Abstract
Motivation / Purpose of the paper:
This study investigates the challenges of authentic leadership within the Nigerian oil industry, a context characterised by socio-economic complexities, organisational tensions, and a challenging governance landscape. The paper seeks to explore how leaders reconcile their authentic values with organisational realities and the expectations of followers, providing insights into leadership effectiveness in a volatile environment.
Design/ Methodology/Approach:
The paper adopts a qualitative research design, employing in depth interviews with 15 authentic leaders operating in Nigeria’s oil sector. These leaders, representing diverse organisational roles, were selected to provide insights into how they steer the complexities of authentic leadership. Data was analysed using thematic analysis to uncover recurring challenges and coping strategies. A cross sectional analysis further enriches the study by contextualising these challenges within the specific socio-political and economic environment of Nigeria.
Main Findings:
The findings of the study reveal that leaders struggle to balance individual needs with organisational goals, particularly when follower expectations conflict with the broader mission. Managing the tension between vulnerability and strength emerges as a key leadership dilemma, as leaders must project confidence while remaining emotionally attuned to their followers' needs. Furthermore, managing the tension between leadership and organisational deceit proves to be a recurring challenge, particularly when leaders face systemic misaligned corporate agendas.
Research limitations/ Implications (if applicable):
The study focuses on single industry, and future research could explore the transferability of these challenges to other developing economies or industries.
Originality/value of paper:
This paper unpacks the challenges of authentic leadership in the context of the Nigerian oil industry, a sector rarely explored within leadership research. By focusing on a developing economy, the study sheds light on the paradoxes leaders faces when striving to uphold authenticity in environments that often require strategic compromise. The findings provide a nuanced understanding of how authentic leadership can be both a strength and a vulnerability in such high-stakes industries, offering practical implications for leadership development in similar contexts.
This study investigates the challenges of authentic leadership within the Nigerian oil industry, a context characterised by socio-economic complexities, organisational tensions, and a challenging governance landscape. The paper seeks to explore how leaders reconcile their authentic values with organisational realities and the expectations of followers, providing insights into leadership effectiveness in a volatile environment.
Design/ Methodology/Approach:
The paper adopts a qualitative research design, employing in depth interviews with 15 authentic leaders operating in Nigeria’s oil sector. These leaders, representing diverse organisational roles, were selected to provide insights into how they steer the complexities of authentic leadership. Data was analysed using thematic analysis to uncover recurring challenges and coping strategies. A cross sectional analysis further enriches the study by contextualising these challenges within the specific socio-political and economic environment of Nigeria.
Main Findings:
The findings of the study reveal that leaders struggle to balance individual needs with organisational goals, particularly when follower expectations conflict with the broader mission. Managing the tension between vulnerability and strength emerges as a key leadership dilemma, as leaders must project confidence while remaining emotionally attuned to their followers' needs. Furthermore, managing the tension between leadership and organisational deceit proves to be a recurring challenge, particularly when leaders face systemic misaligned corporate agendas.
Research limitations/ Implications (if applicable):
The study focuses on single industry, and future research could explore the transferability of these challenges to other developing economies or industries.
Originality/value of paper:
This paper unpacks the challenges of authentic leadership in the context of the Nigerian oil industry, a sector rarely explored within leadership research. By focusing on a developing economy, the study sheds light on the paradoxes leaders faces when striving to uphold authenticity in environments that often require strategic compromise. The findings provide a nuanced understanding of how authentic leadership can be both a strength and a vulnerability in such high-stakes industries, offering practical implications for leadership development in similar contexts.
| Original language | English |
|---|---|
| Title of host publication | 9th Annual Centre for African Research on Enterprise and Economic Development (CAREED) Conference |
| Publication status | Accepted/In press - 12 Apr 2025 |
| Event | 9th Annual Conference of the Centre for African Research on Enterprise and Economic Development - UWS Paisley Campus and online, Paisley, United Kingdom Duration: 26 Jun 2025 → 27 Jun 2025 https://www.linkedin.com/company/centre-for-african-research-in-enterprise-and-economic-development-careed |
Conference
| Conference | 9th Annual Conference of the Centre for African Research on Enterprise and Economic Development |
|---|---|
| Abbreviated title | CAREED 2025 |
| Country/Territory | United Kingdom |
| City | Paisley |
| Period | 26/06/25 → 27/06/25 |
| Internet address |