The Influence of Organisational Culture on Leadership Style in Higher Education Institutions

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.
Design/methodology/approach – Using a qualitative approach, 40 interviews were conducted with senior academics and non-teaching staff working in Nigerian universities.

Findings – The findings reveal hierarchical, patriarchal, servile, and interdependent values as
the underlying characteristics of organisation culture, shaping the choice of leadership styles in the management of Nigerian universities. As a result, it emerged from the study that positional, formalised exchanges, paternalism, relational approach, and gendered reactions to leadership were typically adopted in university administration in this context.

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.