INTERNAL 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 Internal Defence SEMINAR
Submitted to the Department of Political Science and Defence
Studies, 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.
Wednesday, 16 September 2020
Slide 2

INTRODUCTION
Slide 3

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

Key Working Definitions
• Strategic leadership is a blend of
‘articulated planning or vision’ in strategy
and ‘task-based process’ in leadership.
• National development involves
‘moving a nation forward’ by general
improvement of its citizens’ wellbeing
(Osman, 2000).
Slide 5

Statement of the Research
Problem
• Strategic leadership and national
development are subjects of
uncertainties 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 6

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 7

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 has uniquely
contribute, or otherwise, to strategic
leadership for national development in
Nigeria.
Slide 8

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 9

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 …;
c. To identify major challenges …;and
d. To make recommendations and proffer
implementation strategies on the way
forward.
Slide 10

Testable Hypotheses That …
a. There is correlation between strategic
leadership and national development …;
b. The NIPSS SEC programme contributes to
strategic leadership and national development
…;
c. There are major challenges facing the NIPSS SEC
programme …; and
d. The study will make recommendations and
proffer implementation strategies on the way
forward …
Slide 11

Scope of the Study
• Thematic within the concepts and
correlation of strategic leadership and
national development,
• Focus 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 12

Some Key Limitations of the
Study
• Weak institutional memory.
• Susceptibility to bias.
• Focus on area of study may suffer
some deviations to be settled by
suggested areas for further study.
• Lack of cooperation and timely
responses.
Slide 13

LITERATURE REVIEW AND
THEORETICAL FRAMEWORK
Slide 14

Literature Review
• The study employs concepts and
theories blending.
• Conceptual components are
united within the larger whole.
• This scheme strengthens the
thematic flow of the key
variables to establish gaps in
literature.
Slide 15

Gaps in Literature
• General literature scarcely relate
strategic leadership with national
development.
• Related Literature on strategic
leadership lay more emphasis on
‘leadership’ at the expense of ‘strategy’.
• Gap in Literature is further widened by
the absence of any comprehensive
evaluation of the NIPSS SEC programme.
Slide 16

Conceptual and Theoretical
Framing
• The study deploys the Strategic
Decision Making Theory as
explained through:
Concept and theory blending; and
Matrix of Strategic Decision Making
Theory
Slide 17

Concept and Theory Blending of Strategic
Leadership and National Development
Slide 18

Matrix of Strategic Decision Making
Theories and Models
Slide 19

RESEARCH METHODOLOGY
Slide 20

Research Design and Settings
• Deploys mixed or hybrid method
for flexibility.
• Employs the evaluation research
design to obtain information for
examination.
• Primarily conducted on the NIPSS
internal and external stakeholders.
Slide 21

Source: Researcher, February 2019
Slide 22
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 23

Data Collection
• Primary data - by use of various
instruments
• Secondary data - by Library and
Desk Top Reviews
Slide 24

Instruments of Data
Collection
• Questionnaire
• Key Informant Interviews (KIIs)
• Focus Group Discussions (FGDs)
• Researcher’s Notebook
• Content Analysis
• Researcher’s Experience
Slide 25

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 26

Data Presentation and
Interpretation
This study presents collected data in
•Tables,
•Graphs,
•Charts, and
•Other styles applicable to its
analytical concerns.
Slide 27

Data Analysis
• Primary data collected was analyzed using
inferential statistics or Simple Frequency
Analysis for inferences.
• 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 28

TESTING OF
ASSUMPTIONS/HYPOTHESES
Slide 29

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 30

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 31

That the NIPSS SEC programme
addresses the basic components of
strategic leadership for national
development in Nigeria:
Respondents agree with the assumption
that the NIPSS SEC programme addresses
the basic components of strategic
leadership and national development,
with remarkable reservations.
Slide 32

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 33

That the NIPSS SEC programme has
impact on strategic leadership for
national development in Nigeria:
Respondents agree that NIPSS SEC
programme has impact on strategic
leadership for national development
in Nigeria, with reservations.
Slide 34

That the study will make
recommendations and proffer
implementation strategies on the way
forward for the NIPSS SEC programme
as a provider of strategic leadership for
national development in Nigeria:
Respondents also provide
recommendations on the way
forward for the NIPSS SEC
programme.
Slide 35

Summary of Findings
• Strategic leadership is considered as driver
for national development.
• The contributions of the NIPSS SEC
Participants are considered high, but
without the desired impact on strategic
leadership for national development in
Nigeria.
• Serious concern is raised on the quality of
participants nominated and admitted on
the NIPSS SEC programme.
Slide 36

• NIPSS SEC Presidential Parleys are not marched
with the implementation of recommendations
and strategies.
• This exposes the weak link in the functional loop
of the Institute in which its products in human
and intellectual contributions to society never
see the light of the day
• The same challenges which the Institute was
established to curtail are at the same weakening
its ability to perform from within, with an
external environment full of competition and
systematic neglect from its convening authority.
Slide 37

CONCLUSION
Slide 38

Summary
• The study sets out with objectives to examine
the extent to which the concepts of strategic
leadership and national development are
correlated and addressed in the NIPSS SEC
programme.
• It strives to ascertain the NIPSS SEC
contributions and general impact; identify its
major challenges; and make recommendations
and proffer implementation strategies on the
way forward.
Slide 39

Conclusion
• That input into the NIPSS SEC programme to
develop strategic leadership for national
development in Nigeria fail short of desirable
outcomes.
• That a strategic leadership cadre with
deficiencies in strategic planning competencies
in collaboration, cooperation and coordination is
characteristically inadequate.
• That the chronically weak human, technological
and environmental bases on NIPSS thus cast
overwhelming organisational inability to deliver
on its mandates.
Slide 40

Key Recommendations
 More of strategic, leadership, domestic
environment and development studies be
included in the NIPSS SEC programme content
and context.
 Quality contributions through good network and
outreach by AANI members under strict
Monitoring and Evaluation (M&E) regime.
 Major challenges require the countering of
identified internal weaknesses and external
threats.
 Thus, an urgent need for appraisal and
restructure of the National Institute for desired
outcomes.
Slide 41

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 uncertainty
2 Historical Development of the SEC
Programme of NIPSS
Masters To build a foundational reference
data base 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 the Institute
6 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.
10 Use of ICT for Sustainable National
Policy Lab
Bachelor, Masters and PhD To address the specific knowledge,
skill, application and practice for the
rising complexity in policy
formulation solutions.
Slide 42
SUGGESTIONS FOR FURTHER STUDIES

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