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After the Pandemic: This is the Time to Get In Front;
Sustainable Leadership Competencies for Sustainable
Performance in Nigerian Tertiary Institutions
AHMED ALIYU PALLADAN
Introduction
Sustainable development is one of the challenging issues across the globe with
diverse stakeholders such as government, publics, and nongovernment
organizations are forcing businesses to perform sustainably
 Sustainable leadership stresses creation of the present and future profits for
an organization, in addition to enhancing the quality of life for all stakeholders
(McCann & Holt, 2010).
Furthermore, sustainable leaders focus on capacity building, sustainable
change and long-term results (Hallinger & Suriyankietkaew, 2018).
Introduction
 Organizational sustainable performance is achieve when the business remains
true to its purpose and values over time while navigating the changing business
landscape in a proactive and agile way
 COVID-19 has already disrupted the way many businesses across the world
operate and force them to go remote; offices have shuttered, and commuting has
been put on pause. These shifts are proving effective in slowing the spread of the
virus (World Economic Forum, 2020)
 Leaders have had to rise to the challenge of guiding their people through these
changes, and many are now settling into this new way of operating.
 Leaders need to think about now is their role in avoiding the 'bounce-back'
effect of pollution spiking again after this crisis.
THE PROPOSE MODEL
SUSTAINABILITY LEADERSHIP
COMPETENCIES
Result Driven
Environmental
Consciousness
Change Agent
Ethical Orientation
Visionary
Thinking
SUSTAINABLE
PERFORMANCE
MEASUREMENT OF CONSTRUCTS
Sustainability leadership competencies which has five dimensions,
were measured using 23 items adapted from Bahavioural (2015)
and House (2000).
For sustainable tertiary institutions, the variable were measured
using 8 items adapted from Litten (2005)
MATERIAL AND METHODS
AREA OF THE STUDY: The Research is carried out in selected tertiary
institutions in North-eastern Nigeria.
STUDY SAMPLE: The study sample comprise of 153 academic staffs from three
selected tertiary institutions located in north-eastern Nigeria
METHOD FOR DATA ANALYIS: SPSS 27 was used to analysed the data
RESULTS
t Sig.
Std. Error Beta
1 RESULT DRIVEN .127 .532 7.023 .000
2. ENVIRONMENTAL
CONSCIOUSNESS
.103 -.061 -.657 .512
3 CHANGE AGENT .125 .289 3.069 .003
4 ETHICALLY ORIENTED .133 -.191 -2.784 .006
5 VISIONERY THINKIMG .108 -.018 -.238 .812
MODEL FIT
Model R R Square Adjusted R Square
Sustainable
Institutional
Performance
.674a .454 .433
MODEL FIT (Cont.)
From the Model summary, the R2 of 0.454 which is greater than 0.3
means significant. This indicates that 45.5% of sustainable leadership
factors has significance effect on sustainable performance in tertiary in
Nigerian institutions
CONCLUSION
Sustainable Leadership
Competencies explains
45.5% of HEIs Sustainable
Performance
Environmental Conciseness and
Visionary Thinking Posits Negative
Findings with 0.512 and 0.812
Respectively
Coefficient P Values revealed
that Result Driven factor is has
the highest impact on
sustainable performance with
0.000
THANK YOUR
FOR LISTENING

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After the Pandemic: This is the Time to Get In Front; Sustainable Leadership Competencies for Sustainable Performance in Nigerian Tertiary Institutions

  • 1. After the Pandemic: This is the Time to Get In Front; Sustainable Leadership Competencies for Sustainable Performance in Nigerian Tertiary Institutions AHMED ALIYU PALLADAN
  • 2. Introduction Sustainable development is one of the challenging issues across the globe with diverse stakeholders such as government, publics, and nongovernment organizations are forcing businesses to perform sustainably  Sustainable leadership stresses creation of the present and future profits for an organization, in addition to enhancing the quality of life for all stakeholders (McCann & Holt, 2010). Furthermore, sustainable leaders focus on capacity building, sustainable change and long-term results (Hallinger & Suriyankietkaew, 2018).
  • 3. Introduction  Organizational sustainable performance is achieve when the business remains true to its purpose and values over time while navigating the changing business landscape in a proactive and agile way  COVID-19 has already disrupted the way many businesses across the world operate and force them to go remote; offices have shuttered, and commuting has been put on pause. These shifts are proving effective in slowing the spread of the virus (World Economic Forum, 2020)  Leaders have had to rise to the challenge of guiding their people through these changes, and many are now settling into this new way of operating.  Leaders need to think about now is their role in avoiding the 'bounce-back' effect of pollution spiking again after this crisis.
  • 4. THE PROPOSE MODEL SUSTAINABILITY LEADERSHIP COMPETENCIES Result Driven Environmental Consciousness Change Agent Ethical Orientation Visionary Thinking SUSTAINABLE PERFORMANCE
  • 5. MEASUREMENT OF CONSTRUCTS Sustainability leadership competencies which has five dimensions, were measured using 23 items adapted from Bahavioural (2015) and House (2000). For sustainable tertiary institutions, the variable were measured using 8 items adapted from Litten (2005)
  • 6. MATERIAL AND METHODS AREA OF THE STUDY: The Research is carried out in selected tertiary institutions in North-eastern Nigeria. STUDY SAMPLE: The study sample comprise of 153 academic staffs from three selected tertiary institutions located in north-eastern Nigeria METHOD FOR DATA ANALYIS: SPSS 27 was used to analysed the data
  • 7. RESULTS t Sig. Std. Error Beta 1 RESULT DRIVEN .127 .532 7.023 .000 2. ENVIRONMENTAL CONSCIOUSNESS .103 -.061 -.657 .512 3 CHANGE AGENT .125 .289 3.069 .003 4 ETHICALLY ORIENTED .133 -.191 -2.784 .006 5 VISIONERY THINKIMG .108 -.018 -.238 .812
  • 8. MODEL FIT Model R R Square Adjusted R Square Sustainable Institutional Performance .674a .454 .433
  • 9. MODEL FIT (Cont.) From the Model summary, the R2 of 0.454 which is greater than 0.3 means significant. This indicates that 45.5% of sustainable leadership factors has significance effect on sustainable performance in tertiary in Nigerian institutions
  • 10. CONCLUSION Sustainable Leadership Competencies explains 45.5% of HEIs Sustainable Performance Environmental Conciseness and Visionary Thinking Posits Negative Findings with 0.512 and 0.812 Respectively Coefficient P Values revealed that Result Driven factor is has the highest impact on sustainable performance with 0.000