Research Article
Influence of Seeding Rate and Inter-row Spacing on Yield and Yield Components of Tef (Eragrostis tef Zucc. Trotter) in Midland of Guji Zone, Southern Ethiopia
Seyoum Alemu*
,
Aliyi Kedir,
Kuma Kebede
Issue:
Volume 7, Issue 2, June 2026
Pages:
44-52
Received:
24 April 2026
Accepted:
3 June 2026
Published:
29 June 2026
DOI:
10.11648/j.sf.20260702.11
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Views:
Abstract: One of the main factors limiting Tef yield and productivity in the research area is improper seed rate and row spacing. In order to determine the economically feasible seed rate and row spacing for Tef production, a field experiment was carried out to assess the impact of seeding rates and interrow spacing on yield components and yield. Four levels of inter-row spacing (10, 15, 20, and 25 cm) and four levels of seed rate (5, 10, 15, and 20 kg ha-1) were combined in a factorial arrangement with three replications using a Randomized Complete Block Design. Grain yield was greatly impacted by the two components' interaction, but above-ground biomass yield, straw yield, and harvest index were impacted by the main effect. However, neither the main nor the interaction of the two factors influenced plant height, panicle length, days to heading, or days to maturity. The combination of 20 kg seed rate ha-1 and 20 cm row spacing produced the maximum grain yield (1557 kg ha-1), while 20 kg seed rate ha-1 produced the highest biomass production and straw yield. The combination of 20 kg NPSB and 20 cm row spacing produced an economic advantage of 150,694.22 Birr ha-1 with a marginal rate of return of 2465%, according to the results of the economic analysis. Therefore, the use of 20 kg seed rate ha-and 20 cm row spacing can be recommended for the production of Tef in the study area and other similar agro ecologies.
Abstract: One of the main factors limiting Tef yield and productivity in the research area is improper seed rate and row spacing. In order to determine the economically feasible seed rate and row spacing for Tef production, a field experiment was carried out to assess the impact of seeding rates and interrow spacing on yield components and yield. Four levels...
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Research Article
Leadership Decision-Making amid Staff Turnover and Protest: A Phenomenological Study at a Regional Hospital in Central Ethiopia
Kirubel Zerfu Worku*
Issue:
Volume 7, Issue 2, June 2026
Pages:
53-58
Received:
15 May 2026
Accepted:
30 May 2026
Published:
30 June 2026
DOI:
10.11648/j.sf.20260702.12
Downloads:
Views:
Abstract: Healthcare leaders in low-resource settings frequently confront severe workforce instability, yet little is known about how they experience and navigate decision-making during simultaneous staff turnover and protest. This study explored the lived experiences of healthcare leaders managing these intersecting crises at Saja General Hospital in Central Ethiopia. The purpose of the study was to understand how leaders made decisions, adapted leadership practices, and coped with institutional and emotional pressures during prolonged organizational instability. A hermeneutic phenomenological research design was employed to capture the meanings participants attached to their experiences. Six senior healthcare leaders, including hospital directors and department heads, were purposively selected based on their direct involvement in managing staff turnover and protest situations. Data were collected through in-depth semi-structured interviews conducted in Amharic and English. The interviews were audio-recorded, transcribed verbatim, and analyzed using Braun and Clarke’s reflexive thematic analysis approach. Sensemaking Theory and Adaptive Leadership Theory guided the interpretation of findings. The study identified four major themes. First, leaders shifted between reactive and adaptive decision-making approaches in response to urgent operational pressures. Second, decisions were shaped by interconnected institutional, political, financial, and personal factors. Third, participants adopted flexible leadership styles depending on the severity and nature of the crisis. Finally, leaders experienced significant emotional and moral burdens, including stress, exhaustion, guilt, and professional isolation. Although participants implemented temporary coping mechanisms such as staff redistribution, dialogue facilitation, and limited incentive arrangements, they reported that structural and systemic constraints restricted sustainable solutions. The study concludes that healthcare leadership during prolonged crises in resource-constrained settings requires adaptive capacity, emotional resilience, and institutional support. Strengthening leadership development, workforce retention strategies, and health system governance is essential for improving organizational stability and healthcare delivery in Ethiopia and similar contexts.
Abstract: Healthcare leaders in low-resource settings frequently confront severe workforce instability, yet little is known about how they experience and navigate decision-making during simultaneous staff turnover and protest. This study explored the lived experiences of healthcare leaders managing these intersecting crises at Saja General Hospital in Centra...
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