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

followers and to the general public, in such a way that leadership takes into cognizance the pulse of the people in inspiring and influencing people to gain their support and cooperation towards common purpose (Kabashiki, 2014). According to Rost (1991) cited in University of Cambridge Institute for Sustainability Leadership (2017:4), leadership is an influence relationship among leaders and collaborators who intend significant changes that continuously reflect their mutual purposes. Kouzes and Posner (1991) cited in Porter and Mclaughtain (2016) also describe leadership as the art of mobilizing others to want to struggle for shared aspirations. Aibieyi (2014) conceptualized leadership as a ‘cooperative followership’, such that those been led are the ones who actually give meaning to leadership, just as university lecturers are inspired as employees to corporate towards delivering the goals of higher learning and further education. Going by these definitions, it can be deduced that there are key variables that forms leadership, such as: common goal, mutual purpose, followership, influence-relationship, cooperation, desired change, support, and collaboration. No wonder the notion of leadership is widely held as the process of inspiring and carrying other individuals along, to gain their support and cooperation at achieving common goals (Mohammed and Shittu, 2020). In a similar vein, Senge et al.(1999) cited in University of Cambridge Institute for Sustainability Leadership (2017:5) defined leadership as “the capacity of a human community to share its future, and specifically to sustain the significant processes of change required to do so”. Notwithstanding that the concept of leadership pigeonhole any straightjacket definition, most of the views explicitly or implicitly reflect the approach or leadership tenets adopted by a leader, as underscored hereunder: i. Approaches to Leadership Each approach to leadership depends on how leaders use their positions of authority to influence, direct, motivate or control followers. Mohammed and Shittu (2020) aver that the leadership approach could be relationship-oriented with the leader focusing more on the relationships amongst organisational groups, ensuring the method he/she adopts fit the talents, maturity, and abilities of the followers. And on the other hand, the approach can be task-oriented, to the extent that the leader begins to use/control employees as mere machines; and as such, the humanistic aspect of leadership will be lacking; and in some cases, the leader can go to any length to ensure that tasks are performed to fulfill certain goals. Participative Leadership: This involves a very open and collegial style of leading subordinates or a team in an organisation, also referred to as democratic leadership, where members of the group partake more in decision- making. Alquatawenah (2018) aver that participative leader consult employees, ask for suggestions, and consider employee opinions. Hence, participative leadership approach is people-centered and as Sagnak (2016) rightfully noted, the leadership believes in collaborative relationship and trust in what the followers/employees can bring to the table. The leader therefore acts on the trust by actually assigning meaningful task and giving them the opportunity to express their ingenuity in delivering their job/tasks. Transformational-Transactional Leadership: James MacGregor Burns in his 1978 descriptive research on political leaders established two concepts: "transforming leadership" and "transactional leadership", wherein he introduced the terms that are now been applied in modern management practices and organisational psychology (Krejan and Shbazi (2019). Burns aver that the transformational approach to leadership creates valuable and positive change in individuals and social systems. A transformational leader motivates subordinates to carry out their duties wholeheartedly, far and above expectations by encouraging them to be creative, quick-witted and relentless in pursuing and fulfilling their individual goals and overall organizational goals. Burns descriptive research revealed that unlike transactional leadership approach that is based on the practice of “what you give is what you get”, transformational leadership aims to take the employee to a greater height of development, to the extent that he/she begins to manifest all-round positivity, hence the leader reforms views and values, and changes expectations and aspirations of employees. While a transactional leader uses rule enforcement, corporeal punishment, fines vis-à-vis rewards, praises, promises and other economic exchanges to spur desired work rate or performance; but transformational leaders rather enhance the motivation, morale, and performance of followers by building strong leadership-followership- organisation bond (Khan, Nawaz and Khan, 2016). Thus, a transformational leader connects followers sense of identities and character to the mission and the collective identity of the organisation; the transforming leader serve as a role model upon whom the followers look up to and get inspired; further challenging the followers to own their work zealously, and by being thoughtful towards the strengths and weaknesses of followers a transforming leader effectively aligns followers with tasks that optimize their performance (Korejan and Shahba-zi, 2019). Authentic Leadership: Is one of most modern approaches to leadership, whereby leaders demonstrate high integrity, good morals and ethical character guided by sound morals. Labrecque (2021) clearly notes that authentic leaders manifest greater discipline and commitment to not only their personal development and growth, but moreso of the followers. Implications of Leadership Subterfuge on Collective Bargaining and Organisational Crisis Management: A Case of Nigeria Public Universities 3 Global Journal of Management and Business Research Volume XXII Issue IV Version I Year 2022 ( ) A © 2022 Global Journals