This study investigated the leader behaviors of vice chancellors as perceived by their management teams in newly established private universities in the East Africa Community, a Charter of three States consisting of Kenya, Tanzania, and Uganda. This study compared the leader behaviors of the surveyed vice chancellors with distinct samples of university presidents in the United States.
Reddin's (1971) 3-Dimension Theory provided the theoretical model for analysis. Reddin defined leadership as three dimensional, consisting of the Relationship Orientation, Task Orientation, and Effectiveness. Hersey & Blanchard's (1972) Life Cycle Theory defined leader behavior as a curvilinear relationship between Tasks, Relationships, and Maturity.
The leadership phenomenon has been extensively researched (Bass, 1990; Bennis, 1989; Covey, 1991; Domatob, 1998; Kouzes & Posner, 1995; Ngara, 1995; Northouse, 2001; Ramsden, 1998; Stogdill, 1963; Wohlgemuth, 1998). Most of these researchers contend that the success of an institution is largely dependent on the quality of top leadership.
This study utilized a survey methodology to collect quantitative data. The LBDQ-Real, Form XII provided quantitative information on a cross-sectional survey. The LBDQ consists of 100-behavioral items and has been widely used as a research device and thus was considered a reliable, valid, and legitimate instrument to describe accurately and meaningfully the leadership characteristics and attributes of top leaders in private universities in East Africa. Six supplementary questions were also used to solicit additional views and perspectives from the management teams.
A convenience sample was used to identify the six private institutions and informants for study. The surveyed institutions were Hebert Kairuki University, Nkumba University, St. Augustine University, Uganda Martyrs University, Hekima College, and Tangaza College. A total of 33 respondents provided usable data to answer the research questions.
Results showed that the vice chancellors exhibit leader behaviors perceived to be highly favorable on the dimensions of Representation, Structuring, Integration, Persuasiveness, and Role Assumption. Comparative data indicated that leaders in private universities in East Africa exhibit leader behaviors similar to those of university presidents in the United States on most behavioral dimensions except on the dimensions of Tolerance of Uncertainty, Superior Orientation, Consideration, and Tolerance of Freedom.
These findings may not be generalizable and were based on a small sample. More research is needed, including correlational studies and random sampling methods to be able to understand the complex phenomenon of institutional leadership of private universities in East Africa.
