MANAGER DEVELOPMENT AND SELF EFFICACY IN PUBLIC UNIVERSITIES IN UGANDA

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MANAGER DEVELOPMENT AND SELF EFFICACY

This book is based on a study on perceptions of University Managers on management development, managerial self efficacy and important management competencies for effective leadership and management of public universities in Uganda.

At the time of the study, public universities in Uganda were characterized by management challenges including threatening strikes, court cases and employee disengagement.

Data was collected using self-reported questionnaires to 380 university managers.

The findings indicate that though university managers perceive management development (MD) at University to be planned, there was inadequate evidence a supporting MD policy, inadequate vote for MD programs or human resource (HR) strategies to support MD.

Managerial self efficacy was perceived to be high, however, as a result of managers' experiential learning, but not MD.

Some of the considered important management competencies for effective leadership and management of public Universities in Uganda included: social competencies, human resource competencies, technical competencies, leadership and supervision competencies, knowledge management competencies.

Further research is recommended.

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