Desired or deserving leadership? A reflection on the leadership exercised in local governments of Uganda

The article presents survey findings of the leadership styles exercised in local governments and examines whether leadership influences organisational performance in Uganda's local governments. Based on survey findings from Bushenyi District, both transactional and transformational leadership styles are evidently exercised in Uganda's local governments. The study findings further reveal that leadership behaviours in Bushenyi District are often characterised by idealised influence (behaviour), inspirational motivation, high laissez-faire leadership and high management-by-exception (passive). As a result, there is increasing job insecurity among subordinates, which undermines the internal organisational ability to perform. Four sub-counties in Bushenyi District were selected for the purpose of this research. Using Multifactor Leadership Questionnaires (MLQs), data were derived from 123 respondents (36 leaders and 87 raters).