The influence of authentic leadership on institutional framing in Acoliland, Uganda: A local government perspective

Abstract

The research that has confirmed the beneficial relationship between authentic leadership and institutional framing has included global metrics for both concepts. In order to study how authentic leadership affects institutional framing, this work particularly examined how the four dimensions of authentic leadership relate to the regulative, normative, and cognitive/dimensions of institutional framing. In this study, a quantitative technique restricted to a cross-sectional study and a questionnaire instrument to local government employees (n=261) were employed to collect data in accordance with a positivist research paradigm. Statistical analysis with the statistical package for social scientists (SPSS) was utilised to analyse the quantitative data gathered. The outcome of stepwise multiple regression analysis demonstrates that there are substantial correlations between all aspects of authentic leadership and institutional framing. The relational transparency component had the greatest score (M=4.0; SD=3.8), while balanced processing and internalised moral perspective received the lowest scores (M=3.9; SD=3.8). Furthermore, when these perceptions are impersonal and aimed at the local government rather than when they are directed toward individual people, authentic leadership is a better predictor of institutional framing. These findings have practical ramifications for management in local governments, particularly for handling their employees.