Heightening Leadership Effectiveness in Local Governments of Uganda: ‘Challenge the Process’ for Organisational Support

Abstract

Leadership effectiveness is an enviable characteristic in public as well as in private organisations. This article presents a discussion of the leadership practice known as ‘Challenge the Process’; within the context of Bushenyi district local government administration in Uganda. The discussion reveals that the leadership practice of ‘challenge the process’ influences the organizational climate and can be influential in generating change within an organisation. The study also demonstrates that Bushenyi district employees associate the behaviour patterns of their leaders and supervisors with the organisation. Based on data collected, the argument is that the leadership practice of ‘challenge the process’ positively influences employees’ perceived organisational support in Bushenyi local government of Uganda. The conclusions are in agreement with Kouzes and Posner (2002) that leaders who ‘challenge the process’ can achieve extraordinary results and improve employees’ perceived organisational support. The article recommends that in the current environment of local government administration in Uganda be characterised by a democratic political dispensation and private-public sector initiatives; leaders should consider not merely being mindful of the rules and standing instructions in public administration; must be innovative, willing to take risks, and challenge assumptions about the way things have always been done in order to increase employees’ perceived organisational support. As stressed by Kouzes and Posner (2002), leaders in local governments can promote the resourcefulness of employees at work through the practice of ‘challenge the process’.