issues, and lack of commitment of university leaders to promote diversity and act immediately during conflicts was mentioned as gaps in managing students’ diversity. Finally, it was recommended that due attention should be given by MoSHE and respective public universities in diversifying the top leadership, academic staff, and student body by putting appropriate strategies in place.

There has been a global paradigm shift in conceptualizing how best young persons can be assisted from a conventional deficit-based approach of targeting youth  to a more enabling approach of promoting their strengths and competencies. Establishment of youth centers was one such global initiative meant to catalyze positive youth development through supervised and youth-friendly services. In recognition of this, several youth centers have been established in Ethiopia in the last few decades. This research was thus conducted to examine contributions of these centers to the development of young people. Data were collected through questionnaire from a sample of 2,165 participants (service providers and service users) and observation of 94 youth centers drawn from all regions of the country. Findings indicated that the contributions of youth centers were generally minimal in terms of promoting overall positive youth development. Some evidence even showed that youth centers could serve as a platform for acquiring undesirable behaviors among the youth mainly because supervisory and follow up services were not evident. While expanding establishment of youth centers is indeed commendable to ensure access to the greater majority of youth, the need to improve service quality, however, is a priority concern for the relevant actors.

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This study explored the relationship between leadership style, employees’ change perception, and job satisfaction at the Ethiopian Electric Utility. A correlation research design was used to conduct the study. The sample was composed of 40 leaders and 270 employees selected using proportionate stratified random sampling. Data were gathered using three standardized questionnaires merged into one and analyzed using both descriptive statistics such as mean, SD, and inferential statistics like Pearson product-moment correlation, an independent t-test, and MANOVA. Finally, the findings unveiled significant and positive correlations between transformational leadership style and organizational change perceptions and between transactional leadership style and intrinsic and extrinsic job satisfaction. There was also a negative correlation between organizational change and employees’ job satisfaction. Furthermore, the transformational leadership style has emerged as the strongest predictor of employees’ change perception. It was concluded that leaders at the organization ought to improve their leadership style to improve the existing employees’ perception of change and their job satisfaction. Additional policy implications are also forwarded in the study.