A. B. Lawal

This study investigated the impact of factors of leadership style on the engagement of non- academic staf at the University of Benin yielded. The study targeted a sample of fifty-two(52) respondents, in which a total of 52 questionnaires were distributed and a total of fifty (50) questionnaires was filled, retrieved, cleaned and used for this study. The data collected was analyzed using SPSS version 20.0 and descriptive statistics was used to present the results while regression test was employed to make findings on the research hypotheses. Notably, while economic factors and intended goals both showed a positive correlation with employee engagement, their ef ects were found to be statistically insignificant. In contrast, leaders' communication skills and emotional intelligence emerged as significant drivers of employee engagement. Based on these findings, the following recommendation were made that: the institution’s management should prioritize leadership training on soft skills as doing so would bolster leaders' ability to communicate ef ectively and enhance their emotional understanding and empathy; incentive structures should be redefined by considering a mix of non-tangiblebenefits that might cater to emotional and interpersonal aspects of job satisfaction and engagement; clear and collaborative goals should be set; open communication channels should be fostered in institution; the institution should implement emotional intelligence assessments which can inform recruitment decisions, highlight areas for improvement, and guide personalized training and development interventions; and adoption of continuous feedback loop.

on the business performance of Small and Medium-sized Enterprises (SMEs) in the context of the COVID-19 pandemic. To address its objectives, the research formulated four research questions, four objectives, and two hypotheses. A sample of 100 respondents was surveyed using questionnaires. Data analysis was conducted using SPSS version 20.0 and Eviews 10, with descriptive statistics presenting the results and regression tests assessing the research hypotheses. The findings highlighted the substantial influence of ICT adoption on SMEs' business performance during the COVID-19 crisis. Various ICT tools were adopted, including telecommuting options, virtual communication platforms, cloud computing, CRM software, and e-commerce platforms. Regression analysis confirmed the positive relationship between ICT adoption and improved business performance. However, SMEs encountered challenges during this transition, such as limited internet access, financial constraints, power outages, inadequate employee technical skills, and a lack of awareness regarding ICT benefits. Notably, the study revealed that while resources and technological capability significantly influenced ICT adoption, perceived usefulness did not. The study recommends several actions based on these findings. Businesses should promote the use of ICT tools to enhance productivity, particularly during crises. Efforts should focus on improving internet infrastructure and affordability for SMEs, with a stronger allocation of resources toward ICT adoption and employee skill development. Comprehensive awareness programs should educate stakeholders on ICT benefits, and businesses should prioritize resource allocation and technological capability enhancement for successful ICT adoption. These recommendations can help SMEs leverage ICT effectively for sustained business performance.

This study investigated the impact of factors of leadership style on the engagement of non- academic staff at the University of Benin yielded. The study targeted a sample of fifty-two (52) respondents, in which a total of 52 questionnaires were distributed and a total of fifty (50) questionnaires was filled, retrieved, cleaned and used for this study. The data collected was analyzed using SPSS version 20.0 and descriptive statistics was used to present the results while regression test was employed to make findings on the research hypotheses. Notably, while economic factors and intended goals both showed a positive correlation with employee engagement, their effects were found to be statistically insignificant. In contrast, leaders' communication skills and emotional intelligence emerged as significant drivers of employee engagement. Based on these findings, the following recommendation were made that: the institution’s management should prioritize leadership training on soft skills as doing so would bolster leaders' ability to communicate effectively and enhance their emotional understanding and empathy; incentive structures should be redefined by considering a mix of non-tangible benefits that might cater to emotional and interpersonal aspects of job satisfaction and engagement; clear and collaborative goals should be set; open communication channels should be fostered in institution; the institution should implement emotional intelligence assessments which can inform recruitment decisions, highlight areas for improvement, and guide personalized training and development interventions; and adoption of continuous feedback loop

This study investigated the impact of factors of leadership style on the engagement of non- academic staff at the University of Benin yielded. The study targeted a sample of fifty-two (52) respondents, in which a total of 52 questionnaires were distributed and a total of fifty (50) questionnaires was filled, retrieved, cleaned and used for this study. The data collected was analyzed using SPSS version 20.0 and descriptive statistics was used to present the results while regression test was employed to make findings on the research hypotheses. Notably, while economic factors and intended goals both showed a positive correlation with employee engagement, their effects were found to be statistically insignificant. In contrast, leaders' communication skills and emotional intelligence emerged as significant drivers of employee engagement. Based on these findings, the following recommendation were made that: the institution’s management should prioritize leadership training on soft skills as doing so would bolster leaders' ability to communicate effectively and enhance their emotional understanding and empathy; incentive structures should be redefined by considering a mix of non-tangible benefits that might cater to emotional and interpersonal aspects of job satisfaction and engagement; clear and collaborative goals should be set; open communication channels should be fostered in institution; the institution should implement emotional intelligence assessments which can inform recruitment decisions, highlight areas for improvement, and guide personalized training and development interventions; and adoption of continuous feedback loop