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

employment relationship. Conflict theory had depicted that those with power would try to hold on to it by any means possible, and mainly so by suppressing subordinates and the powerless. This has resulted in failure of collective bargaining as a result of hard stance positions, and outright repression of dissenting opinion, culminating into disruptive strike actions that have in most cases, caused socio-economic and political paralysis in the country. Karl Marx theorised that, as the workforce are subjected to worsening conditions, a collective consciousness would raise more awareness about inequality, and this would potentially result in revolt. Avail to say that industrial unions like ASUU are the raised consciousness and legitimate revolt to subterfuge leadership. Conflict theorists recognise such labour unions as legitimate representative organisations which enable groups of employees to influence management decisions (Ekene and Samuel, 2022). The emphasis is that organisational crisis-conflict is inevitable, but what is important is that appropriate steps are taken to address any conflicting or organisational crisis-ridden situation, to which it is relevant to highlight the place of government in organisational crisis management. III. M ethods Taking into cognizance the type of evidence required to answer the research question in a practical way, this study adopted the descriptive research design based on the survey method. By adopting this design, the researcher was able to explore the research questions to reveal the way things are, especially the leadership subterfuge instance where little knowledge about the phenomenon has been put forth through empirical studies.The study made use of both primary and secondary data whereby structured questionnaire were issued to respondents through Google form, an online platform that enabled the study to virtually access public university lecturers across Nigeria in a pandemic era where face-to-face survey is inhibited. Secondary data were sourced from online journal publications, newspaper articles on the internet, CIPD reports, and other institutional and scholarly websites. Data obtained from the survey were presented using frequency distribution tables with their corresponding percentages, while collated data were analyzed using descriptive statistics with the aid of Microsoft Excel. The study was carried in compliance with the ethical standards for integrity, transparency, full information, voluntariness, confidentiality, safety of participants, etc. Hence, the processes and details of the study were open, transparent, and honest, with all participants fully informed of the rationale, approaches, and details of the study and what the study is meant achieve. IV. A nalysis and D iscussion The data analysed and findings discussed herein, is based on the respondents’ demographics and responses to the 12 online questionnaire items structured according to the Likert5-point rating scale, with: SD = representing strongly disagree, D= for disagree, N = for neither agree nor disagree, A = for agree, and SA = for strongly agree; rated on a scale of 1-5 respectively. Only 118, out of the 34,364 Nigeria public university lecturers: 21,914 in Federal and 12,450 in State owned universities (Statista, 2021), responded to the online questionnaire. Perhaps the 0.34% level of response is due to the lately use of online platforms for empirical studies in Nigeria. Table 1: Respondents’ Demographics Characteristics Frequency Percentage (%) GENDER Male 68 57.63 Female 50 42.37 Total 118 100 AGE (In Years) 25 – 35 11 9.32 36 - 45 44 37.29 46 - 55 40 33.89 56 & Above 23 19.50 Total 118 100 MARITAL STATUS Single 25 21.19 Married 47 39.83 Divourced 18 15.25 Widowed 28 23.73 Implications of Leadership Subterfuge on Collective Bargaining and Organisational Crisis Management: A Case of Nigeria Public Universities 7 Global Journal of Management and Business Research Volume XXII Issue IV Version I Year 2022 ( ) A © 2022 Global Journals