EFFECT OF LEADERSHIP COMPETENCIES ON PERFORMANCE OF LOCAL GOVERNANCE IN RWANDA
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Abstract
Leadership competencies are needed for the local government not only to be successful with current undertakings, but also to be successful in the future. This study established the effect of leadership competencies on performance of local government in Rwanda. The study used a cross-sectional survey research design. The study’s population was the Districts of Rwanda. The unit of observation was 30 districts. The unit of analysis was the Mayors of districts who implement and sign performance contracts before the President of the Republic. The study used stratified sampling technique to come up with the sample. The sample size was 30 mayors of district. The study used primary data, which was collected through questionnaires. Descriptive analysis was utilized to analyze the data. The data was presented using tables. The result was obtained by analyzing the effect of leadership competencies on and the level of performance attainment of local government. Results revealed that self-awareness, self-management, and relationship management leadership competencies had a positive significant relationship with the performance of local governments in Rwanda. The influence between social awareness leadership competency and local governments was positive but insignificant. The magnitude of the influence differed among the specific studies leadership competencies. Self-awareness leadership competency had the largest effect followed by self-management leadership competency, and relationship management leadership competency.
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References
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Akhakpe, I. Fatile, J.O & Igbokwe-Ibeto, C.J. (2012). Local Government and the Challenges of Community and Rural Development in Nigeria: The Way Forward. International Journal of Asian Social Science, 2(6):648-665.
Avery, G. C. (2004). Understanding leadership: Paradigms and cases. Sage.
Baruch, Y. (2012). No such thing as a global manager. Business Horizons, 45(1), 36-42.
Bass, B. M. (2000). Leadership and performance beyond expectations. NY: Free Press.
Bedard, J. & Chi, H. (2003), Expertise in Auditing,A journal of Practice and Theory 12(Supplement), 21-45.
Brake’s (2011), Influence of leadership style on transformation of public service reform initiatives in Kenya. Prime Journal of Business Administration and Management (BAM), 4(2), 1389 – 1396.
Bruno Versailles (2012), Rwanda: Performance contracts
Carpenter, M.A. &Westpal, J.D. (2001), The strategic context of external network ties: Examining the impact of director appointments on board involvement in strategic decision making,Academy of Management Journal, 44(4), 639-990.
Cooper & Schindler, (2012), The Impact of Culture on Organizational Performance In selected Textile Firms in Nigeria, Nordic Journal of African Studies 12(2), 164–179.
Currall, S.C. & Epstein, M.J. (2003), The fragility of organizational trust: lessons from the rise and fall of Enron, Organizational Dynamics, 32(2), 193-206.
Daily & Wasserman, (2016), Leadership in Public Sector Organizations. In Storey, John (ed. by): Leadership in Organizations. Current Issues and Key Trends. Routledge.
Daniel Goleman, Richard Boyatzis and Annie McKee. (2001) primal leadership: Realizing the Power of Emotional Intelligence Harvard business review
Daniel Goleman, Richard Boyatzis and Annie McKee. (2001), primal leadership: The hidden driver of a great performance Harvard business review
Davis et al., (2019), Public Leadership. In Bovaird, Tony & Löffler, Elke (ed.by): Public
Defee, C., Williams, B., Randall, W. S., & Thomas, R. (2010). An inventory of theory in logistics and SCM research. The International Journal of Logistics Management, 21(3), 404-489.
Eddleston & Kellermanns, (2011), Assessment Centers as the Route to Competence. Personnel Management. Vol 21 (11). Pages 56 – 59.
Feldman D. (2015, December 24) “Law in politics, politics in law” (Hart studies in constitutional law) published by Hart Publishing, ISBN-13: 978-1849469906
Freeman, R.E. &McVea, J. (2001), A Stakeholder approach to strategic management, in M.A Hitt, R.E Freeman & J.S Harrison (Eds.), Handbook of Strategic Management, (pp. 189-207), Oxford: Blackwell.
Goleman (2012), Expert Performance: Its Structure and Acquisition. American Psychologist, 49, pages 725 – 747.
Ibietan, J. & Ndukwe, P. (2016). Local Government Administration in Nigeria and the Localist Theory: Exploring the Nexus. Studies in Social Sciences and Humanities, Vol. 1, No. 4, 2016, 130-139
JaanaLeinonen, PekkaJuntunen (2007), leadership competences in Changing local government The European Group of Public Administration Madrid, Spain
Jensen & Meckling, (2011), Kuntien toiminta, johtaminen ja hallintasuhteet. Kunnallistutkimuksia. Kunnallistieteiden laitos, Tampereen yliopisto. Tampere. manager;
Kappagoda, (2015). The Relationship between Emotional 8Intelligence and Five Factor Model of Personality of English Teachers in Sri Lanka. International Journal of Business Economics and Law 2(1), pp. 53-59.
Kiel, G. C., & Nicholson, G. J. (2003).Board composition and corporate performance: How the Australian experience informs contrasting theories of corporate governance. Corporate Governance: An International Review, 11(3), 189-205.
Kothari (2015), Effect of core competence on competitive advantage and organizational performance. International Journal of Business and Management, 7(1), 192.
Kothari, C. R. (2011), Research methodology: methods and techniques. New Delhi: New Age International.
Laguna, M., Wiechetek, M., & Talik, W. (2012). The competencies of managers and their business success. Central European Business Review, 1(3).
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Leinonen and Juntunen (2015), Leadership competences in changing local government
Lipman, P. (2011). The new political economy of urban education: Neoliberalism, race, and the right to the city (Critical Social Thought). New York: Routledge.
Mackenzie, C. (2007). Boards, incentives and corporate social responsibility: the case for a change of emphasis, Corporate Governance: An International Review, 15(5), 935-43.
MAKUZA Jean Marie Vianney (2011), survey on citizens’participation in the performance contracts “Imihigo” process final report Cope consulting Ltd
Mallin, C.A. (2004). Corporate Governance, Oxford: Oxford University Press.
Management and Governance. Routledge.
Michael E. Frisina. (2016), Excerpted fromInfluential Leadership: Change Your Behavior, Change Your Organization, Change Health Care Health Administration Press
MINALOC (2015),Local democracy and local governance: benchmarking Rwanda against the Aberdeen principles
Ministry of local government (2011), Decentralization implementation plan 2011-2015
MirjanaNedovic, ZeljkoSudaric, MadarijaIvankovic, MA. (2015), Leadership skills in order to increase Employee effeiciency, University of Applied Sciences LavoslavRužičkaVukovar, Croatia
Moran and Riesenberger (2012), Complexity in local government change. Limits to rational reforming. Public Management Review. Vol 8 (1). Pages 31 – 46.
Mugenda, M., &Mugenda, G. A. (2009).Research methods, qualitative and qualitative approaches, Nairobi: Acts Press.
Mwithi, J. M., Were, S., & Muturi, W. (2019). Effect of leadership competencies on performance of state corporations in Kenya. Journal of Human Resource and Leadership, 2(6), 21-37.
Niamh Gaynor. (2015), Decentralisation, Conflict and Peacebuilding in RwandaDublin City University Ireland
Northouse, P. G. (2007). Leadership: Theory and practice. New York: Sage publications.
Office of the Prime Minister (2019), Imihigo evaluation FY 2016/2019 final report IPAR-Rwanda
Orodho, A. J., &Kombo, D. K. (2009), Research methods. Nairobi: Kenyatta University.
Orodho, J. A. (2008). Techniques of writing research proposals and reports in education and social sciences. Nairobi: Masola Publishers.
RALGA (2010),Challenges facing local governments in Rwanda
Ricardo Corrêa Gomes (2004), Who are the relevant stakeholders to the local government context? Universidade Federal de Viçosa
Richard Boyle (2001), performance measurement in local government CPMR discussion paper15
Rwanda Development Board. (2019).Rdb report
Salavey and Shyter (2011), Rethinking Leadership for the Public Sector. Australian Journal of PublicAdministration. Vol 61 (3). Pages 3 – 18.
Shriberg and Shriberg (2011), Practicing Leadership Principles and Applications.
Smyth, R. (2004), “Exploring the Usefulness of a Conceptual Framework as a Research
Spreitzeret al. (2011), The convergence of international corporate systems – where is Australia heading? (Part 1), Keeping Good Companies Journal, 54(1), 14-21.
Tool: A Researcher's Reflections.” Issues In Educational Research, Volume 14.
Van Dijk, G. H. (2007). Measuring deliverables and Employee Ownership through Organisational Performance Management. African Journal of Public Affairs, 1(1): 49 – 54.
Van Wart, M. (2015). “Administrative Leadership Theory: A Reassessment after 10 years.” Public Administration 91(3): 521–543
Volman, I. (2007). The Impact of Leadership on Performance: A South African Case Study. Pretoria: Tshwane University of Technology.
Watkins, S. (2003), Former Enron vice president Sherron Watkins on the Enron collapse, Academy of Management Executive, 17(4), 119-25.
Wheelen, M. & Hunger, N.(2002). Corporate governance and social responsibility
White, A.L. (2009), Democratizing the corporation, in H. Spitzeck, M.Pirson, W. Amann,.S.Khan, and E. Von Kimakowitz, (Eds.),Humanism in Business,(pp. 229-47), Cambridge: Cambridge University Press.
World Bank (2009), Local Government Discretion and Accountability: Application of a Local Governance Framework Washington DC 20433
Yukl, G. (2006). Leadership in Organizations, Pearson Education. New Jersey.
Akhakpe, I. Fatile, J.O & Igbokwe-Ibeto, C.J. (2012). Local Government and the Challenges of Community and Rural Development in Nigeria: The Way Forward. International Journal of Asian Social Science, 2(6):648-665.
Avery, G. C. (2004). Understanding leadership: Paradigms and cases. Sage.
Baruch, Y. (2012). No such thing as a global manager. Business Horizons, 45(1), 36-42.
Bass, B. M. (2000). Leadership and performance beyond expectations. NY: Free Press.
Bedard, J. & Chi, H. (2003), Expertise in Auditing,A journal of Practice and Theory 12(Supplement), 21-45.
Brake’s (2011), Influence of leadership style on transformation of public service reform initiatives in Kenya. Prime Journal of Business Administration and Management (BAM), 4(2), 1389 – 1396.
Bruno Versailles (2012), Rwanda: Performance contracts
Carpenter, M.A. &Westpal, J.D. (2001), The strategic context of external network ties: Examining the impact of director appointments on board involvement in strategic decision making,Academy of Management Journal, 44(4), 639-990.
Cooper & Schindler, (2012), The Impact of Culture on Organizational Performance In selected Textile Firms in Nigeria, Nordic Journal of African Studies 12(2), 164–179.
Currall, S.C. & Epstein, M.J. (2003), The fragility of organizational trust: lessons from the rise and fall of Enron, Organizational Dynamics, 32(2), 193-206.
Daily & Wasserman, (2016), Leadership in Public Sector Organizations. In Storey, John (ed. by): Leadership in Organizations. Current Issues and Key Trends. Routledge.
Daniel Goleman, Richard Boyatzis and Annie McKee. (2001) primal leadership: Realizing the Power of Emotional Intelligence Harvard business review
Daniel Goleman, Richard Boyatzis and Annie McKee. (2001), primal leadership: The hidden driver of a great performance Harvard business review
Davis et al., (2019), Public Leadership. In Bovaird, Tony & Löffler, Elke (ed.by): Public
Defee, C., Williams, B., Randall, W. S., & Thomas, R. (2010). An inventory of theory in logistics and SCM research. The International Journal of Logistics Management, 21(3), 404-489.
Eddleston & Kellermanns, (2011), Assessment Centers as the Route to Competence. Personnel Management. Vol 21 (11). Pages 56 – 59.
Feldman D. (2015, December 24) “Law in politics, politics in law” (Hart studies in constitutional law) published by Hart Publishing, ISBN-13: 978-1849469906
Freeman, R.E. &McVea, J. (2001), A Stakeholder approach to strategic management, in M.A Hitt, R.E Freeman & J.S Harrison (Eds.), Handbook of Strategic Management, (pp. 189-207), Oxford: Blackwell.
Goleman (2012), Expert Performance: Its Structure and Acquisition. American Psychologist, 49, pages 725 – 747.
Ibietan, J. & Ndukwe, P. (2016). Local Government Administration in Nigeria and the Localist Theory: Exploring the Nexus. Studies in Social Sciences and Humanities, Vol. 1, No. 4, 2016, 130-139
JaanaLeinonen, PekkaJuntunen (2007), leadership competences in Changing local government The European Group of Public Administration Madrid, Spain
Jensen & Meckling, (2011), Kuntien toiminta, johtaminen ja hallintasuhteet. Kunnallistutkimuksia. Kunnallistieteiden laitos, Tampereen yliopisto. Tampere. manager;
Kappagoda, (2015). The Relationship between Emotional 8Intelligence and Five Factor Model of Personality of English Teachers in Sri Lanka. International Journal of Business Economics and Law 2(1), pp. 53-59.
Kiel, G. C., & Nicholson, G. J. (2003).Board composition and corporate performance: How the Australian experience informs contrasting theories of corporate governance. Corporate Governance: An International Review, 11(3), 189-205.
Kothari (2015), Effect of core competence on competitive advantage and organizational performance. International Journal of Business and Management, 7(1), 192.
Kothari, C. R. (2011), Research methodology: methods and techniques. New Delhi: New Age International.
Laguna, M., Wiechetek, M., & Talik, W. (2012). The competencies of managers and their business success. Central European Business Review, 1(3).
Lamidi, O.K. & Adeyeye, M. (2015). An assessment of leadership role of the political officeholders in the 21st century at the Nigerian local government level: A theoretical perspective. Journal of Public Administration and Policy Research, Vol. 5(4) pp. 102-108,
Leinonen and Juntunen (2015), Leadership competences in changing local government
Lipman, P. (2011). The new political economy of urban education: Neoliberalism, race, and the right to the city (Critical Social Thought). New York: Routledge.
Mackenzie, C. (2007). Boards, incentives and corporate social responsibility: the case for a change of emphasis, Corporate Governance: An International Review, 15(5), 935-43.
MAKUZA Jean Marie Vianney (2011), survey on citizens’participation in the performance contracts “Imihigo” process final report Cope consulting Ltd
Mallin, C.A. (2004). Corporate Governance, Oxford: Oxford University Press.
Management and Governance. Routledge.
Michael E. Frisina. (2016), Excerpted fromInfluential Leadership: Change Your Behavior, Change Your Organization, Change Health Care Health Administration Press
MINALOC (2015),Local democracy and local governance: benchmarking Rwanda against the Aberdeen principles
Ministry of local government (2011), Decentralization implementation plan 2011-2015
MirjanaNedovic, ZeljkoSudaric, MadarijaIvankovic, MA. (2015), Leadership skills in order to increase Employee effeiciency, University of Applied Sciences LavoslavRužičkaVukovar, Croatia
Moran and Riesenberger (2012), Complexity in local government change. Limits to rational reforming. Public Management Review. Vol 8 (1). Pages 31 – 46.
Mugenda, M., &Mugenda, G. A. (2009).Research methods, qualitative and qualitative approaches, Nairobi: Acts Press.
Mwithi, J. M., Were, S., & Muturi, W. (2019). Effect of leadership competencies on performance of state corporations in Kenya. Journal of Human Resource and Leadership, 2(6), 21-37.
Niamh Gaynor. (2015), Decentralisation, Conflict and Peacebuilding in RwandaDublin City University Ireland
Northouse, P. G. (2007). Leadership: Theory and practice. New York: Sage publications.
Office of the Prime Minister (2019), Imihigo evaluation FY 2016/2019 final report IPAR-Rwanda
Orodho, A. J., &Kombo, D. K. (2009), Research methods. Nairobi: Kenyatta University.
Orodho, J. A. (2008). Techniques of writing research proposals and reports in education and social sciences. Nairobi: Masola Publishers.
RALGA (2010),Challenges facing local governments in Rwanda
Ricardo Corrêa Gomes (2004), Who are the relevant stakeholders to the local government context? Universidade Federal de Viçosa
Richard Boyle (2001), performance measurement in local government CPMR discussion paper15
Rwanda Development Board. (2019).Rdb report
Salavey and Shyter (2011), Rethinking Leadership for the Public Sector. Australian Journal of PublicAdministration. Vol 61 (3). Pages 3 – 18.
Shriberg and Shriberg (2011), Practicing Leadership Principles and Applications.
Smyth, R. (2004), “Exploring the Usefulness of a Conceptual Framework as a Research
Spreitzeret al. (2011), The convergence of international corporate systems – where is Australia heading? (Part 1), Keeping Good Companies Journal, 54(1), 14-21.
Tool: A Researcher's Reflections.” Issues In Educational Research, Volume 14.
Van Dijk, G. H. (2007). Measuring deliverables and Employee Ownership through Organisational Performance Management. African Journal of Public Affairs, 1(1): 49 – 54.
Van Wart, M. (2015). “Administrative Leadership Theory: A Reassessment after 10 years.” Public Administration 91(3): 521–543
Volman, I. (2007). The Impact of Leadership on Performance: A South African Case Study. Pretoria: Tshwane University of Technology.
Watkins, S. (2003), Former Enron vice president Sherron Watkins on the Enron collapse, Academy of Management Executive, 17(4), 119-25.
Wheelen, M. & Hunger, N.(2002). Corporate governance and social responsibility
White, A.L. (2009), Democratizing the corporation, in H. Spitzeck, M.Pirson, W. Amann,.S.Khan, and E. Von Kimakowitz, (Eds.),Humanism in Business,(pp. 229-47), Cambridge: Cambridge University Press.
World Bank (2009), Local Government Discretion and Accountability: Application of a Local Governance Framework Washington DC 20433
Yukl, G. (2006). Leadership in Organizations, Pearson Education. New Jersey.