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This study aims at establishing the moderating role of self-efficacy in the relationship between organisational culture (OC) and organisational commitment in the perspective of institutions of higher learning in a developing country.

A cross-sectional design was used to obtain quantitative data from 572 academic staff in eight universities. The sample was selected following a simple random technique. The study data were analysed using SPSS version 23.

The study findings reveal that OC and self-efficacy influence organisational commitment. Further, self-efficacy moderates the relationship between OC and organisational commitment.

Universities should foster a culture that emphasises collaboration, open communication, inclusion, equity and staff development to increase organisational commitment. In order to build academic staff self-efficacy, universities should provide opportunities for training and development, mentoring, coaching, continuous performance evaluation, and regular feedback to stimulate academic staff's desire to remain committed to the institution. University administrators should look beyond traditional skills and competencies when recruiting future academic staff as their personal beliefs are essential to accelerating organisational commitment.

This study extends the current literature in organisational behaviour and provides a comprehensive understanding of the relationship between OC and organisational commitment using the Competing Values Framework. This study was also conducted in a developing country context, which can always lead to different results than studies conducted in developed countries.

The purpose of this study is to examine the extent to which servant leadership behaviour as a non-financial mechanism influences changes in continuance commitment. Research that investigates effects on specific forms of commitment is likely to provide more tailored information, thereby enhancing the quality of resulting decisions.

This study used an explanatory approach to investigate the envisaged linkage between the study variables from a social-psychological perspective.

Findings revealed that servant leadership behaviour significantly influences the variations in continuance commitment.

The data used were sourced from organisations in the health sector. Results were more likely to be limited to organisations dealing in services like healthcare, education, hospitality and business sectors. Also, since the data used were cross sectional, the application of results could be limited by changes in business cycle effects. Nevertheless, the study provides a direction of thought and a platform for a longitudinal study by future researchers.

Organisations have the option of relaying upon servant leadership behaviour as a non-financial mechanism of enhancing continuance commitment. This is likely to relieve the pressure on financial resources, especially for organisations in developing economies that often operate under conditions of economic scarcity.

This work is the first of its kind to describe the effect of servant leadership behaviour on continuance commitment in the health sector within Uganda which is a typical developing economy facing challenges of high attrition rates.