Leadership behaviour, distributive justice, procedural justice and counterproductive work place behaviour in the Uganda Police Force: A case study of Kampala Extra Region

Abstract

The Uganda Police Force was characterised by high rate of corruption, alcohol use and other forms of indiscipline. Unfairness of the leaders in handling formal procedures was suspected to be a contributory factor. The study examined the relationship between leadership behaviour, distributive justice, procedural justice and counterproductive workplace behaviour in the Uganda Police Force. Cross sectional survey design was used to clarify on the subject. Quantitative design was used to determine the frequencies and predominance of issues under study. The key finding was a positive relationship between Leadership Behaviour and Procedural Justice. However, acts of Counterproductive Workplace Behaviour still exist among the subordinates. The subordinate police officers appreciated the ability of their leaders in ensuring that procedural justices in determination of distribution of outcomes are a point of reference. The existence of Procedural Justice such as following procedure for selection for promotion, allocation of accommodation and further training led to fair distribution of those outcomes. The respondents were aware of the policies in place to determine the distribution of outcomes in the Uganda Police Force. The study recommends that the elements of leadership behaviour like active management by exception should be practiced by the middle level managers for potential deviations from rules and standards by the subordinates and take corrective actions.