Abstract
One of the major criticisms of top management in universities in most African countries is arguably the isolation of both top management team and intellectuals from the real problems and issues of the real world and business of universities. This disconnect, often referred to as the Ivory tower syndrome, has become a source of concern. Based on experience, observations over the years on administrative practices of vice chancellors and an extensive review of the literature on the nature of the university, Ivory Tower Syndrome, and transformational leadership, ideas derived therefrom are analyzed and thereafter fine threads are synthesized in this study. The integrated ideas helped to highlight the factors responsible for the persistence of the Ivory Tower Syndrome in universities. How the characteristics of transformational leadership can be used to eliminate, or at least, reduce this isolation from the people - staff and students - at the bottom of the ladder with their problems which often lead to strikes and other crisis situations are discussed. Social connectedness is recommended as a strategy that should be imbedded in university governance in Nigeria. Key words: Higher education institution, hierarchical disconnects, intellectual isolation, leadership theories, social connectedness, transformational leadership, universities.
Highlights
The success or failure of any organization, nation, and the world over is often attributed to leadership
There are a number of reasons that can be adduced for the existence of the ivory tower syndrome in complex organizations such as the university
The Ivory Tower Syndrome is a common feature of most universities and other types of tertiary institutions in Nigeria and in most other developing countries today and unless the leader makes conscious effort to stay in touch with employees of the organisation, especially those in the lower cadre, he/she would be struck in the ivory tower
Summary
The success or failure of any organization, nation, and the world over is often attributed to leadership. As Yaverbaum and Sherman (2008) and Penn (2020) have rightly pointed out, that studying the characteristics, behaviours and knowledge and lives of famous royal, military or industrial leaders or great political leaders such as Nelson Mandela of South Africa, Margaret Thatcher of Great Britain and Julius Nyerere of Tanzania may provide you with some tools that help to develop your own leadership qualities, both inherent and learned This theory emerged as a result of a shift from the emphasis on Great Man and traits approaches to the actual actions and observable behaviours of leaders. They identify a universal style suitable for all circumstances This theory hypothesizes that there is no simple one right way to lead and for a leader to be effective, he/she must determine the situation they are facing and adopt appropriate style. Transformational leadership would be discussed in details a bit later
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