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

Table 3: RQ 2: To what extent does the behavioural deception of leaders influence labour relations outcome in Nigeria Public Universities? SN Question SA A U D SD 1 Disruption in academic activities through reoccurring ASUU strikes is a problem of leaders not portraying their true intentions 5(4.0) 15(12.2) 20(16.3) 34(27.7) 49(39.8) 2 Government makes promises it never intended to fulfill and keeps inciting ASUU into signing new memorandum of understanding repeatedly 4(3.3) 8(6.5) 9(7.3) 45(36.6) 57(46.3) 3 Memorandum of understanding are reached and signed regarding conditions of employment and the better functioning of the university system, but government renege on observing the agreements 13(10.6) 18(14.7) 9(7.3) 58(47.1) 25(20.3) 4 Government leaders in Nigeria are respectful in scheming their way through negotiations to make ASUU representatives believe their agenda 23(19.5) 53(44.9) 18(15.2) 14(11.9) 10(8.5) 5 The behavioral deception of leaders to a very large extent influences labour relations outcome negatively in Nigeria public universities 7(5.7) 15(12.2) 34(27.6) 46(37.4) 21(17.1) In the course of our virtual survey, most of the respondents affirmed that disruption of academic activities through reoccur-ring ASUU strikes is a problem of leaders not portraying their true intentions, with only 14.2% of them who refuted and another 16.3% who neither agreed nor disagreed. 82.9% of the respondents as shown in table 3 above averred that govern-ment makes promises it never intended to fulfill and keeps inciting ASUU into signing new memorandum of understanding repeatedly. Findings revealed that memorandum of understanding are reached regarding conditions of employment and the better functioning of the university system, but government renege on observing the agreements. Majority of the respondents avowed that the behavioral deception of leaders to a very large extent influences labour relations outcome negatively in Nigeria public universities. These findings corroborate the secondary data analysed by Danjuma (2021) revealing that the causal factor of the unending organisational crisis in Nigeria public universities is linked to leadership subterfuge as ASUU demonstrate that they would no longer rely on deceits and pledges of the stalled implementation of the December 23, 2020, Memorandum of Association by the federal government. Likewise, Ekene and Samuel (2022) discovered in their study that ASUU and the federal government keeps signing fresh memorandum of understanding almost yearly; but the organisational crisis is still at large, with recent warnings from ASUU of imminent stoppage of academic activities in 2022. Yet, governmental leaders in Nigeria keep scheming their way through negotiations to make ASUU representatives believe their agenda with subterfuge undertones. Table 4: RQ 3: There any relationship between Leadership Subterfuge, Collective Bargaining and Organisational Crisis management in Nigeria Public Universities? SN Question SA A U D SD 1 Abuse of power by governmental leaders in Nigeria exacerbates agitations and confrontations in the employment relationship that greatly instigate organisational crisis 6(5.0) 16(13.6) 32(27.3) 54(45.9) 10(8.2) 2 The stoppage of work due to non-fulfilled collective agreements on workers welfare administration adversely affects commitment and turnover intentions of lecturers 9(7.3) 11(9.3) 25(21.2) 56(47.8) 17(14.4) 3 The consequences of leadership trickery are the ever-reoccurring organisational crisis and its correlates of strike actions frequently witnessed in Nigeria public university 9(7.3) 22(17.9) 33(26.8) 44(35.8) 15(12.2) Implications of Leadership Subterfuge on Collective Bargaining and Organisational Crisis Management: A Case of Nigeria Public Universities 9 Global Journal of Management and Business Research Volume XXII Issue IV Version I Year 2022 ( ) A © 2022 Global Journals

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