LEADERSHIP AND BUSINESS CONTINUITY OF BUSINESS MEMBERSHIP ORGANISATIONS IN NIGERIA

Abstract

Business membership organisations (BMOs) in Nigeria face leadership challenges such as poor management, weak regulation, and socio-economic pressures, threatening their continuity. This study applies systems and goal congruence theories to examine how leadership influences business continuity, focusing on the Manufacturers Association of Nigeria and the Chartered Institute of Directors Nigeria, both in Lagos State. Using a cross-sectional survey and random sampling, 536 copies of questionnaire were administered to a population of 6,026, accounting for a 30% attrition rate. Regression analysis of the six hypotheses of this study revealed that inclusive leadership, shared leadership, flexible leadership, reflective leadership, strategic alignment, and shared vision have relatively low statistically significant on business continuity with (R² .04, p < 0.05; R² .048, p < 0.05; R² .056, p < 0.05; R² .064, p < 0.05; R² .045, p < 0.05; R² .215, p < 0.05). The study, therefore, recommends that there is a need to establish a cyclical framework where leadership styles, strategies, and organisational performance are periodically reviewed and renewed for BMOs in Nigeria to remain responsive and resilient amidst a dynamic business environment.