Transformational Leadership in Ethiopian TVET Institutions: A Systematic Review of Practices, Impacts and Contextual Challenges

Abstract

Transformational leadership has been increasingly discussed as an important force for improving innovation, staff motivation, and institutional performance in TVET systems. Yet in many developing countries, including Ethiopia, the available evidence on how it is practiced remains fragmented. This review brings together studies published between 2014 and 2025 to examine how transformational leadership appears in Ethiopia‗s TVET institutions, what effects it has on institutional performance, and which contextual factors shape its implementation. Searches were conducted in major international databases and local repositories, and six studies met the inclusion criteria. Their quality was assessed using the QUADS tool. In these studies, the idea of transformational leadership is well known, but the actual practice is limited. Many leaders continue to depend on routine, compliance-focused approaches rather than motivating staff, encouraging new ideas, or building a shared vision. The main elements of transformational leadership idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration showed a noticeable gap between how they are understood and how they are actually practiced. Several contextual barriers contribute to this gap. Centralized governance, limited institutional autonomy, leadership capacity gaps, and chronic resource shortages restrict leaders‘ ability to inspire their teams or support innovation. In general, the review highlights the need for a greater effort to strengthen transformational leadership in the TVET sector. This includes leadership development, policy reforms, and greater institutional flexibility. With these changes, the TVET institutions would be better positioned to foster innovation and contribute more effectively to national development goals.