The Influence of Organisational Culture on Leadership Style in Higher Education Institutions
Akanji, B., Mordi, C., Ituma, A., Adisa, T. and Ajonbadi, H. 2019. The Influence of Organisational Culture on Leadership Style in Higher Education Institutions. Personnel Review. 49 (3), pp. 709-732. https://doi.org/10.1108/PR-08-2018-0280
|Authors||Akanji, B., Mordi, C., Ituma, A., Adisa, T. and Ajonbadi, H.|
Purpose – This study aims to explore the impact of organisational culture on leadership styles in Nigerian universities. The study utilises cultural dimensions theory (Hofstede’s insights) and the social exchange concept as theoretical lenses to examine the phenomena.
Findings – The findings reveal hierarchical, patriarchal, servile, and interdependent values as
Limitations/implications – The study relies on a small qualitative sample size, which makes the generalisation of findings difficult. However, the study provides a good understanding of cultural hegemony, framing leadership styles different to those of western cultures.
Originality/value – The findings of this study help to bridge the research gap concerning the implications of organisational culture, and its influence on leadership behaviours in the Sub-Saharan African context. Research within this subfield in Africa is rare. Specifically, the study also enriches our understanding of cultural dimensions, informing the leadership methods adopted in higher education institutions.
|Journal citation||49 (3), pp. 709-732|
|Publisher||Emerald Publishing Limited|
|Accepted author manuscript|
File Access Level
|Digital Object Identifier (DOI)||https://doi.org/10.1108/PR-08-2018-0280|
|Web address (URL)||https://doi.org/10.1108/PR-08-2018-0280|
|Online||07 Nov 2019|
|Publication process dates|
|Accepted||04 Aug 2019|
|Deposited||13 Aug 2019|
|Copyright holder||© 2019 Emerald.|
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