Distributed Leadership Theory and Power Dynamics in University Governance: A Postcolonial Perspective

Abstract

This research explored the interconnection between distributed leadership and power in the governance of public universities in Uganda from a postcolonial view. Distributed leadership is touted as a collective governance model; however, its implementation in African higher education is limited by institutional and historic inequalities (Ndlovu-Gatsheni, 2020; Nabaho & Turyasingura, 2024). This study used a qualitative multiple case study approach with three public universities in Uganda. Semi-structured interviews and document analysis were used to collect data, which were analysed thematically. It was found that while distributed leadership is institutionalised, its implementation is constrained by centralised power, informal networks and politics (Tian et al., 2016; Nabaho & Turyasingura, 2024). Governance is not equitable and decisions are made by senior administrators. The study findings reveal that distributed leadership takes place within power structures inherited from colonialism. It calls for institutional and cultural changes to enable inclusive governance.