Servant leadership and organisational performance in public sector of Uganda, a case study of ministry of public service

Abstract

The study examined the relationship between servant leadership and organisational performance in public sector in Uganda basing on a case study of Ministry of Public Service (MoPS). MoPS was considered for this study because it recruits staff for all government ministries and departments in Uganda known as civil servants. These civil servants work for government institutions just like any other employer, MoPS undertakes or is charged with taking care of civil servants in Uganda. Specifically, the study aimed to examine the relationship between empowerment and organisational performance in MoPS, to analyse the relationship between persuasion and organisational performance in MoPS and assess the relationship between stewardship and organisational performance in Ministry of Public Service. These study objectives are in line with United Nations Sustainable Development Goals (UNSDG) i.e 4: quality education, 5: gender equality, 8: decent work and economic growth, 10: reduced inequalities, 16: peace, justice and strong institutions which all support and are relevant to servant leadership. This study used a cross-sectional survey design and employed both quantitative and qualitative approaches. The target population for this study included senior officials, supervisors, department heads and operations staff totaling 85 from which a sample size of 70 respondents was selected using purposive and simple random sampling techniques. Data was collected using self-administered questionnaires and interview guide for the quantitative and qualitative aspects respectively. The regression results showed that persuasion was the most predictor of organisational performance with a Beta value of .464 which is higher than that of empowerment and stewardship at β=.258 and β=.137 respectively. The study concluded that while empowerment practices exist within the Ministry of Public Service and contribute positively to organisational performance, their implementation is uneven and partial. It was also concluded that persuasive leadership is a key driver of organisational performance within the Ministry, promoting a work environment where employees feel respected, informed, and engaged. To conclude, the study recommended that the Human Resource Department should design and implement comprehensive training programs focused on enhancing leaders’ skills in meaningful delegation and inclusive decision-making to ensure empowerment is practiced consistently across all levels. It was also recommended that the Training and Development Division needs to design programs that build leaders’ skills in logical reasoning, storytelling, and active listening to strengthen their persuasive influence and improve staff engagement. It was also recommended that senior management should prioritize establishing and communicating long-term strategic plans that clearly link daily operations to community welfare, fostering a stronger stewardship focus on effectiveness, efficiency and quality of service based on the stewardship theory by Donaldson & Davis (1991).