Democratic Leadership Style and Organizational Commitment of Academic Staff in Uganda Christian University and Kyambogo University

Abstract

The study establishes the extent to which democratic leadership styles influence organizational commitment of academic staff in Uganda Christian University (UCU) and Kyambogo Universities (KYU). It was guided by three specific objectives; to establish the status of democratic leadership style, status of organisational commitment and finally the influence of democratic leadership style on organisational commitment of academic staff in UCU and KYU. The study utilized Contingence theory of leadership to extensively discuss the democratic leadership style. It was a descriptive cross-sectional survey design hinged on Plato’s deductive reasoning philosophy. The population involved lecturers, heads of departments and deans. These were sampled using simple and purposive random sampling. Data were collected using a self-administered questionnaire and interview guide. Data was analysed at Univariate level using descriptive statistics means and standard deviations. Study hypothesis was analysed using Pearson’s Correlation Co-efficient index. Results revealed an insignificant relationship between democratic leadership style and commitment of academic staff. This study provides at least a facie evidence of how democratic leadership style should be devised to ensure organisation commitment of academic staff. The leaders continued efforts should improve work condition, ensure satisfaction and act in ways that increase loyalty of academic staff to their institutions.