Dr Okechukwu Amah facilitates sessions in Management Communication, Human Resources, Leadership and Human Behaviour in Organisations at Lagos Business School. He is also the Research Director at Lagos Business School.

Earlier, he was a part-time lecturer at the Lagos State University, where he taught MBA students Organisational Behaviour, Organisational Theory, Business Policy and Management. He has also facilitated sessions in customised programmes for NLNG, and actively reviews articles for the annual meetings of the American Academy of Management and Southern Management Association.

Dr Amah obtained his first degree in Petroleum Engineering from the University of Ibadan, MBA and PhD from the University of Benin. He started his career as a petroleum engineer with Texaco Overseas Nigeria Limited, where he held such key positions as District Petroleum Engineer and Assistant District Manager in charge of drilling, production and support services. He assumed the position of Production Manager before the company merged with Chevron Nigeria Limited. He thereafter joined Chevron Nigeria Limited, and held other pivotal positions in the organisation before moving on.

Currently, Dr Amah is researching work/family conflict and facilitation, employee engagement relationships, as well as organisational citizenship and servant leadership behaviour in Nigeria.

He is a member of the Society of Petroleum Engineers, Nigerian Academy of Management, American Academy of Management, Society of Human Resources Management and Southern Management Society.

PUBLICATIONS:

Journal Articles: Amah, O. (2017). Leadership styles & relational energy in developing high quality mentoring relationships. Indian
Journal of Industrial Relations, 53(1), 59-71.

Amah, O. (2017). Organizational citizenship behaviour across cultures: Are organizational citizenship behaviour
scales transferable across cultures? Research Journal of Business Management.

Amah, O. E. (2016). Employee Engagement and the Work-Family Conflict Relationship: The Role of Personal and Organisational Resources. South African Journal of Labour Relations, 40 (2).

Amah, O. E. (2015). Servant Leadership Relationship with Leader-Member Exchange: The Moderating Role of Motivation-to-Serve and Motivation-to-Lead. International Journal of Management, Economics and Social Sciences (E).

Amah, O.E., 2014. Challenge and hindrance stress relationship with job satisfaction and life satisfaction: The role of motivation-to-work and self-efficacy. Int. J. Humanity Social Sci., 4: 26-37.

Amah, O.E., 2012. The role of self-efficacy in the relationship involving challenge and hindrance stressors and job satisfaction. Int. J. Manage. Econ., 1: 37-44.

Amah, O.E., 2010. Multi-dimensional leader member exchange and work attitude relationship: the role of reciprocity. Asian J. Scientific Res., 3: 39-50.

Amah, O.E., 2010. Family-work conflict and the availability of work-family friendly policy relationships in married employees: The moderating role of work centrality and career consequence. Res. Pract. Hum. Resource Management, 18: 35-46.

Amah, O.E., 2009. The direct and interactive roles of work family conflict and work family facilitation in voluntary turnover. Int. J. Hum. Sci., 6: 812-826.

Amah, O.E., 2009. Job satisfaction and turnover intention relationship: The moderating effect of job role centrality and life satisfaction. Res. Practice Hum. Resource Manage., 17: 24-35.

Amah, O.E., 2009. Feedback management strategies in good and poor performance: A cross cultural applicability study. Manage. Organiz.: Multidiscipline J. Bus., 1: 19-41.

Amah, O.E., 2009. Cross cultural validation of perceived work family facilitation scale using participants from Nigeria. Afr. J. Psychol. Study Social Issues, 12: 52-67.

Amah, O.E., 2008. Perception of justice and organisational support relationship: The interactive role of perception of organisational politics. Covenant J. Bus. Social Sci., 2: 62-74.

Amah, O.E., 2008. Feedback management strategies in perceived good and poor performance: The role of source attributes and recipient’s personality disposition. Res. Pract. Hum. Resource Manage., 16: 39-59.

Amah, O.E., 2007. Work stress, work-family conflict and work/life satisfaction relationships: The role of commuting stress. Pet. Training J., 4: 104-112.

Amah, O.E., 2007. Enhancing training effectiveness: Making a case for training needs assessment phase. Pet. Training J., 4: 40-51.

Amah, O.E. and A.C. Okafor, 2008. The interactive effect of organizational politics in the justice, organisational support and job satisfaction relationships. Asian J. Scient. Res., 1: 492-501.

Amah, O.E. and A.C. Okafor, 2008. Relationships among silence climate, employee silence behaviour and work attitudes: The role of self-esteem and locus of control. Asian J. Scientific Res., 1: 1-11.

Akerele, A., C. Osamwonyi and O.E. Amah, 2007. Work-family conflict model: Application of Aryee’s model in Nigeria. Afr. J. Psychol. Study Social Issues, 10: 1-16.

Cases: Amah, O. E. (2016). Adam Smith (A). The Case Center (pp. 4). Lagos Business School.

Amah, O. E. (2016). Adam Smith (B). The Case Center (pp. 1). Lagos Business School.

Amah, O. E. (2016). Paul in Magna Limited. The Case Center (pp. 7). Lagos Business School.

Amah, O. E. (2015). Bob Jacobs. The Case Center (pp. 6). Lagos Business School​