ADMINISTRATORS’ LEADERSHIP SKILLS AND EMPLOYEES’ JOB ENGAGEMENT IN TERTIARY EDUCATIONAL INSTITUTIONS IN OGUN STATE NIGERIA

Authors

  • Akeem A. Adekunle Department of Educational Management, Faculty of Education, University of Lagos, Akoka-Yaba, Lagos State, Nigeria

DOI:

https://doi.org/10.20319/pijss.2017.33.778791

Keywords:

Administrators’ Leadership Skills, Employees’ Job Engagement, Tertiary Educational Institutions

Abstract

The study examined administrators’ leadership skills and employees’ job engagement in tertiary educational institutions is Ogun State, Nigeria. The study was guided by three research questions. A descriptive survey research design was adopted. Four Hundred and Fifteen employees (academic and non-teaching staff) selected from six out of the 12 public tertiary institutions in Ogun State, Nigeria were sampled, using multi-stage sampling technique. A researcher–designed 30 item 4 point modified Likert rating scale instrument entitled “Administrators Leadership Skills and Employees’ Job Engagement Questionnaire” (ALSEJEQ) was used for data collection. The instrument was subjected to reliability test using the Crombach Alpha method and a value of 0.89 was obtained. Data analysis was statistically done using Multiple Regression Analysis. Findings revealed that, though low, the overall model of the three administrators’ leadership skills indicators significantly predicted employees’ job engagement in tertiary educational institutions in Ogun State (F(3, 411) = 47.195, p < 0.05) ; that, though low, the overall model of the  administrators’ leadership skills indicators significantly predicted employees’ job engagement in tertiary educational institutions in Ogun State (F(3, 411) = 47.195, p < 0.05); and that although, administrators’ analytical skills significantly contributed to the model, the contribution was negative β = -.284, t (411) = -3.028, p < 0.05. The administrators’ conceptual skills did not significantly contribute to the model β = -.048, t (411) = -.496, p = .620. It was therefore recommended among others that appointment of Administrators of tertiary educational institutions should be hinged on evidence of haven undergone training at the National Institute for Educational Planning and Administration (NIEPA, Nigeria), and that serving institutional Administrators should as a matter of policy be required to engage in Mandatory Continuing Professional Education.

References

Abama, E. A., Oladipo, S.A.. & Gyang, T.S. (2016). Leadership in education: Principles and Practice. Jos: Satographic Press Limited.

Abdulkareem, A. Y. (2016). Educational planning and administration for integrity, accountability and development. Journal of Educational Planning and Administration, 1 (2), 1-10.

Adeyemo, B., Folajin, T., Sotannnde R. A. & Adekunle, A.A. (2012). Essentials of educational management. Abeokuta: Good Publishers.

Batista-Taran, L.C., Shuck, M.B, Guttierrez, C.C. & Baralt, S. (2009). The role of leadership styles in employee engagement. In M.S. Plakhotnik, S.M. Nielsen & D.M. Pane (Ed.s). Retrieved from: http//coeweb.fiviedu/research_conference/

Ejiogu, A. & Ognor, B. (2016). Fundamental of educational management. Lagos: Foremost Education Services Limited.

Failte Ireland (2013). Personal leadership effectiveness: Leadership skills. Retrieved from:www.failte Ireland.ie.

Federal Republic of Nigeria (2013). National policy on education. Abuja: NERDC

Hoppey, D. & McLeskey, J. (2013). A case study of principal leadershipin an effective inclusive school. Journal of Special Education, 46(4), 245-256. https://doi.org/10.1177/0022466910390507

Institute for Employment Studies (2014). Measuring employee engagement and interpreting survey results. Brington: Author.

NHS Employers (2013). The staff engagement toolkit. London UK. : NHS employers.

Northouse, P.G. (2004). Leadership: Theory and Practice .Thousand Daks, Calif. Sage Publishers.

Northouse, P.G. (2014). Leadership: Theory and Practice. London: Sage Publications

Onyene, V. E.,Oladipo, S. A. & Enueme, P. U. (2011). Introduction to Management. Lagos: Macmillan Publishers.

Raiser, R.B, Hogan, R. & Craig, S.B. (2008). Leadership and the fate of organizations. American Psychologist, 63, 96-110. https://doi.org/10.1037/0003-066X.63.2.96

Ross, J. A. & Gray, P. (2006). Transformational leadership and teacher commitment to organisational values: The mediating effects of collective teacher efficacy. School Effectiveness and School Improvement, 17 (2), 179-199. https://doi.org/10.1080/09243450600565795

Roth, T. (2004). Employee engagement: The leader’s role. Retrieved from: www.willsonlearning.com/documents/misc/.

Schanfeli, W.R., Salanova, M., Gonzalez-Roma, N. & Bakker, A.R. (2002). The measurement of engagement and burmout: A two sample confirmatory factor analytic approach. Journal of Happiness, 3,71-92. https://doi.org/10.1023/A:1015630930326

Downloads

Published

2017-12-20

How to Cite

Adekunle, A. A. (2017). ADMINISTRATORS’ LEADERSHIP SKILLS AND EMPLOYEES’ JOB ENGAGEMENT IN TERTIARY EDUCATIONAL INSTITUTIONS IN OGUN STATE NIGERIA. PEOPLE: International Journal of Social Sciences, 3(3), 778–791. https://doi.org/10.20319/pijss.2017.33.778791