This paper examines how monitoring institutions affect leadership quality in Uganda's community organizations.
The Model: Groups face a trade-off between leader ability and effort. If monitoring is low, leaders may underperform; if it's too high, better candidates might avoid running.
Key Findings from Ugandan Farmer Associations: Analysis of original data reveals an inverted U-shaped relationship: moderate monitoring increases public good value most significantly, while excessive or insufficient monitoring reduces it.
Implications for Research & Policy: The results show that recommendations to simply increase monitoring in low-income countries might have unintended consequences. Finding the right balance is crucial for improving community leadership and governance effectiveness.
