Poverty eradication programmes in Uganda have been designed with the intention of improving livelihoods through inclusive and participatory approaches, yet persistent poverty in rural districts suggests that programme implementation continues to face critical challenges. Existing literature widely emphasises the importance of stakeholder engagement as a driver of successful development outcomes, but there is limited empirical evidence from rural Ugandan contexts on whether such engagement genuinely translates into effective programme delivery. This gap highlights the need to interrogate whether involving stakeholders in planning, monitoring, and implementation actually enhances performance or whether engagement processes remain symbolic and fail to influence outcomes. Anchored on Stakeholder Theory, this study examined the influence of stakeholder engagement on the implementation of poverty eradication programmes in Rukungiri District. A correlational research design and quantitative approach were adopted, with a target population of 331 leaders directly engaged in programme activities. From this, a sample of 181 respondents was selected using stratified, proportionate, simple random, and purposive sampling methods. Data were collected through structured questionnaires on a five-point Likert scale, with pilot testing undertaken to ensure validity and reliability. Analysis using descriptive statistics and simple linear regression revealed that the relationship between stakeholder engagement and programme implementation was statistically insignificant at the 5% level, confirming that engagement did not significantly affect implementation in Kanungu District. This outcome demonstrates a disconnect between participatory intentions and practical outcomes, underscoring the need for a more robust framework for stakeholder involvement to make meaningful contributions to poverty eradication efforts. For policy, the findings highlight the importance of revisiting stakeholder engagement models to ensure they are not merely consultative but actively integrated into decision-making and resource allocation, thereby enhancing accountability and programme effectiveness. In terms of contribution to knowledge, the study provides empirical evidence from a rural Ugandan setting that challenges the assumed universality of stakeholder engagement benefits, offering fresh insights into the contextual limitations of Stakeholder Theory and expanding the discourse on poverty eradication strategies in developing economies.
Keywords: Strategic Leadership, Stakeholder Engagement, Implementation of Poverty Eradication Programs, Rukungiri District
