Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 4

Implications of Leadership Subterfuge on Collective Bargaining and Organisational Crisis Management: A Case of Nigeria Public Universities Henry A. Aluko α , Ayodele Aluko σ & Funke Ogunjimi ρ Abstract- This study had as its broad objective to examine the implications of leadership subterfuge on collective bargaining and organizational crisis management in Nigeria public domain, with the public universities focal point of analysis. The study adopted the descriptive research design based on the survey method. The conflict theory propounded by Karl Marx was employed as the theoretical framework of analysis for exploring the nexus between leadership subterfuge, collective bargaining, and organisational crisis. The study made use of primary data sourced through structured questionnaire administered via Google online platform that enabled the researchers to access public university lecturers across Nigeria, in a pandemic era where face-to-face survey is inhibited. Secondary data were sourced from published academic journals, conference papers, newspaper articles, and other relevant materials on the internet. Data obtained from the survey were analysed and presented in frequency distribution tables with their corresponding percentages. Findings revealed that there is a significant relationship between leadership subterfuge, collective bargaining, and organisational crisis management in Nigeria public universities; those memorandums of understanding are reached and signed regarding conditions of employment and the better functioning of the university system, but government renege in keeping to the agreements. The study recommended amongst others, that the Legislature should device effective instrument that would ensure management is compelled to recognize employees and their Union(s) in collective bargaining, and to see that the act of non- compliance is handled as a criminal offence. The study summed up that if proactively and properly applied, collective bargaining can serve as the quintessential instrument for managing crisis in the organisation, to enhance harmonious industrial relations and service delivery. Keywords: leadership styles, leadership subterfuge, collective bargaining, organisational crisis. Author α : Department of Hospitality Management, Mont Rose College, Mont Rose House, 412-416 Eastern Avenue, Ilford IG2 6NQ. e-mail: henry@henryaluko.com Author σ : PhD, School of Business, London School of Commerce, Chaucer House, White Hart Yard, SE1 1NX. Author ρ : DBA/MSc Department of Hospitality Management, Mont Rose College, Mont Rose House, 412-416 Eastern Avenue, Ilford IG2 6NQ. I. I ntroduction rganisational crisis has become almost routine in contemporary times, occurring on a scale not previously encountered, and it is obvious that the rising organisational crisis as well as its management has the centrality of leadership. It is argued that the nature of leadership in Nigeria public sector is prone to organisational crisis not properly managed (Daniel, 2019). Mohammed and Shittu (2020) emphasize that leadership is an essential element in any organisation; but that leadership in Nigeria is camouflaged and undermined of its significance as ‘the process of inspiring and carrying other individuals along, to gain their support and cooperation at achieving common goals’. This has raised research interest regarding the nexus between leadership subterfuge, collective bargaining, and organisational crisis management, especially in the organisational context of public universities replete with industrial conflicts (Danjuma, 2021). On the 9th of March 2020, the Academic Staff Union of Universities (ASUU) in Nigeria embarked on an indefinite strike over government’s failure to address outstanding issues in their memorandum of understanding (William, 2020). This led to a complete breakdown in academic activities for the country’s major institutions of higher learning; described as a grave organisational crisis owing to the psychological, emotional, and material impacts exerted on students, teachers, parents, and the general society. The crisis was exacerbated by the surge in the COVID pandemic as Nigeria public schools lacked functional mechanisms for online learning (Azubuike, Adegboye and Quadri, 2021). Though the strike was suspended after 9 months following agreements reached between government and ASUU on December 22, 2020, with the signing of a new memorandum of understanding; nonetheless, most of the universities lost the 2020 academic section. Moreover, the crisis seems unabated till date, with incessant warnings from ASUU of imminent strike actions (Danjuma, 2021). Nicholas (2018) expose O 1 Global Journal of Management and Business Research Volume XXII Issue IV Version I Year 2022 ( ) A © 2022 Global Journals