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There has been an increased recognition that more attention needs to be paid to authentic leadership as it emphasizes positive psychological behavior. Organizational citizenship behavior is crucial in the public service, and there should be friendly leadership behavior that could enable public employees to engage in helping behavior. Research in this area is of great interest and with a very active research community. The problem has recently attracted more attention due to the increasing mismanagement, scandal, and corruption in various public organizations that have contributed to the demand for authentic leadership. Although public organizations were trying to introduce various leadership styles that can enhance service delivery, what and how leadership behavior contributes to employees' Organizational Citizenship behavior (OCB) in public service is not well elaborated. The respondents were leaders from 10 public service organizations. Empirical evidence revealed that leaders' authentic leadership behavior impacted employees' organizational citizenship behavior through self-awareness, sharing information, ethical practices, good relation with subordinates, mutual understanding, and transparency. The innovative results of the study revealed that political, cultural, and social aspects influence the leadership behavior of leaders in public service. This study concluded that authentic leaders play a great role in creating a positive relationship and promoting employees' citizenship behaviors. The implications and future research of the results were discussed based on the influence of authentic leadership on employees' OCB.

Abstract  This study was aimed at investigating how Ethiopian universities integrate entrepreneurship education into the formal curriculum. To achieve this objective descriptive survey research design was used. Data were collected from university students, instructors, and department heads. Accordingly, four universities were selected as sample universities by using simple random sampling technique. From these sample universities departments that give entrepreneurship course with all its students, instructors and department heads were taken as sample of the study. Data were collected by using questionnaire, interview, and document analysis from the participants. The result shows that in Ethiopian higher education institutions, entrepreneurship education curriculum and teaching methods is developed in house; have no a formalized national or international exchange of good practice in entrepreneurship education and did not include entrepreneurs in the development of entrepreneurship teaching materials. In addition, since the entrepreneurship education course is not integrated to all programs only few students took it as a result students did not  develop entrepreneurial behavior, skills, knowledge in their stay in the university. The predominant methods of teaching used were lecture and case study. The major barriers for the development of entrepreneurship education identified are lack of funding available to support the entrepreneurship education and good-quality entrepreneurship education materials, lack of support from the top management and lack of strategic integration of entrepreneurship education in their institutions.   

A well-functioning financial institution will sustain a countries economic development and play a great role in reduction of poverty. One of the major participants in the financial institution is the banking industry.  However, the mal-functioning of the banking system can be extremely costly to the real economy. As Bank is one of the participants and major key player in the financial institutions, it needs a continuous assessment by its supervisory and management. Mere ratio analyses are commonly used Performance measurement among the banking industry in Ethiopia. Nonetheless, these financial ratios are more of traditional as well as partial measurements. As such this study conducted using CAMEL framework set by bank for international settlement. The study takes secondary data which are gathered from audited annual reports of all banks. The result shows CAMEL framework is the best fit measurement for Ethiopian Banks and it give a comprehensive result which is very helpful for the governor to set a well determined policy and procedure.

Determining the optimal capital structure is one of the most fundamental policy decisions faced by financial managers. Since optimal debt ratio influences firm’s value, different firms determine capital structures at different levels to maximize the value of their firms. Thus, this study examines the relationship between leverage and firm specific (profitability, tangibility, growth, risk, size and liquidity) determinants of capital structure decision, and the theories of capital structure that can explain the capital structure of banks in Ethiopia. In order to investigate these issues a mixed method research approach is utilized, by combining documentary analysis and in-depth interviews. More specifically, the study uses twelve years (2000 - 2011) data for eight banks in Ethiopia.   The findings show that profitability, size, tangibility and liquidity of the banks are important determinants of capital structure of banks in Ethiopia. However, growth and risk of banks are found to have no statistically significant impact on the capital structure of banks in Ethiopia. In addition, the results of the analysis indicate that pecking order theory is pertinent theory in Ethiopian banking industry, whereas there are little evidence to support static trade-off theory and the agency cost theory. Therefore, banks should give consideration to profitability, size, liquidity and tangibility when they determine their optimum capital structure.