DELEGATION MINUS ABDICATION: LEADERSHIP ACCOUNTABILITY AND AUTHORITY RETENTION IN SOUTHWESTERN NIGERIAN STATE-OWNED UNIVERSITIES

<doi>10.24250/jpe/1/2026/FAA/</doi>

Abstract

Delegation and accountability remain central to understanding leadership effectiveness within higher education governance, particularly in bureaucratic public university systems. This study investigates how delegation practices shape leadership accountability and authority retention in state-owned universities across Southwestern Nigeria. Drawing on Agency Theory and Stewardship Theory, the study utilised a quantitative survey of 260 senior academic and administrative personnel from six state universities. Using descriptive statistics, multiple regression, and mediation analysis, the study found that effective delegation significantly increases leadership accountability (beta = 0.47, p < 0.01), while accountability strongly predicts authority retention. Weak oversight, poor feedback, and low ethical supervision correlate with partial abdication, fuelling administrative incoherence. The study concludes that accountability mediates the delegation–authority retention relationship and recommends structured performance contracts, transparent reporting systems, and strengthened ethical oversight for improved governance integrity.