LEADERSHIP AND ORGANISATIONAL PERFORMANCE: EXECUTIVE LEADERSHIP & ORGANISATIONAL PERFORMANCE

© 2024 Dr. Godwin C. Arikibe. All rights reserved.

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Published by AuthorHouse  03/18/2024

ISBN: 979-8-8230-8645-5 (sc)

ISBN: 979-8-8230-8684-4 (hc)

ISBN: 979-8-8230-8646-2 (e)

Library of Congress Control Number: 2024904038

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TABLE OF CONTENTS

DECLARATION

ACKNOWLEDGEMENT

LIST OF ABBREVIATIONS

LIST OF TABLES

LIST OF FIGURES

ABSTRACT

CHAPTER 1: INTRODUCTION

1.1 Research Background

1.2 Research Aim and Objectives

1.3 Research Questions

1.4 Research Process

1.5 Organisation of Thesis

CHAPTER 2: BACKGROUND ON NIGERIA AND FEDERAL GOVERNMENT MINISTRIES

2.1 Introduction

2.2 Nigeria’s Profile

2.2.1 Military Administration and Ministries’ Performance

2.2.2 Agriculture

2.2.3 Manufacturing/Industry

2.2.4 Services

2.2.5 Economic Performance

2.2.6 Culture and Tradition

2.2.7 Psychological Contract in the Ministries

2.2.8 The Federal Civil Service and Federal Ministries

2.2.9 Federal Civil Service Commission

2.2.10 Head of Civil Service of the Federation

2.2.11 Appointments

2.2.12 Promotion

2.2.13 Discipline

2.2.14 The Permanent Secretaries in the Ministries

2.2.15 The Federal Government Ministries’ Leadership Levels

2.2.16 Regulatory Hierarchy

2.3 Chapter Summary

CHAPTER 3: LITERATURE REVIEW – LEADERSHIP AND THE CVF MODEL

3.1 Introduction

3.2 Definition of Leadership

3.3 Leadership and Management

3.4 Leadership Theories

3.4.1 Great Man and Traits Theories

3.4.2 The Behavioural Theory

3.4.3 Contingency Theory

3.4.4 Managerial Roles Model

3.4.5 Transformational Leadership Theories

3.4.6 Situational Theory

3.4.7 Servant Leadership

3.4.8 Integrated Psychological Theory

3.4.9 Section summary

3.5 Evolution of Rational Goal,

Internal Process, Human Relations,

and Open System Management Models

3.5.1 1900 – 1925: Rational Goal Model and Internal Process Model of Management

3.5.2 1926 – 1950: Human Relations Model

3.5.3 1951 – 1975: Open Systems Model

3.5.4 Section Summary

3.6 Historical perspective of the Competing Values Framework

3.6.1 Stage 1 - Quinn and Rohrbaugh (1983) Competing Values Framework

3.6.2 Stage 2 - Quinn’s (1988) Competing Values Framework Development

3.6.3 Stage 3 - Hart and Quinn’s (1993) Competing Values Framework Development

3.6.3.1 Locating the roles and behaviours in the CVF model

3.6.3.2 An Integrated Model

3.6.4 Identification of specific Behavioural Roles from the Stage 3 CVF Model and Associated Literature

3.7 Stage 4 – Leadership Attributes

3.7.1 Demographic Characteristics

3.7.2 Personality Characteristics

3.7.3 Leadership Styles

3.7.4 Justification for Attributes

3.8 Leadership Behavioural Complexity

3.9 Justification for the inclusion of Behavioural Complexity in the Research

3.10 Chapter Summary

CHAPTER 4: ORGANISATIONAL PERFORMANCE & CONTINGENCY FACTORS

4.1 Introduction

4.2 Definition of Performance

4.2.1 Behavioural performance

4.2.2 Stakeholders’ relationship with organisations

4.2.3 Efficiency and effectiveness performance

4.2.4 Individual performance Level

4.2.5 Team and Group performance Level

4.2.6 Organisational performance

4.3 Performance Measurement Models

4.3.1 Balanced Scorecard (BSC)

4.3.2 The Performance Prism

4.3.3 EFQM Excellence Model

4.3.4 IDRC Performance Framework

4.3.5 Justification for Efficiency, Effectiveness and Financial viability

4.4 Current Performance Measurement in the Nigerian Federal Ministries

4.5 Deriving a Model relevant for Federal Ministry Performance

4.5.1 Justification for the Integrated Performance Perspectives Model

4.5.2 Section Summary

4.6 Business Strategy in Relation to Performance

4.6.1 Porter’s Competitive Strategic Model

4.6.2 Miles and Snow’s Strategic Typologies

4.6.3 Strategic Typologies and Ministries Performance

4.6.4 Implementation Strategy

4.6.5 Justification for Choice of Strategic Dimensions

4.6.6 Business Strategy impact on performance

4.6.7 Section Summary

4.7 CONTINGENCY FACTORS IN RELATION TO PERFORMANCE

4.7.1 Dimensions of the Environment

4.7.2 Environmental Conditions

4.7.3 Environmental Uncertainty Impact on Organizational Performance

4.7.3.1 Environmental Dynamism (Uncertainty)

4.7.3.2 Environmental Complexity

4.7.3.3 Environmental Munificence

4.8 Organisational Culture

4.8.1 Cultural Model

4.8.2 Cultural dimensions

4.8.3 Organisational Culture and Ministry Performance

4.8.4 Deriving Cultural Dimensions and Models Appropriate for FM Performance

4.8.5 Justification for the inclusion of Contingency Factors

4.8.6 Section Summary

4.9 Extended Model for Leadership, Performance and Contingency Factors

4.9.1 Executive Leadership Behaviours (discussed in Chapter 3)

4.9.2 Leadership roles (discussed in section 3.6)

4.9.3 Leadership Attributes (discussed in Chapter 3, section 3.7)

4.9.4 Organisational performance (discussed in section 4.6)

4.9.5 Business Strategy (discussed in section 4.6)

4.9.6 Chapter Summary

CHAPTER 5: METHODOLOGY, RESEARCH DESIGN, RESEARCH METHODS AND DATA ANALYSIS

5.1 Introduction

5.2 Research Philosophy: Positivism and Phenomenology

5.3 Research Strategy

5.4 Research Design

5.5 Research Topics and Research Process Methods

5.5.1 Semi-structured Interview Questions

5.5.2 Key Informant Interview Questions

5.5.3 Documentary data

5.5.4 Questionnaire Development

5.5.5 Summary

5.6 Pilot Panel: Interview and Questionnaires

5.6.1 Researcher Revision: Interview Questions & Questionnaire Items

5.7 Interviews

5.7.1 Exploratory Interviews (Pilot Study)

5.7.2 Review of Exploratory Interviews

5.8 Main Research Interviews

5.8.1 Semi-structured interviews

5.8.2 Key Informant Interviews

5.9 Questionnaire Design

5.9.1 Pilot Study Questionnaire

5.9.2 Pilot Study Review

5.9.3 Sending out Questionnaires for Data Collection

5.10 Triangulation of Data Sources

5.11 Data Analysis Method

5.12 Reliability and Validity of the Research

5.13 Ethical Considerations in the Research

5.14 Chapter Summary

CHAPTER 6: INTERVIEWS & DOCUMENTARY FINDINGS

6.1 Introduction

6.2 Interviews: Permanent Secretaries, Directors and key informants

6.3 Key Informant Interviews: Experts and Professionals

6.4 Documentary Data

6.5 Chapter Summary

CHAPTER 7: QUESTIONNAIRE FINDINGS

7.1 Questionnaires

7.2 Leadership Behaviours

7.2.1 Leadership Demographic Characteristics

7.2.2 Leadership Roles

7.2.2.1 Vision Setter Role

7.2.2.2 Motivator Role

7.2.2.3 Task Master Role

7.2.2.4 Analyser Roles

7.2.2.5 Summary of Leadership Role Behaviour

7.2.3 Personality characteristics/skills

7.2.4 Leadership Styles

7.2.4.1 Leadership Style and Ministry Performance

7.2.5 Behavioural Complexity as combination of Leadership Roles, Characteristics/Skills and Styles

7.3 Organisational Performance

7.3.1 Organisational Efficiency

7.3.2 Organisational Effectiveness

7.3.3 Financial Viability

7.3.4 Summary of Performance Perspectives

7.3.5 Accountability and Integrity measures

7.3.6 Human Resource Management (HRM)

7.4 Business Strategy

7.5 Contingency Factors

7.5.1 Environmental conditions

7.5.2 Organisational culture

7.6 Chapter Summary

CHAPTER 8: ANALYSIS OF FINDINGS

8.1 Introduction

8.2 The Interview and Questionnaire Data Themes and Subthemes from the main Interviews, Key Informants and Documentary Data

8.3 Personal Leadership Philosophy or Belief

8.4 Leadership Behaviours

8.4.1 Leadership Roles

8.4.1.1 Core Leadership Roles

8.4.1.2 Leadership Competency Roles

8.4.2 Leadership Attributes

8.4.2.1 Personal Demographic Characteristics

8.4.2.2 Personality characteristics

8.4.2.3 Leadership Styles

8.4.3 Behavioural complexity

8.5 Performance

8.5.1 Performance Efficiency

8.5.2 Performance Effectiveness

8.5.3 Financial viability

8.5.4 Section Summary

8.6 Business Strategy

8.7 Contingency Factors

8.7.1 Weak Leadership Characteristics

8.7.2 Environmental Conditions

8.7.3 Organisational Culture

8.7.4 Chapter Summary

CHAPTER 9: CONCLUSIONS, LIMITATIONS & FUTURE RESEARCH DIRECTIONS

9.1 Introduction

9.2 Summary of the main findings from the research

9.2.1 Research Question 1 - What is the relationship between the executive leadership (PS) role behaviours and ministry performance?

9.2.2 Research Question 2 - What are the PSs’ roles and leadership styles that make for effective ministries’ performance?

9.2.3 Research Question 3 - What kind of Permanent Secretaries’ roles and attributes (demographic characteristics, personality characteristics, and styles) are associated with behavioural complexity?

9.2.4 Research Question 4 - How do the executive leadership behaviours (roles and attributes) impact on ministries’ performance?

9.2.5 Research Question 5 - How do contingency factors impact on ministries’ performance?

9.2.6 Additional leadership and performance challenges identified during the research: Business Strategy

9.2.7 Conclusions about the research questions

9.3 Major Research Findings

9.4 Overview of the Research: Meeting the Objectives and Aim

9.5 Contribution of the Research

9.5.1 Contribution to theory and knowledge

9.5.2 Contribution to Leadership and Organisational Practice

9.6 Limitations and Future Research Directions

9.6.1 Limitations of this Study

9.6.2 Future Research Directions

REFERENCES

BIBLIOGRAPHY

APPENDIX A: Interview Questions

APPENDIX B: Questionnaires

APPENDIX B-i: Demographic Characteristics

APPENDIX B-ii: Executive Leadership Roles

APPENDIX B-iii: Executive Leadership Styles

APPENDIX B-iv: Executive Leadership Skills/Characteristics

APPENDIX B-v: Organisational Performance

APPENDIX B-vi: Business Strategy

APPENDIX B-vii: Contingency Factors

APPENDIX B-viii: Questionnaire Participants

APPENDIX C: Nigerian Map

APPENDIX D: Comparative Analysis of Nigerian, Malaysian & Indonesian Economies

EXECUTIVE LEADERSHIP AND

ORGANISATIONAL PERFORMANCE:

A STUDY OF SELECTED FEDERAL

MINISTRIES IN NIGERIA

UNIVERSITY OF WALES

&

GREENWICH SCHOOL OF MANAGEMENT

Thesis submitted to University of Wales in partial

fulfilment of the Requirements for the Award

of a Degree of Doctor of Philosophy

Leadership & Organisational Performance

ARIKIBE GODWIN CHUKWUEMEKA

B.Ed. (University of Port Harcourt, Nigeria)

MBA (Staffordshire University, United Kingdom)

DR. JOHN MARTIN

Director of Studies

April 2016

DECLARATION

This work has not previously been accepted in substance for any degree and is not being concurrently submitted in candidature for any degree.

Signed 001_a_lbj23.jpg _________ (Candidate)

Date ___________ 30th April 2016 _____________

STATEMENT 1

This thesis is the result of my own investigations, except where otherwise stated. Where correction services have been used, the extent and nature of the correction is clearly marked in a footnote(s).

Other sources are acknowledged by footnotes giving explicit references. A bibliography is appended.

Signed 001_a_lbj23.jpg _________ (Candidate)

Date ___________ 30th April 2016 _____________

STATEMENT 2

I hereby give consent for my thesis, if accepted, to be available for photocopying and for inter-library loan, and for the title and summary to be made available to outside organisations.

Signed 001_a_lbj23.jpg _________ (Candidate)

Date ___________ 30th April 2016 _____________

ACKNOWLEDGEMENT

I am most grateful to Almighty Yahweh for healing me from mysterious illness that nearly snatched my life during the course of this research. I had two serious illnesses that defied doctor’s diagnoses and medications. I remain eternally grateful to Almighty Yahweh for healing me.

I am deeply indebted to my Director of Studies, Dr. John Martin for his unreserved commitment and assistance in the course of this study. In particular, his wise counsel, attention and guidance cannot be quantified throughout the course of this research. All his comments and feedback were helpful. I thank him most sincerely.

I appreciate the encouragement and support received from the following staff: Dr. Peter Murray, the Ph.D. Programme Director, whose comments and observations provided me the motivation to forge ahead in this research. Others include Debbie Maxwell, Pastor (Dr) Marcus Chilaka and Nina, thank you so much for your kind support.

I heartily thank my darling wife Deaconess Chinyere Arikibe and our children whose enduring sacrifices contributed and propelled the completion of this research. May the Almighty Yahweh bless you.

LIST OF ABBREVIATIONS

LIST OF TABLES

3.1 Definitions of Leadership

3.2 Selected Leadership Theories

3.3 Characteristics of the Management Evolution Model

3.4 Description of the four Executive Leadership Roles

3.5 Vision Setter Role of Leadership Behaviour

3.6 Motivator Role of Leadership Behaviour

3.7 Task Master Role of Leadership Behaviour

3.8 Analyser Role of Leadership Behaviour

3.9 Demographic Characteristics

3.10 Personality Characteristics

3.11 Democratic style of Leadership Behavioural Attribute

3.12 Transformational styles of Leadership Behavioural Attribute

3.13 Autocratic/Bureaucratic Leadership styles

3.14 Leadership Roles and Attributes

4.1 Performance - two ways of getting results

4.2 Effectiveness Perspective of Organisational Performance

4.3 Efficiency Perspective of Organisational Performance

4.4 Financial Perspective of Organisational Performance

4.5 Business Strategy of Contingency Factors

4.6 Dimensions of Environmental Conditions on Performance

4.7 Environmental Conditions of Contingency Factors

4.8 Cultural issues and Ministries Performance

5.1 A Comparison of Positivism and Constructivism/Phenomenology Dimension

5.2 Comparison of the strengths and weaknesses of survey data collection methods

7.1 Leadership Demographic Characteristics

7.2 Aggregated Scores of the Vision Setter Role

7.3 Aggregated Scores of the Motivator Role

7.4 Aggregated Scores of the Task Master Role

7.5 Aggregated Scores of the Analyser Role

7.6 Average scores of Leadership Role Behaviours Impact on Performance

7.7 Relationship between Leadership Roles and Performance

7.8 Leader’s Personality Characteristics/Skills

7.9 Leadership Styles of Permanent Secretaries

7.10 Relationship between Leadership Styles and Ministry Performance

7.11 Competency values associated with high Behavioural Complexity

7.12 Organisational Efficiency Measure

7.13 Organisational Effectiveness Measure

7.14 Financial Viability Measure

7.15 Summary of Ministry Performance Perspectives

7.16 Accountability and Integrity measures

7.17 HRM support to organisational efficiency

7.18 Business Strategy

7.19 Environmental Conditions

7.20 Organisational Culture

8.1 Themes from the interviews, documentary and questionnaire data

8.2 Relationship between Core Roles and Performance

8.3 Impact of Contingency Factors on Leadership Roles and Ministry Performance

9.1 Attributes associated with Leadership Effectiveness

LIST OF FIGURES

1.1 Summary of Research Process Flowchart

1.2 Organisation of the Thesis

2.1 FCS Regulatory Structure for Administrative Convenience

2.2 Relationship amongst MDAs, HOCSF and FCSC

3.1 The Managerial Grid

3.2 Organisational Focus and Structure

3.3 Competing Values Framework: Organisational Effectiveness

3.4 Mintzberg Ten Managerial Roles

3.5 Executive Leadership Roles from Literature Plotted on Competing Values Framework

3.6 Executive Leadership – A Model of the Competing Roles

3.7 Competing Values Framework and Leadership Styles

4.1 Key Perspectives of the Balance Scorecard

4.2 The Performance Prism Perspectives

4.3 Classification of EFQM Model

4.4 IDRC Dimensional framework

4.5 Organisational Performance Dimension

4.6 Integrated Performance Perspectives Model

4.7 Competitive Advantage

4.8 Strategic Typologies impact on Performance

4.9 Environmental Uncertainty and its impact on Performance

4.10 Organisational Culture Models

4.11 Extended Leadership & Performance Model

5.1 Research Design Framework

5.2 Convergence of Evidence (Single Study)

7.1 Perm Sec Roles in the Competing Value Framework

7.2 Frequency Distribution Scores of the Vision Setter Role

7.3 Frequency Distribution Scores of the Motivator Role

7.4 Frequency Distribution Scores of the Task Master Role

7.5 Frequency Distribution Scores for the Analyser Role

7.6 Leadership Styles Measure

7.7 Organisational Efficiency Scores Chart

7.8 Organisational Effectiveness Score Chart

7.9 Financial viability Score Chart

7.10 Accountability Measure as Perceived by SELs

7.11 Integrity Measure as Perceived by SELs

8.1 Leadership & Performance Model

8.2 Themes and Subthemes for Discussion

8.3 Leadership Vision Setter Role

8.4 PSs Competing Value Framework

8.5 Frequency Distribution of the PS Motivator Role Scores

8.6 Aggregate Respondents’ Scores for the Task Master Role

8.7 Aggregated Respondents Scores for Analyser Role

8.8 Competing Values Framework and Leadership Styles

8.9 Relationship between Leadership Behaviours and Behavioural Complexity

8.10 Extended CVF Model and Ministry Performance

8.11 Accountability Measure of Federal Ministries

8.12 Integrity Measure of Federal Ministries

9.1 Context and structure of Chapter 9

9.2 Relationship between Leadership Roles and FM Performance

9.3 Competing Values Framework of Leadership Roles and Performance

9.4 Leadership Roles and Styles for Performance Effectiveness

9.5 The Kind of PSs’ Behaviours Associated with Behavioural Complexity

9.6 Impact of Leadership Behaviours on FMs’ Performance

9.7 Contingency Factors Impact on FMs Performance

ABSTRACT

This research was built upon the studies of Hart and Quinn (1993) and the International Development Research Council (IDRC) (2002) to examine Permanent Secretaries’ (PSs) executive leadership behavioural roles and attributes, business strategies, and contingency factors that were likely to impact on the performance of Federal Ministries (FMs) in Nigeria. Data was obtained from interviews, documentary reports and questionnaires which were both qualitatively and quantitatively analysed.

The results identified two categories of leadership roles: core roles and competency roles. Respondents perceived that the interaction of core roles (administrator, advisor, accounting officer and implementer) and competency roles (vision setter, motivator, analyser, and task master) strengthened leadership effectiveness, which in turn contributed to improved organisational performance (effectiveness, efficiency and financial viability). However, the accounting and motivator roles were identified as the weakest existing leadership capabilities. The results further showed that the integration of these leadership roles and attributes achieved strong behavioural complexity. This research strongly suggests that leadership behaviours were more effective in achieving organisational performance when appropriate attributes were added to the roles from the existing CFV model, in spite of the contingency factors (environmental conditions and declining organisational culture) active in the context. This research proposes that the extended CVF (Leadership-Performance Model (LPM)) developed through it offers a significant tool for analysing executive leadership behaviours. Integration of behavioural values into the model could expand the behavioural complexity and knowledge base of leaders producing improved organisational performance. The extended model also provides a good basis for leadership selection, training and development, and management of contingency factors.

CHAPTER 1

INTRODUCTION

1.1 Research Background

The 1999 Nigerian Constitution recognises the Permanent Secretaries (PSs) as the top-level strategic executive leaders responsible for day-to-day administration of Federal Ministries (FMs). The 1997 Federal Civil Service Handbook described some behavioural roles, attributes and characteristics/traits which form part of the executive leadership job roles. Research suggests that leadership traits and behaviours can impact on organisational performance (Bennis, 1989; Finkelstein and Hambrick, 1996; Ulrich et al., 2008; Yukl, 2006; Zaccaro, 2003). In spite of great interest in the area of leadership, little is known about how specific leadership characteristics, behaviours and surrounding environmental factors impact on organisational performance. A study of these executive leadership behaviours can potentially increase an understanding of organisational success.

Zaccaro (2003) reports that the concept of leadership traits is a historic one, predating the scientific management studies. The difficulty in categorising and validating trait qualities led to identifying behavioural roles. Subsequent research examined behaviours that made for effective leadership behaviour e.g. the Ohio State and University of Michigan leadership studies of 1945 and 1950 sought to identify the observable behaviours such as initiating structure or task-oriented behaviour, consideration for workers or relationship-oriented behaviour, and participative leadership, rather than simply identifying the personality traits of leaders (Northouse, 2007). McGregor’s (1960) Theory X and Theory Y described typical management attitudes towards employees, an approach which emphasised human relationships alongside performance. Similarly, Blake and Moulton’s (1964) managerial grid identified ‘task orientation’ and ‘people orientation’ factors and suggested that a high concern for both production and people could lead to improved organisational performance.

Despite the many roles played by managers, behavioural theorists appear to ignore the role that contingency or situational factors play in determining the effectiveness of leaders (Fiedler, 1964, 1967; House, 1973). While Burn’s (1978) transactional leadership focused on contingency reward where the leader promotes compliance by offering followers rewards and punishments, Bass’s (1985) transformational leadership (TL) was concerned with being more proactive and effective in dealing with the changing work environment. Bass argued that transformational leaders should be visionary and enthusiastic with an inherent ability to motivate subordinates. Some researchers argue that transformational leadership promotes the identification of creative and innovative ideas to solve problems; also, it helps to achieve set objectives through communicating higher ideas and moral values (Atkinson and Pilgreen, 2011; Erbert and Floyd, 2004; Weiner, 2010). But leadership is not a standalone phenomenon. Its component roles should act as an influencing factor towards the achievement of organisational performance. As such, Bennis’s (1989) transformational leadership recognised that leaders should possess behaviours that followers can identify with and emulate. Bennis (2009) maintained that leaders should understand themselves and their followers’ needs and wants. He argued that a leader is made when the leader discovers the self and is able to empower others for success. Ulrich et al. (2008; 1999) posit that it is not enough to gauge leaders by personal traits; rather effective leaders should know how to connect leadership roles and attributes with results. The connection was termed as role integration by Hart and Quinn’s (1993) Competing Value Framework (CVF) model.

Hart and Quinn (1993) suggest that a leader who is able to play multiple, even competing roles could be more organisationally effective. However, Hooijberg and Quinn (1992) earlier felt that inclusion of other behavioural attributes into the CVF could provide a stronger measure of behavioural complexity that might add more value towards performance achievement. Behavioural complexity refers to the ability to perform the multiple roles and behaviour that circumscribe the requisite variety implied by an organisational or environmental context (Denison et al., 1995:526).

Although attempt for the search for effective leadership has gone through periods of scepticism and retrospection, contingency factors like environmental conditions and organisational culture, as well as business strategy also play an important part in the achievement of organisational performance. It has been argued that one of the ways in which organisations have sought to cope with the increasing volatility and turbulence of environmental factors is by training and developing leaders and equipping them with the skills to cope (Rowland et al., 2011; Ulrich et al., 2008). Rowland et al’s (2011) view fits into Hart and Quinn’s (1993) model which then emphasised relationships (training and development), and the open system model (environmental factors). This view is supported by Garavan et al. (2009) who argue that leaders must develop skills in matching appropriate techniques to the situation and that leadership could even change hands in response to changing circumstances. While the aforementioned behavioural processes or models seem to help leaders achieve some level of organisational performance, this research argues that a higher level of organisational success could be achieved if leadership roles and attributes interact and integrate to enhance leadership behavioural complexity, thus improving the leader’s ability to more effectively tackle contingency issues, and thus achieve greater levels of organisational performance. The performance concept has shown that it is a function of the leader’s behavioural repertoire (IDRC 2002; Neely et al., 2002), which in turn leads to value creation and service delivery (Adegoroye, 2006; Cameron et al., 2006; Fatile and Adejuwon 2010).

Meanwhile leadership methodological approaches to performance have not gone unchallenged. Performance essentially is designed to meet stakeholder needs and wants (Adegoroye, 2006; Sonnentag and Frese, 2005), which also translates (in the context of this research) into meeting the government service delivery targets. Service delivery in this context means provision of quality and timely services to the population. The cardinal objectives of policy-makers are to deliver effective and efficient services to the citizenry (Adegoroye 2006; Fatile and Adejuwon 2010).

This research builds on the Hart and Quinn (1993) CVF model and IDRC’s (2002) performance studies to investigate how specific executive leadership behaviours could affect performance effectiveness, efficiency and financial viability within the context of some selected federal ministries in Nigeria. The revised model used in this research is an integrated model comprising four constructs, namely: leadership roles, attributes, contingency factors and organisational performance. This research further incorporates behavioural complexity to understand the leadership role impact on performance. Previous researchers argue that any studies on leaders at the strategic level of organisation must focus on both behaviours and traits (e.g. Boal and Whitehead 1992; Kotter 1988).

1.2 Research Aim and Objectives

The aim of this research is to use the modified and extended CVF model to examine the potential impact of executive leadership roles, attributes, behavioural complexity and contingency factors on Federal Ministry performance in Nigeria. The following specific objectives were identified from the aim to guide the fieldwork investigation in the selected FMs performance.

i. to identify specific Permanent Secretaries’ leadership roles that relate to ministry performance.

ii. to explore the Permanent Secretaries’ common demographic characteristics and leadership styles that affect ministries’ performance.

iii. to identify Permanent Secretaries’ roles and attributes (demographic characteristics, personality characteristics and leadership styles) that associate with behavioural complexity.

iv. to examine the specific executive leadership behaviours (roles and attributes) that impact on ministry performance.

v. to explore the contingency factors that impact on executive leadership and ministry performance.

These five objectives were operationalised into the five specific research questions described and explained below.

1.3 Research Questions

The aim of this research produced the objectives identified above and in turn produced the specific research questions discussed below and which were then explored through the research. The research instruments used in this study are discussed in chapter five and were used to generate appropriate data used for answering each of the research questions, which in turn addressed the research objectives and the research aim.

1. What is the relationship between the executive leadership (PS) role behaviours and ministry performance? (relevant to objective i).

2. What are the PSs’ roles and leadership styles that make for effective ministry performance? (relevant to objective ii).

3. What kind of Permanent Secretaries’ roles and attributes [demographic characteristics, personality characteristics, and styles] are associated with behavioural complexity? (relevant to objective iii).

4. How do the executive leadership behaviours [roles and attributes] impact on ministries’ performance? (relevant to objective iv).

5. How do contingency factors impact on ministries’ performance? (relevant to objective v).

These research questions will be revisited in chapter 5 that produced 27 questions (Appendix A) forming the interviews conducted with the PSs and directors within the FMs in Nigeria. Additionally, they produced (in conjunction with relevant literature) the 107 items in the questionnaire instrument (Appendix B) administered to senior executive leaders (SELs), and which were used to complement the interview responses. The specific questions are identified and discussed as part of the literature review process (see chapters 3 and 4) below.

1.4 Research Process

Figure 1.1 summarises the research process. The researcher embarked on an extensive literature review which formed part of the secondary data used for research question formulation. The literature review includes academic literature, Nigerian public service documentary reports, gazettes, federal government websites, and media reports. The adapted theoretical framework, aim and objectives, and research questions were derived after reviewing the relevant literatures. The research methodology was then developed based on the adapted integrated theoretical framework.

Figure 1.1

Summary of Research Process Flowchart

Source: Author’s Research Process

The literature reflected the basis upon which the research questions were identified. The pilot project was administered amongst selected senior executive leaders (SELs). The final step in the research process was the primary data collection which involved the actual data collection, data analysis, interpretation of the data and thesis write-up.

1.5 Organisation of Thesis

This thesis is made up of nine chapters. Figure 1.2 presents how it is organised in chapters.

Figure 1.2

Organisation of the Thesis

Chapter one introduces the research background, aim and objectives, research question, process, and organisation of the thesis. Chapter two provides background information about Nigeria’s economic, socio-cultural and administrative profiles. Chapter three reviewed literature relating to leadership and management in relation to management theory evolution, and the CVF model for diagnosing leadership behaviours and behavioural complexity impact on performance. Chapter four explored literature in relation to organisational performance as reflected in a range of major organisational performance models e.g. the balanced scorecard, the performance prism, the European Foundation for Quality Management (EFQM) Excellence Model, and IDRC Performance Model (performance perspectives – effectiveness, efficiency and financial viability). Business strategy and contingency factors (e.g. environmental conditions and organisational culture) were also discussed in relation to organisational performance. Chapter five explained the research methodology adopted. It discussed the research philosophy, data collection and analysis procedure, interview process, questionnaire data, data analysis methods, and research ethical considerations.

Chapter six presented the individual interviews and documentary data collected from the fieldwork. Chapter seven showed the presentation of survey data and analysis. Chapter eight brought together all the themes and subthemes presented in the two previous chapters. It interpreted and discussed the key themes and sub-themes from the research findings. What has been learned about the PSs’ leadership behaviours and their potential effect on ministry performance was identified. Chapter nine presented the conclusions and contributions of the research which drew out the significance of the findings. It further discussed the contributions of the research findings to both theory and practice. The chapter also presented research limitations and future research directions. The thesis closed with references, bibliography and appendices.

CHAPTER 2

BACKGROUND ON NIGERIA AND FEDERAL GOVERNMENT MINISTRIES

2.1 Introduction

This chapter provides brief information about Nigerian people, administration, socio-economic and cultural background. It also highlights the activities of the Head of the Civil Service of the Federation (HOCSF) and Federal Civil Service Commission (FCSC).

2.2 Nigeria’s Profile

The origin of the Nigerian people was traced to the Nok culture from North-Central Nigeria (Fagg 1972; Fagg 1959; Roger, 2011; Rupp et al., 2005). Nok was the town where the earliest archaeological findings were made, dating the Nok culture to around 280 B.C. The people from that time were characterised as having diverse languages and living in groups as a collection of kingdoms. The three main kingdoms are: the Hausas, Yorubas and the Igbos. The Hausa administration is highly centralised with an Emir as the leader. The Yorubas have the Oba as their leader who governs with a council of chiefs. The Oba has final say in any matter and could overturn the decision of his chiefs. The Igbo leader holds the Ozor title. This group operates a decentralised administrative system where people are governed through the family head, village head and communal representations at the centre. All the ethnic groups were united by the British administration from 1861 to 1960 when the country obtained her independence. After seven years of civilian rule, the military took over power and ruled for 30 years. The country returned to democratic governance in 1999.

Nigeria is located in West Africa and borders the Gulf of Guinea between Benin on the West and Cameroon on the East, Niger on the North and Chad on the North-East (see Nigerian map in Appendix C). It has an area of 923,768 square kilometres with 36 States. Abuja is its Federal Capital Territory (FCT). Nigeria is the most populous Black Country in Africa with a population of about 167 million people. It has a population growth rate of 2.8% (World Bank Group, 2015)

Religion: there are three main religions – Christian, Moslem and African Traditional Religion. The Southern part of Nigeria is predominantly Christian while the North is dominated by Islam. The African Traditional Religion is in the minority. There is freedom of worship as prescribed in the Constitution. Authors affirm the importance of religion on the work values found across the country (Clark, 2006; Love, 2006; Nolte et al., 2009; Uygur, 2009). However, the nation has often witnessed religious crises sometimes fuelled by the political class to achieve political ambition.

2.2.1 Military Administration and Ministries’ Performance

Military intervention in Africa is a common feature where democratically-elected governments are sometimes overthrown using the excuse of misrule. However, the 30 years of military rule in Nigeria left a legacy of corruption (Bayo 2012; Dike 2005; Ikejiaku 2009; Mongabay.Com 2009). Ikejiaku (2009) maintained that the military legalised corruption, particularly through bribery, embezzlement and nepotism (Bayo 2012); violation of the rights of people and undermining their cultural values were common phenomena (Ikejiaku 2009). Adeola (2008:50) reported that corruption was not only institutionalised but also glamorised. Bayo (2012) blamed the politicisation of civil servants as the cause of high levels of corruption that limited the performance achieved by ministries. Reuter (2009) and NEPAD (2009) explained that corruption in the political and civil service spheres primarily explains the poverty in Nigeria despite availability of huge human capital, agricultural and petroleum product earnings. The military carried out government policies through the FMs. Federal Ministries are the arm of the Federal Civil Service (FCS) charged with the responsibility of implementing government policies that affect the citizenry (Constitution, 1999). The FCS refers to the central government administrative structure and the corpus of rules and regulations that govern its various FMs and extra-ministerial departments/agencies. According to Bayo (2012), the performance of federal government ministries (FGMs) depends on how the bureaucrats implement programmes and policies designed to effectively reposition the service for higher level of efficiency, effectiveness and enhanced service delivery (Public Service Rule (PSR) 2008: i). However, the drive to achieve these objectives has not been carefully followed. For instance, recruitment