Communication as a Strategic Pivot in Managing Higher Education Institutions in Uganda: A Scoping Review

Abstract

Introduction: Communication is increasingly recognised as a crucial lever for organisational effectiveness and leadership in higher education institutions (HEIs). In Uganda, public and private universities face persistent challenges, including low organisational effectiveness, weak ICT capacity, governance problems, and stakeholder dissatisfaction, many of which are closely tied to communication practices. The purpose of this scoping review was to synthesise peer-reviewed evidence on how communication underpins the modern management of HEIs in Uganda, focusing on organisational effectiveness, leadership, ICT use, organisational culture, and stakeholder engagement. Methods: A scoping review with narrative synthesis was conducted, drawing on empirical and conceptual studies of Ugandan HEIs and selected international comparative works. Studies were screened for relevance to organisational communication, leadership styles, digital communication, organisational culture, and stakeholder engagement in higher education management. Results: The review identified four main domains: (1) communication and organisational effectiveness; (2) leadership styles and organisational communication; (3) digital communication and ICT-enabled management; and (4) communication, organisational culture, and stakeholder engagement. Conclusion: Across these domains, effective communication structures, flows, and climates are consistently associated with higher organisational effectiveness, enhanced educational quality, and improved staff and student experiences, while opaque or centralised communication is linked to governance crises and low commitment. Rapid ICT expansion has created new communication channels but is constrained by limited infrastructure and digital skills. Communication emerges as a vital managerial pivot in Ugandan HEIs, mediating the influence of leadership, technology, and organisational culture on institutional performance. Recommendations: The review recommends that HEIs adopt explicit institution-wide communication strategies, invest in robust digital systems and capacity-building, and embed participatory, dialogic communication in governance, decision-making, and quality-assurance processes. Future research should prioritise context-specific empirical studies, longitudinal analyses of communication reforms, and mixedmethod comparative investigations across public and private universities to inform evidence-based communication policies and interventions.