Browsing by Author "Musenze, Abaasi Ibrahim"

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    Ethical leadership (EL) and innovative work behavior (IWB) in public universities: examining the moderating role of perceived organizational support (POS)
    (Emerald Publishing Limited, 2023) Musenze, Abaasi Ibrahim; Mayende, Sifuna Thomas
    Purpose – This study aims to investigate the moderating role of perceived organizational support in the relationship between ethical leadership and innovative work behavior (IWB) among public university academic staff. Design/methodology/approach – Using a quantitative approach, the authors relied on structural equation modeling together with bootstrapping procedure using Process Macro of the SPSS to analyze data from a homogenous sample of 291 academic staff from the university education sector in Uganda. Findings – The finding from bootstrapping procedure using Process Macro of the SPSS as statistic tool support perceived organizational support as a moderator in the ethical leadership–IWB relationship. In general, the present findings suggest that ethical leadership is associated with IWB via perceived organization support. Practical implications – Enhanced IWB requires diverse and integrated techniques based on ethical leadership principles and perceived organizational support among employees. Originality/value – There is increasing acknowledgement of the importance of ethical leadership in successful employee IWBs. Within this context, to the best of the authors’ knowledge, no prior study has empirically explored the moderating role of POS in the relationship between ethical leadership and IWB. Keywords Innovative work behavior, Ethical leadership, Perceived organizational support, Academic staff, Human resource management, Public universities, Moderating role
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    Mechanism between perceived organizational support and work engagement: explanatory role of self-efficacy
    (Emerald Publishing Limited, 2020) Musenze, Abaasi Ibrahim; Mayende, Sifuna Thomas; Wampande, Jowalie Ahmed; Kasango, Joseph; Emojong, Ronald Ongario
    Purpose – The purpose of this paper is to explore the relationship between perceived organizational support (POS) and work engagement and the mediating effect of self-efficacy on the POS–work engagement relationship. Design/methodology/approach – A questionnaire survey was developed and distributed to a sample of primary school teachers drawn from the education industry. Findings – Analysis of the data supports a strong positive relationship between the extent of POS and work engagement. This study also found that self-efficacy mediated the relationship between POS and work engagement. Research limitations/implications – This study has important implications for managers. First, it motivates managers, by providing justification for provision of support to employees for increased engagement at work. Based on the results of this study, POS is associated with enhanced work engagement levels. Second, evidence from this study illustrates to the organization the importance of developing an environment of support to further enhance work engagement. When employees do not acknowledge and feel supported from their respective organizations, work engagement levels may be sub-optimal. This research is limited, as the data were collected at one point of time, and this has implications for employees and organizations. Originality/value – There is increasing recognition of the importance of POS in enhanced work engagement levels. Within this context, no previous research has empirically examined the mediating effect of self-efficacy on the relationship between POS and work engagement in the setting of primary education sector. Keywords Perceived organization support, Self-efficacy, Work engagement
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    Perceived organizational support, self-efficacy and work engagement: testing for the interaction effects
    (Emerald Publishing Limited, 2020) Musenze, Abaasi Ibrahim; Mayende, Sifuna Thomas; Kalenzi, Abbey; Namono, Rehema
    Purpose – The purpose of this paper is to examine the relationship of the interaction effect of perceived organizational support (POS) and self-efficacy (SE) with work engagement (WE) within the primary education industry. Design/methodology/approach – The paper relies on structural equation modeling (SEM) with AMOS (V.22) to test and resolve the conditional hypothesis that fusion of POS and SE is necessary for WE. Findings – The scale of effect of POS on WE depends on SE; hence, the assumption of nonadditivity is achieved. Precisely, the interaction of POS and SE is necessary for WE. Research limitations/implications – The study was based on a single research methodological approach, namely quantitative research methodology, which could have been affected the outcome of this investigation. Future studies could investigate WE interaction model through qualitative lens in order to provide a triangulation opportunity. Moreover, the findings from the current study are cross-sectional, and data were collected at a snapshot. Therefore, future research should consider the multiplicative effects studied in this paper across time. Practical implications – Attempts to heighten WE levels, among government primary school teachers in Uganda, would require that management regularly ventures into finding a more practical and feasible fusion of POS with SE in order to provide significant levels of WE among employees of primary education industry. Originality/value – This is the first study that tests the interactive effects of POS and SE on WE in Uganda’s primary education industry. Keywords Perceived organization support, Work engagement, Self-efficacy
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    Servant leadership and innovative work behavior: Does psychological empowerment matter?
    (Taylor & Francis, 2026) Wanyana, Mercy; Musenze, Abaasi Ibrahim; Mpaata, Abdul Kaziba
    Using the social exchange theory and Spritzer’s empowerment model, this research explains how servant leadership affects innovative work behavior. There is a lack of empirical evidence on servant leadership’s influence on innovative behavior within the African or higher education context, as well as mediating models of psychological empowerment in the relationship between servant and innovative work behavior. The present study particularly hypothesizes that psychological empowerment positively mediates the Servant Leadership-Innovative Work Behavior relationship. To examine the proposed links, using a cross-sectional survey, the study uses a sample of 308 academic staff members employed by Uganda’s public universities. The findings derived from the structural equation modeling validate each of the study’s hypotheses and suggest new research directions of inquiry for servant leadership and innovative work behavior research. Specifically, servant leadership predicted innovative work behavior, and psychological empowerment significantly mediated the relationship between servant leadership and innovative work behavior. The present study clarifies the hitherto understudied relationship between servant leadership and employees’ innovative work behaviors in Uganda’s public universities, as well as the crucial role psychological empowerment plays in this relationship. This is an important finding for both theory and practice. KEYWORDS: Innovative work behavior; servant leadership; psychological empowerment; structural equation modeling; public universities