Think tanks and leadership development institutions across the world aspire to improve statecraft in the face of challenges and identified prospects in governance and development through policy research and executive training. NIPSS was established in 1979 to inculcate knowledge and skills to selected executives across and produce strategic leadership cadre for problem-solving in Nigeria’s national development. The evolution of strategy, leadership, and national development are closely associated with the history, progress, and breakthroughs in countries that were able to scale through the hurdles of human development. This study focuses on the production of strategic leadership for national development in Nigeria with particular attention to the Senior Executive Course of NIPSS.

1. POST-FIELDWORK 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

2. A PhD POST-FIELDWORK 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.
August 2019
Slide 2

3. INTRODUCTION
Slide 3

4. Preamble
• Think tanks and leadership development institutions across the world
aspire to improve statecraft in the face of challenges and identified
prospects in governance and development through policy research and
executive training.
• NIPSS was established in 1979 to inculcate knowledge and skills to
selected executives across and produce strategic leadership cadre for
problem-solving in Nigeria’s national development.
• The evolution of strategy, leadership, and national development is
closely associated with history, progress and breakthroughs in
countries that were able to scale through the hurdles of human
development.
• This study focuses on the production of strategic leadership for
national development in Nigeria with particular attention to the Senior
Executive Course of NIPSS.
Slide 4

5. Background
• Strategic leadership is a functional
concept of ‘articulated planning or vision’
in strategy and ‘task-based process’ of
achieving set objectives’ in leadership.
• National development involves
moving a nation forward by general
improvement of its citizens’ wellbeing
by capable hands in a clearly defined
process (Osman, 2000).
Slide 5

6. The NIPSS SEC Programme
The National Institute for Policy and Strategic
Studies (NIPSS) was established to, among
other things, conduct executive leadership
development programmes (NIPSS Decree No. 29,
1979).
The NIPSS Senior Executive Course (SEC)
programme develops selected senior
executives or policy makers, across all sectors
of Nigerian national life, as strategic leaders
for national development (Soladoye, 1985; Arene,
1995; Adeyemi, 1996).
Slide 6

7. Statement of the Research Problem
• Nigeria’s national development
process is chronically stagnated due
to lack of effective strategic
leadership.
• The NIPSS SEC participants are
increasingly being held responsible
for this deficiency.
Slide 7

8. Research Questions
a. To what extent the concepts of strategic
leadership and national development are
related and addressed in the NIPSS SEC
programme?
b. What are the major contributions or general
impact 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

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

10. Research Assumptions
a. There is correlation between strategic leadership
and national development in the NIPSS SEC
programme;
b. The NIPSS SEC programme contributes and
impacts on strategic leadership and national
development …;
c. There are major challenges facing the NIPSS SEC
programme …; and
d. That the study will proffer recommendations
and implementation strategies on the way
forward …
Slide 10

11. Scope of the Study
• This study has its thematic scope 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 11

12. Key Limitations of the Study
• Weak institutional memory with limited available,
organized, accessible and retrievable records.
• Susceptibility to bias - countered by strict
adherence to standard and logical observance of
sound methodology.
• Focus on area of study may suffer some
deviations by other equally relevant issues -
settled by suggested areas for further study.
• Lack of cooperation and timely responses in data
collection is expected from a segment of the
population unable or unwilling to participate
appropriately.
Slide 12

13. Conceptual and Theoretical
Framing
• The study considers conceptual and theoretical
framing as tools of research to chart blended
concepts supported by theoretical clusters as
general framework and guided methodological
realm.
• The theoretical foundation for the study stands
on the two conceptual pillars of strategic
leadership and national development in a pattern
of interlocking theories, models and trends.
• The study deploys the Strategic Decision Making
Theory.
Slide 13

14. Figure 1: Concept and Theory Blending of
Strategic Leadership and National
Development
Slide 14

15. Theorizing Strategic Leadership
and National Development
• The meaning, mainstream attributes, and processes
of strategic leadership and national development
squarely rest on the knowledge and skills of strategic
leaders in decision making and implementation.
• The theorization of this work grows from a research
paradigm with the strategic decision making theory
as basis for concept, method, analysis, testing and
evaluation of the NIPSS SEC programme as provider
of strategic leadership for national development in
Nigeria.
Slide 15

16. Figure 3: Matrix of Strategic Decision
Making Theories and Models
Slide 16

17. RESEARCH METHODOLOGY
Slide 17

18. Research Design
• Study deploys mixed- or hybrid
method - for flexibility.
• It employs ‘evaluation research
design’ to obtain information for
examination.
Slide 18

19. Research Setting
• Study conducted primarily in Kuru, Jos,
Plateau State – Nigeria
• Also areas of work and activities of
individuals, groups and institutions
considered as NIPSS internal and
external stakeholders.
Slide 19

20. Population of the Study
• Internal and external stakeholders;
• Course Participants;
• Faculty and Management;
• Resource Persons;
• Conveners and General clientele;
• Public, Private and Third Sector; and
• The General public.
Slide 20

21. 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%

22. Sample Size
• The Slovin’s Formula provides sample
size with reasonable accuracy of results
(Ellen, 2018).
• Thus, this 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.
Slide 22

23. Sample Size Calculations
• With a total population of 1000 (Table
4), and 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:
n=1000/(1+1000x0.05x0.05) = 286
Slide 23

24. Sampling Techniques
• The population on Table 3 is
proportionately stratified into groups of
internal and external stakeholders of the
NIPSS SEC programme.
• The larger population of Course
Participants at 750 comprises of the
NIPSS SEC 31/2009 to SEC 40/2019, the
core period of study, plus randomized
others across a ‘Four Decadal Frame’.
Slide 24

25. Data Collection
• Primary data - by use of various
instruments
• Secondary data - by Library and
Desk Top Reviews
Slide 25

26. Instruments of Data
Collection
• Questionnaire
• Key Informant Interviews (KIIs)
• Focus Group Discussions (FGDs)
• Researcher’s Notebook
• Content Analysis
Slide 26

27. 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 27

28. Data Presentation and
Interpretation
This study presents collected data in
•Tables,
•Graphs,
•Charts, and
•Other styles applicable to its
analytical concerns.
Slide 28

29. Data Analysis
• Primary data collected was analyzed using
inferential statistics or Simple Frequency Analysis
adopted for its unambiguous and concise nature,
with tables and charts for drawing inferences.
• A simple percentage for statistical data analysis
formula of
𝑥
𝑛
x 100 = 𝑝 , when x = given
quantity, n = total number, and p = percentage of
quantity compared to total number was
employed.
Slide 29

30. Results and Discussions
• Demographics of Respondents
• Designation of Respondents
• Educational Qualifications of
Respondents
• Age Brackets of Respondents
• Roles in the NIPSS SEC Programme
Slide 30

31. Analysis of Research Questions
• The extent to which the NIPSS SEC programme
addresses the basic components of strategic
leadership for national development
• General impact of the NIPSS SEC programme
on strategic leadership for national
development in Nigeria
• Major challenges facing the NIPSS SEC
programme in providing strategic leadership for
national development in Nigeria
• Recommendations and implementation
strategies of the way forward
Slide 31

32. TESTING OF
ASSUMPTIONS/HYPOTHESES
Slide 32

33. That there is correlation between Strategic
Leadership and National Development
• Chi-square analysis is used to test the
assumption that there is correlation between
strategic leadership and national development
and the result presented in Table 4.3.
• The chi-square coefficient, 40.97, at 2 degree of
freedom shows strong association between
strategic leadership and national development at
a 0.01 level of significance.
• Respondents agree that there is correlation
between strategic leadership and national
development.
Slide 33

34. Correlation between strategic
leadership and national development
Strategic Leadership and National Development
Chi-Square 40.970a
df 2
Asymp. Sig. 0.000
Slide 34
•0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell frequency is 88.7.

35. That there are certain basic components required
as input in strategic leadership development
programme for national development:
• Tested using descriptive statistics, an assumed
versus calculated means.
• The calculated mean, 2.0, is more than the
assumed mean of 1.86.
• This means that the respondents agree with the
assumption.
• The study establishes that there are certain basic
components required as input in strategic
leadership development programme for national
development.
Slide 35

36. That the NIPSS SEC programme addresses the
basic components of strategic leadership for
national development in Nigeria:
• Tested using the assumed versus calculated
means.
• The calculated mean, 2.0, more than the
assumed mean of 1.92.
• Respondents agree with the assumption that the
NIPSS SEC programme addresses the basic
components of strategic leadership and national
development, with remarkable reservations.
Slide 36

37. That there are major challenges facing the
NIPSS SEC programme in providing strategic
leadership for national development in
Nigeria:
• Tested using the assumed versus calculated
means.
• The calculated mean, 2.0 is more than the
assumed mean of 1.90.
• Respondents submit that there are major
challenges facing the NIPSS SEC
programme.
Slide 37

38. That the NIPSS SEC programme has impact on
strategic leadership for national development
in Nigeria:
• Tested using the assumed versus calculated
means.
• The calculated mean, 2.0, equals the assumed
mean of 2.0.
• Respondents agree that NIPSS SEC programme
has impact on strategic leadership for national
development in Nigeria, with reservations.
Slide 38

39. 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 provide recommendations on
the way forward for the NIPSS SEC
programme.
• These recommendations are reflective of the
areas focused by the study.
Slide 39

40. Discussion of Key Findings
• Respondents severally agree that strategic
leadership involves articulated planning or
vision in strategy; and task-based process
of achieving set goals and objectives in
leadership.
• Respondents agree that national
development involves moving a nation
forward by general improvement of its
citizens’ wellbeing.
Slide 40

41. • Respondents indicate the strong link
between strategic leadership and national
development in which strategic thinking,
strategic planning and strategic management
is required for the former to deliver on the
latter.
• This means that strategic leadership is
considered as driver for national
development in collaboration with major
scholarly works cited and discussed in the
study.
Slide 41

42. Summary of Findings
• Strategic leadership is considered as driver for
national development in collaboration with major
scholarly works cited and discussed in the study.
• The contributions of the NIPSS SEC Participants, in
terms of research output 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 with implications that not all of
those that have gone through the process are fit to
be strategic leaders.
Slide 42

43. • The course content and context are accepted as
adequate by majority of Respondents, but with
strong need for improvement and reflection on
leadership, strategy, national and development
components of the programme.
• The quality and contribution of faculty made up of
Directing Staff in charge of Syndicates Groups of the
NIPSS SEC Participants is rated high, but with some
reservations most likely due to shortage or absence
of high caliber military, public official and academic
DSs now replaced mostly by in-house staff
converted into the roles
Slide 43

44. • 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 44

45. CONCLUSION
Slide 45

46. 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 46

47. 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 47

48. Recommendations
• The study strongly recommends that more of strategic,
leadership, domestic environment and development
studies be included in the NIPSS SEC programme content
and context.
• Quality contributions and positive impact of the NIPSS SEC
output should be pursued through good network and
outreach with the AANI members under strict Monitoring
and Evaluation (M&E) regime.
• Major challenges require the strengthening of identified
internal weaknesses in human, technological and
environmental resource base.
• There is therefore the urgent need to appraise and
restructure the National Institute to shape and sharpen it
for desired outcomes.
Slide 48

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