AASCIT - Journal - All Issues

ISSN Print: 2381-1196 ISSN Online: 2381-120X

International Journal of Investment Management and Financial Innovations

The Journal

Manuscript Information

Unlocking Potentials: Transforming Cultures and Improving Results in Nigerian Tertiary Institutions

International Journal of Investment Management and Financial Innovations
Vol.1 , No. 4, Publication Date: Sep. 22, 2015, Page: 89-93

1170 Views Since September 22, 2015, 709 Downloads Since Sep. 22, 2015

Paper in PDF (183K)

Follow on

Authors

[1]	Awosusi Omojola Omowumi, Department of Human Resources Management, Osun State University, Osogbo, Osun State, Nigeria.
[2]	Awolusi Olawumi Dele, Department of Business Administration,Elizade University, Ilara-Mokin, Ondo State, Nigeria.
[3]	Akinsuru Sydney, Department of Business Administration and Marketing, Babcock Business School, BabcockUniversity, Ilishan-Remo, Ogun State, Nigeria.

Abstract

The modern day higher education leader needs to be part of the solution to secure a sustainable future for tertiary Institutions in Nigeria. Ongoing reform in Nigerian tertiary institutions has seen the way these institutions are funded change dramatically, alongside an increasing expectation for them to add to the growth of the nation, has demanded that anyone considered or wanting to be considered an effective higher education leader requires an all-encompassing skills and required cultural transformation. The paper represents an opportunity to receive additional training in line with the demands of tertiary institution’s job. It is imperative in: harness the leadership potential and talent you have across the tertiary Institutions in Nigeria, build shared responsibility within a citadel of learning, demonstrate appropriate behaviour across all levels of tertiary Institutions in Nigeria, develop and empower the leadership capacity of colleagues, seek to contribute to the leadership process, and draw upon their values, strengths and abilities to deliver high standards of service. In short, higher education leaders in Nigeria need to be able to unlock potential transform culture and improve results across both their workforce and students alike.

Keywords

Internationalisation, Cultural Transformation, Unlocking Potentials, Tertiary Institutions, Nigeria

Reference

[01]	Altbach, P., Reisberg, L., &Rumbley, L. (2009). Trends in global higher education, tracking an academic revolution. Boston, Center for International Higher Education, Boston College.
[02]	Akeke, N.I., Akeke, A.R. and Awolusi, O.D. (2015),“The Effect of job satisfaction onorganizational commitment among non-academic staff of tertiary institutions in Ekiti state, Nigeria”, International Journal of Interdisciplinary Research Method, Vol. 2, No. 1, pp.25–39
[03]	Aina, S.A., Awolusi, O.D. and Odunlami, S.A. (2015),“Dynamics of Conflict in Nigerian Educationalsystem: evidence from Nigerian Universities”, International Journal of Energy Policy and Management, Vol. 1, No. 2, pp. 33–42.
[04]	Benell, P., & Pearce, T. (2003). The Internationalisation of Higher Education: Exporting Education to Developing and Transitional Economies.International Journal of Educational Development. 23(2), 215-232.
[05]	Brandenburg, U,& De Wit, H. (2010). The end of internationalization. In Internationalization of Higher Education.Center for International Higher Education, Boston College.
[06]	European Commission (2013), Immigration of International Students to the EU, European Migration Network Study 2012, European Commission.
[07]	Ghasempoor, A., Liaghatdar, M., &Jafari, E. (2011). The Internationalization of Higher Education: An Effective Approach for Iran Higher Education. Higher Education Studies 1 (2).
[08]	Henze, R., Katz, A., Norte, E., Sather, S., & Walker, E. (2001). Leading for diversity: How school leaders promote positive interethnic relations. Educational Practice Report 7. Center for.
[09]	Knight, J. (2008).Higher education in turmoil. The changing world of internationaliosation. Rotterdam, the Netherlands: Sense Publishers.
[10]	Marmolejo, F. (2010). Internationalization of Higher Education: the Good, the Bad, and the Unexpected. The Chronicle of Higher Education. May 17, 2012. Available online at http://chronicle.com/blogs/worldwise/internationalization-of-higher-education-the-good-the-bad-and-the-unexpected/27512.
[11]	OECD, (2004).Internationalisation and Trade in Higher Education: Opportunities and Challenges, Paris.
[12]	OECD (2004), Internationalisation and Trade in Higher Education: Opportunities and Challenges, OECD Publishing.
[13]	OECD (2009), Higher Education to 2030, Volume 2: Globalisation, OECD Publishing.
[14]	OECD (2012), International Migration Outlook 2012, OECD Publishing.
[15]	Onigbinde, I.O. and Awolusi, O.D. (2013),“Computer-Aided Training Schedule and Data ProcessingEffectiveness in the Nigerian private Institutions”, Journal of Manpower Development and Change, Vol. 1, No. 1, pp.1–18.
[16]	World Bank (2007), Cross-Border Tertiary Education: A Way Towards Capacity Development, OECD Publishing.
[17]	Pradeepkumar, A.P., & Behr, F. J. (2009).Globalisation and internationalisation: European and German perspectives on higher education under GATS.Available onlineat ttp://www.scribd.com/doc/17348780/GATS-globalization-and-internationalization-of-education.Retrieved June 02, 2012.
[18]	Sanda, M. and Awolusi, O.D. (2014),“The effects of management use of motivation on workers’ jobcommitment: an empirical investigation of tertiary institutions in South-western, Nigeria”, International Journal of Business Innovation and Research, Vol. 8, No. 6, pp.581–597.
[19]	Some, D. &Khaemba, (2004).Internationalisation of higher education: The African experience and perspective. MOI University Press.
[20]	UNESCO (2009), Global Education Digest 2009, UNESCO Institute for Statistics, Winfrey, A. D. (2009). How teachers perceive their job satisfaction is influenced by their principals’ behaviors and attitudes related to race and gender (Doctoral dissertation). Available from ProQuest Dissertation and Theses database. (UMI No. 3363112).
[21]	Winfrey, A. D. (2011). Unwrapping Tradition: Shifting from Traditional Leadership to Transformative Action. In C. M. Shields (Ed.), Transformative Leadership: A Reader (pp. 114-130). New York, NY: Peter Lang.
[22]	World Economic Forum. (2011). Global talent risk: Seven responses. Retrieved from http://www3.weforum.org/docs/PS_WEF_GlobalTalentRisk_Report_2011.pdf.