PhD IN 15 MINUTES (A VIVA)

EXTERNAL DEFENCE SEMINAR
STRATEGIC LEADERSHIP AND NATIONAL DEVELOPMENT IN
NIGERIA: AN EVALUATION OF THE SENIOR EXECUTIVE COURSE
PROGRAMME OF THE NATIONAL INSTITUTE FOR POLICY AND
STRATEGIC STUDIES, 2009 TO 2018
By
Tanko Ahmed
ta_mamuda@yahoo.com - 08037031744
(NDA/PGS/FASS/P/1904/16)
1
m

A PhD External/Oral Defence/Viva
Submitted to the Department of Political Science and
International Relations, Faculty of Arts and Social Sciences,
Nigerian Defence Academy, Kaduna, in Partial Fulfillment of the
Requirements for the Award of PhD in Defence and Strategic
Studies.
Thursday
10 JUNE 2021
Slide 2

Background
• Think Tanks and leadership
development institutions aspire for
the improvement of statecraft (Hamblin, 1974;
Eleazu, 1978a and 1978b; Akpuru-Ajah, 2000).
• NIPSS was established in 1979 to
conduct policy research and train
selected executives in strategic
leadership for national development
in Nigeria (NIPSS Decree, 1979; Obasanjo, 1979; Soladoye, 1985;
Adeyemi, 1996 and 2018).
Slide 4

Statement of the Research
Problem
• Strategic leadership and national
development are subjects of
uncertainties in conceptual practice and
scholarship (Howard, 2001).
• There is serious concern with the serial
failure of strategies in Nigeria due to
conceptual inadequacies and
applications (Obafemi, 2012).
Slide 5

Strategic Leadership and
National Development in Nigeria
• Nigeria’s national development
process is chronically stagnated due
to lack of effective strategic
leadership.
• The NIPSS SEC participants are
increasingly being tasked on this
deficiency (Achebe, 1983; Buhari, 2017; Sanusi,
2017).
Slide 6

Focus of Inquiry
• It is pertinent to discuss the concepts,
relationships and applications of
strategic leadership in national
development; and
• To look at the extent to which NIPSS
SEC programme its course participants
have uniquely contribute, or impact,
on strategic leadership for national
development in Nigeria.
Slide 7

Research Questions
a. To what extent the concepts of strategic
leadership and national development are
addressed in the NIPSS SEC programme?
b. What are the major contributions of the
NIPSS SEC programme …?
c. What are the major challenges facing the
NIPSS SEC programme …?
d. What are the recommendations and
implementation strategies on the way
forward?
Slide 8

Research Objectives
a. To examine the extent to which the
concepts of strategic leadership and
national development are addressed in
the NIPSS SEC programme.
b. To ascertain major contributions of NIPSS
SEC programme and its participants …;
c. To identify major challenges …;and
d. To make recommendations and proffer
forward.
Slide 9

Testable Assumptions That …
a. There is correlation between strategic
leadership and national development;
b. The NIPSS SEC programme and its participants
contribute and impact on strategic leadership
and national development in Nigeria;
c. There are major challenges facing the NIPSS SEC
programme and its participants; and
d. The study will make recommendations and
proffer implementation strategies on the way
forward
Slide 10

Scope of the Study
• Thematic within the concepts and
correlation of strategic leadership and
national development,
• Focuses on strategic leadership as driver
of national development, and basis for
evaluating the NIPSS SEC programme
• Periodised between SEC 31-2009 to SEC
40-2018.
Slide 11

Key Limitations of the Study
• Weak institutional memory in NIPSS.
• Author’s susceptibility to bias.
• Lack of cooperation and timely
responses.
• Deviations from focal areas of study.
• Perennial insecurity in area of
Fieldwork.
Slide 12

LITERATURE REVIEW AND
THEORETICAL FRAMEWORK
Slide 13

Literature Review
• General literature scarcely relate
strategic leadership with national
development.
• Related Literature on strategic
leadership lay more emphasis on
‘leadership’ at the expense of
‘strategy’.
Slide 14

Gap in Literature
Gap in Literature is further
widened by the absence of any
comprehensive evaluation of
the NIPSS SEC programme.
Slide 15

Conceptual and Theoretical
Framing
The study deploys the Strategic
Decision Making Theory as explained
through:
a. Concept and theory blending;
and
b. Matrix of Strategic Decision
Making Theory
Slide 16

Concept and Theory Blending of Strategic
Leadership and National Development
Slide 17

Matrix of Strategic Decision Making
Theories and Models
Slide 18

Research Design and Settings
• Deploys mixed or hybrid method for
flexibility.
• Employs evaluation research design
to obtain information for
examination.
• Primarily conducted on the NIPSS
internal and external stakeholders.
Slide 20

Source: Researcher, February 2019
Slide 21
Table 3 - Population Size
S/n Group Estimated Size Estimated
Percentage
(a) (b) (c) (d)
1 Course Participants (SEC 31/2009 – 40/2018 and past 750 75%
2 Directing Staff – past and present 30 3%
3 Research Fellows, Snr Staff, etc. - past and present 50 5%
4 NIPSS Management and Board – past and present 20 2%
5 Resource Persons – Lecturers, Examiners, etc. 30 3%
6 NIPSS SEC Conveners. 10 1%
7 NIPSS Clientele 20 1%
8 Ministries, Departments and Agencies of Government 30 3%
9 Private Sector – Business, Industry, etc. 20 2%
10 The Third Sector – CSOs, NGOs, CBOs, etc. 10 1%
11 Randomized General Public 20 2%
12 Significant Others – Individuals, Institutions, etc. 10 1%
Total 1000 100%

Sample Size
• The study adopts the Slovin’s Formula for
sample size calculation as n =
𝑁
1+𝑛𝑒2 where
n = Number of samples, N = Total
Population, and e = Error of tolerance.
• With a total population of 1000 (Table 4), a
margin of error of 0.05 is considered
sufficient for accuracy.
• The number of samples or sample size for
this study therefore stands at 286:
n=1000/(1+1000x0.05x0.05) = 286
Slide 22

Data Collection
• Primary data - by use of
various instruments
• Secondary data - by Library
and Desk Top Reviews
Slide 23

Instruments of Data
Collection
• Questionnaire
• Key Informant Interviews (KIIs)
• Focus Group Discussions (FGDs)
• Researcher’s Notebook
• Content Analysis
• Researcher’s Experience
Slide 24

Analysis of Field Data Instruments
Tool for Data
Collection
Frequency Percentage (%)
Questionnaire 300 88.2%
Key Informer
Interviews (KII)
15 4.4%
Focus Group
Discussions (FGDs)
25 7.4%
Research’s Notebook - -
Total 340 100%
Slide 25

Data Presentation and
Interpretation
•Tables,
•Graphs,
•Charts, and
•Other styles applicable to
its analytical concerns.
Slide 26

Data Analysis
• Primary data collected was analyzed using
inferential statistics or Simple Frequency
Analysis for inferences.
• The study employs simple percentage for
statistical data analysis formula of
𝒙
𝒏
𝒙 𝟏𝟎𝟎 = 𝒑:
x = given quantity,
n = total number, and
p = % of quantity compared to total.
Slide 27

KEY FINDINGS FROM TESTED
ASSUMPTIONS
Slide 28

That there is correlation
between Strategic Leadership
and National Development
By Chi-square analysis, Respondents
agree that there is strong correlation
between strategic leadership and
national development.
Slide 29

That there is correlation between strategic
leadership and national development
Table 33 - Chi-square analysis of strategic leadership
and national development
Slide 30
That there is correlation between strategic leadership and national development
Table 33 - Chi-square analysis of strategic leadership and national development
Observed N Expecte
d N
Residual
Strongly
disagree
85 88.7 -3.7
Disagree 133 88.7 44.3
Agreed 48 88.7 -40.7
Total 266

0 cells (0.0%) have expected frequencies less than 5.
The minimum expected cell frequency is 88.7.
Strategic Leadership
and National
Development
Chi-Square 40.970
a
Df 2
Asymp. Sig. 0.000
Slide 31

That there are certain basic
components required as input in
strategic leadership development
programme for national
development:
The study establishes that there are
certain basic components required as
input in strategic leadership development
programme for national development.
Slide 32

That the NIPSS SEC programme
addresses the basic components of
strategic leadership for national
development in Nigeria:
Respondents agree that the NIPSS SEC
programme addresses the basic
components of strategic leadership and
national development, with remarkable
reservations.
Slide 33

That there are major challenges facing
the NIPSS SEC programme in providing
strategic leadership for national
development in Nigeria:
Respondents submit that there are
major challenges facing the NIPSS
SEC programme.
Slide 34

That the NIPSS SEC programme has
impact on strategic leadership for
national development in Nigeria:
Respondents agree that NIPSS SEC
programme impacts on strategic
leadership for national development
in Nigeria, with reservations.
Slide 35

That the study will make
recommendations and proffer
forward for the NIPSS SEC programme
as a provider of strategic leadership for
national development in Nigeria:
Respondents also provide some
recommendations on the way
forward for the NIPSS SEC
programme.
Slide 36

Summary
The study sets out
To examine the correlation between strategic
leadership and national development
addressed in the NIPSS SEC programme.
To ascertain the contributions and impact of
the NIPSS SEC, and identify its major
challenges; and
To make recommendations and proffer
implementation strategies on the way forward.
Slide 38

Key Observations
• Strategic leadership drives national
development.
• The NIPSS SEC Participants are held in
high esteem as strategic leaders and
equally expected to impact on the
national development process in Nigeria.
• However, serious concern arises on the
quality of participants nominated and
graduated on the NIPSS SEC programme.
Slide 39

Other Observations
• Recommendations from the NIPSS
SEC flag ship Presidential Parleys are
seldom implemented.
• The Institute suffers internal resource
based weaknesses, and external
threats of competition indicating
systematic neglect by government.
Slide 40

Conclusion
• That input into the NIPSS SEC programme
fails short of desirable outcomes.
• That a strategic leadership cadre with
deficiencies in strategic competencies is
characteristically fallible.
• That the weak human, technological, and
environmental resource-bases hamper
NIPSS’s ability to deliver on its mandates.
Slide 41

KEY RECOMMENDATIONS
AND
IMPLEMENTATION STRATEGIES
Slide 42

Recommendation 1: Concept and Theory Blending
Institutions of higher learning should encourage the practice of
concept and theoretical blending to counter widespread
conceptual and theoretical uncertainty and inadequate methods
of research
Implementation strategies:
a. Research Methodology course modules to pay attention
on expanding the structure and uses for concepts and
theories in strategic studies; and
b. There is need to table the issue of concept and theory
blending at the social science conferences
Slide 43

Recommendation 2: SEC Programme of NIPSS
There is the need to review the content and context of
the SEC Programme of NIPSS to reflect more on
strategic thinking, strategic planning and strategic
management modules in all its curricula activities
Implementation Strategies:
a. The NIPSS Board of Studies to review the structure of the SEC
programme of NIPSS to strengthen with more emphasis on
strategic thinking, strategic planning and strategic management.
b. The Institute may organise a national leadership conference of
stakeholders in the academia, scholar-practitioners, institutions,
MDAs and the general public on the issue of LDPs in Nigeria.
Slide 44

Recommendation 3: Weak Resource Base
There is urgent need to address identified internal
weaknesses at NIPSS involving human, technological
and environmental resource bases
a. Government should make adequate funding available to
NIPSS to improve on its human, technological and
environmental resource bases; and
b. The Institute requires a thorough review and appraisal of
its human resource base across board, with a view to
improving the quality and quantity of its service delivery
Slide 45

Recommendation 4: External Competition
NIPSS should strive to maintain its premier position
among other Institutions, like the NDC and NISS, with
similar functions and roles as think tanks involved in
policy research and LDPs
a. The Management of NIPSS to avoid the path of inter-agency rivalry with
sister Institutions to give way to much needed collaboration,
cooperation and coordination of relevant activities in the interest of
moving the nation forward; and
b. The AANI to engage the Alumni of similar Institutions to build stronger
grounds for a national strategic leadership for national development in
Nigeria.
Slide 46

Recommendation 5: The NIPSS Alumni Association
There is the need to reorganize and refocus the AANI in
its general activities to be more effective by being
proactive and timely in its capacity to response to
policy, strategy and leadership issues in the country.
a. The quality contributions and positive impact of the SEC programme of
NIPSS SEC output to be pursued through good NIPSS-AANI relationship,
network and outreach under strict Monitoring and Evaluation (M&E)
regime.
b. AANI to adapt the use of Policy lab as ICT tool for decision making to blend
policies with matching strategies in the formulation and implementation of
government policies, programmes and projects for national development.
Slide 47

S/n Areas for Further Studies Levels of Study Relevance to the Field
1 Concept and Theory
Blending
Masters and PhD To remedy conceptual and
theoretical uncertainties
2 Historical Development of
the SEC Programme of
NIPSS
Masters To build a foundational
reference database for the
general improvement of the
Course Content
3 Vison and Mission of the
National Institute
Bachelor, Post Graduate
Masters, and PhD
To address the immediate,
short term and future
organisational trend for NIPSS
4 The Role of AANI in
National Development
NIPSS Participants’ Projects;
AANI sponsored research
projects
To address gaps in the social,
economic and political role of
AANI as a Strategic Leadership
Cadre for national
development in Nigeria.
5 Use of ICT for Sustainable
National Policy Lab
Bachelor, Masters and PhD To address specific knowledge,
skill, application and practice
in policy formulation solutions.
Slide 48
SUGGESTIONS FOR FURTHER STUDIES

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