Developing a transformational leadership strategy towards nigeria

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DEVELOPING A TRANSFORMATIONAL LEADERSHIP STRATEGY TOWARDS

NIGERIA’S VISION 2020

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Abstract

Leadership is considered as one of the critical components of business

management especially in this competitive era. Over time, business organizations with

excellent leadership have shown tremendous growth as opposed to those business

ventures with weak or inappropriate leadership. The introduction discusses the history of

Nigeria‟s background; with specific emphasis on Nigeria‟s Vision 2020 Policy,

subsequently, giving a brief Comparison with Vision 2020 Malaysia‟s Concept

The second part is the review of literature from other works done on leadership,

specifically, transformational leadership. Research in the past decade has shown clearly

that 90% of successful business ventures are entirely so because of strong CEOs, while

on the other hand 90% of failure of business ventures has been attributed to failed top

leadership. Amidst this realization, many organization ventures are geared towards

enhancing more able leadership not only as a critical success factor, but also as a central

theme to success strategy in business today.

Regarding this realization, Nigeria is therefore not an exception for placing

particular emphasis on leadership given the fact that the country is considered the hub of

West Africa and Africa at large.

In the third part the paper will propose a methodology of the research plan to

facilitate the study of the impact of transformational leadership in Nigeria. To this end,

opinions from major corporations CEOs, business persons, and professionals will be

used. Specific methodologies and data collection methods will also be used and analyzed.

Budget allocation and the timeline for this study will also be outlined in this part of the

research.

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INTRODUCTION

Nigeria became a federal republic in October 1963, with the former governor general, Dr.

Nnamdi Azikiwe winning the first general election to become the first president of the country.

However, disparities in the economic and education development brought about tension among

the ethnic groups living in the north and the south. Consequently, several political parties came into

existence with the foremost being the Action Group (AG), the New Nigerian Development Party (NNDP)

and the National Council of Nigeria and the Cameroons (NCNC). The AG was however maneuvered

out of control in the Yoruba dominated Western Region by the Federal Government and a new

pro-government Yoruba party, the NNDP, took over. Shortly afterwards, the AG opposition

leader, Chief Obafemi Awolowo, was imprisoned on charges of treasonable felony which were

later admitted to be without foundation.

The 1965 National Election produced a major realignment of politics and a disputed

result that unfortunately set the country on the path to civil war. The dominant northern Nigerian

Progressive Council (NPC) went into a conservative alliance with the new Yoruba NNDP,

leaving the Eastern Igbo NCNC to coalesce with the remnants of the AG (Action Group) in a

progressive alliance. Widespread electoral fraud was alleged during the elections and riots

erupted in the Yoruba West where the AG discovered that they had apparently elected pro-

government NNDP representatives.

On 15 January 1966, a group of army officers overthrew the NPC-NNDP government

and assassinated the prime minister and premiers of both the northern and western regions.

Unfortunately, the federal military government that assumed power under General

Aguiyi-Ironsi was unable to douse ethnic tensions or produce a constitution acceptable to all

sections of the country. Its efforts to abolish the federal structure and the renaming of the country

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as the Federal Republic of Nigeria on 24 May 1966 raised tensions and led to another coup by

largely northern officers in July 1966. This coup established the leadership of Major General

Yakubu Gowon.

The name, the Federal Republic of Nigeria was restored on 31st August, 1966. However,

the subsequent massacre of several Igbos in the north prompted many of them to return to the

southeast where increasingly strong Igbo secessionist sentiment had emerged.

Subsequent governments have also experienced diverse political, ethnic and economic

problems including the present government led by Dr. Goodluck Jonathan. This leadership has

developed goals and visions that it aims to achieve in a policy that is styled and known as

„Nigeria‟s Vision 2020‟.

Nigeria‟s economic potential is well recognized. Nigeria is the biggest economy in the

West African sub region and given the country‟s considerable resource endowment and coastal

location, there is immense potential for strong growth. Unfortunately, Nigeria has realized very

little of this potential. Previous efforts at planning and visioning were not sustained. Nigeria‟s

long history of economic stagnation, declining welfare and social instability has undermined

development for most of her 50 years, post independence.

The recently launched „Vision 2020 Project‟, intended to make Nigeria one of the

strongest emerging economies by the year 2020, on the scale of the progress achieved in

Malaysia by Malaysia Incorporated is a pervasive policy for the success of the nation as aspired

in Vision 2020. Nigeria‟s Vision 2020‟s Critical Success Factors are defined as:

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“1. CLEAR DEFINITION OF THE VISION

While a simple „catch phrase‟ such as “To be one of the 20 largest economies by 2020” is highly

desirable as a means of mobilizing citizens behind the vision, it is not enough. A clear definition

which spells out the goals to be achieved in all the key sectors and aspects of the nation‟s

economic, social and political life is most essential.

2. LEADERSHIP COMMITMENT

A national Vision must be championed and passionately driven by the highest level of

leadership. Belief in and commitment to the vision needs to be constantly reiterated and

unequivocally articulated by the Head of State and his principal lieutenants and incorporated in

every major public address by the President.

3. SHARED OWNERSHIP

The vision must reflect the key aspirations of all stakeholders. It is therefore imperative that the

process of articulating the overall goals and key strategies should be and be seen to be

transparently inclusive through the involvement of the broadest representation of stakeholder

groups and socio-political perspectives.

4. INTEGRATED STRATEGY

A holistic, coherent and integrated strategy which recognizes the interdependencies of the

various facets of national life (economic, political, cultural etc).

5. EFFECTIVE STRATEGIC PLAN AND FRAMEWORK

A clear logical frame and strategic plan for achieving the defined goals must be outlined which

should have the following components: Purpose/Key objectives; Outputs; Indicators:

Activities/Programmes; Key assumptions and Risks.

6. INCLUSIVE DEVELOPMENT

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The need to get people involved at all tiers in their own way and in a non-regimented manner

with clear ownership and accountability. These include the three tiers of government:

Federal Executive Council

National Economic Council

National Assembly/Judiciary; and finally,

Public/Private Sector/NGOs/Traditional Institutions/Military

7. RESOURCES

Apart from the resources that would be required to implement the plans and programmes for

achieving the vision it is also necessary to ensure that the financial and institutional resources

required to develop the vision; documents and finances to mobilize the people behind it are

readily available. This will include a multidisciplinary team of resource persons with necessary

competencies to guide and coordinate the visioning process” (Concepts for Nigeria‟s Vision

2020).

Effective collaboration between public and private sectors is crucial to the development

of the nation's competitiveness in the global market place. The role of the public and private

sectors has been clearly identified for the immediate response and consequent initiative by both

sectors. This is the challenge that lies before Nigerians, same as experienced by Malaysians. The

measure by which these goals are achieved is determined by the measure of their commitment

and conviction to the value of Vision 2020 as the key strategy in the development of the nation

for the future. Just as Nigeria proposes in its critical success factors, leadership commitment is

highly regarded even as it is stated that these visions must be championed and passionately

driven by the highest level of leadership.

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Miller (2009) affirms that leadership as has undergone a paradigm shift from old systems

such as authoritative with bosses dominating to servant leadership. Today, leaders try to

implement transformational leadership at their work places. It is in this light that

transformational leadership seems to have played a tangible role in enhancing its much

advertised success. However, for transformational leadership to be effective, there is a need for

political will and stability with government‟s management strategies.

This proposal will discuss the objectives, purpose of the study, literature review, research

methodology, timeline and research budget for the study.

Objectives

In order to achieve these aims, the following objectives are set:

1. To develop a leadership agenda for Nigeria based on its Vision 2020 policy;

2. To examine the impact of Nigeria‟s Vision 2020 policy and the factors accounting for its

success and effectiveness so far;

3. To examine the role of leadership in Nigeria and determine whether leadership remains

an important pillar that is integrated with government strategic management and political

stability, based on the country‟s Vision 2020 policy.

Scope of Study

This study will examine organizational culture (behaviour patterns; beliefs; shared

attitudes; goals; values and practices); societal culture (individual factors including behaviour);

and the relationship between the engagement of followers and leadership.

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Purpose of the Study

The main purpose of the study is to seek a deep and comprehensive understanding for the

role of leadership in Nigeria‟s Vision 2020, how leadership affects Nigeria‟s development, and if

it will become a strong pillar in the economic future of the country.

Relevance of the Study

The knowledge of the impact of leadership in any setting has some degree of relevance to

its economic position and how well it facilitates the achievement of various economic goals

within the society. It is envisaged that with the result obtained, improvements can be made to the

existing knowledge concerning the development of a leadership strategy in Nigeria and its

efficacy in achieving the objectives of Vision 2020.

Research Question

Nigeria‟s importance in the world is hard to ignore. Economic prosperity needs good

leadership to focus, strategize and foster the implementation of necessary changes. Nigeria as

however had trouble in transforming the country regardless of her huge resources, to a country

which has emerged out of perceived poverty.

Consequently, my research question will address how Nigeria can use transformational

leadership which is an important pillar in development to impact Nigeria‟s performance in its

economic future and the sustaining of any such development in a bid to achieve the objectives of

the country‟s Vision 2020.

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Literature Review

The influence of culture on leadership and organizational practices according to House,

Right and Aditya (1997) in their cross culture research establishes that there is compelling reason

for considering the role of the society and organizational culture in influencing leadership and

the organizational processes. In addition, there is need for theories of leadership and

organizations that transcend cultures. Leadership affects organizational form, its culture and

practice, where the founders and the subsequent leaders continue to influence and maintain the

organizational culture (Bass, 1985; Miller and Droge, 1986; Schein, 1992; Thompson and

Luthans, 1990; and Yukl, 2002). Furthermore, societies, cultural values and practices do affect

organizational culture and practices. However, while societal culture has a very direct impact on

organizational culture, over a period of time, organizational cultures influence the broader

societal culture.

A collective definition could result in the dominant culture values, beliefs, assumptions

and implicit motives endorsed by societal culture resulting in a common leadership and implicit

culture organization theories that are held by the members of the culture (House, Wright and

Aditya, 1997; Lord and Maher, 1991).

Organization cultures and practices also affect leadership behavior over a long period of

time where the founders and subsequent leaders in organizations respond to the organizational

culture and also alter their general behavior and leader styles accordingly (Lombardo, 1983;

Schein, 1992; Trice and Beyer, 1984). Furthermore, societal culture; and organizational culture

and practices influence the process by which people come to share implicit theories of

leadership. Additionally, strategic organizational contingencies affect the organizational form,

culture, and practices, where the organizational practices are largely directed toward achieving

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the requirements that are imposed by organizational contingencies (Burns and Stalker, 1961;

Donaldson, 1993; Lawrence and Lorsch, 1967; Tushman, Newman and Nadler, 1988).

Burns 1978 argued that transformational leadership is a process in which leaders and

followers help each other to advance to a higher level of morale and motivation. Burns related to

the difficulty in differentiation between management and leadership and claimed that the

differences are in characteristics and behaviors. He established that the transforming approach

creates significant change in the life of peoples and organizations. It redesigns perceptions and

values, and changes expectations and aspirations of employees (Burns1978). Unlike the

transactional approach, Burns (1978), transformational leadership is not based on a „give and

take‟ relationship, but on the leader's personality, traits and ability to make a change through

example, articulation of a stimulating vision and challenging goals (Burns1978). Transforming

leaders develop ideas in the sense that they are moral examples of working towards the benefit of

the organization.

Transformational leadership is therefore defined as a leadership approach that causes

change in individuals and social systems. In its ideal form, it creates valuable and positive

change in the followers with the end goal of developing followers into leaders. Enacted in its

authentic form, transformational leadership enhances the motivation, morale, and performance of

its followers through a variety of mechanisms. These include connecting the follower's sense of

identity and self to the mission and the collective identity of the organization; being a role model

for followers that inspires them; challenging followers to take greater ownership for their work,

and understanding the strengths and weaknesses of followers, so the leader can align followers

with tasks that optimize their performance.

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The Kouzes and Posner Model

Validity

The leadership model studied by Kouzes and Posner (1980) on the challenges is said to

have been overtaken by time, since it was written in the early 1980's when there was not much

interest on management. This was why the model focused on leadership without the possibilities

of the junior employees taking up leadership roles in an organization:

Kouzes and Posner (2007:15) argue that “leadership is not about personality; it‟s about

behaviour” and over a period of twenty five years in the course of research identified the Five Practices of

Exemplary Leadership Model which are: Model the Way, Inspire a Shared Vision, Challenge the Process,

Enable others to Act; and Encourage the Heart.

Kouzes and Posner (1980) mostly focused on the executive not leaders, with the

fundamental question being whether leadership is an occasional act or an executive position.

According to Kouzes and Posner, being a leader entails initiating ''a change from the

status quo.'' Unfortunately, they are equivocal on this principle, because it is one of the five

practices that characterize leadership. They argue that leaders ''search for opportunities to

innovate, grow, and improve.'' They quickly water down this point by saying ''…but leaders

aren't the only creators or originators of new products, services, or processes'' (the on "aren't the

only')'.

This implies that Kouzes and Posner see leaders as the occupants of managerial roles.

However, if leadership is an informal act, not a position, then championing a new product is a

characteristic of a leader. Kouzes and Posner acknowledge that new ideas come from ''people on

the front lines.'' For them ''the leader's primary contribution is in the recognition of good ideas,

the support of those ideas, and the willingness to challenge the system to get new products

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adopted.'' This is a pretty lame version of ''challenging the process''. The reason for the

equivocation is simply because there is no room in Kouzes and Posner's world for management.

If there was, they could say that leaders really do challenge the status quo, leaving it to managers

to do the supporting, developing and facilitating of those who do so.

Generability

Kouzes and Posner (2007:15) argue that “leadership is not about personality; it‟s about behavior”

and over a period of twenty five years in the course of research identified their „Five Practices of

Exemplary Leadership Model‟ as outlined above. „Model the Way‟ suggests that in order for leaders to

obtain commitment from their employees, they must act as good models of behavior for them. „Leading

the Way‟ suggests that leaders must show good example and be guided by what they say. „Inspire a

Vision‟ is about having a dream and vision for the company and sharing it with the employees in order to

get their full co-operation.

This was underscored by UBA Plc Nigeria‟s Tony Elumelu when he stated that “at UBA, we

share the same vision, the same aspirations, and the same destiny.” Indeed, former ASDA People

Director, David Smith recognized this concept when he stated in an interview with People Management

(Bryman and Bell, 2007) that “Management is not only about planning, organizing, and controlling work.

It is also about giving people a vision, making people feel involved, and part of that is making sure people

are regularly communicated with and inspired by what is going on.” In „Challenging the Process‟, the

leader needs to challenge his followers by providing opportunities for innovation and growth. „Enable

Others to Act‟, sets the framework for the inclusion of employees in the processes of running the

organization, whilst „Encourage the Heart‟ is about recognition of a job well done, appreciation and the

provision of incentives.

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Usefulness as a Model

Recently, two recent reports have offered empirical support for the impact of the Five Practices

of Exemplary Leadership model, Kouzes & Posner, (2007). Both reports show that the more leaders can

adopt the model, the better off organizations will be, with clear evidence that The Five Practices of

Exemplary Leadership model have a huge impact on both favorable employee sentiments and positive

company financial performance .

According to Ruth and Axelrod (2000), universally accepted leadership is based on competence.

Modern leadership demands collaboration with many people in order to attain defined goals by involving

them in decision making. Kouzes and Posner (1999) argue that leaders who are acceptable globally must

be credible. Credibility is earned through consistency, which is an essential ingredient of leadership.

In summary, according to Bass (1985), working for a transformational leader can be a

magnificent and uplifting encounter because these leaders put passion and energy into everything.

The culture of Nigeria is shaped by Nigeria's multiple ethnic groups. The country has over 50

languages and over 250 dialects and ethnic groups. The three largest ethnic groups are the Hausa-Fulanis

who are predominant in the north, the Igbos who are predominant in the south-east, and the Yorubas who

are predominant in the southwest. The Edo people are predominant in the region between Yorubaland and

Igboland. Most Edos are Christians while about 20 percent worship deities called Ogu. This group is

followed by the Ibibio/Annang/Efik people of coastal southeastern Nigeria and the Ijaws of the Niger

Delta.

Nigeria is famous for its English language literature and its popular music. Nigerian food

embellishes a rich blend of traditionally African carbohydrates such as Yam and Cassava as well as

vegetable soups made from native green leaves. The music of Nigeria includes many kinds of folk and

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popular music, some of which are known worldwide. Traditional musicians use a number of diverse

instruments, such as the Gong and talking drums.

The theories of leadership can be applicable in that it is a powerful tool a manager can use in

displaying good leadership skills. The emphasis on leadership is on interpersonal behavior, and is often

associated with the willing and enthusiastic behaviour of followers (Mullins, L. J. (2002). Leaders care

about their followers and want them to succeed.

Leadership is afield in which there can be no level of mutual understanding between science and

art. Good leaders according to Donald Krause (1997) help their followers to make their dreams come true.

Their main goal is to accomplish useful and desirable things that benefit the people being led.

Furthermore, according to Rosebush Moss (1993), the importance of leadership is a crucial issue. When a

company is failing and survival is at stake, leadership matters most in the respect of openness and honesty

in dialogue, mutual respect, collaborative problem solving and the encouragement of initiatives.

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METHODOLOGY

Introduction

The main goal of the research methodology is to find out the impact created by the

transformational leaders in all sectors in Nigeria. Therefore, all the instruments which will be

used, the reasons for their usage, and the manner in which the analysis of the findings will be

done, will be presented in the study. Nevertheless, the researcher will utilize both primary and

secondary data. The study will also offer both a qualitative and quantitative approach to the

research findings, but more emphasis will be placed on the quantitative findings.

Primary Data

Like any research work, the role of primary data is very significant and can therefore, not

be negated whatsoever. Thus, regarding primary sources, the research will make immense use of

both interviews and questionnaires. These instruments will be used in extracting useful

information from employees of diverse sectors, especially the CEOs and Human Resource

Managers, as well as other tactical level managers.

Questionnaires: these will be structured in both open-ended and closed-ended format. The

decision to use open-ended questions is as a result of the quest to find more information besides

the general questions posed. Open-ended questionnaires enable respondents to present more

information compared to the ones they would have given had they been provided with closed-

ended questions. Secondly, the use of open-ended questions will be aimed at human resource

managers and other tactical level managers. This is because, these people are able to access huge

information compared to other employees. Furthermore, by providing them with open-ended

questionnaires, they can fill in information that could assist in the final recommendations of the

researcher regarding the impact of transformational leadership as a strategy towards the

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implementation of Vision 2020. Other categories of people will be interviewed regarding their

feelings regarding the adoption of decision support systems in the country. However, their

overall contribution towards the research recommendations will be minimal because, leadership

is better understood internally than externally.

Secondary Data

The use of secondary data will be equally important in this research. This is because it is

through studying the existing literature regarding decision support system that the researcher is

better positioned to understand its overall conception and impact. Therefore, various books,

journals, and websites will be utilized in order to better understand the use of decision support

systems. The researcher will also use secondary sources of information in order to design the

necessary questions based on the previous studies so that such answers can be evaluated

alongside the research findings. Secondary sources will also be used in examining and

understanding the manner in which Nigerians have embraced the usage of decisions support

systems. The major areas that can be obtained from the secondary sources will include materials

related to the decision support system implementation process.

The researcher will also utilize both the qualitative and quantitative measures in research

in studying the secondary sources. Therefore, the SPSS program will be utilized in analyzing the

statistical findings of the e-all usage. This is a very important approach owing to the nature of

dealing with numbers as well as statistical information. Furthermore, this approach will be aimed

at enabling a learner to effectively utilize any skills acquired in SPSS.

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Validity and Reliability

In carrying out this research process, the researcher will also bear in mind the validity and

reliability of the data which will be obtained. Therefore, appropriate measures will be put in

place to ensure that the sample findings reflect close association with population sample.

Research samples will be selected randomly in order to eliminate biasness on the part of the

researcher. Even in selecting the sectors to obtain samples from, the researcher will maintain a

random system of sampling in order to ensure that selection is not made out of personal

preference (Finn et al, 2000). This study intends to use a sample size that will have 40% male

and 60% female population. In order to determine the size of the population; these two

percentiles will be analyzed by SPSS to compute the population needed for the research to be 30

participants.

Another technique will be the increased focus on confidentiality. A number of employees

contacted have indicated worries as to the use of information that they are inclined to give during

their responses. Some fear that such information might be used for other negative reasons than

the ones specified. The researcher will however institute a high level of confidentiality, with the

information obtained used for academic purposes solely.

Finally, questionnaires will be structured in a manner that they do not obligate anybody

to provide personal details within the questionnaire.

Assumptions

The research makes the following assumptions:

The research findings of the sampled informants will represent the overall reflection of

Nigerians;

The data collection instruments will be accurate and precise;

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The respondents will exhibit high levels of honesty, thus accurate information; and

The overall opinions and interest in decision support systems will be similar across all

sectors.

Scope and Limitations

The scope of this study will be global although the respondents will come from within the

Nigerian region. This therefore implies that the information obtained will be limited to only

those interviewed. Another limitation is on time. Nigeria is a vast area in terms of research study.

Therefore, the research will be limited to the time available.

Another limitation will be on the quality of the responses given (Finn et al, 2000). Many

employees have expressed worries over the information that they can give, and the certainty of

confidentiality. This is likely to affect respondents in deciding the kind of information they are

willing to give. In general, limitations will be experienced in terms of time, money, and scope of

study (Finn et al, 2000).

Ethical consideration

This study will use secondary data that has been published in accordance with

accountability measures (Pinnington et al., 2007). However, in keeping with ethical standards in

the conduct of research with human participants; and respect for copyright of the published data;

respect, consent, and confidentiality will be accorded to respondents (Arthurs, 2005). During

preparation for the interviews, interviewer will seek consent of the interviewee before the day of

the interview, to respect the time schedule of the interviewee. Confidentiality will also be

accorded to the respondents since only the researcher will receive their information. The dress

code of the interviewer will vary according to the culture of the respondents (Argenti, 1997).

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Timeline

The research has been estimated to follow the following timeline: phase one represents data

collection; phase two, data analysis; and phase three, initiation of research writing process (Jason

et al, 2006).

Phase 1 Phase 2 Phase 3

Project Proposal

Literature Review

Stage one

Stage two

Stage three

Dissertation finalization

Submission

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Budget

The researcher in the due course of the research has estimated the following costs:

ITEMS AMOUNT (£sterling)

1. Data Collection costs ( questionnaire printing and

posting )

2,000

2. Interview costs (scheduling, travelling, telephone) 10,000

3. Books, internet, and journal costs 3,000

TOTAL £15,000

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