Browsing by Author "Nantamu, Simon"

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    Policy Brief on Refugee Entrepreneurship and Skilling in Uganda
    (RES, 2021) Baluku, Martin M.; Nansubuga, Florence; Nantamu, Simon; Musanje, Khamisi; Kawooya, Kenneth
    Uganda is one of the refugee hosting nations, ranking 4th in 20201 behind Turkey, Colombia, and Parkistan (UNHCR, 2021a). This situation is not new to Uganda. Emigration history indicates that Uganda has been a preferred destination for refugees since the 1940s (Mulumba, 2014). Since then, the number of refugees in Uganda has been gradually increasing. Currently, Uganda hosts over 1.48 million refugees and asylum seeks (UNHCR, 2021b) in about 11 locations including Bidibidi, Adjumani, Kyangwali, Nakivale, Kyaka II, Rhino camp, Palorinya, Kampala, Imvepi, Kiryandongo, Rwamwanja, Palabek, Oruchinga, and Lobule2 . Whereas Uganda has in the past hosted refugees from different parts of the world including Europe (Mulumba, 2014), majority of the current refugee population come from neighboring countries including South Sudan, Democratic Republic of Congo (DRC), Rwanda, and Somalia (UNHCR, 2021b; Hakiza, 2014) who flee from war, poverty, hunger, and other forms of misery. Uganda’s attractiveness to refugees could be attributed to the country’s policies and culture that is friendly to foreigners. The present influx of especially South Sudanese refugees into the country starting from 2013 has given rise to the complex challenge of how to integrate the increasing number of refugees and ignited debate on feasibility of refugee policy (Hovil, 2018). Despite the attractiveness of Uganda to refugees, they face a number of unique psychosocial challenges including crowding in settlements, trauma of forced migration, and acculturation among others.
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    Testing turnover intentions and organizational justice on servant leadership: a validation of the servant leadership survey scale in sub-Saharan Africa
    (Emerald, 2025-03-04) Nantamu, Simon; Grazi, Adele; Cromie, Sam
    Purpose Servant leadership, a form of holistic leadership, has been primarily explored in Western cultures. Consequently, there is a lack of understanding on whether servant leadership style is transferable to other cultures, posing a scientific but also ethical challenge in the leadership literature. The purpose of this study is to validate a servant leadership scale (Van Dierendonck and Nuijten, 2011) in the sub-Saharan region (specifically in Uganda) in the health care context. Furthermore, with the aim of improving quality of patient care, it explores the impact servant leadership has on organizational justice and employees’ turnover intentions. Design/methodology/approach The cross-sectional study gathered data from 13 public Regional Referral Hospitals in Uganda. After ethical approval, self-administered surveys were distributed in the 13 survey locations. The survey used standardized scales to measure servant leadership, organizational justice and employee turnover intentions. A total of 355 respondents completed the survey. Findings Results of the confirmatory factor analysis supported six of the eight factors of the servant leadership scale. Furthermore, regression analysis showed a significant relation between servant leadership and organizational justice (r = 0.678; p < 0.01) and a negative relation between servant leadership and employee turnover intentions (r = −0.139; p < 0.01). Originality/value This study brings an important contribution to the functionality of the servant leadership scale in a non-Western context. It also provides insight into the positive impact servant leadership style can have on health workers and patient care.