Leadership & Organization Development Journal Stewardship behaviour and perceived goal congruence in local governments in Uganda: The moderating role of collectivism Bumaali Lubogoyi, Francis Kasekende, James Kagaari, Muhammed Ngoma, John C. Munene, Geofrey Bakunda, Article information: To cite this document: Bumaali Lubogoyi, Francis Kasekende, James Kagaari, Muhammed Ngoma, John C. Munene, Geofrey Bakunda, (2018) "Stewardship behaviour and perceived goal congruence in localgovernments in Uganda: The moderating role of collectivism", Leadership & OrganizationDevelopment Journal, Vol. 39 Issue: 6, pp.712-729, Leadership & Organization Development Journal Stewardship behaviour and perceived goal congruence in local governments in Uganda: The moderating role of collectivism Bumaali Lubogoyi, Francis Kasekende, James Kagaari, Muhammed Ngoma, John C. Munene, Geofrey Bakunda, Article information: To cite this document: Bumaali Lubogoyi, Francis Kasekende, James Kagaari, Muhammed Ngoma, John C. Munene, Geofrey Bakunda, (2018) "Stewardship behaviour and perceived goal congruence in localgovernments in Uganda: The moderating role of collectivism", Leadership & OrganizationDevelopment Journal, Vol. 39 Issue: 6, pp.712-729, https://doi.org/10.1108/LODJ-03-2018-0108 Permanent link to this document: https://doi.org/10.1108/LODJ-03-2018-0108 Downloaded on: 03 August 2018, At: 07:12 (PT) References: this document contains references to 65 other documents. 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Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) StewardshipbehaviourandperceivedgoalcongruenceinlocalgovernmentsinUgandaThemoderatingroleofcollectivismBumaaliLubogoyiDepartmenofHumanResourceManagement, MakerereUniversityBusinessSchool,Kampala,UgandaFrancisKasekendeDepartmentofHumanResourceManagement, NkumbaUniversity,Entebbe,UgandaJamesKagaariDepartmentofHumanResourceManagement, MakerereUniversityBusinessSchool,Kampala,Uganda,andMuhammedNgoma,JohnC.MuneneandGeofreyBakundaMakerereUniversityBusinessSchool,Kampala,UgandaAbstractPurpose–Thepurposeofthispaperistoinvestigatetherelationshipbetweenstewardshipbehaviourandperceivedgoalcongruence.Usinglocalgovernments,thepaperintroducescollectivismasamoderatingvariabletoascertainwhetherthemixedviewsinthestewardshipbehaviour-perceivedgoalcongruencenexusisduetovariationsincollectivism. Design/methodology/approach–Thepaperespousesacross-sectionaldescriptiveandanalyticaldesign. Theauthorsusestructuralequationmodellingtoinvestigatehypotheses.Usingproportionateandsimplerandomsamplingprocedures,asampleof310respondentsweredrawnfromlocalgovernmentsinUgandaofwhicharesponserateof72.6percentwasobtained. Findings–Thefindingsshowthatstewardshipbehaviourandcollectivismaresignificantpredictorsofperceivedgoalcongruence.Furthermore,themagnitudeeffectofstewardshipbehaviouronperceivedgoalcongruencedependsoncollectivism;implyingthattheassumptionofnon-additivityismet. Researchlimitations/implications–Onlyasingleresearchmethodologicalapproachwasemployedandfutureresearchthroughinterviewscouldbeundertakentotriangulate. Practicalimplications–Variationsthatoccurinstewardshipbehaviourcreatevariationsingoalcongruenceinlocalgovernments.Itisconfirmedthatcollectivismtechnicallystrengthensthelinkbetweenstewardshipbehaviourandperceivedgoalcongruence:suggestingthatindeedcollectivismcouldestablishamaximalimpactonthestewardshipbehaviour—perceivedgoalcongruencelink. Originality/value–ThisisoneofthefewstudiesthatfocusontestingtheinteractiveeffectsofcollectivismontherelationshipbetweenstewardshipbehaviourandpereivedgoalcongruenceinlocalgovernmentsinUganda. KeywordsCollectivism,GoalcongruencePapertypeResearchpaperIntroductionInordertoliveinavibrant,aggressive,demandingandoftenruthlessbusinessmilieu, organisationsdeliberatelycontinuetofollowcompoundgoals.AccordingtoGuest(2014) andVanDeVoordeetal.(2010),thepursuitofamultiplicityofgoalsinavolatileenvironmentenablesorganisationstobalanceandharmonisecompetinginterests,spreadrisksassociatedwithperformancethroughdiversificationandfavourablycompete.Langeetal.(2011)assertthatfororganisationstobecompetitiveandbuildagoodimage,theyrequirestrategicgoals.OrganisationsthatcontinuouslyadvocateforgoalcongruencereapLeadership&OrganizationDevelopmentJournalVol.39No.6,2018pp.712-729 ©EmeraldPublishingLimited0143-7739DOI10.1108/LODJ-03-2018-0108Received8March2018Revised5May201820May2018Accepted21May2018ThecurrentissueandfulltextarchiveofthisjournalisavailableonEmeradInsightat: www.emeraldinsight.com/0143-7739.htm712LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) Leadership&OrganizationDevelopmentJournalVol.39No.6,2018pp.712-729 ©EmeraldPublishingLimited0143-7739DOI10.1108/LODJ-03-2018-0108Received8March2018Revised5May201820May2018Accepted21May2018ThecurrentissueandfulltextarchiveofthisjournalisavailableonEmeradInsightat: www.emeraldinsight.com/0143-7739.htm712LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) intermsofsharedresponsibility,attainmentofintegratedworkplacegoalsandinterestsandbuildingstrategicconsensus(Kristof-Brownetal.,2005).Suchorganisationsalsogaininformofcreatingasharedunderstandingofroles(MatandaandNdubisi,2013)whichtransformsintoavoidanceofrisks,highsupervisorycostsandrevenuelosses(Dooley, 2004).Dooleyfurtherassertsthatgoalcongruenceactsasaprerequisiteformotivation, coordinatedbehaviour,productivityandacontrolmechanismformanagerialactionintimesofcompetition,technologicaladvancementandchange.Forgoalcongruencetoexistitrequiresseveralinputssuchasindividualsworkinginacollectivismmanner. Collectivismreferstosharedworkaspirations,interestsandpro-organisationalgoalsthatstandforsharedtasks,responsibilitiesandfunctions(Gomezetal.,2000).Thishelpstoimproveproductivitythroughcomplementaryskills,effortsandwork-relatedgoalsthatpropelorganisationalsuccess.Furthermore,collectivismreferstosomesortofsituationwheremultipleskillsetsandknowledgeproficienciesarecoordinatedtofulfilgoals, objectivesandstrategicmandateofgivenorganisations(Rubinetal.,2010).Itdenotesteamworkorapeoples’willingnesstoworkwellwithothers.Theargumenthereisthatalthoughemployeesareindividuallyappointed,productivityandperformanceisbasedonwellmatchedandjointinteractionofindividualswhothroughcomplementaryandsupplementaryfitoffertochievegoalsthroughprofessionalworkpracticesnecessarytofittherequiredcompetition(ZahraandNambisan,2011).Collectivismralliesthedifferentknowledgespheres,theeffortsofmanypeopleworkingfortheorganisationandenergytoachievegreatergoalsoftheorganisation.Collectivismenablesgoalcongruencewhichdenotesteamwork,similarityofactions,effortsandvaluesthatenhancecoordination, consistencyandconsensusthathelpstofostertransformationanddevelopment(Sawitrietal.,2013)amongpeopleandorganisationssuchaslocalgovernments. LocalgovernmentsareexpectedtoplayaleadingroleintransformingnationsespeciallydevelopingcountrieslikeUganda.Theselocalgovernmentsrequireputtinginplaceeffectivemechanismsforachievementofgoalcongruencethatareresponsibleandresponsivetocitzenrydemands(Golooba-Mutebi,2005).Suchmechanismsfosterchange,economicwelfareandtransformationindifferentsectorsofpublictransport,roadnetworks,healthcareservices,education,waterandsanitation,electricityandagriculturalproductivityassociatedwitheconomicgrowth,prosperityanddevelopment(Golooba-Mutebi,2005;Mpaataetal., 2017).However,whatishappeningonthegroundespeciallyindevelopingcountrieslikeUgandaisdifferent. AccordingtotheWorldBank(2015)andtheUgandaMinistryofLocalGovernment(MOLG)(2014),theachievementofmultiplegoalsinlocalgovernmentsinUganda,usingmanydifferentplayersinalargelycomplexenvironmenthasnotbeenrealized.Thishasbeenchallengedbyfactorssuchaslackofmechanismstoachievegoalcongruence;inabilitytoworkasacollectivisticsociety,limitedcapacityofindividualstoconcurrentlyhandlemultipletasksandpoorlyregulatedinstitutionalmechanisms(MOLG,2014).Forexample,theDistrictLocalGovernmentsofUgandawereestablishedandmandatedtoeffectivelyutilisepublicresourcesthroughcollectivegovernancemechnisms,coordinateproductivity,eradicatepovertyandspearheadsocio-economicgrowthtransformationanddevelopment(Mpaataetal.,2017).ThemeasuresandstrategiesinstitutedbytheGovernmentofUgandathroughitslocalgovernmentshavenotmaterialisedintomuchanticipatedtransfrmationdespitetechnical, administrative,legislativeandincreasedfinancialsupportformorethanthreedecades(WorldBank,2014,2015;Kakumba,2010).Theassumptionisthatthegovernmenthasdelegatedworkanddecision-makingauthoritytothelocalgovernmentofficialswiththesuppositionthatthedelegatedofficialswillact,behaveanddecidelikethecentralgovernmentinordertoachieveitsgoals.Anexampleiswheninabidtoassistfarmersimproveagriculturalproductivityforeradicationofpoverty;thegovernmentofUgandainitiatedtheNationalAgriculturalAdvisoryServices(NAADS)andlocalisedtheservicesatthedistrictlevel.Althoughittookshape,it713Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) 713Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) lackedeffectiveimplementationmechanismsandcompatibilitymodestoachieveitsdesiredgoals.Consequently,NAADSfailedandfamersdidnotgain.Eventually,governmentintroducedOperationWealthCreationwithsimilargoalsofpovertyeradication;butresultshavenotbeenthatfeltbytheintendedrecipient—whoisthelocalfarmer(OfficeofthePrimeMinister–OPM,2014).Thisisamanifestationthatagenciesandplayerslackastrategicmechanismtoaligntostrategicinterestsdesignedtofightpoverty,improveproductivityandachievedesireddevelopment.Thatiswhyinthisstudytheresearchersarguethattheapplicationofstewardshipratherthantheagencytheorymightbetterexplainthepracticeinprforminglocalgovernmentroles. Severaltheorieshavebeenadvancedtoarticulatethepracticeintheconceptofgoalcongruenceinorganisations.Forexampletheagencytheory(JensenandMeckling,1976) postulatesthatinanemployeerelationshipwhereoneparty—theprincipalundertakestodelegateworkanddecision-makingauthoritytotheagent,theassumptionisthatthedelegatedpartywillact,behaveanddecideliketheprincipalinordertoachievegoalcongruence.Thetheoryassumesthatduetoinformationasymmetryandtheselfishopportunisticallymotivatedutilitymaximisingbehaviourofagents(Kaufman,2008);theprincipalshouldusecontracts, controlsandeconomicincentivestoachievegoalcongruence.Itishopedthattheuseofcontrolshelpstostreamlineworkproceduresandaligndivergentinterestsoftheagentandtheprincipaltoachievegoalconruence.Howevertheoverrelianceoneconomicfactorsandextrinsicmotivation;andtheuseofcontrolsincreasessupervisorycostswhichrunscountertoefficiency(BoonandHartog,2011)makingtheagencytheoryunabletocompletelyexplainthepracticeingoalcongruence.Furthermore,scholarssuchasArrow(1985)arguedthatthedifferentriskbehavioursamongagentswithdifferingriskpreferencesmayberesponsibleforindividualandgroupincongruence.Itisalsodifficulttodrawcomprehensivecontractsandtheprincipalcannotstatewithcertaintywhattheagentwilldoaftergainingaccesstothecotract.Still,theagencytheoryfailstorecognisetheinteractionalandsocialpsychologicalfactorssuchasthelackofasystematicmechanismforsharedworkplaeinterests,goals, collectiveworkpracticesandethicswhichissuggestedbystewardshiptheory(CooperandEdgett,2012).Givensuchweaknessesintheagencytheory,thestewardshiptheorybecomesaplausiblemechanismforarticulatingthepracticeingoalcongruence. Thestewardshiptheory(Block,1993)positsthattheutilityandsatisfactionthatemanatefromattainingsuccessthatarisefromproperutilisationofresourcesisbetterthanshort-termbenefits.Thestewardsubjugatespersonalinterestsandshort-termgainsforcommongoodandaltruisticachievementsasatrustworthymanagerofpublicresources(Gomez-Mejiaetal., 2011;Laszloetal.,2003).Asteward’sbehaviourisorganisation-centredratherthanself-centred(DonaldsonandDavis,1991).Therefore,astewardgetsfulfillmentfromthevictoryoftheorganisation.Stewardshipdiffersfromagencyinthattheagencytheoryadvocatesforcontrolswhereasthestewardshiptheorypromotesmaximisationofautonomy, authorityanddiscretionoforganisationsbecausestewardshipleadershipcanbetrusted. Forstewardship,structuresaremeanttofacilitateandempower,notcontrolandmonitormakingthestewardshiptheorybetterabletoexplainthepracticeingoalcongruenceespeciallyinthelocalgovernment. Thispaperaimstoservetwofunctions:first,theresearchersconstructamodelonthefoundationofthestewardshiptheorythatwillhelpinvestigatorsandpractitionersintheareaoflocalgovenmentmanagementtomovebeyondextantframeworkswhenendeavouringtoexplainandpredictgoalcongruence.Second,weofferasuitablestewardship—collectivismmixthatgeneratesgoalcongruenceinthelocalgovernmentinUganda.Inundertakingthisstudy,theresearchersexpecttocontributeinthefollowingways: •Thatlocalgovernmentswillbeabletorecognisethebeststewardship—collectivismmixthatwillbefunctionalinattaininggoalcongruenceamongallplayersinlocalgovernments. 714LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) 714LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) •Gettingtogripswiththewaystewardship—collectivismblendwillenableofficersinthelocalgovernmenttoinitiatepoliciesandpracticesthatbuildstewardshipandcollectivismforgoalongruence. •Additionally,thisstudyrepresentsoneofthefewpiecesinextantliteraturethatcentreonadevelopingcountry(Uganda)andthefirstonetofocusonmeasuringthestewardship—collectivismmixforgoalcongruenceinthepublicservice.Thestudyhenceoffersauniqueinsight. LiteraturereviewStewardshipbehaviourandperceivedgoalcongruenceInstewardship,aleaderendeavourstocreateabalanceofpowerinwhicheachandeverystakeholder’sinterestisappealedtoasstipulatedbyfiduciaryobligations(Ali,2012). AccordingtoBlock’s(1993)stewardshipisanapproachtogovernancethatisdesignedtocreateastrongsenseofownershipandresponsibilityforoutcomesincludingchangeatal levelsoftheorganisationandachievementofmutuallydesiredgoals.Inastewardshipenvironment,employeesgobeyondcontractualobligationstoresponsiblemanagementwheredutiesaredischargedwithskillcompetencies,careandrespect.Hernandez(2012)arguesthatstewardshipinvolvesriskanalysiswithaviewofmaximisingpossiblegainsoutofpublictransactionswhileminimisingassociatedlosss.Understewardship,employeesandemployersarearguedtocommittoacommongoodregardlessoftheincentivesorevenpersonalinterests. Workingunderstewardshiprelationshelpsachievethepublicsectortransformationandrestorespublictrust,servicedeliveryandwelfare(Hernandez,2012).DonaldsonandDavis(1991)andDavisetal.(2010)assertthatstewardshipbehaviourandprinciplesarealignedtolong-termgoalswhichbenefitacrosssectionofstakeholders(goalcongruence)thantheself-interestedindividualswhoaremainlydrivenbyeconomicmotives. Againstthisargument,Gomez-Mejiaetal.(2011)postulatedthatsincethetheorycontendsthatmanagersgainmoremotivationandutilityfrompro-organisationalandcollectivebehavioursthatcherishaltruismthanindividuallyself-motivatedinterestsandbehaviours; thenstewardshipisapointertogoalcongruence.Stewardshaveforesightknacktolookbeyondtheexistingcircumstancesandseethebigpictureoftheorganisationandinsodoing, theydrivetheeffortoftheresttowardsachievingorganisationalgoals(Simms,2009). Stewardsareexpectedtobeauthenticintheirundertaking,withamoralcouragetoexecutepublicaffairs(Hernandez,2012).Stewardshipcharacteristicssuchaspersonalresponsibility, risktaking,moralactionandmoralcourage(Hernandez,2012;Laszloetal.,2003)areimportantinmanagingtransformationhenceachievementofcongruentgoals.Hernandez(2012)arguesthatunderstewardship,managersarenotconcernedaboutself-centredindividualisticallyorientedgoalsintheirdecisionsandperformance,butthatmembersareassumedtobemobilisedtowardsattainmentoforganisationalgoals. Wehencehypothesiseasfollows: H1.ThereisasignificantpositiveassociationbetweenstewardshipbehaviourandperceivedgoalcongruenceinlocalgovernmentsinUganda. CollectivismandperceivedgoalcongruenceAccordingtoFrostandTischer(2014),publictransformationandchangesinpublicsectororganisationsareaconstantwhichattractscollectivisminthepursuitofvariousfunctions, dutiesandactivityplans.FrostandTischerfurtherarguethatteamworkasatoolforcollectivismhasneverbeenasimportantasbeforeinpursuingmutualityingoalattainment However,forgoalcongruencetobeachieved,oneneedsorganisationalmembers’agreementonperformancegoalsandexpectationsinthefaceofforesightednessofthesteward715Stewardshipbehviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) 715Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) (Kagaarietal.,2010).Inthewholeofthisprocess,goalcongruencecannotbeshelvedsinceaccountabilitypointstothejustificationforcollectiveactionsanddecisionsintheachievementofgoalsAsastrategy,manyorganisationsarecontinuouslycreatingmoreproactiveproblem-solvingteamstoeffectivelyhandleemergingissuesandtransformthewayservicedeliveryismanaged(MatandaandNdubisi,2013).Inanefforttoachievemutuallydesiredgoals,bothemployeesandemployersshouldactivelybereadytostrategicallyexchangeinformationandsharedknowledgeandideas(FreseandGielnik, 2014)througheffectivecommunicationstrategies.Thisinteractionforsupporthasbecomemorecrucialintheattainmentofcongruencyingoals.Scholarssuchas(Punnettetal.,2007) assertthatconsideringthatthegoalsoftheorganisationsandthoseoftheemployeesaremultiple,performancerequirescollectiveresponsibility,teamworkandsharedefforts. Thesehelptocreatesynergyandanenvironmentwhereemployeesparticipateinmajordecisions,activitiesandplansdesignedforoverallsuccessoftheorganisations’andemployees’perceivedgoals. Therefore,inorderforgoalstobeachievedemployeesshouldbeinvolvedinmanyworkprocesses;theyshouldalsoparticipateandbegivenopportunitytosupportgoals(O’ReillyandChatman,1986).Participationandinvolvementhelpsmotivationandsupport(O’ReillyandChatman,1986).Supportcanbephysical,technicalorevenmoral.Itiscollectiveworkarrangementswherethesumofawholecanbegreaterthanthecontributionofindividualpartsanditisthiswhichhelpseffectivettainmentofgoalsforservicedeliveryanddevelopment.Collectivismthereforehelpstorallythedifferentknowledgespheres,theeffortsofmanypeopleworkingfortheorganisationandtheireffortsandenergytoachievehigh-ordergoalsoftheorganisation.FreseandGielnik(2014)maintainthatthebuildingofcollectiveconsensusandasharedunderstandingofstrategiesandpoliciesleadtoachievementofaunifiedpurposeandharedbenefits. Wehencehypothesiseasfollows: H2.ThereisasignificantpositiverelationshipbetweencollectivismandperceivedgoalcongruenceinlocalgovernmentsinUganda. Themoderatorroleofcollectivismonthestewardship–goalcongruencerelationshipThissectiondiscussesstewardshipbehaviourandcollectivismmechanismswhichcaninducegoalcongruenceoflocalgvernmentsthroughstewardshiptheoryperspective. Stewardshiptheoryexplainsthemaximisationofautonomy,authorityanddiscretionoforganisationsbecausestewardshipleadershipcanbeatrustedrelationshipbetweenmanagersandshareholdersofthefimwheretheshareholder(owner)andthemanager(employees)worktogethertoachievecommongoals(Hernandez,2012).Notably,inrecentyears,researchhasmovedfromdemonstratingarelationshipbetweenstewardshipbehaviourandoutcomestowardsexaminingtheprocessthroughwhichstewadshipbehaviourhasitseffectonoutcomes(Morela,2012;Triandis,1990,1995).Insupportofthelinkages,collectiveattitudes,motivationandbehaviourshavebeenshowntobemediatorsbetweenseveralindependentvariablesandperformanceoutcomesattheorganisationallevl(e.g.Saidetal.,2017).However,noneofthesestudieshavefocusedoncollectivismasamoderatorofthestewardship–goalcongruencerelationship.Wewouldinferthatsinceperformanceandgoalcongruenceareassociatedpositively(GoranandGreg,2006;HowardandCyril,1988);andcollectivismandperformancearealsoassociated(LouisandDeborah, 1987),thentherecouldbeaninterplayofcollectivismontherelationshipbetweenstewardshipbehaviourandgoalcongruence. Itisthereforeproposedthatstewardshipbehaviourpursuedbybothemployeesandmanagersproducesresultsthatleadtotheattainmentofgoalcongrence.AccordingtoSteveetal.(2004),stewardshipbehaviourshaveaneconomicallyandstatisticallysignificant716LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) 716LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) effectoncollectivism,which,inturn,affectsgoalcongruence.ThisstudythereforepositsasamoderatinghypothesisthatcollectivismwithinlocalgovernmentworkersinUgandacouldhaveanimpactorbeadetermningfactortoexplaintheinconsistentrelationshipbetweenstewardshipbehavioursandgoalcongruencelink.Furthermore,accordingtoFriedrich(1982),whentwoormorevariablescometogethertopredictacriterionvariable, scholarsshouldnotbecontentedwiththeoutcomesofjustthemaineffects.Friedrichassertsthatablendofthetwobeestablishedbycreatingathirdvariableinformofaninteractiontermtoassessthemultiplicativeeffectfthemixonthecriterionvariable. Wethereforehypothesisethat: H3.TheinfluenceofstewardshipbehaviouronperceivedgoalcongruenceinlocalgovernmentsinUgandavarieswiththelevelofcollectivism. MethodologyInthissection,theresearcherspresenttheresearchdesign,population,samplesizeandsamplingprocedure.Theresearchersfurtherdiscussthedatacollectioninstrument, measurementofvariables,validityandreliabilityoftheinstrument. ResearchdesignThestudyadoptedacross-sectionaldescriptiveandanalyticaldesign.Itexaminedstewardshipbehaviour,collectivismandperceivedgoalcongruence.ThestudycoveredarandomsampleofemployeesinlocalgovernmentsinUganda.TheresearcherswereparticularlyinterestedinlocalgovernmentsinUgandabecausethelocalgovernmentsaremorelikelytobeinpositiontoexhibiperceivedgoalcongruencetendencies;yetthisisnotthecase. Population,samplesizeandsamplingprocedureTheunitofanalysiswastheemployeeinthelocalgovernmentinUganda.Overall, 1,595employeesformedthepopulation.Thesewereidentifiedfrom55selecteddistrictlocalgovernmentsinUganda(MoLG,2014).Eachdistrictlocalgovernmenthastwocommittees; thetechnicalandplanningcommittee(22members)andtheadministrativecommittee(7members).Inthisstudy,1,210formedthepopulationforthetechnicalcommitteeswhile385formedthepopulationfortheadministrativecommittees.Bycomputingasampleofsizeof310(KrejcieandMorgan,1970),theresearchersattaineda95percentconfidencelevel.Togettheactualrespondents,theresearchersusedproportionalsimplerandomsampling.Proportionatelythesamplesizewas235respondentsfromthetechnicalandadministrativecommitteeand75fromtheadministrativecommitteemembes.Outof310respondents,225usablequestionnaires(TableI)wereobtainedgivingaresponserateof72.6percent.TableIshowsthedetailsoftherespondents. Datacollectioninstrument,measurementofvariables,validityandreliabilityTheresearcherscollecteddatausingacloseendedquestionnaire.Itwasanchoredonafive-pointLikertscalerangingfrom1(stronglydisagree)to5(stronglyagree).Theresearchersassumedthatafive-pointLikertscalewasappropriateforthestudybecausehigherscaleshavebeenfoundtobelengthyandtimeconsumingforrespondentstocomprehendadrespond(Podsakoffetal.,2012)whichmayeventuallyresultintocommonmethodvariance.InoperationalizingcollectivismtheresearchersusedtheworksofO’ReillyandChatman(1986).Theresearchersusedmeasuressuchastaskparticipation,tasksupportandinvolvement.Asampleitemforthisscalewas“Workingingroupsisbetterthanworkingalone”.Wemeasuredgoalcongruenceintermsoforganisationalgoals, 717Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) 717Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) individualgoalsandteamgoals(JensenandMeckling,1976).Anexampleofasampleiteminthisscalewas“Goalsofthisorganisationaresimilartomyowngoals”.Furthermore,theresearchersmeasuredstewardshipbehaviourintermsofpersonalresponsibility,risktaking,moralactionandmoralcourage(Hernandez,2012;Laszloetal.,2003).Anexampleofsuchitemswas“Mymanageralwaysexhibitsprofessionalconductwhileonduty”. Atfirst,usingSPSStoconductexploratoryfactoranalysis(EFA),thevalidityofthedatawastestedthroughseveralstandarddiagnosticprocedures—theadequacyofdatawastestedusingtheKaiser–Meyer–Olkin(KMO)testofsamplingadequacyandBartletttestofsphericity.AccordingtoField(2006)andTabachnickandFidell(2007),theacceptablelimitforKMOis0.70andBartlett’stestissignificantatp.0.05.Forallourvariables,Bartlett’stestwassignificantandtheKMOstatisticwashighenough(wellabove0.7)indicatingacceptanceforfactorability.Furthermore,consistentwithNunnally(1978)andDooley(2004),Chrobach’sacoefficientsforallvariableswereabove0.7implyingthattheitemsforallvariableshadinternalconsistency(seediagonalsinTableII). Toestablishconvergentanddivergentvalidity,theresearchersfollowedatwo-stepapproachasguidedbyAndersonandGerbing(1988)andMedskeretal.(1994).Initially,weusedanalysisofmomentstructures(AMOS)(version18.0)toconductaconfirmatoryfactoranalysis(CFA)tocomeupwithameasurementmodelforourvariables.Insomecases,CFAconfirmedthedimensionsthatwereidentifiedbyEFA,whileinothers;CFAthrewoutsomeofthem.CFAreturnedaNormedFitIndexNFIgreaterthan0.90implyingacceptableconvergentvalidityandanaveragevarianceextractedgreaterthan0.5implingacceptabledivergentvalidity(Figure1). CFAfurtherassistedtotesttheappropriatenessofthetheoreticallygroundedmodelandsecond,constructastructuralequationmodel(SEM)totestthehypothesesdevelopedfromliteraturereview(JöreskogandSörbom,2005).ConsistentwiththeworksofSchermeller-Engeletal.(2003),cutoffpointsofindicesforallSEMmodelsindicatedacceptabilityofmodelfitofourdata(seeFigures2–4). MeanSD123StewardshipBehaviour(1)3.510.930.810.31**0.56** Collectivism(2)3.191.070.830.08Perceivedgoalcongruence(3)3.471.190.87Notes:Thediagonalsdisplaythereliabilities.**Correlationissignificantatthe0.01levelTableII. DescriptivestatisticsandcorrelationsFrequencyPercentEducationLevelCertificate3011.7Diploma8232.0Bachelors11444.5Masters2911.3Ph10.4Agegroup18years41.619–29years4618.030–39years9537.140–49years6726.250–59years4316.8above6010.4GenderMale18773.0Female6930.0TableI. Respondentprofiles718LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) MeanSD123StewardshipBehaviour(1)3.510.930.810.31**0.56** Collectivism(2)3.191.070.830.08Perceivedgoalcongruence(3)3.471.190.87Notes:Thediagonalsdisplaythereliabilities.**Correlationissignificantatthe0.01levelTableII. DescriptivestatisticsandcorrelationsFrequencyPercentEducationLevelCertificate3011.7Diploma8232.0Bachelors11444.5Masters2911.3Ph10.4Agegroup18years41.619–29years4618.030–39years9537.140–49years6726.250–59years4316.8above6010.4GenderMale18773.0Female6930.0TableI. Respondentprofiles718LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) ResultsTheresearchersrunanumberofnestedSEMstoestablishprognosticinfluenceofeachexogenousvariableontotheendogenousvariable,andestablishtheassociationsbetweenthevariablessoastotesthypothesesdevelopedfromliteraturereview.InModel1(Figure2), stewardshipbehaviourisplacedalonetopredictperceivedgoalcongruence;inModel2(Figure3),collectivismwastostewardshipbehaviourtopredictperceivedgoalcongruence. InthefinalModel3(Figure4),theinteractiveterm(stewardshipbehaviour×collectivism)wasaddedtobothexogenousvariables(stewardshipbehaviourandcollectivism)topredictperceivedgoalcongruence.Friedrich(1982)statesthatininstanceswheretwoormorevariablespredictacriterionvariable,theresearchermustsuspectaninteractioneffect. Aninteractionoccurswhentheeffectoftheindependentvariableonthedependentvariablevariesasaresultofchangesinthemoderator(BaronandKenny,1986;Friedrich,1982; Preacheretal.,2007).AccordingtoJose(2008,2013),aresearchershouldtestforthesignificanceoftheinteractionbycentringthepredictorvariables(subtractingthemeanfromallthescorestogetmarginalmeanscores),gettingaproductofthecentredvariablestocomeupwiththeinteractionterm,thatisusedtotestforinteraction.Interactionisachievedifthebetacoefficientoftheinteractiontermissignificant(BaronandKenny,1986;Friedrich,1982; Jose,2008;Preacheretal.,2007)andindeeditwasachieved(seeTableIV).ThethreemodelsrevealedacceptablemodelfitindicesasshownbytheresultsofthefitindicesinTableIII. BasedontheresultsinTableIIIabove,itwasconfirmedthatModel3wasappropriateforthedatacomparedtotherestbecauseitaccountedforthehighestvariationinperceivedgoalcongruece,i.e.squaredmultiplecorrelations(SMCs)of0.43.Thisimpliesthatthemodelexplained43percentofthevariationinperceivedgoalcongruence.WeusedtheresultsinModel4andTablesIIIandIVtotestthehypothesesdevelopedfromliteraturereview. e1e11e10e9e2e3e4e6e70.400.630.850.840.890.450.060.670.900.930.900.910.600.350.750.760.690.690.730.700.790.560.570.480.47e5e8PTC SG8CollectivismPerceivedGoalCongruenceStewardshipBehaviourSG1SG2PTC6TS1INV1MMC2MMC3MA2MA4Notes: PTC, participation; TS, task support; INV, involvement; MMC, moral courage; MA, moral action; PTC, participation; GC, goal congruence. 2 (CMIN) =124.716; degrees of freedom (df ) =41; probability ( p) =0.000; goodness of fit index (GFI)= 0.909; adjusted goodness of fit index (AGFI)= 0.853; normed fit index (NFI)= 0.902; Tucker–Lewis index (TLI)= 0.907; comparative fit index (CFI) =0.937; root mean square error of approximation (RMSEA)= 0.617; average variance extracted (AVE)= 0.617 Figure1. CFAforcollectivisim, stewardshipbehaviour& perceivedgoalcongruence719Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) Figure1. CFAforcollectivisim, stewardshipbehaviour& perceivedgoalcongruence719Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) H1soughttoestablishtherelationshipbetweenstewardshipbehaviourandperceivedgoalcongruence.CorrelationresultsinTableIIshowthatstewardshipbehavioursignificantlycorrelatedwithperceivedgoalcongruence(r¼0.56,po0.01).Thisimpliesthatachangeof1SDinstewardshipbehavioursisassociatedwithachangeof0.56SDsinperceivedgoalcongruence.ThesecorrelationresultsweresupportedbytheSEMresults(TableIV)whichindicatethatstewardshipbehavioursareasignificantpredictorofperceivedgoalcongruence(ß¼0.64,CRW1.98)inlocalgovernmentsinUganda.Thisimpliesthatpositivevariationsthatoccurinstewardshipbehaviourscreatepositivevariationsinstewardshipbehaviours.TheseresultssupportH1. H2soughttoestablishtherelationshipbetweencollectivismandperceivedgoalcongruenceinthelocalgovernmentsinUganda.CorrelationresultsinTableIIshowthatcollectivismpositivelybutinsignificantlycorrelatedwithperceivedgoalcongruence(r¼0.08,pW0.05).Theimplicationhereisthatchangesthatoccurincollectivismbehavioursmaynotbeassociatedwithchangesthatoccurinperceivedgoalcongruence Incidentally,theSEMresults(TableIV)indicatethatthestandardizedtotaleffectofcollectivismonperceivedgoalcongruencewas-0.19meaningthatcollectivismexplained-19percentofthevarianceinperceivedgoalcongruence.Theresultsshowthatcollectivismtendenciesareasignificantpredictorofperceivedgoalcongruence(ß¼-0.19,C.R.W-1.98)inlocalgovernmentsinUgandaalbeitinanegativedirection; meaningthatascollectivisticbehavioursamonglocalgovernmentofficialsgoupby1SD, perceivedgoalcongruencegoesdownby0.19SDs.Althoughthefindingsshowasignificantrelationshipbetweenthetwovariables,therelationshipisnegative;hence, renderingH2unsupported. e5e6e7e8e9e10e13e12MMC2SG2StewardshipBehaviourPerceivedGoalCongruenceSG1SG8MMC3MA2MA40.550.570.470.490.700.690.750.740.600.360.10.840.900.450.670.89Notes: PTC, participation; TS, task support; INV, involvement; MMC, moral courage; MA, moral action; PTC, participation; GC, goal congruence; InterTerm, interaction term. 2 (CMIN)= 61.948; degrees of freedom (df ) =13; probability ( p) =0.000; goodness of fit index (GFI) =0.920; adjusted goodness of fit index (AGFI) =0.859; normed fit index (NFI) = 0.914; Tucker–Lewis index (TLI) =0.903; comparative fit index (CFI) =0.930; root mean square error of approximation (RMSEA) =0.073; squared multiple correlation (SMC) = 0.360 Figure2. SEMforstewardshipbehaviouronperceivedgoalcongruence720LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) Figure2. SEMforstewardshipbehaviouronperceivedgoalcongruence720LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) InH3theresearcherssoughttoascertainthemoderatingeffectofcollectivismontherelationshipbetweenstewardshipbehaviourandperceivedgoacongruence.Themodel(Figure4)revealedthatindeedcollectivismmoderatestherelationshipbetweenstewardshipbehavioursandperceivedgoalcongruence(SE¼0.09,CR¼3.53,po0.001)(TableIV).Theinclusionoftheinteractiveterm(stewardshipbehaviours×collectivism)inthethirdmodel(Figure4)increasedthepredictivepowerofstewardshipbehaviourandcollectivismongoalcongruencefrom38percentinthesecondmodel(Figure3)to43percent(TableIII).Theresultsshowthattheinteractive-termbooststhemaineffects(stewardshipbehavioursandcollectivism)toexplainthevarianceinperceivedgoalcongruence.Sincetheinteractiontermissignificant(ß¼-0.22,CRW-1.98)(TableIV),wethereforemaintainthatH3issupported.Inotherwords,theSEMusedtotestthehypothesisismultiplicativemeaningthatthecontributionofstewardshipbehaviourisdependentonthecontributionofcollctivisminpredictinggoalcongruenceinthelocalgovernmentsinUganda. Discussion,conclusion,implications,limitationsandpropositionsforfurtherstudiesDiscussionThisstudyfoundapositiveandsignificantrelationshipbetweenstewardshipbehaviorandperceivedgoalcongruence.Thisstudyrevealsthatwhenmanagersexhibitprofessionalconductwhilecarryingouttheirduties,itcreatesafeelingamongemployeesthatthegoalsoftheorganisationtheyareworkingforaresimilartotheir(employees’)work-relatedaspirations.Thestudyfurtherarguesthatwhenthemanagersexhibitprofessionalconductintheirduties,itmakesboththesupervisorandemployeethinkalikeonmostissueswithe1e2e3e4e5e6e9e10e11e12e7e8PTC4PTC6TS1INV1MMC2MMC3MA2MA4Stewardshi BehaviourCollectivismPerceivedGoalCongruenceSG2SG1SG80.700.730.400.790.560.690.690.760.750.350.660.830.900.450.380.910.900.67–0.170.890.840.850.630.570.480.47Notes: PTC, participation; TS, task support; INV, involvement; MMC, moral courage; MA, moral action; PTC, participation; GC, goal congruence; InterTerm, interaction term. 2 (CMIN) =124.716; degrees of freedom (df)= 41; probability ( p)= 0.000; goodness of fit index (GFI) =0.909; adjusted goodness of fit index (AGFI)= 0.853; normed fit index (NFI) =0.902; Tucker–Lewis index (TLI)= 0.908; comparative fit index (CFI) =0.937; root mean square error of approximation (RMSEA)= 0.067; squared multiple correlation (SMC) = 0.382 Figure3. SEMforstewardshipbehaviour& Collectivismonperceivedgoalcongruence721Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) Figure3. SEMforstewardshipbehaviour& Collectivismonperceivedgoalcongruence721Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) respecttotheorganisation.Thestudydemonstratesthatforthesupervisorandtheemployeeinthelocalgovernmenttohaveasimilarvisionregardinghowworkshouldbedoneintheistrict;thereisnecessityformanagerstoconductthemselvesinaprofessionalway.ThesefindingssupportearlierstudiesbyBrownandMitchell(2010),whostatesthatwhereorganisationsclarifytoemployeesethicalexpectationsinformofvalues,normsandprinciplesconcreteandunderstandabletoemployees,itinfluencesethicalbehaviourandimpedesunethicalbehaviour.Inthisstudy,theresearchersdemonstratethatwhenmanagersatthedistrictlocalgovernmentdiscourageunethicalbehaviour,theycreateafeelingamongemployeesthatthegoalsoftheorganisationtheyareworkingforaresimilartotheir(employees’)work-relatedaspirations.Furthermore,discouragingunethicalbehaviouratthedistrictlocalgovernmenttendstomakeboththesupervisorandthee1e2e3e4e5e6e7e8e9e10e11e12PTC4PTC6S1INV10.700.730.400.790.560.570.480.47StewardshipBehaviourCollectivismInterTerm0.690.700.750.750.350.130.110.890.840.850.63PercivedGoalCongruence0.640.220.430.850.790.450.920.890.67–0.19SG2SG1SG8MMC2MMC3MA2MA4Notes: PTC, participation; TS, task support; INV, involvement; MMC, moral courage; MA, moral action; PTC, participation; GC, goal congruence; InterTerm, interaction term. 2 (CMIN) =137.001; degrees of freedom (df ) =49; probability ( p) =0.000; goodness of fit index (GFI)=0.908; adjusted goodness of fit index (AGFI)= 0.853; normed fit index (NFI) =0.911; Tucker–Lewis index (TLI)= 0.904; comparative fit index (CFI)= 0.929; root mean square error of approximation (RMSEA)= 0.073; squared multiple correlation (SMC) = 0.428 Figure4. Interactioneffectofcollectivisimonthestewardshipbehaviour-perceivedgoalcongruencerelationshipX2dfpGFIAGFINFITLICFIRMSEASMCforgoalcongruenceCutoffW0.5W0.05W0.90W0.85W0.90W0.90W0.90o0.08Mdel1SBandGC61.95130.0000.920.860.910.900.930.070.36Model2SB,CLVandGC124.72410.0000.910.850.900.910.940.070.38Model3SB,CLV, IntertermandGC137.00490.0000.910.850.910.900.930.070.43TableIII. FitIndicesforthedifferentmodels722LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) Figure4. Interactioneffectofcollectivisimonthestewardshipbehaviour-perceivedgoalcongruencerelationshipX2dfpGFIAGFINFITLICFIRMSEASMCforgoalcongruenceCutoffW0.5W0.05W0.90W0.85W0.90W0.90W0.90o0.08Mdel1SBandGC61.95130.0000.920.860.910.900.930.070.36Model2SB,CLVandGC124.72410.0000.910.850.900.910.940.070.38Model3SB,CLV, IntertermandGC137.00490.0000.910.850.910.900.930.070.43TableIII. FitIndicesforthedifferentmodels722LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) subordinatethinkalikeonmostissueswithrespecttotheorganisation.Thisisindeedanachievementofcongruenceofboththeirgoals.Thestudydemonstratesthatforthesupervisorandtheemployeeinthelocalgovernmenttohaveasimilarvisionregardinghowworkshouldbecarriedouatthedistrict;thereisnecessityformanagerstoalwaysinstillethicalbehaviouramongtheirstaff.ThesefindingsareconsistentwiththeworksofAli(2012),whosuggeststhatforaleadertoaggressivelypursuethemissionoftheorganisation, oneneedstocreateabalanceofpowerinwhicheachandeverystakeholder’sinterestisappealedtoasstipulatedbyfiduciaryobligations. Consistentwiththeresults,thisstudyfurtherfindsthatwhenmanagersarewillingtofaceuptoissuesratherthanburyingthem,itcreatesafeelingamongemployeesthatthegoalsoftheorganisationtheyareworkingforaresimilartotheir(employees’)work-relatedaspirations.Thestudyindeeddemonstratesthatthewillingnessofmanagerstofaceuptoissuesratherthanburyingthem,makesboththesupervisorandemployeethinkalikeonmostissueswithrespecttotheorganisation.Thestudyfurtherdemonstratesthatforthesupervisorandtheemployeeinthelocalgovernmenttohaveasimilarvisionregardinghowworkshouldbedoeinthedistrict;thereisnecessityformanagerstoalwaysbewillingtofaceuptoissuesratherthanburyingthem.ThesefindingssupportearlierstudiesbyHernandez(2012),whostatesthatstewardshipinvolvesriskanalysiswithaviewofmaximisingpossiblegainsoutofpublictransactionswhileminimisingassociatedlsses. Inthisstudy,theresearchersshowthatforemployeestofeelthatthegoalsoftheorganisationtheyareworkingforaresimilartotheir(employees’)work-relatedaspirations; thereisneedformanagersatthedistrictlocalgovernmenttobeseenasalwaysworkinginthebestinterestofthelocalgovernment.Furthermore,alwaysworkinginthebestinterestoftheorganisationtendstomakeboththesupervisorandemployeethinkalikeonmostissueswithrespecttotheorgnisation.Thestudydemonstratesthatforthesupervisorandtheemployeeinthelocalgovernmenttohaveasimilarvisionregardinghowworkshouldbedone;thereisnecessityformanagerstoalwaysworkinthebestinterestoftheorganisation. ThesefindingsareconsistentwiththeworksofGomez-Mejiaetal.(2011),whosuggeststhatstewardshipisapointertogoalcongruencesincethetheorycontendsthatmanagersgainmoremotivationandutilityfrompro-organisationalandcollectivismbehavioursthatcherishaltruismthanindividuallyself-motivatedinterestsandbehaviours. UnstandardisedestimateSECRpLabelStandardizedestimatePerceivedgoalcongruence.Stewardshipbehaviour0.950.137.29***par_90.64Perceivedgoalcongruence.Collectivism-0.290.11-2.600.01par_10-0.19Perceivedgoalcongruence.InterTerm0.310.093.53***par_110.22PTC4.Collectivism1.000.63PTC6.Collectivism1.330.149.86***par_10.85TS1.Collectivism1.330.149.79***par_20.84INV1.Collectivism1.420.149.99***par_30.89MMC2.Stewardshipbehaviour1.000.75MMC3.Stewardshipbehaviour1.210.148.96***par_40.75MA2.Stewardshipbehaviour0.930.109.62***par_50.70MA4.Stewardshipbehaviour0.980.128.14***par_60.69SG2.Perceivedgoalcongruence1.000.92SG1.Perceivedgoalcongruencee0.940.0517.25***par_70.89SG8.Perceivedgoalcongruence0.790.0710.97***par_80.67TableIV. Pathscoefficientsforthehypothesisedmoderatedmodel723Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) UnstandardisedestimateSECRpLabelStandardizedestimatePerceivedgoalcongruence.Stewardshipbehaviour0.950.137.29***par_90.64Perceivedgoalcongruence.Collectivism-0.290.11-2.600.01par_10-0.19Perceivedgoalcongruence.InterTerm0.310.093.53***par_110.22PTC4.Collectivism1.000.63PTC6.Collectivism1.330.149.86***par_10.85TS1.Collectivism1.330.149.79***par_20.84INV1.Collectivism1.420.149.99***par_30.89MMC2.Stewardshipbehaviour1.000.75MMC3.Stewardshipbehaviour1.210.148.96***par_40.75MA2.Stewardshipbehaviour0.930.109.62***par_50.70MA4.Stewardshipbehaviour0.980.128.14***par_60.69SG2.Perceivedgoalcongruence1.000.92SG1.Perceivedgoalcongruencee0.940.0517.25***par_70.89SG8.Perceivedgoalcongruence0.790.0710.97***par_80.67TableIV. Pathscoefficientsforthehypothesisedmoderatedmodel723Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) Correlationresultsindicatednon-significanceintherelationshipbetweencollectivismandperceivedgoalcongruence.YetSEMresultsshowedthatcollectivismwasasignificantbutnegativepredictorofperceivedgoalcongruence.ThiswascompletelydifferentfromworksbyearlierscholarssuchasFrostandTischer(2014),whoarguethatteamworkasatoolforcollectivismhasneverbeenasimportantasbeforeinsistingthatwhilemostorganisationsemployeepeopleindivdually,performanceisstructuredaroundteamperformance.Thisstudydeviatesfromfindingsbyearlierresearchersbyinsistingthatascollectivismtendenciesimproveamongworkersandmanagersatthedistictlevel;thenperceptionsofachievinggoalcongruencetendtodecline.Thesefindingshencenegatedourhypothesisthatcollectivismisasignificantpredictorofperceivedgoalcongruence.Thisdivergencerequiresbeingexploredfurtherusingothertestinggroundsandmethodologies. GiventhatthemultiplicativetermintheSEMwassignificant,itimpliedsupportforH3whichstatesthattheinfluenceofstewardshipbehaviouronperceivedgoalcongruenceinlocalgovernmentsinUgandavariesiththelevelofcollectivism.Theseresultsindicatethatstewardshipbehaviourandcollectivismposeamagnitudeeffectonperceivedgoalcongruencehencetheassumptionofnonadditivityismet(Jose,2008;AikenandWest,1991; Friedrich,1982).ItsignifiesthatthatforperceivedgoalcongruencetobeachievedinlocalgovernmentsinUganda,thetwomustco-existtoinfluenceit.Inotherwords,perceptionsofcongruenceingoalsincreaseasstewardshipbehavioursandcollectivismlevelsareincreased. Thefindingsdemonstratedthatcombiningthetwoelementswillboostfurthertheperceptionsofcongruenceingoalsandregisterhigherperceptionsfcongruenceingoalsthanwhateitherofthevariableswouldhavesingle-handedlyregistered.ThefindingsofthisstudyhavethereforeprovedthatinterplayofstewardshipbehaviourandcollectivismismaterialininfluencingperceivedgoalongruenceinlocalgovernmentsinUganda. ConclusionThestudyhasfoundstewardshipbehaviourstopositivelyandsignificantlypredictperceivedgoalcongruence.Althoughthestudyfoundcollectivismtobeasignificantpredictorofperceivedgoalcongruence,therelationshipwasnegative.Furthermore,thesignificantmultiplicativeeffectsofstewardshipbehaviourandcollectivismongoalcongruenceconfirmaconditionalrelationship.Besides,theinteractiontermisnon-additiveanditsinclusioninthemodelgaverisetomonotonicinteractions(Bennet,2000).Sincetheinteractiontermbetweenstewardshipbehaviourandcollectivismismultiplicative;thereismoretoconsiderthansimplythemaineffectsofeachoftheexogenousvariables.Thisimpliesthatstewardshipbehaviouralonemaynotadequatelyexplaingoalcongruencewithouttheinputofcollectivism.Theresearchersaffirmthatbothstewardshipbehaviourandcollectivismmustco-existinordertoimprovegoalcongruence.However,giventhatsomeofthestudyresults(thecollectivism-goalcongruencerelationship)disagreewithpragmaticfindingsintheextantliterature,weupholdthattheuseofthesestudyfindingsbeusedwithmaximumcarefulnessinothersectors. TheoreticalandmanagerialimplicationsThestudyhasaddressedsubstantialissueswhichhavenotbeenattendedtobytheliteraturemoreespeciallinthelocalgovernmentsetting.Furthermore,ithasattemptedtoconfirmordisprovewhetherthetheoreticalunderpinningsofgoalcongruenceareempiricallysupportedinthelocalgovernmentsnUganda.Asaresult,thestudyhasaddedtothecontinuingstewardshipdiscourseinthelocalgovernmentsector.Inaddition,thestudyhasthrownmorelightonthenon-additivityeffectofstewardshipbehavioursandcollectivismonperceivedgoalcongruenceinthelocalgovernmentsector.Thesefindingsonthenon-additivityeffectofstewardshipbehavioursandcollectivismonperceivedgoalcongruenceinthelocalgovernmentshavethusshowntheessenceofdiersepredictorsthat724LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) 724LODJ39,6 Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) mixtoelucidateperceivedgoalcongruence;thereby,makingitpossibleforscholarstoattendtotheincongruitiesthatexistinextantliterature. Primarily,thestudyhasintroducedaclearunderstandingoftheeffectofstewardshipbehavioursandcollectivismonperceivedgoalcongruenceinthelocalgovrnmentsinUganda.Thisfindingenhancesmanagementeffortsinlocalgovernmentstoimprovegoalcongruencewhichcanbefacilitatedthroughtheappropriatemanagemetofstewardshipbehavioursandcollectivism. Thus,managementcanintensifyinitiativestoencouragegreaterunderstandingandacceptanceofstewardshipbehavioursandcollectivismmixthatboostgoalcongruenceinthelocalgovernmentinUganda.Themanagersoflocalgovernmentsneedtoappreciatethattheinputofstewardshipbehavioursandcollectivisminthelocalgovernmentsisinevitabl,giventheeverchangingenvironment.Ideallymanagersshouldexhibitprofessionalconductwhiledoingtheirduties.Theyshouldclarifytoemployeeswhatisexpectedofthemethically.Thiswillnotonlybuildteamworkattheworkplacebutalsoultimatelyresultintoachievementofsimilargoalsfortheinstitutionandtheworkers. Managersorleadersoflocalgovernmentsmustdiscourageunethicalbehaviour;shouldfaceuptoissuesastheycomeupandworkinthebestinterestoftheorganisation.Whenthisisdone,thezealforemployeestoworkasateamwillincrease;andwillfosterachievementofmutualgoals. Moreimportantly,currentandfuturemanagersmustknowthatlocalgovernanceischangingsorapidlythateverythingisdependentontheirpoliciesonstewardshipbehaioursandcollectivism.Itisthereforehightimethatlocalgovernmentsdidawaywithmanagementstylesandtraditionalmanagementmodelsthatdonotcaptureappreciationo stewardshipbehavioursandcollectivismasamajorcomponent.InordertoadvancegoalcongruenceperceptionsinthelocalgovernmentsinUganda,managementshouldendeavourtofindandimplementaviablestewardshipbehavioursandcollectivismmixthatincreasesgoalcongruence.Iflocalgovernmentsemphasisedappropriatepoliciesforstewardshipbehavioursandcollectivism,thiswouldhelpincreasegoalcongruenceperceptions.Giventhefactthattheinteractiveterminvolvingstewardshipbehavioursandcollectivismwasfoundtobesignificantandhencenon-additive,emphasisshouldbeputincultivatingpoliciesthatenhanceappropriatestewardshipbehavioursandcollectivismbecausetheymakeviablecombinatonsthatpredictgoalcongruence.Themanagerialimplicationsinvolveexplaininghowcollectivismcanbeusedinthebestmannertoamplifystewardshipforgoalcongruence.Asitisevidentthatstewardshipbehavioursareanantecedentforgoalcongruence,leadershipinthelocalgovernmentshouldexplorewaysandmeanstocreateconducivestewardshipbehavioursenvironmentsfortheiremployees.Forexample,thelocalgovernments’leadershipmayintroducesomeprogramsthatinvolveemployeestotakepartindecisionsthataffecttheirteambuilding.Alsofrommanagerialperspective,itisalsoimportanttoworkonthedeterminantsofcollectivismasitmoderatestherelationshipbetweenstewardshipbehavioursandgoalcongruenceThesefindingsalsoholdextensiveimplicationsforHumanResourceManagers.ThestudydemonstratesthatHumanResourceManagersshould,whileevaluatingemployees’performanceimplementimmediateandaccurateproceduresthatincludeorganisationalinputintermsofstewardshipbeavioursandcollectivism. LimitationsandpropositionsforfuturestudiesAfewfacetslimitthescopeofthispaper.Oneisthatthefindingsofthisresearcharebasedonlyonasampleofonecountry—Uganda.Thismaynotbefullyrepresentativeforalldevelopingcountries’localgovernmentsectors.Thisnecessitatesmoreresearchonakinvariablesindifferentdevelopingcountries.Theactionwillhelptogeneralisetheresearchfindings.Second,arethemixedresultsofthestudyduetothemethodologyusedfor725Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) 725Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) measuringthestudyvariables.Inspiteofthefactthatresearchershaveattemptedtodefinetheconstructsasaccuratelyaspossiblebydrawingrelevantliteratureasvalidatedbyractitioners,themeasurementsusedmaynotperfectlysignifyallthedimensionsofeachvariable.Futurestudiescoulduselongitudinalratherthanacross-sectionaldesigntostudythesamebasichypothesesandSEMconstruction.Also,sincecollectivismwasnegativelyandsignificantlyassociatedwithgoalcongruence,furtherresearchcouldbecarriedoutinarelativelydifferentfieldtoproveordisprovethisfinding.Despitepossiblelimitationsofusingsingle-perioddata,theresultsofthepresentstudyprovidevaluableinsightsintotheeffectofstewardshipbehaviourandcollectivismonperceivedgoalcongruenceinocalgovernmentinadevelopingcountrysetting. 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AbouttheauthorsBumaaliLubogoyiisPhDStudentatMakerereUniversity,Ugandainhisfinalyearofstudy.Hisareasofexpertiselieinhumanresourcesmanagement,leadershipdevelopmentandorganisationalBehaviour. BumaaliLubogoyiisthecorrespondingauthorandcanbecontactedat:b.lubogoyi2016@gmail.comFrancisKasekende,PhD,isSeniorLecturer.Histeachingandresearchinterestslieinhumanresourcemanagement,organisationalbehaviourandorganisationaldevelopment.HeiscurrentlytheUniversitySecretaryofNkumbaUniversity. JamesKagaari,PhD,iscurrentlyAssociateProfessoratMUBSaswellastheActingHeadofPsychologyDepartment,KyambogoUniversity,Uganda.HisareasofresearchlieinPerformanceManagement,HumanResourceManagementandOrganisationalBehaviour. MuhammedNgoma,PhD,isAssociateProfessor.HeiscurrentlyDeanoftheFacultyofGraduateStudiesandResearch,MakerereUniversityBusinessSchool.MuhammedNgoma’sresearchinterestslieinmarketing,organisationalstudiesandbusinessadministration. JohnC.Munene,PhD,isProfessorofIndustrialPsychology.HeiscurrentlytheDirectorofPhDProgramme–MakerereUniversityBusinessSchool,KampalaUganda.HehasexpertiseinAppliedPsychology,OrganisationalPsychologyandPositivePsychology.HeistheChiefExecutiveofPartnersinLearningandAction(PILA)ConsultantsaHRConsultancyFirm. GeofreyBakunda,PhD,iscurrentlyConsultingPartneratImpactConsultingInt.LtdandalsoservesasAssociateProfessorandDeanofFacultyMarketingandInternationalBusinessatMakerereUniversityBusinessSchool,KampalaUganda.Hehasworkedandconsultedextensivelyintrade, tradepolicyandcompetitiveness,tradeinservices,regionalintegrationaswellastheprivatesectordevelopmentForinstructionsonhowtoorderreprintsofthisarticle,pleasevisitourwebsite: www.emeraldgrouppublishing.com/licensing/reprints.htmOrcontactusforfurtherdetails:permissions@emeraldinsight.com729Stewardshipbehaviour Downloaded by Mr Bumaali Lubogoyi At 07:12 03 August 2018 (PT) (button) (button) (button) (button) (button) (button)