Date of Conferral

2022

Degree

Ph.D.

School

Public Policy and Administration

Advisor

Jacqueline C. Jones

Abstract

Leadership effectiveness is instrumental in the socioeconomic and political development of any society. In Africa, ineffective leadership has resulted in crises of varying degrees, with poor development visible in the society. The purpose of this qualitative case study was to understand individual lived experiences of leadership crisis in Nigeria, specifically, and its impact on the relationship between the leaders and their followers, in order to extrapolate to the continent. Using transformational leadership theory, the study sought to understand breakdowns in trust networks between leaders and followers, perceptions of leadership accountability, failure of leaders to align their campaign promises with their various political parties, and detachment of leaders from followers after winning elections into political offices. A phenomenological approach was used to purposively interview 17 political leaders and 18 followers and data were thematically analyzed. Results of the study revealed that corruption, political thuggery, nepotism, and faulty electoral laws have encouraged monetization of the electoral processes, under-aged voting, undemocratic leadership selection processes (at the political party levels), and other electoral malpractices. Furthermore, some participants viewed the problem from the electorates who are mostly poor, uneducated, and illiterate as easily swayed by ethno-religious sentiments. To aptly address these problems, the study proffered immediate, intermediate, and long-term recommendations for Nigeria to engender leadership with minimal crises. The positive social change implication of the study is the implementation of an all-inclusive leadership education policy that will aid in stemming the crises associated with leadership in Nigeria.

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