Browsing by Author "Turyahikayo, Wilberforce"

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Antecedents of organisational effectiveness of public universities in Uganda
(Kyambogo University (Unpublished work), 2024-09) Turyahikayo, Wilberforce
This study investigated the antecedents of organisational effectiveness in public universities in Uganda. Basically, the study examined whether leadership styles were antecedents’ organizational effectiveness and the moderating and mediating effects of institutional culture and communication respectively. Thus, the study also assessed whether institutional culture was an antecedent organisational effectiveness; examined whether leadership styles were antecedents of communication; and analysed whether communication was an antecedent of organizational effectiveness. The study used a correlational research design while employing the quantitative research approach. The data was collected using a self-administered questionnaire on a sample of 265 administrative and academic heads of public universities. The findings indicated that while leadership styles and communication were positive significant antecedents of organizational effectiveness of public universities, institutional culture was a positive but insignificant antecedent of organisational effectiveness of public universities. The study also revealed that the leadership styles were positive significant antecedents of organisational communication and that organizational communication was a positive significant antecedent of organisational effectiveness. The results further revealed that organisational culture had a positive and significant moderating role on the influence of leadership styles on organisational effectiveness. Furthermore, the results revealed that communication had a positive and significant moderating effect on the relationship between the leadership styles and organisational effectiveness. It was thus concluded that transformational and transactional leadership styles were imperative for organisational effectiveness of public universities; in addition, institutional culture was essential for organisational effectiveness of public universities; then, leadership styles were vital for communication in public universities; and, communication was essential for organisational effectiveness of public universities, further still, the interaction between leadership styles and institutional culture was important for organisational effectiveness of public universities, and that, the mediation effect of communication was important on the influence of leadership styles on organisational effectiveness of public universities. Therefore, it was recommended that university managers should emphasise appropriate leadership styles to enhance organisational effectiveness; the university managers should promote institutional culture; the university leaders should establish effective communication for organisational effectiveness; then, the university managers should promote organisational culture for organisational effectiveness; university managers should combine effective leadership styles and institutional culture to enhance organisational effectiveness of public universities; and, the university managers besides using appropriate leadership styles, they should put in place effective communication to enhance organisational effectiveness.
The influence of institutional culture on organisational effectiveness in selected public universities in Uganda
(East African Journal of Education Studies, 2024-09-02) Turyahikayo, Wilberforce; Mugizi, Wilson; Kasule, George Wilson
Organisational effectiveness is a vital component of universities and other organisations because it leads to various positive outcomes, including customer satisfaction, employee relationships, improved business processes, learning and growth, and profitability. However, despite its importance, Ugandan universities are currently struggling with low levels of organizational effectiveness. Therefore, this study assessed the influence of institutional culture on organisational effectiveness of selected public universities in Uganda. Specifically, the study assessed the influence of artefacts, espoused belief and values and basic underlying assumptions culture dimensions on organisational effectiveness. The study employed a quantitative approach, utilizing a correlational research design. With a small population of 265, the researchers aimed to survey the entire population although those who provided responses were 231 participants. The data were collected using a close-ended selfadministered questionnaire. The data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) using SmartPls to test casual linkages between the variables. The results indicated that espoused beliefs and values, and basic underlying assumptions had a positive and significant impact on organisational effectiveness in public universities. The study concluded that espoused beliefs and values, and basic underlying assumptions are essential for organisational effectiveness of public universities, and basic underlying assumptions are vital for organisational effectiveness in public universities. The study recommended that university managers should promote espoused beliefs and values through enabling openness and learning, teamwork and adherence to rules, and basic underlying assumptions of mutual responsibility and shared objectives, and participation in decision-making in the management of universities.
Leadership styles and organisational communication in selected public universities in Uganda
(Interdisciplinary Journal of Management Sciences, 2024-07-01) Turyahikayo, Wilberforce; Mugizi, Wilson; Kasule, George Wilson
This study aimed to assess the impact of leadership styles on organisational communication in selected public universities in Uganda. Specifically, the study examined the influence of transformational and transactional leadership styles on organisational communication within these universities. The four public universities included in the study were Kyambogo University, Gulu University, Busitema University, and Mbarara University of Science and Technology. A correlational research design was employed, and data was collected from a sample of managerial staff, namely administrative and academic heads, using a self-administered questionnaire. Descriptive statistics and partial least squares structural equation modelling (PLS-SEM) were used to analyse the data using SmartPLS. The descriptive findings indicated that the organisational communication within the university was satisfactory, and the utilisation of transformational leadership styles by the leaders was high, while the use of transactional leadership styles was moderate. The findings from the Structural Equation Modeling confirmed that both transformational and transactional leadership styles had a positive and significant impact on organisational communication, while the passive-avoidant leadership style had a positive but insignificant impact. As a result, it was concluded that while transformational and transactional leadership styles are crucial for enhancing organisational communication in public universities, the passive-avoidant management/laissez-faire style is not. The study recommended that university leaders should emphasise the use of both transformational and transactional leadership styles to improve organisational communication. This study's implication is that it identifies the leadership styles necessary for enhancing organisational communication in universities.