Institutional Barriers to Implementing Participatory and Transformational Leadership in Colleges of Education
DOI:
https://doi.org/10.64321/jcr.v2i3.38Keywords:
Barriers, Colleges, Institutional, Leadership, Praticipatory, Transformational, South-West, NigeriaAbstract
This study investigated the impact of institutional barriers on the implementation of participatory and transformational leadership styles in Colleges of Education in Nigeria, with a focus on leadership effectiveness and stakeholder engagement. Guided by two research questions and two hypotheses, the study employed a descriptive survey design. A structured questionnaire with 27 items across three sections was administered to staff members in both government and private Colleges of Education in South-West Nigeria. The data collected were analyzed using descriptive statistics and the chi-square test of independence.
Findings revealed that while staff generally perceived leadership practices to be inclusive and transformational in nature, several institutional barriers, such as bureaucratic delays, centralization of authority, and poor communication were moderately acknowledged. However, the chi-square analyses showed no statistically significant relationship between institutional factors and the implementation of leadership styles, nor between institutional barriers and leadership effectiveness. This implies that leadership outcomes are more strongly influenced by individual competencies than by structural conditions.
The study concluded that although institutional challenges exist, they do not significantly hinder leadership implementation and stakeholder engagement in Colleges of Education. It recommends improved leadership training, policy reform, and inclusive decision-making structures to enhance leadership effectiveness. Suggestions were also made for future research to expand on contextual and longitudinal aspects of leadership practices in Nigerian higher education.
References
Adepoju, O. A. (2025). Leadership Practices in Educational Institutions. Lagos: Fountain Press.
Adepoju, O. J. (2025). Educational Leadership and Management as Catalyst for Academic Excellence in South West Nigeria's Colleges of Education. GAS Journal of Education and Literature (GASJEL), 2(2), 96-105.
Adepoju, T. L., & Oyewole, B. K. (2022). Challenges of Educational Leadership in Nigerian Colleges of Education. Nigerian Journal of Educational Management, 20(1), 44-56.
Bass, B. M. (1985). Leadership and Performance Beyond Expectations. New York: Free Press.
Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Bush, T., & Glover, D. (2014). School Leadership Models: What Do We Know? School Leadership & Management, 34(5), 553–571.
Ekundayo, H. T., & Adedokun, M. O. (2009). The Unresolved Issues in the Administration of Tertiary Education in Nigeria. Journal of Education and Leadership Development, 1(1), 35–41.
Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of Aggressive Behavior in Experimentally Created Social Climates. The Journal of Social Psychology, 10(2), 271–299.
Leithwood, K., & Jantzi, D. (2005). Transformational Leadership. In B. Davies (Ed.), The Essentials of School Leadership (pp. 31–43). London: Paul Chapman.
Marks, H. M., & Printy, S. M. (2003). Principal Leadership and School Performance: An Integration of Transformational and Instructional Leadership. Educational Administration Quarterly, 39(3), 370–397.
Ololube, N. P. (2013). Educational Management, Planning and Supervision: Model for Effective Implementation. Owerri: Global Academy Publishers.
Oduro, G. K. T. (2004). Distributed Leadership in Schools: What English Heads Say about the Pull and Push Factors. NFER Research Papers, University of Reading.
Somech, A. (2005). Directive versus participative leadership: Two complementary approaches to managing school effectiveness. Educational Administration Quarterly, 41(5), 777–800.
Somech, A. (2005). Participative decision-making and organizational citizenship behavior: The mediating effect of organizational commitment. Administrative Science Quarterly, 50(3), 350–379.
Vroom, V. H., & Yetton, P. W. (1973). Leadership and Decision-Making. Pittsburgh: University of Pittsburgh Press.
Yukl, G. (2013). Leadership in Organizations (8th ed.). Upper Saddle River, NJ: Pearson Education.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 SettingsAdepoju Oladehinde Joseph
This work is licensed under a Creative Commons Attribution 4.0 International License.
