Promotion of Shared Leadership in Technical Institutes in Uganda: Case of Eastern Uganda

This article investigates the current state and practices of shared leadership within Public Technical Institutes in Eastern Uganda. Drawing on qualitative data, the study explores the perceived adoption of shared leadership, the variations in its implementation, and the role of instructor collaboration. The study employed purposive sampling for Principals and convenient sampling for instructors and Heads of Department. Data was collected using semi-structured interviews, participant observations and document analysis for purposes of triangulation and credibility. Findings reveal a growing, albeit inconsistently applied, recognition of shared leadership, influenced by global educational trends and local pragmatic needs. While collaboration among instructors is evident, the transition from traditional hierarchical structures to genuinely shared leadership models faces significant challenges, including deeply ingrained cultural norms, limited instructor involvement, and implementation inconsistencies. The study underscores the critical importance of fostering a more inclusive and collaborative leadership environment to enhance instructor effectiveness and the overall quality of technical education in Uganda