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This study examines the impact of leadership behaviour on employee engagement in Nigerian universities using conflict as a moderating variable. It uses the quantitative method and a survey by questionnaire to collect perceptual data from a sample of 406 employees. Factor analyses reduce the study variables and generate eight empirical constructs: (1) Leadership behaviourTransactional, Managerial, Collegiate and Laissez-faire; (2) ConflictInterpersonal enmities and Career frustration; and (3) Employee EngagementMotivation and Satisfaction. Regression and path analyses reveal several direct and indirect relationships amongst the factor dimensions. All the leadership behaviours exercise direct impacts on the engagement categories, but with conflict as a moderator, the effects were watered down to nought. Sub-samples mean difference test results were not significant. Prior research has identified the positive impact of leadership behaviour on employee engagement but the attrition effect arising from conflict as a moderator variable was yet to receive significant attention.

Investigating the Impact of Leadership Behaviour on Conflict and Employee Engagement in Nigerian Universities