EVALUATING THE PREDICTIVE POWER OF COLLABORATIVE LEADERSHIP PRACTICES ON INSTITUTIONAL CHANGE MANAGEMENT IN DELTA STATEOWNED UNIVERSITIES: A CORRELATIONAL STUDY

Abstract

This study investigated the role of collaborative leadership practices in predicting the success
of institutional change management in Delta State-owned universities. With higher education
institutions facing increasing pressure to adapt to evolving academic, social, and
technological challenges, effective leadership is crucial for successful organizational
transformation. This research utilized a correlational design to examine the relationship
between collaborative leadership practicesencompassing communication, participative
decision-making, and mutual support, and the effectiveness of institutional change initiatives.
Data were collected through self-administered questionnaires from 280 participants,
including academic and administrative staff, using a stratified random sampling method. The
results indicated that collaborative leadership practices explained 49.00% of the variance in
institutional change management, with an increase of 0.135 units for every unit rise in
leadership practices. The study found that communication, participative decision-making, and
mutual support significantly predict the success of institutional change management,
emphasizing the importance of inclusive and transparent leadership in universities. Based on
these findings, the study recommended among others that university administrators prioritize
the development of collaborative leadership skills, create platforms for shared decisionmaking, and foster a collaborative culture within the institution. The study contributed to the
growing body of knowledge on leadership in higher education and provided valuable insights
for enhancing institutional change management in Nigerian universities.