Leadership and Prosocial Behaviour among Faculty Members in Public Tertiary Institutions

Abstract

This study investigates the effect of leadership (self-sacrificial leadership, ethical leadership, and servant leadership) on prosocial behaviour among faculty members in public tertiary institutions. The study adopted a descriptive survey. The population was 10,895 faculty members. SPSS version 28.0.1 was employed for data screening, while the Pearson correlation coefficient was used for hypothesis testing. The findings reveal that self-sacrificial leadership exhibits a positive and statistically significant correlation with prosocial behaviour among employees. This suggests that leaders who prioritize the needs and interests of others over personal gain are more likely to inspire acts of cooperation, altruism, and voluntary assistance within the workplace. Also, the results of this study indicate that servant leadership exhibits a positive and statistically significant correlation with prosocial behaviour among employees. This suggests that leaders who prioritize the growth, well-being, and needs of their followers are more likely to inspire acts of altruism, cooperation, and voluntary assistance within the workplace. The study concludes that leadership styles that emphasise selflessness, service, and the prioritization of collective interests, such as servant and self-sacrificial leadership, are positively and significantly associated with behaviours that promote cooperation, altruism, and mutual support. It is recommended that institutions should organise regular leadership development programmes that emphasize servant and self-sacrificial leadership qualities. This can encourage leaders to prioritise the needs of others, fostering a culture of empathy, support, and cooperation among faculty members.