TITLE:
CEO Leadership Competency Profiling in Statutory Government Corporations in Sub-Saharan Africa: A Case in Uganda
AUTHORS:
Dickinson Dunstan Turinawe
KEYWORDS:
Leadership Competency, Statutory Government Corporations, Managerial Leadership Competencies, Upper Echelon Characteristics, Organizational Performance
JOURNAL NAME:
Open Access Library Journal,
Vol.8 No.12,
December
30,
2021
ABSTRACT: Purpose: To identify the critical leadership competency profile for CEOs of Ugandan Statutory Government Corporations (SGCs) in Uganda. In order to achieve this aim, the research set out to identify the characteristics of a leadership competency framework for CEOs of SGCs. Design/Methodology/App- roach: This was a cross-sectional survey based on a population of 93 SGCs and a sample size of 60 in Uganda with a total of 300 respondents. Propositions were evaluated using independent samples t-tests and Exploratory Factor Analysis (EFA) to identify the differentiating and threshold CEO Leadership Competencies (CEO LCs). Findings: Both CEO differentiating and threshold leadership competencies were found to constitute leadership-oriented and management-oriented competencies leading to the conclusion that at the CEO level, the concept of managerial leadership competencies was the appropriate fra- mework for effective CEOs of SGCs. The threshold managerial leadership com- petencies were clustered under three components—participative, team building, emotional intelligence and conscientiousness CEO LCs. The differentiating managerial leadership competencies were clustered under two main components—conceptual and administrative CEO LCs. Research Limitations/Impli- cations: The research focused on SGCs that excluded Government administrative bodies such as Government departments, local Governments and Academic Institutions. It may, therefore, not be generalizable for all SGCs. It also challenged the argument regarding the difference between leadership and management. It supported the argument that at the CEO level, leadership and management were complementary, and an effective CEO needed to have both managerial and leadership competencies. Originality/Value: The study generated empirical evidence on the phenomenon of managerial leadership competencies for CEOs of SGCs in Uganda. It suggested that at the CEO level, managerial and leadership competencies were complementary for effective organizational performance.