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

management for industrial harmony and enhanced service delivery. V. C onclusion There’s no gainsaying the fact that organisational crisis emerging from conflicting employee-employer interests is inevitable in any organisation, particularly in such organisations as Nigeria public universities shrouded in union and government un-ending loggerheads. Effectively, this study has investigated the implications of leadership subterfuge on collective bargaining and organisational crisis management, to conclude that it is not just a necessity, but an indispensable (must-do) activity to ensure that the right environment is created to encourage authentic leadership and enthrone leaders who would keep to their words, and not renege on honoring memorandum of understanding or fulfilling collective bargaining agreements. VI. R ecommendations With emphasis on creating the right environment, we recommend that all stakeholders in the labour relations and collective bargaining processes should endeavor to be transparent and committed to terms of agreement to avoid inclination towards any form of frictions that could further spark organisational crisis. There should be earnest efforts channeled towards spreading and inculcating strong leadership values of consultation, consensus, selflessness, transparency, accountability, and authenticity. Continuous and adequate awareness should be created among the stakeholders in labour relations to keep informing/educating participants of their roles in developing and sustaining a rancor free work environment. To ensure adherence to collective bargaining agreements, the Legislature should come up with an instrument that would en-sure 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 for harmonious industrial relations and the growth of the nation’s economy. We also recommend that all existing relevant laws relating to labour relations should be reviewed, so as to ensure the implementation and enforceability of all collective agreements, without necessarily embarking on strike or litigation for them to be enforced. R eferences R éférences R eferencias 1. Abba, S., Imman, M. and Suleiman, B. (2015). An Appraisal of Nigeria’s Democratic Consolidation and Economic Development: Experiments and Projections. International Journal of Humanities and Social Science Invention, 4(8), 12-23. Retrieved from http://www.ijhssi.org/papers/v4( 8)/Version-2/B0482 012023.pdf 2. Aibieyi, S. (2014). Approaches, Skills and Styles of Leadership in Organizations. Review of Public Administration and Management, 3(5):53-60. 3. Akpan, M. J. D. (2017). Nature of Collective Agreements in Nigeria: A Panoramic Analysis of Inherent Implementation Challenges. Global Journal of Politics and Law Research. 5(6): 19-28. 4. Alqatawenah, A. S. (2018) ‘Transformational Leadership Style and its Relationship with Change Management’ Available at: https://www.research gate.net/publication/324067611_Transformational_l eadership_style_and_its_relationship_with_change_ management Accessed February 2, 2022. 5. Anekwe, R. (2020). Leadership Challenges and Nigeria Development: The Issues and Imperatives. (Online). Available at: https://www.researchgate . net/publication/348836792_Leadership_Challenges _and_Nigeria_Development_The_Issues_and_Imper atives. [Accessed October 12, 2021]. 6. Azubuike, O. B., Adegboye, O. and Quadri, H. (2021) ‘Who gets to learn in a pandemic: Exploring the Digital Divide in Remote Learning During the COVID-19 Pandemic in Nigeria’ Available at: https://www.sciencedirect.com/science/article/pii/S2 666374020300224 Accessed January 30, 2022. 7. Bello, M. F., and Kinge, R. F. (2014). Collective Bargaining as a Strategy for Industrial Conflict Management in Taraba State Public Service. Review of Public Administration and Management. 3(6): 49-63. 8. Chidi, O. C. (2014) ‘Collective Bargaining and Dispute Settlement in the Food, Beverage and Tobacco Industry in Southeast Nigeria’. European Journal of Business and Management. 6(2), 187-198. 9. Belyh, A. (2020) ‘Participative Leadership Guide: Definition, Qualities, Pros & Cons, Examples’ Available at: https://www.cleverism.com/participa tive-leadership-guide/#:~:text=The%20six%20 dim ension%20of%20the,based%20on%20a%20single% 20system Accessed February 2, 2022. 10. Carl, P. (2020) ‘The Four Most Important Skills Leaders Must Have During a Crisis, According to Leadership and Development Experts’ Available at: https://trainingindustry.com/articles/leadership/the- 4-most-important-skills-leaders-must-have-during-a- crisis-according-to-ld-experts/ Accessed February 2, 2022. 11. CIPD (2017) ‘Power Dynamics in Work and Employment Relationships: The Capacity for Employee Influence’ Available at: https://www.cipd . co.uk/Images/power-dynamics-in-work-and-employ ment-relationships_2017-the-capacity-for-employee- Implications of Leadership Subterfuge on Collective Bargaining and Organisational Crisis Management: A Case of Nigeria Public Universities 11 Global Journal of Management and Business Research Volume XXII Issue IV Version I Year 2022 ( ) A © 2022 Global Journals