Public leaders’ organisational learning in times of recurring crisis and the role of public service motivation: a case study on local governments in Oromia Regional State, Ethiopia

The lack of research on public leaders’ organisational learning (OL) in times of recurrent crisis and the role of public service motivation (PSM) in general and in a crisis-ridden Africa (Ethiopia) in particular is surprising. This study addresses this gap by using cross-sectional survey data from local government political leaders ( n = 572) in Oromia Regional State and examining the relationship between PSM and OL in times of recurring crisis. The results show that local political leaders pay attention to PSM and OL and PSM constructs positively associated with OL dimensions, and the relationship between self-sacrifice (SS) and compassion (COM) dimensions of PSM and political leaders’ cognitive, behavioural, and political OL is statistically significant. The relationship between gender, age, marital status, and total service in the public sector (in non-leadership positions and leadership positions) and OL, however, is insignificant and contradicts the expectations. By providing empirical evidence, in a non-western context (Ethiopia), this article adds to scholarship and draws practical implications. The limitations of the study and future research agenda are pointed out. Points for practitioners This article will be of interest to political leaders and practitioners who are working with local government. The key findings reveal that, during the extended crisis, local government councils, political leaders, and other actors should focus on SS and COM, but without overlooking the remaining PSM constructs to foster OL and take into account PSM and OL dimensions in local political leaders’ development programmes to make a positive difference in the society.