Shared Leadership, Leadership Self - Efficacy and Board Performance of Faith Based Savings and Credit Cooperative Societies in Uganda
| dc.contributor.author | Tukamuhebwa, Maurice | |
| dc.date.accessioned | 2024-02-13T11:05:05Z | |
| dc.date.available | 2023-02-23T12:42:21Z | |
| dc.date.available | 2024-02-13T11:05:05Z | |
| dc.date.issued | 2022-06 | |
| dc.description.abstract | A myriad of studies on the various facets of leadership have been undertaken in similarly diverse environments with varying results. This study added to the existing body of knowledge by examining the influence of shared leadership on Board performance and the degree to which leadership self-efficacy moderated this relationship in Faith-Based Savings and Credit Cooperative Societies in Uganda. The study objectives were to: establish the influence of shared leadership on Board performance and examine the moderating role of leadership self-efficacy in this relationship. The Stewardship Theory and Institutional Change Theory were used to make sense of the notion of shared leadership while Social Cognitive Theory and Social Exchange Theory helped to comprehend the idea of leadership self-efficacy. The perception of Board performance was examined through the lenses of the Agency Theory and Resource Dependency Theory. The study deployed a mixed-methods research design to collect and analyse primary data from a population of 350 Faith-Based Savings and CreditCooperative Societies. Quantitative data was gathered from 334 respondents using survey research questionnaires while qualitative data was got from 19 participants by means of semi-structured interviews. The collected quantitative and qualitative data were analysed using descriptive statistics and regression modelling and, thematic analysis, respectively .Quantitative analysis was performed using the Statistical Package for Social Sciences while qualitative analysis was achieved through the NVivo 20 software. General findings from the study indicated that there were significant relationships between the concepts of shared leadership and Board performance on one hand and, leadership self-efficacy and Board performance on the other. However, whilst Board shared leadership through reflecting reputable personal behaviours and could set and promote the vision and apply emotional intelligence, they had challenges in fostering creativeness and motivating others. Results revealed that leadership self-efficacy did not moderate the relationship between shared leadership and Board performance. The study reiterated the importance of shared leadership as an enabler of the cooperative principles of voluntarism and democratic member control where Board members worked as volunteers and the practice of majority decision-making was reflected in all leadership and management activities.The study concluded that shared leadership was crucial to the realisation of effective Board performance in faith-based cooperative societies in Uganda. The study recommended that there was need for Board members to embrace and get committed to the work of their Savings and Cooperative Societies by holding meetings regularly and taking minutes. Given the restricted research context, the study proposed replication of the same study but with a diverse population that would include all forms of savings and credit cooperative societies in the country and a larger sample sizes. | en_US |
| dc.description.sponsorship | PAC University | |
| dc.identifier.uri | https://repo.pacuniversity.ac.ke/handle/123456789/3663.3 | |
| dc.language.iso | en | |
| dc.publisher | PAC University | |
| dc.subject | Shared leadership | en_US |
| dc.subject | leadership self efficacy | en_US |
| dc.subject | Board Performance | en_US |
| dc.subject | Faith Based Savings and credit Societies | en_US |
| dc.subject | Societies in Uganda | en_US |
| dc.title | Shared Leadership, Leadership Self - Efficacy and Board Performance of Faith Based Savings and Credit Cooperative Societies in Uganda | en_US |
| dc.type | Thesis | en_US |
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