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Impact Evaluation of Field Level Leadership in Addis Ababa Water and Sanitation Authority
Initial registration date
October 02, 2019
October 02, 2019 11:13 AM EDT
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Toulouse School of Economics
Other Primary Investigator(s)
Additional Trial Information
We propose the evaluation of a new approach that is centered on improving the motivation of
public utility employees, by creating spaces for safe communication and collective introspection across and within the institutional hierarchy. This approach, titled Field-Level Leadership (FLL), constitutes a set of interventions aimed at identifying and supporting a cadre of motivated employees at all levels in the organisation. It allows self-identification of individual staff as change leaders, and emergence of internal constituencies of support for positive change.
The program implementation is planned to be progressive across the eight branches of the Addis Ababa Water and Sanitation authority. We propose an evaluation at three levels: (1) At the branch level (DiD) we track branch performance indicators; (2) At the employee level (DiD) we perform surveys to asses work motivations and the changes in employee's networks; and (3) At the consumer level (BDD) we evaluate consumers service perception. Registration Citation
Joseph, George, Josepa Miquel-Florensa and Sanjay Pahuja. 2019. "Impact Evaluation of Field Level Leadership in Addis Ababa Water and Sanitation Authority." AEA RCT Registry. October 02.
The Field-Level Leadership (FLL) approach constitutes a set of interventions aimed at identifying and supporting a vanguard group of change champions in public agencies to lead improvements in performance and service delivery outcomes. The identified employees, from all levels in the organization, will be trained to motivate their colleagues and improve the branch communication both horizontally (across peers on same rank) and vertically (across ranks). Three key elements distinguish the FLL approach: (i) it is designed to identify and support the emergence of a critical mass of change leaders in public agencies, as opposed to relying on the leadership of a singular/few leaders at the top of the hierarchy; (ii) it relies on organic processes led entirely by the agency staff, as opposed to external facilitators; and (iii) it encourages the application of local, field-level knowledge for addressing longstanding service delivery challenges.
Intervention Start Date
Intervention End Date
Primary Outcomes (end points)
Employee: Network (professional, personal and social) of the employee in the branch, job motivation and performance.
Consumers: Service perception.
Branch: Indicators on branch performance.
Primary Outcomes (explanation)
Secondary Outcomes (end points)
Secondary Outcomes (explanation)
Randomization of Field Level Leadership intervention across two pairs of branches.
Experimental Design Details
Matching of branches as per size and service provision difficulty. Random allocation to treatment inside the pairs.
Was the treatment clustered?
Sample size: planned number of clusters
Four branches: two in treatment and two in control
Sample size: planned number of observations
Employee level: 250 employees x 4 branches = 1000 obs.
Household level: 500 households x 3 borders = 1500 obs.
Sample size (or number of clusters) by treatment arms
Four branches: two in treatment (250 employees x 2) and two in control (250 employees x 2).
Minimum detectable effect size for main outcomes (accounting for sample design and clustering)
INSTITUTIONAL REVIEW BOARDS (IRBs)
TSE Review board for Ethical Standards in Research
IRB Approval Date
IRB Approval Number