A STUDY OF THE NIGERIA POLICE FORCE
(ZONE-9 UMUAHIA, ABIA STATE)
2005 –2015
BY
EJIFUGHA BLESSING CHINYERE
14/Ph.D/9797
BEING A Ph.D DISSERTATION SUBMITTED TO THE
DEPARTMENT OF POLITICAL SCIENCE,
FACULTY OF SOCIAL SCIENCES,
IMO STATE UNIVERSITY OWERRI
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE CONFERMENT OF THE DEGREE OF DOCTOR OF PHILOSOPHY (Ph.D) IN POLITICAL SCIENCE DEPARTMENT
SUPERVISOR:
PROF. C.B. NWACHUKWU
AND
DR. J. OKERE
CHAPTER ONE
INTRODUCTION
Background of the Study
One major purpose of establishing the Nigeria Police Force is the security of lives and property. Arguably, the Nigeria Police Force is the most visible agent of government. Oleme and Anga (1994:2), argued that the Police denote a body of organized people charged with the responsibility of maintaining civil order, ensuring public safety and enforcing the law. This was provided in Section 214, 1 and 2 of the 1999 Constitution of Federal Republic of Nigeria. Specifically, Section 4 of the Police Act (Laws of the Federation 1990) presented the functions of the Nigeria Police force as:
Prevention and detection of crime, apprehension of offenders, preservation of law and order, protection of life and property, enforcement of all laws and regulations with which they are charged, military duties within or outside Nigeria as may be required of them or under the authority of this or any other act.
Again, the part IV, Section 23 – 30 of the Police Act and Regulation (CAP. 19 LFN.2004) provides for the power of the Police as follows:
Conduct of prosecution, arrest without warrant, arrest without having warrant in possession, summonses, bail of person arrested without warrant search, detain and search suspected persons and take finger prints.
The achievement of these would depend largely on the quality of the leadership in place. Hence, leadership is an indispensable factor in the performance and growth of any organization like the Nigeria Police Force. Without it, an organization may not survive. Every organization seek it; is moved by it, and uses it to help boost performance of organization. Leadership takes performance beyond routine expectations. Holding position of leadership is important, but what is more important is the impact flowing from such high officer.
Among the notable definitions of leadership is the one given by Stodgill (cited in Gibbi 1969:50), which views leadership as a process of influencing the activities of an organized group in its task; task of goal getting and goal achievement.
Pfiffner and Presthus (1960:91) stated that:
“Leadership is the art of coordinating and motivating individuals and groups to achieve desired ends.”
They further added that “it is concerned with verbal, intelligent and social skills”. In the light of the above, Ogunna (2003:46) notes that “The management of any organization, public or private requires control, direction, supervision and inspiration of the leader”.
From the foregoing definitions is the fact that leadership is a catalyst position. One who occupies it should provide the force to accelerate the organization movement. Such a person is a mover, inspirer, motivator and mobilizer of the organizational members (Iwu 1994:12). To this end, therefore, leadership roles can be expanded to include the act of planning, organizing, controlling, coordinating, motivating and other auxiliary duties involved in making the individuals’ behaviors directed towards achieving organizational goals and objectives. Simply put, without effective leadership, a group such as the Nigeria Police is likely to degenerate in its effectiveness, efficiency and productiveness.
Recent studies of leadership of the Nigeria Police Force show that the high incidence of corruption, poor recruitment process, absence of good social welfare, insubordination, poor remuneration of workers and inconsistencies in planning and low motivation are linked to ineffective and inefficient leadership.
Leadership encompasses a lot of things. It is getting people to work towards reaching an objective (Ogunna 2007:229). An effective execution of the objective of Nigeria Police Force demands competent leadership; one that is with vision, high integrity and dynamic, able to direct, motivate, control and check the excesses of its subordinates. In this case, also, prudent management of human and material resources is part of the responsibility of leadership. Hence, effective leadership is a fundamental factor for high organizational performance. Without it, workers may manifest negative attitudes which have the capacity of undermining the overall objective and goal of an organization, the Nigeria Police Force in particular.
In the light of the foregoing, the importance of leadership in the Nigeria Police cannot be overemphasized. Leadership is a determinant factor for organizational performance. It is of strategic importance towards the enhancement of organizational performance in the Nigeria Police Force. This study, therefore examines how effective leadership would boost workers’ performance in the Nigeria Police, using Zone-9 Umuahia as a study focus.
Statement of the Problem
It has been realized that efficiency and effectiveness in public institutions is a function of the quality of leadership. No organization can flourish without good leadership. This could explain why most public organizations crumble. It is a known fact that viable and functional leadership enhances workers’ performance and productivity in organizations (Cole 2002). While most organizations in Nigeria and indeed the public sector engage in recruiting good leadership, this effort has not really translated to increased productivity and organizational output (Ogunna, 2007).
Effective leadership is regarded as a vital solution to the problems of the Nigeria Police Force. Lack of it has created a work environment in which deficiencies in employee competence, job commitment, morale, motivation and service delivery etc appear to be the burden of most public sector organizations like the Nigeria Police Force. Again, poor training and working conditions, in addition to poor remuneration and non-existent security equipment (lack of communication gadgets, lack of modern arms and ammunition etc) and corruption are major factors which seriously undermine the effort of the Nigeria Police Force. The absence of all these are indicators of absence of effective and dynamic leadership. This accounts for low performance and productivity (Ogunna, 2007).
The Police leadership has on multiple occasions acknowledged many of the problems. In recent years, government has launched several Police reform initiatives, ranging from increased funding and improved Police wages and training and re-training of officers.
In the light of the above, there is need for leadership restructuring and leadership training of the Nigeria Police Force. Scholars like Maduabum (2001), Ndiomu (1992), Alemika (1999/2003) and Chukwuma (1993), Oyawale (2005), Cole (2002), and a host of others acknowledged the importance of identifying training needs for effective manpower development in public organization like the Police. The above background calls for a critical evaluation of the role of leadership on organizational performance in Nigeria Police Force.
Objectives of the Study
This study has both broad and specific objectives. The broad objective of this study is to examine the role of leadership on organizational performance with emphasis on the Nigeria Police Force.
The specific objectives of the study are:
To examine whether there is a positive relationship between leadership and organizational performance in the Nigeria Police Force zone-9 Headquarters Umuahia.
To show whether leadership has influence on the behavior of workers towards performance enhancement in the Nigeria Police Force zone-9 Headquarters Umuahia.
To ascertain the major leadership challenges which undermine organizational performance in the Nigeria Police Force zone-9 Headquarters Umuahia.
Research Questions
This study provides answers to the following research questions:
Is there a positive relationship between leadership and organizational performance in the Nigeria Police Force zone-9 Headquarters Umuahia?
Has the Nigeria Police leadership in zone-9 Umuahia influenced the behavior of the police towards performance enhancement in the organization?
Are there major leadership challenges which undermine organizational performance in the Nigeria Police Force zone-9 Headquarters Umuahia?
Significance of the Study
This study has both theoretical and practical significance. Theoretically, this study would advance the knowledge of both scholars and students who are interested in a research on the effects of leadership on organizational performance in the Nigeria Police Force. It would help improve the understanding of the subject matter of this study and also serve as a data base to researchers in the area of leadership in the Nigerian Police Force.
Practically, this study will provide stakeholders in the Nigerian Police Force the framework for deeper appreciation of the leadership challenges that inhibit the performance of the Police in carrying their constitutional functions, as well as help government take appropriate steps in addressing them.
CHAPTER TWO
LITERATURE REVIEW
2.1 The Historical Development and Organization of the Nigeria Police Force
The Nigeria Police Force has grown immensely within the last few decades especially with the multiplicity of states federating as one nation. From the early beginning in 1962, when there were few regions, Nigeria today has 36 states and a federal capital territory. Each state has a number of major cities, police formation and densely populated areas. The National Population figure of Nigeria stood at One hundred and forty million, three thousand, five hundred and forty two persons (140, 003, 542) (NPC, 2006). Considering the large land mass, population density and human lives that need to be protected, the Nigeria Police Force must as a matter of necessity be expected to operate at high level of efficiency. Thus in order to function optimally and to realize the expected goals for which they were established, the corps must be trained and developed for adaptation to the changing environment of the technological Age. It is against the backdrop of these that we engage in the historical voyage of the Nigeria Police Force. The Native Authority Services had existed in Nigeria as early as the eighteenth century. They served mostly as messengers to the traditional rulers –Chiefs, Igwes, Obas and Emirs in their various courts, when the British came, they accorded some sort of recognition to the ‘police’ that were used by the traditional rulers to enforce their local laws and native court judgments (Kain, 1974:321). Those ‘police forces’ were known as the Akoda and the Olopa in the Western Nigeria; the Dongari and later the Yan Doka in the Northern Nigeria. However, there was no organized National Force in Nigeria before the annexation of Lagos as British Colony in the year 1861. Greene (1976:45) reported that the request to the colonial office for authority to establish a consular guard in the Bights of Biafra (Bonny) and Benin was first made by Consul C.H Foote in February, 1816. In March, Foote was succeeded by Consul William and later by McCosky who pressed further for the establishment of ‘police’ to enable them carry out their consular assignments. Following the annexation of Lagos on 6th August, 1861, McCosky who became the acting Governor of Lagos, established ‘Police Force’ that same year. When the substantive Governor Mr. H.S Freeman was appointed, he assumed duty on the 25th January 1862. He inherited twenty-five constables known as Consular Guards. He raised their strength to one Superintendent, four Sergeants, eight Corporals and one hundred constables. He set up a Police Court, Criminal and Slave Courts and a Commercial Tribunal. Isaac Willoughby –African Superintendent of Police, served as the clerk of the Criminal and Slave Courts (Kain, 1974:624). In February1863, the Colonial office in London permitted Governor Freeman to recruit and raise armed police force of one hundred policemen (mainly Hausas) as part of the colony’s internal defense force. That was later increased to 1200 officers and men by 1866. From that time, two Police Forces came into existence in Lagos –the Civil Police Force headed by the Superintendent Willoughby and the ‘Armed Hausa Police’ which performed semi-military duties. In 1866 also, Lagos colony became part of the West African settlement and about 381 of the armed Hausa Policemen were sent to serve in the Gold Coast (Now Ghana) from 1872-1873 (Macaulay 1964: 19). Mr. Isaac Willoughby resigned on the 9th July 1973 following the problems he had for colluding with his brother –Emmanuel Willoughby who opened the public safe with a false key and stole the sum of sum of two pound and ten shillings. Emmanuel Willoughby was not prosecuted but was simply dismissed and later recalled after six months. This misbehavior in Superintendent Willoughby’s forced his resignation.
2.1.1 The Hausa Constabulary/Lagos Police Force 1861
In 1879, under the Gold Coast Constabulary Ordinance (No. 3 of 1879) the former Armed Hausa Police and the Civil Police were merged into the constabulary force, commonly known as Hausa constabulary. The men that made up this constabulary, it was alleged, cooperated with thieves, and the public had neither respect for nor confidence in them. In February 1886, the administration of Lagos colony was separated from the Gold Coast Protectorate and the Police Force was also split. Thus the Lagos constabulary was formed.
The Lagos constabulary was re-organized and enlarged by Governor George later in 1892, as he prepared for his campaign against the Ijetu kingdom and the Awujale of Ijetu land. The Civil Police was again separated from the military constabulary under the Police Ordinance No. 10 of 1896 as distinct from the constabulary. The Force was made up of one Commissioner, two Assistant Commissioners, one Pay and Quarter Master, one Master Tailor, one Sergeant Major, eight Sergeants, eight Corporals and fifty Constables. By another Police Ordinance No. 14 of 1897 the Force was further enlarged re-organized and armed again.
The general duties of the Police include the prevention and detection of crime, the repression of internal disturbances and external defense of the colony and its Protectorate. The Ordinance of 1896 also authorized Police Officers above the ranks of sergeant major to prosecute offenders before a District Commissioner or a Police Magistrate. Under this Ordinance also, the Commissioner of Police was Sheriff, Inspector of Weights and Measure and Superintendents of prisons, The first Commissioner of Police was Captain J.D Hamilton. The first batch of African Policemen who attended a Police training course overseas included one Adolph Pratt at the Royal Irish Constabulary and the Metropolitan Police, London in 1895 and 1898.
Detective Branch: In the same year, 1897, a detective branch was created and an Assistant Superintendent of Police, Mr F. Colliery Green –an African headed this branch of Lagos Police. The branch was made up of one officer and fourteen Non-commissioned Officers. It was this branch that the current Criminal Investigation Department (CID) evolved.
Police Band: The Nigeria Police Band came into existence in 1890 as a “Corps of Drum Fife” and was headed by Sergeant Robert Isiguzo as the Drum Major-In-Charge in1897 N, Governor McCullum went on a recruitment drive into the hinterland with this Corps of Drum Fife and Buggle Band of the Lagos Police. The Corps of Drum became fully orchestrated band in 1922, under the Command of McLovell: Harry Field took over in 1928 and developed the Band further. He also wrote the popular “Police March”. Mr. Frank Buckmaster commanded the band in 1946 and in 1947, Mr. Hampstead where it was hitherto located. Mr. James Boyle took over command of the band in 1961, and in 1963, he established the School of Music and Piping. In 1964, the Police Band was in the Mid-Western States, in addition to the ones in the former Western, East Central States and then the Federal Capital of Lagos. Mr. B.E Odiase assumed command of the Central Band in 1968 as the first Nigerian Director of Music of the Police Band.
Marine Police: The increasing incidence of marine crime within Lagos territory had made the Lagos Government in 1891 to set up the “Night Water Police” (Membere 1977). They were charged with the responsibilities to combat smuggling activities and rescue operations along the sea coast. This marine unit consisted of a Sergeant, three Lance Corporals and nine Constable. The introduction of Brimabright dingie fitted with out-board engines in the 1930s and 1950s, augmented the water patrol carried out with dug-out canoes. Besides its operations in Nigerian Creeks Harbors and riverine areas including Lake Chad, the Marine Police also checks piracy in the water ways. Its duties encompass enforcement of safety regulations, investigation of accidents, and prevention of pilferage from oceanic vessels at Nigeria Ports (Olewe and Anga, 1994:14).
Railway Police: The increased patronage by the public of the Railway transport after its construction by the British resulted in enlarged rail service. The need arose for safety. In 1899, a Railway Police division was formed. In April 1947, some special Officers were recruited as supernumerary constables in the Railways. In the same year, the Railway Police Command was created with headquarters at Ebute-Meta under the Command of a Superintendent. By 1962, the districts of the Nigeria Railways had risen to four, viz; East, West, North and North-East districts. In 1963, the Police dogs were introduced into the Railway Police. With about forty-two stations in the network, the Railway Police is a formation of Force command center, under the command of Commissioner of Police. The Railway Police maintains law and order, and protects lives and property in the Railways. It carries out patrols and investigations and enforcement of the Railway Bye-Laws.
2.1.2 Oil Rivers/Niger Coast Constabulary Force 1894
While the Police for the Colony of Lagos and its Protectorate was being developed, changes were also taking place in the other protectorates. In the South, Mr. Hewett, who was consul of the Oil Rivers Protectorate comprising what was later known as the former Mid-Western State, Cross River State and Rivers State sought permission in October 1887 from British Office to raise a constabulary Force. The main functions of this force were to ensure the security of lives and property of British and foreign traders within his territory. This Force was to enable him maintain peace within his jurisdiction. That objection had not materialized when consul Johnstone took over from him and continued to press for the request (Cole: 1961:313). There was no success until 1890 when Mr. Annesley took over as the acting consul. He immediately raised a “small Police Force” armed with shot guns. With his small Police Force and some war canoes manned by natives, consul Annesley attacked King Adeyemo, the king of Enyong; Chief Abiakani, the traditional ruler of Ikotana, both along the Cross River in Cross River State, 9th March, 1890. As a result of complaints made against consul Annesley for atrocities he committed with his Police he was recalled. Mr. Claude MacDonald disbanded Annesley’s police and with the help of Mr. Ralp D. Moore enlisted a “small Force of Hausas” to form the Oil Rivers (later, Niger Coast) constabulary. Ralph Moore later succeeded MacDonald as Consul General and helped greatly in developing the Police Force. He first established a Quasi-Police Force called “Court Messengers” made up of mainly Yorubas and Hausas who performed duties of military Police. By 1892, it consisted of one sergeant, six corporals, one lance corporal and eighteen constables, making a total of twenty-six men and known as the Oil Rivers Constabulary, (Pius, 1980:202).
The Oil Rivers Protectorate was declared in 1891 and its headquarters was proclaimed the “Niger Coast Protectorate’. The Oil River Constabulary was then renamed the Niger Coast Constabulary the following years, 1894 and modeled on the Hausa constabulary. By 1898, the number had increased to one hundred and twenty-three men.
2.1.3 The Royal Niger Constabulary/Northern Nigeria Police 1886
When the Royal Niger Charter was granted to Royal Niger Company in Northern Nigeria in 1886, permission was also granted for the raising of small armed constabulary. In 1888, the Royal Niger Constabulary was established with headquarters at Lokoja. The Force had a mounted company called the ‘Carrel’s House’ (Pius 1980:477). This Force distinguished itself for its military campaigns against Bida and Ilorin, and the subjugation of the powerful kingdom of Nupe. The Royal Niger Company was however disbanded by Lord Lugard in1900 when the protectorate of Northern Nigeria was proclaimed, that year its administration passed over to the Government. Lugard selected fifty of its men to form the civil Police known as the Northern Nigeria Police to keep peace in the Cantonments. They were placed under the control of Cantonment Magistrates (Pius, 1980:312).
2.1.4 The Niger Coast Constabulary/Southern Nigeria Police 1906
The Niger Coast Protectorate was later declared the Protectorate of Southern Nigeria with effect from the 1st January 1900, and by the Police Proclamation, No. 4 of 1902, the Consul Moore renamed the Force, “Southern Nigeria Force” with its headquarter in Calabar. There were no significant changes until 1906 when the colony of Lagos and the Protectorate of Southern Nigeria were amalgamated consequent upon the change, this Force was formally disbanded and majority of its men joined the zoo-man Royal Nigeria constabulary serving South of Idah to form the Southern Nigeria Regiment. The remainder of this former Nigeria Coast Constabulary formed the ‘Southern Nigeria Police’ which subsequently merged with the Lagos Police to form a fully established and truly all-embracing Southern Nigeria Police Force with its headquarters moved from Calabar to Lagos. The Force was commanded by an Inspector-General of Police who was assisted by Commissioners and Assistant Commissioners (whose ranks were the equivalents of present Superintendent and Assistant Superintendent of Police)
2.1.5 The Nigeria Police Force (The Amalgamation) 1932
The amalgamation of the Northern and Southern Nigeria took place in 1914 but there continued to be two separate Police Forces for the North and South respectively (Samson 1970:213). This separate existence continued until 1st April 1930, when the two Police Forces were merged into what has now come to be known as the Nigeria Police Force, under the Police Ordinance No. 2 of 1930, with the headquarters in Lagos (Samson 1970:237). It was headed by an Inspector-General and assisted by one Deputy Inspector-General and two Inspector-Generals. One Assistant Inspector-General was in charge of the Northern Provinces with headquarters at Enugu (Alao 1984:34). The Inspector-General of the Nigeria Police Force was Mr. C.W Duncan who was the Inspector-General of the Southern Nigeria Police until October 1929 (Alao 1984). He held the post before the formal amalgamation of the two Police Forces. In 1937, however, the title of Inspector-General was changed to Commissioner but was reverted under the 1951 constitution. The Inspector-General was assisted by Commissioner in each of the former Northern, Western and Eastern Region and an Assistant Commissioner for the Southern Cameroun. Regional Police headquarters at Enugu, Kaduna, Ibadan and Buea in the then Southern Cameroun (Alao 1984:38). The Police headquarters at Lagos had a Commissioner responsible to the Inspector-General for each specialist branches as the Force C.I.D which included special branch. Immigration and Passport Control, the Central Motor Registry, Railway Police and the Lagos Five Brigade. Each Region was divided into provinces commanded by senior Superintendent (now Chief Superintendents) responsible to the Commissioners of the Regions. Women were recruited into the Nigeria Police Force for the first time in 1955. The first batch of twenty police women passed out from training early 1956. Today, over 17,000 women have been enlisted in the Nigeria Police Force.
2.1.6 Change in Nomenclature 1937-1952
By 1935 the colonial administration opted for a uniform title for its colonial Police forces. As a result in 1937, the Nigeria Police force changed the title of its head from the Inspector-General of Police to the Commissioner of Police. The titles of Deputy Commissioner of Police and Assistant Commissioner of Police were assumed by immediate subordinate officers. The former Commissioners and Assistant Commissioners became Superintendents and Assistant Superintendent.
In 1951 the McPherson Constitution was designed to correct the errors of the 1946 Constitution. Some of its aims were to give a greater increased measure of responsibility to Nigerians for the conduct of their own affairs and to grant increased autonomy to the three regions. Under the 1951 Constitution, the central legislative called the House of Representatives replaced the Legislative Council while the Regional Legislative Houses were established. In consequence of this, the title of the head of the Nigeria Police Force reversed to what it was before. It became once more the Inspector General of Police instead of the Commissioner of Police. The Regional Heads of the force were altered to commissioners while an Assistant Commissioner of Police headed the Southern Cameroons.
2.1.7 The 1960 and 1963 Constitutions and the Police Force
The 1960 Constitution established the Nigeria Police Force as a federal force charged with the responsibility for maintenance of law and order throughout Nigeria. However, the constitution did not prevent the Regions from establishing their own Local Police forces.
The command of the Nigeria Police force was under the Inspector-general of Police while those of the Regions were under the command of Commissioners of Police. The 1960 Constitution also set out two bodies, the Police Council and the Police Service Commission. By Section 101 of the 1960 Constitution, the Police Council shall be responsible for the organization and administration of the NPF and all matters relating thereto/not being matters relating to the sue and operational control of the force or the appointment, disciplinary control and dismissal of members of the force.
By Section 103 of the 1960 Constitution, the Police Service Commission shall have power to appoint persons to hold or act in the NPF (including power to make appointments on promotion and transfer and to confirm appointments) and to dismiss and to exercise disciplinary control over persons holding or acting in such offices.
However, before appointing or removing the Inspector-General of Police, the Police Service Commission must first consult the Prime Minister. Similarly, it must consult the Regional/Premier before appointing or removing the Commissioner of Police.
The 1963 Constitution continued to administer the Nigeria Police Force under the Republican Constitutions. However, both the 1960 and 1963 Constitutions became obstacles to the enforcement of Law and Order. They failed to protect the NPF from political pressure. The retired Commissioner of Police Mr. K.O. Tinubu who was then an Assistant Commissioner of Police analyzed the defects in these Constitutions in his article; “The Dilemma of the Police Under Civilian Rule” an article published in Nigeria Police Magazine of June 1969; as follows:
The powers and functions of the Police service commission in the appointment and dismissal of the Inspector-General of Police and the Regional Police Commissioners.
The responsibility of Regional Governments for maintaining public safety and order within their areas of jurisdiction.
The general obligations of NPF and the Police Declaration.
The role of the Directors of Public Prosecutions.
The reactions of the opposition parties.
As regards U’s it is thought that the Inspector-General of Police and Regional Commissioners of Police were not well protected against political influence. That while the removal of Judges required a two-third majority votes in both legislative houses, the dismissal of the Inspector-General of Police or the Regional Commissioners depended on the wishes of the Prime Minister and the Regional Premier respectively. Because the members of the Police Service Commission who should consult the Prime Minister or the Regional Premier before acting were political nominees, political consideration were paramount in the appointment and dismissal of the Inspector-General.
The Responsibility of Regional Governments for Maintaining Public Safety and Order within their Areas of Jurisdictions and the Police Declaration
Section 99 (3) of the 1960 Constitution provides that the Prime Minister or such other Minster of the Government of the Federal Republic as may be authorized in that behalf by the Prime Minister may give to the Inspector-General such directions with respect to the maintaining and securing of public safety and public order as he may consider necessary and the Inspector General shall comply with those directions or cause them to be complied with.
The same applies to the Commissioner of Police of a Region who by virtue of Section 99 (4) shall comply with the directions of the Premier of the Region or such other minister of the government of the Region as may be authorized in that behalf by the premier with respect to the maintaining and securing of public safety and public order within the region or cause them to be complied with, provided that before carrying out any such directions the Commission may request that the matter should be referred to the Prime Minster or such other minister of the government of the federation as may be authorized in that behalf by the Prime Minster for his directions.
By Section 99 (5) the question whether any and if so what, direction have been given under subsection (3) of this section shall not be enquired into any court. The above provisions placed the Inspector General of Police in a dilemma.
As Tamuno cited in Ehindero (1998:15) said:
He could not adequately defend and protect the conduct of a regional commissioner of Police if he justified his reasons for disagreeing with the views of the Regional Commissioner even though the later had the approval of the Regional Premier and the Federal Prime Minister in the preservation of public safety and order.
According to Tinubu, the Constitution did not provide the means of resolving such a dilemma.
Where a Regional Law was properly enacted, it was not for the Police to question the propriety or otherwise of such a law.
By law, it was incumbent upon the Police to enforce it, even if it derogated from the fundamental right or liberty of the citizen, or was blatantly designed to silence or oppress the opposition.
Similarly, the ‘Police Declaration’ enjoins upon a Police officer to obey all lawful commands of the Government of the federation as by law established and of any officer set over him. This prescription applied with equal force of Lawful commands of the then Regional Government (Ehindero 1998).
The Changes brought by the 1979 Constitutions
A Single Police Force for Nigeria
Before the 1960 Independence Constitution, local government Police forces existed in the Northern and Western Provinces of Nigeria. None existed in the Eastern Provinces. Although the willing Commission recommended the gradual absorption of the local Police forces to exist with the Nigeria Police Force for Section 105(7) provides; “Nothing in this section shall prevent the legislature of a Region from making provision for the maintenance of any native authority or local government authority established for a province or any part of a province of a Police force for employment within that province”. When the military came into power in 1966, one of their early pronouncements was to phase out the local Police forces and placed them under the command of the Inspector-General of Police. By the first half of the 1970s, the process of amalgamation was complete. The unique contribution of the 1979 Constitution is the provision establishing for the whole country a single Police force and prohibiting the establishment of any other Police officer in Nigeria. Section 194(1) provides:
There shall be a Police force for Nigeria which shall be styled the Nigeria Police Force and subject to the provisions of this Section no other Police force shall be established for the federation or any part thereof.
The Disappearance of the Police Council in the 1979 Constitution
The 1958 Constitution conference recommended the establishment of a Police council in which the Regional Governments were to participate in the organization and administration of the Police force. The 1960 and 1963 Constitutions gave backing to this view. Section 107 of the 1963 Constitution provides; there shall be a Nigeria Police Council which shall consist of:
Such Minister of the Government of the federation, who shall be Chairman, as may for the time being be designed on that behalf by the President, acting in accordance with the advice of the Prime Minister.
Such Minister of the Government of each Region as may for the time being be designated on that behalf by the Governor of that Region;
The Chairman of the Police Service Commission of the Federation.
The Inspector-General of the Nigeria Police or such other officer of the Nigeria Police as he may designate shall attend the meetings of the Nigeria Police Council and, save for the purpose of voting, may take part in the proceedings of the Council.
However, the 1979 Constitution failed to involve the State Government in the administration of the force. Under the 1963 Constitution, the Police Council was charged with the organization and administration of the Nigeria Police Force and all matters relating thereto (not being matters relating to the use and operational control of the force or the appointment, disciplinary control and dismissal of members of the force). In other words staff members were not within jurisdiction of the council.
By Section 108 (2) the Prime Minister was required to keep the Nigeria Police Council informed on matters under its supervision and such information as the council may require with respect to any particular matter under its supervision.
With regards to matter under its supervision the Police council may make recommendations to the federal government and where the government acts contrary to such recommendation, the latter shall course a statement containing that recommendation and its reasons for acting otherwise than in accordance with the recommendation to be laid before the houses of parliament.
Section 108(3) of the 1979 Constitution made no provisions for the continued existence of the Police council. This omission was criticized by Nwabueze who has this to say:
In a federation where the principal instrument of Law and Order, the Police force, is one for the whole country, a machinery for consultation with the state governments, such as was provided by the Police Council under the 1963 Constitution, is desirable, if the Police force is to be seen and accepted as a common organization serving the interests of all. The disappearance of the Police council under the 1979 Constitution is therefore to be regretted (Ehindero 1998:18).
This criticism has been overtaken by two subsequent events, first, the Police (Amendment) Decree No. 14, 1979 has re-established the Police Council and amended Section 6 of the Police Act 1967 by Section 1 of the Decree the members of the Council consist of;
The President, Commander-in-Chief of the Armed Forces as Chairman.
The Chief of General Staff.
The Attorney-General of the Federation.
The Minster of Internal Affairs; and
The Inspector-General of Police.
The Permanent Secretary in the Police Affairs Department shall be the secretary of the Council.
As regards the function of the Council the Decree provides that it shall be charged with the policy and administration of the Nigeria Police Force and all other matters relating thereto including matters relating to the operational control of the force other than matters relating to the appointment, disciplinary control and dismissal of members of the force.
It thus appears that the Police council is intended to take over the function of the Police service commission which had hitherto been responsible for the appointment, disciplinary control and dismissal of members of the Nigeria Police force.
Under the 1963 Constitution, the Inspector-General of Police was appointed and could be removed by the Police service commission after consultation with the Prime Minster. The 1979 Constitution in Section 195 vests the appointment and removal of the Inspector-General on the President after consultation with the Police Service Commission. By Decree No. 1 7. 1985, the President need not consult the Police service commission before appointing or removing the Inspector-General.
In the second place, the 1979 Constitution vests the appointment and removal of the commissioner of Police of a state on the Police Service Commission. But unlike the 1963 Constitution the Commission is not required to consult the State Governor before such appointment or removal under the 1 979 Constitution.
Nwabueze thinks that the effect of this non-consultation with the State Governor is to undermine the authority of the State Governor vis-ã-vis the State Commissioner. He said;
The conflict has arisen under the 1979 Constitution between State Governors and their Police Commissioners owes much of the fact that the State Governors have no say in the appointment or removal of the Police Commissioners. Whatever its disadvantages may be, it is desirable and expend on balance, that a state Governor should be consulted on the appointment of a Police Commissioner to his State as well as on his removal (Ehindero 1998:19).
The question of consultation is not only academic. For by Decree No. 1 of 1984 Section 17, the appointment of a State Commissioner of Police is not vested on the Police Service Commission.
However, the dilemmas of the Inspector-General of Police earlier highlighted by Mr. Tinubu still persist. There is no substantial modification of the 1960 Constitution in the 1979 Constitution ii this regard.
Section 195(3) provides that the President or such other Minister of the Government of the federation as he may authorize on the behalf may give to the Inspector General of Police such lawful directions with respect to the maintenance and securing of public safety and public order as he may consider necessary and the Inspector General of Police shall comply with those direction or cause them to be complied with.
By subsection (4) having regard to the above, the Governor of a State or such Commissioner of the Government of the State as he may authorize on that behalf, may give to the Commissioner of Police of that State such lawful directions with respect to the maintenance and securing of public safety and public order within the State as he may consider necessary, and the Commissioner of Police shall comply with those direction or cause them to be complied with. Provided that before carrying out any such directions under the foregoing provisions of this subsection the Commissioner of Police may request that the matter be referred to the President or such Minister of the Government of the federation as may be authorized in that behalf by the President for his directions.
Since it is the Governor nor the Commissioner of Police who has to refer the matter to the President, where the Commissioner of Police disagrees with the lawful direction given to him for maintenance of peace and order, the manner in which the Governor presents the case to the President is vital. So that even if the Inspector General of Police agrees with the view of the Commissioner of Police, he cannot protect the commissioner of Police where the State Governor is able to convince the President.
And where the Inspector-General disagrees with his Commissioner of Police and the latter is in agreement with the Governor of the State with regard to the use of the Police to maintain law and order, the Commissioner of Police is in a dilemma.
In a federal system such as ours, the control of the Police may be at the centre. However, the process whereby the Commissioner of Police may request that the matter be referred to the President before he acts might lead to public disorder and loss of life in the interim period. The Commissioner of Police who is on the field should be given the constitutional power to act in such circumstances.
iii.) The Organization of the Nigeria Police Force: Hitherto we have discussed the control of the force and the functions of the Police Service Commission and the Police Council. The organization of the Police force has to do with the command of the force which is vested on the Inspector General of Police. The latter post is established by Section 195(1) of the 1979 Constitution.
Section 192(2) provides that the Nigeria Police Force shall be under the command of the Inspector-General of Police, and any contingents of the Nigeria Police Force stationed in a State shall, subject to the authority of the Inspector General of Police be under the command of the Commissioner of Police of that State.
Command has the literal meaning of authority and power to control. It means operational use of the Police Force is vested on the Inspector General of Police, while the command of the state is vested in the Commissioner of Police. However then do the President and governor feature in the command structure of the Police and the state respectively? The President is at the apex of the command of the Police force. But he is not in command of the Police force as he is in the Armed Forces. Because the Constitution does not vest in him the command of the Police force. That is vested in the Inspector General of Police. The same applies to the Governor of a State vis-à-vis the Commissioner of Police. So that the President cannot literally give order directly to a Divisional Police Officer to perform a particular duty. He has to go through the Inspector General of Police or the Commissioner of Police of a State.
2.1.9 Administrative Structure of the Nigeria Police Force
The Nigeria Police Force is under the command of the Inspector General Police (sect 215 of the 1999 CFRN) who is assisted by 6 Deputy Inspectors General of Police. Each of them heads a department. (FRN Constitution, 1999). Each of the department has their individual role and are listed below as enshrined in the Annual Report of the Nigeria Police Force (2007).
A –Department
This is the central and highest administrative organ of the force. It comprises of the following sections:
Central Administration
Force secretary
Force provost marshal
Force Public relations
Budget
Ports Authority Police
Railway Police
Force education section
Force Insurance
Medical
Force sports.
Police printing press
Police Band
Airport Police command
Welfare section
Police Revision office
B-Department Administration
B –Department
The B department is central to all Police operations/activities in Nigeria especially in the areas of crime prevention and maintenance of law and order.
Operation, Federal operations
B-Department operations
Police mobile Force
Force veterinary section
Force veterinary section South
Force veterinary section North
Force Bomb disposal unit
Force communication
Joint border patrol section
Force transport office
Force Police Air wing
Force Armament office
INEC Unit
Force mounted troop
Central motor registry
Force Dog section
Marine section
C –Department
The C department is a mixture of technical business and concerns of the entire Nigeria Police Force. It comprises of the following sections:
Works
Cooperatives society
Quarter master
Procurement
Board of survey
Administrative
D- Department
General -Administration/FCID
General Administration
Interpol section
X’ squad
General Investigation
Anti-fraud
Special Anti-Robbery
Legal section
Central criminal registry
Latent section
Criminal records’ section
Photo laboratory. section
Printing section
Video/TV production unit
Homicide section
Forensic science laboratory
Special enquiry Bureau sector
Anti-human trafficking unit
Criminal investigation and Intelligence bureau
Force CID Annex Kaduna
E- Department (TRAINING)
Training colleges
F –Department
The F department is the research and planning department of the force that is responsible for the collection, collation and publication of crime, road traffic accident and casualties statistics all over the federation
Administration/Inspector
Management services
Planning and research unit
_The Nigeria Police Force Zone-9 Headquarters Umuahia at a Glance
_
________
__
_________
____
2.2 Conceptualizing Leadership
Leadership is a concept that connotes a lot of things. There are many different definitions of leadership as there are persons who have attempted to define it. Each definition is developed based on the theoretical perspective of the person defining it. While Urnoh (2013:4 12) recognizes the absence of a universal acceptable definition of leadership. Cramer (cited in Mullins 2005:281) observes that there are 400 definitions of leadership and it is a veritable minefield of misunderstanding and difference through which theorists and practitioners must tread warily. This is probably why Kreitner and Kinicki (2004a:595) stated that:
Disagreement about the definition of leadership sterns from the fact that it involves a complex interaction among the leader, the followers and the situation.
From the managerial point of view, leadership is the means by which the goals and objectives of the organization are accomplished (Callahan, Fleenor and Krudson 1986:164). In most cases, leadership is associated with influence Hence, Robbins and Judge (20 13:402) see leadership “as the ability to influence a group toward the achievement of a vision or set of goals”. Leadership goes beyond influence. It is the use of power and influence to direct the activities of followers toward goal achievement”.
Similarly. Stahl (cited in Obikeze et al 2005:252) define leadership in this way:
The ability to influence people towards the accomplishment of goals. Leadership is associated with the determination of the goals, a vision for the future and the process of change to reach the goals and the future. Leadership is about helping people to do things they would not normally do.
One of the implications of the foregoing definitions is that leadership is influence and power. Influence is defined by Dahl (1976:30) as ‘a relation among actors such that the wants, desires, preferences or intentions of one and most actors affect the actions or predispositions to act, of one or more other actors. It is therefore the ability of one to alter another’s behavior in preferred ways, it is the ability to direct or control the behavior of an individual or a group of individuals directly or indirectly in a manner that is aimed at achieving at interest.
It is also important to note that regardless of the above generalization, not every average worker is self - directed and self - controlled. Some workers avoid responsibility irrespective of the claim that the work of theory “Y” is natural (Ogunna 2007:287). In others words, some workers will still not do their jobs even if leadership is humane. Theory “Y” is very useful for the attainment of optimal performance in the organization. It gives a good account of integrated and dedicated management style (Reddin 1970:193). Lane (1982: 262) credited it for creating opportunities, releasing potentials, removing obstacles and encouraging guidance. Again, it fits into what Peter Drucker refers to as management by objectives, and through it, management can justify its existence and authority by ensuring the happiness of the members of the organization, the contribution to the welfare or culture of the community (Drucker 1981: 1 9). It is interestingly one of the best and certainly the stimulating and exciting model in modern management and administration.
On the other hand, theory “Y” may not be a perfect leadership approach. For example, Ulessor, Abraham Zalezink of Harvard Business School, in his essay entitled “Management of disappointments” sees it as a contradiction to the principles of leadership as it is subordinate oriented. This seems to suggest that theory “Y” does not identify with leaders or managers.
He states as follows:
“Its appeals lies in its humaneness and in the subtle way it addresses itself to the underlying guilt which plagues men who exercise power. Unfortunately, McGregor’s theories avoid the inner conflicts, in their almost singular dedication to creating an ideal organizational climate. McGregor missed the point in the study of leadership because he failed in a basic sense to identify with managers. His identification was largely with subordinates, but to love and be loved is not enough.”
Similarly, Ogunna (2007:287) forcefully argues that theory “Y” is idealistic in some of its claims in that not every worker is self-directed and self-controlled. Many avoid responsibility which seriously questions the assumptions that that work is natural. On the other hand, power, though complex and varied is a form of influence. It is the process of affecting policies of others with the help of threats and several deprivations for non-conformity with the policies intended”. (Lasswell and Kaplan 1957:165).
Another implication of the definitions is that leadership is relational. It involves the relationship between one person (the leader) and another (the followers). In other words, leadership is an interpersonal relationship. It can be observed in the relations and interactions of people. Here, there is a super ordinate who give orders, and the subordinate who takes orders from the former.
Another interesting implication of the definitions is that leadership is goal oriented. It is exercised for the accomplishment of a specific goal. By this, a leader should be visionary and futuristic. This will enable him to set goals, and works towards its accomplishment. However, the goal achievement of a leader should be determined through his records of feasible and tangible achievement in his organization.
Again, it is implied from the definitions that leadership is about change. It involves transformation and upward movements. It should therefore be progressive. Tsuman (cited in Umoh 2013:414) sees “leaders as men who make history, not the other way round. The period where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for better”. In this light therefore, only courageous, skillful leaders have the capacity to transform their organization. Such a leadership is what Nigeria Police needs.
According to Callahan et al (1986:167) “leadership is a process involving two or more persons in which one party attempts to influence the other’s behavior with respect to accomplishing some goals”. The foregoing definition has suggested that leadership is a process. This portrays leadership as a dynamic phenomenon. It also shows that leadership involves people which comprises of the superiors and subordinates. In other words, leadership is expressed between or among parties. The definition also suggests that the exercise of leadership is purposeful and directed towards task accomplishment. It involves the capacity and capability to directly or indirectly change and modify peoples’ behavior in realization of organizational objective.
Leadership is therefore an indispensable factor for the realization of the responsibility of the Nigeria Police Force. Leadership is not personal but it is sometimes reciprocal, thus, it is for the general interest of the group that is led. MacLiver and Page (1967 cited in Ogunna 2014) defined leadership as the capacity to direct and persuade which comes from the personal qualities rather than the office. Another definition of leadership which is appropriate for our study is the one given by Pfiffner and Presthus (1960:92) who defined it as the art of coordinating and motivating individuals and groups to achieve desired ends.
The above definitions place emphasis on persuasion, motivation, coordination and influence rather than on command, control and domination that are common in the Nigeria Police. This is so because leadership derives its powers from the personal qualities of the leader rather than from the law, statutory or constitutional powers.
From the foregoing, a leader is the most influential person in an organization. He provides direction, guides activities and ensures that group objectives are attained. The function of leadership pervades all organizations. A good leader is one who is capable of persuading others to work more enthusiastically towards the achievement of group’s goals. The leader is influenced by the needs and wishes of the group members. In turn, he focuses attention and releases the energies of group members in a desired direction. Leadership may not be separated from the group, but may be treated as a position of high potential in the field. By the virtue of a leader in a group he serves as a primary agent for the determination of a group structure, group atmosphere, group goals, group ideology and group activities (Stoghill 1984:8). To this end, leadership is a major determinant of group performance. Hence, the level of performance of an organization has nexus with the quality of leadership.
Leadership has certain attributes. The most crucial and indispensable quality of a leader is intelligence which arms him with the intellectual capacity to articulate, initiate, plan and execute his responsibility. Other indispensable personal qualities for every public organization leader are selfless and patriotic attributes. In this case, the leader is expected to be objective, dedicated and committed to the course of his organization. Ogunna (2004) has always preferred a democratic leadership in terms of high organizational performance which encourages mass participation, openness, accountability, encouraging the members to express their personal views, opinions, needs and problems. Such leadership sees a leader as one of the members of the union and not outside the group. But in Nigeria Police, what we see is the culture of suing commands, threats, bossism and orders to dominate others within the organization. A democratic leadership is one which utilizes persuasion, motivation, consultation, and inspiration through charismatic personality, the application of clinical approach to supervision and the practice of humanness as opposed to authoritarianism.
Nonetheless, charisma or a personal magic that arouses popularity and loyalty remains important. Charisma may be difficult to define. But it involves a culturally determined set of traits and characteristics that engender devotion (Willner 1984 cited in Palumbo and Maynard-Moody 1991:155), and this devotion is emotional, not rational.
For Warren Benms (cited in Callahan et al 1986:196), super leaders are those who can significantly improve the performance of their organization. They should possess certain traits such as:
Vision: This is the capacity to create a compelling picture of the desired state of affairs; a picture that inspires people to perform in such a way that it is achieved.
Communication: This is the ability to portray the vision clearly and in a way that encourages the support of followers.
Persistence: This is the ability to stay on course regardless of the obstacles encountered.
Empowerment: It is the ability to create structure that harnesses the energies of others to achieve the desired result.
Organizational Ability: It is the capacity to monitor the activities of the organization, learn from mistakes and use the resulting knowledge to improve organizational performance.
2.3. Leadership and Management
For a better appreciation of our study, it is important we show the relationship between leadership and management.
To manage means “to bring about”, “to accomplish”, “to have responsibility for” and “to conduct”. On the other hand, to lead means “to influence”, “to guide” in terms of direction, course, action or opinion (Jooste 2009 cited in Mtimkpulu et al 2014:49).
It is also important to note that management is defined as a pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading and controlling the organizations resources (Kinicki and Williams 201:5). Whereas leadership is a dynamic process of influencing people toward achieving group or organizational goals (Gonos and Gallos 2013:160). Management involves decision making, planning, controlling, organizing and coordinating activities of group or different structures, while leadership involves creating visions, initiation of ideas, make strategic plans, inspire and motivate members (Nosiri 2015:37).
Management takes place within the hierarchical structure of the organization. This means that management is anchors on formal position of arrangement based on hierarchical levels. For leadership, it does not necessary come from or within the hierarchical structure of the organization. That is, leadership mainly comes from informal means. This may not be true in respect of leadership recruitment process in the Nigeria Police.
Management involves reacting to specific situations and short time problem (Mullins 2005). This means that managers are always interested in solving the present assigned problems. On the other hand, leadership and leaders are based on reacting toward broader situation and long term process of solving problems. They anticipate issues and problems in the future and initiate steps towards its solution.
Management helps to monitor activities or result to identify and control deviation of actions from organizational rules and regulations. That is, managers are more bureaucratic. On the other hand, leaders help to inspire or motivate workers to overcome the challenges of bureaucratic bottlenecks to achieve organizational goals (Griffin and Moorhead, 2007).
Based on relationship with people, managers have conventional involvement while leaders possess empathy with people and give solutions (Mullins, 2005:284).
Notwithstanding the differences that exist between management and leadership, both have a close relationship which makes it very difficult to separate. Importantly, the success of a manager depends on good leadership, and the success of a leader depends on effective management to execute such vision or make such to come into realization. This is because leadership is one of the integral elements of management. Both leadership and management need both effective leadership and management. Both leadership and management are charged with the implementation of organizational planning and goal.
In view of the above, the Nigeria Police needs leaders that are managers. It need leaders that can challenge the status quo, create visions and inspire organizational members and help organization to get through tough times, formulate detailed plans, create efficient organizational structure and oversee the day to day operations to achieve the vision and handles administrative activities in time of stability and predictability (Robbins and Judge 2013, Griffin and Moorhead 2007).
Accordingly, Griffin and Moorhead (2007) are of the view that management in conjunction with leadership can help achieve planned orderly change, and leadership in conjunction with management can keep the organization properly aligned with its environment.
Therefore, both leadership and management play important role in the success of the Nigeria Police. Hence, effective managers are expected to be good leaders in the organization.
Kolter 1990 (cited in Griffin and Moorhead, 2007:319) summarized that the basic distinction between leadership and management is based on four elements which can be observed from the table below:
Table 1: Showing the distinction between management and leadership based on four elements
Activity
Management
Leadership
Creating and Agenda
Planning and budgeting: establishing detailed steps and time tables for the resources necessary to make this needed results happen
Establishing directions: developing a vision of the future- often the distant future and strategies for producing the change needed to achieve that vision
Developing a human network for achieving the Agenda.
Organizing and staffing: establishing some structure for accomplishing planned requirements, staffing that structure with individuals delegating responsibility and authority for carrying out the plan, providing policies and procedure to help guide people and creating methods and systems to monitor implementations.
Aligning people: communicating the directions by words and those cooperation may be needed to influence the creation of terms and coalition that understand the visions and strategies and accept their validity
Executing plans
Controlling and solving problems: Monitoring results versus plans in some detail identifying deviations and their planning and organizing to solve these problems.
Motivating and inspiring: Energizing people to overcome major political, bureaucratic and resource barrier to change by satisfying very basic but often unfulfilled human needs
Outcomes
Produces a degree of predictability and order and has the potential to consistently produce major results expected by various stakeholders (e.g for customers only always being on time for stakeholders. Being on budget)
Produces changes often to a particular degree and has the potential to produce extremely useful change (e.g, new products that customers want; new approaches to labor relations that helps a firm become more competitive.)
Sources: Kolter, (1990 cited in Griffin and Moorhead, 2007:119)
In a more simplified way, Bennis (cited Kreitner and Kinicki, 2004) shows the difference between managers and leaders as:
Table 2: Showing the difference between leaders and managers.
LEADERS
MANAGERS
1
Innovate
Administer
2
Develop
Maintain
3
Inspire
Control
4
Long term view
Show term view
5
Ask for what and why
Ask how and when
6
Originate
Initiate
7
Challenge
Accept the status quo
8
Do the right thing
Do thing right.
Sources: W.G Bennis (1989 cited in Kreitner and Kinicki, 2004:596)
The Relationship
Despite the difference between leadership and management, there is still a close relationship between them which makes it very difficult to separate.
Many methods of management training can also be used as a means of measuring leadership styles. For example, the leadership grid was known as the management grid. Note also that the new framework of effective leadership introduced by investors in people is called the leadership and management model (Mullins, 2005:285)
The success of a manager depends on good leadership and the success of a leader depend on effective management to execute such vision or make vision come into realization. This is because leadership is one of the integral elements of management. The success of every organization depends on both effective leadership and management. We need leaders to challenge the status quo, create visions and inspire organizational members and help organization get through tough time and there is need for managers to formulate detailed plans to achieve the vision, create efficient organizational structure and oversee the day to day operations to achieve the vision and handles administrative activities in time of stability and predictability. (Robbins and Judge, 2013; Griffin and Moorhead, 2007). According to Griffin and Moorhead, 2007, “management in conjunction with leadership can help achieve planned orderly change and leadership in conjunction with management can keep the organization properly aligned with its environment” Therefore, both leadership and management play important roles in the success of an organization and effective managers are exposed to be good leaders in organization.
2.4. Importance of leadership in an organization
Leadership is very essential in an organization. The importance are:
Achievement of organizational goals: An effective or good leadership helps to ensure full realization of organizational goals and success. A good leadership ensures organizational success by creating a realizable vision and influencing people on the direction to follow to achieve the goals of the organization.
Motivation of Employees: The character or styles leadership adopted by a manager or individual determines the level of motivation of workers or fellow group members. A good leadership is able to inspire or activate or energize the action of workers to achieve a particular goal. Good leaders are needed for the motivation of employees in an organization.
Team Building: Leadership is very relevant to ensuring effective teams formation in organizational. Effective leadership plays a role in aligning or integrating different workers to work as a team to achieve a specific result. Good leaders help to shape collective norms by helping team members cope with their environment and coordinating collective actions. (Obiwuru, et al 2011).
Harmonious Relationship and Cooperation: Leadership is necessary to ensure peaceful co-existence among workers, groups and teams in the organization. Effective leadership also helps to create a favorable relationship between employees and the management.
Aid to Management and Authority: Leadership create vision; make strategic and broader plans while managers are there to put resources in place to achieve the organizational goals. So effective leadership, management will never be a success.
High Level of Performance: Good leadership helps workers to put in their best and even to the extent of doing or taking some responsibility that are not in their job description to ensure the growth of the organization. The qualities a leaders possesses can stir the works to show organizational citizenship behavior. Studies have suggested that effective leadership can facilitate the improvement of performance when organization face these new challenges (Obiwuru et al, 2011).
Competitive Advantage: A good leadership creates visions, initiate realizable ideas that if implemented would help its organization to outperform its competitors. So, leadership is one of the essential (if not the major) attribute that make an organization to possess a competitive advantage over other rival organization.
2.5 Leadership, Power and Influence in Organization
An individual may exercise power but a person cannot be a leader without having power. Power can be defined as the ability to make one do that which they may not ordinarily want to do. Power is the ability to influence the Behaviors of other and as a result unwanted influence is returned (Colquitt et al, 2011). Power is the potential ability of a person or group to exercise control over another person or group (Griffin and Moorhead, 2007).
So, for a leader to be successful in an organization, there is (both formal and informal) need to exercise power in order to influence the Behaviors of employees or followers. Leaders can acquire power through five sources as provided by French Raven in 1959, they are:
1. Legitimate Power: This is a Power a leader acquired as a result of the position he or she occupies and legally has to direct the activities of its subordinates which they have to obey.
2. Coercive Power: This is the ability of a leader to compel a subordinate to comply with the rules or dictates of an organization or system against their will either through punishment or issuance of threats.
3. Reward Power: This is a source through which a leader acquires Power by giving benefits and rewards to his subjects –these benefits or rewards are usually desired by the subjects such as: money, promotions, good work, assignments etc.
4. Expert Power: This is the Power a person acquires as a result of a display of skills, competence, knowledge on a particular task or job which others depend on for the completion of their respective jobs or task.
5. Referent Power: This is a Power that arises because of a person’s desirable resources or personal traits (Robbins and Coulter, 2007). This exists when others have a desire to identify or to be associated with a person. This desire is generally derives from affections, admiration or loyalty towards a specific individual (Colquitt et al, 2011).
Uses of Power Outcomes in an Organization
Leaders have to exercise Power in Organizations but the misuse of this Power leads to negative consequences while its appropriate use lead to positive consequences. Therefore, leaders need to understand the dynamics of exercising Power. Gary Yukl (cited in Griffin and Moorhead 2007:375) presented a view for understanding the possible consequences or outcomes of using a Power in several ways. Gary Yukl argued that the exercise of Power by a leader will lead to three possible responses by the followers:
Commitment: This makes the employees to put more effort in accomplishing a task. Commitment will probably result from an attempt to exercise Power if the subordinate accepts and identifies with the leaders (Griffin and Moorhead, 2007). Here, the subordinate can go the extra mile to perform a particular task.
Compliance: This occurs when employees obey to do what they are directed to do willingly, but without going the extra miles. The subordinates perform tasks expected of them but will not go beyond their job expectations.
_Resistance: This occurs when a subordinate rejects or refuses to carry out a task directed by the leader. The subordinate rejects the use of Power of the leader. Resistance can also come in form of making excuses for not carrying out a task.
_Most Effective
_
_
Least Effective
Figure 4: Showing the possible responses to the use of Power (Source: Colquit et al 2011:459)
Effective Use of Power
Effective use of Power by leaders engender high commitment or at least compliance. Here, we refer to effective use of Power as when using Power in a manner that yields great commitment and little compliance from subordinates in an organization without resistance. For leaders to effectively make use of the five sources of Power, they must follow certain guidelines provided by Gary Yukl in Colquitt et al (2011) as shown in the table below.
Table 4: Showing the guidelines for using Power in an organization
TYPES OF POWER
GUIDELINES FOR USE
1
Legitimate
Make polite, clear request
Explain the reason for the request
Don’t exceed your scope of authority
Follow up to verify compliance
Insist on compliance if appropriate
2
Reward
Offer the type of reward people desire
Offer rewards that are far and ethical
Don’t promise more than you can deliver
Explain the criteria for giving reward and keep it simple
Provide reward as promised if requirements are met
Don’t use rewards in a manipulative fashion
3
Coercive
Explain rules and requirements, ensure people understand the serious consequences of violations.
Respond to infractions promptly and without favoritism
Investigate to get facts before following through
Provide ample warnings
Use punishment that are legitimate, fair and commensurate with the seriousness of non-compliance
4
Expert
Explain the reasons for a request and why it is important
Provide evidence that a proposal will be successful
Don’t make rash, careless or inconsistent statements.
Don’t exaggerate or misrepresent facts
Listen seriously to the person’s concerns and suggestions
Act confidently and decisively in a crisis.
5
_Referent
Show acceptance and positive regard
Act supportive and helpful
Use sincere form of ingratiation
Defend and back up people when appropriate
Do unsolicited favors
Make self-sacrifices to show concern
Keep promises
Bal et al (2008:16) shows some strategies for using Power effectively as follows:
Makes a relationship a priority –identify the people with whom you need to establish or develop a relationship
Don’t overplay your personal agenda
Maximize your communication network
Be generous with information
Make the most of your position
Be the expert
Tailor your Power to reward others
Reward with words
Punish with purpose
Teach others
This shows that circumstances play a role in determining what source of Power a leader may exercise on the subordinates. Effective leaders do not depend solely on one source of Power to manage an organization. Even though some researchers like in the work of Bal et al (2008): Fuqua et al (n.d); Kankit, 1977 (cited in Fuqua et al n,d) etc argued that effective leaders rely more on personal power than job title, that is, a leaders that emphasize more on personal power like expertise and referent power tend to be more effective than others. In the words of Fuqua et al (n,d).
Leader who work to increase their personal power, pervasive and expertise will enhance their effectiveness. If leaders exercise authority over other with sensitivity, avoid dominating or threatening them and rely on their expertise and personality to influence them, they can enhance their effectiveness.
However, it does not mean that organizational or formal power is not needed. In some situation, a leader can achieve a better result when applying formal power like: Legitimate, Coercive and Reward Power.
Furthermore, there has been more evidence that right applications of Power are more essential to effective use of Power and leadership.
Contingency Factors that Affect the Level of Power of a Leader
There are some situational or contingency factors that can determine the levels of power of a leader in an organization. Some of these factors are:
Substitutability: The degree of substitutability determines the level of power a leader has over his subordinates. Substitutability is the degree to which people have alternatives in accessing resources (Colquitt et al, 2011). Therefore, a leader that controls a lot of resources and which others have to depend upon for distribution will possess a lot of power over its followers but when most of the followers have other substitute for the resources or have access to the resources, the leaders may not exercise much influence on the followers.
Level of expertise: A leader that is highly knowledgeable and skilled in a job than its followers will have the tendency to exercise enough Power than a leader that is lesser in experience, skills and knowledge than its followers.
Discretion: This is the right given to leaders to take decision for themselves. In a situation, a manager is given the freedom to take decision on their own, they will exercise a lot of power than when a leader or manager is compelled to follow organizational rules and regulations. For example, a leader or manager in a department that is given the authority and freedom to do anything to sanitize its departments or divisions or units will possess a lot of power over its followers.
Group cohesiveness: A leader can exercise power effectively and increase its level of influence (Power) if the group he is leading lacks cohesion and has weak norms guiding them. On the other hand, if the group norms are strong and the group is unity, a leader may find it very difficult to increase its level of influence or power over them. This is because workers in group that work together or unity may decide to cooperate in order to defeat the goal of the leaders if he tries to over use his powers.
Visibility: This means the awareness that a leader possess certain level of power. In a situation, the followers observed that a leader has certain level of power; the leader’s exercise of power will be high.
Organizational/Management support: A leader that does not experience management support will not likely to exercise much power over its subordinates than a leader that has the support of the management/organization. For example, a director of a programme in a university that don’t have the management support may have a lesser power than a coordinator of a unit that has the management support. This is because the coordinator of a unit or department in certain situation may decide to bypass the director and meet the vice chancellor for directives and decisions or he can make decision on his own without relying on the director therefore neutralizing the power of the director.
Centrality: This is about important a leader’s role is and the extent people depend on it. Leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others (Colquitt et al 2011)
Leadership and Influence
Leaders in organizations need to use appropriate techniques of influence to ensure behavioral and attitudinal changes of employees or subordinates are positive and consistent. This is because no person can qualify to lead without influence on others.
Influence, according to Okoroafor (2013:23) “is the capacity and capability to directly or indirectly change and modify people’s behavior in realization of one’s interest”. Colquitt et al (2011:456) define influence as “the use of an actual behavior that causes changes in the behavior and attitude of another. It is defined as the ability to affect the perceptions, Behaviors and attitudes of others. (Griffin and Moorhead, 2007:368).
Leaders use several techniques or tactics to change the direction, Behaviors attitudes of their followers.
David Kipnis’ Nine (9) Generic Influence Tactics
We have to look at the Nine Generic influence tactics initiated by David Kipnis and his colleagues (Kreitner and Kinicki, 2004) which leaders have to adopt as follows.
Rational Persuasion: This is a tactic of influencing followers with the use of logical argument or facts.
Inspirational Appeals: This is the tactic used to appeal to a person’s emotions, ideas or values.
Consultation: This means allowing other to participate in decision making process.
Ingratiation: this tactics make use of favor or friendly gestures which lures the target into a good mood before making a request on them.
Personal Appeals: This is when the influencer make request based on personal friendship and loyalty.
Exchange Tactics: This tactics involves making promises or rewards to make a person perform a task.
Coalition: This can be done by getting the support of other in order to convince someone to do you want.
Pressure: This involves using coercive power like the use of threat or punishment to change one’s behavior.
Legitimate Tactics: This involves showing a request based on the right you have in the position of authority you occupy.
2.6. Types of Leadership
Charismatic Leadership: A charismatic leader is a strong role model who demonstrates confidence and communicates high expectation (Northhouse 2004). Charismatic leaders foster the development of trust and can inspire followers to a new vision through self-sacrifice, risk taking and a concern for followers. It should also be noted that charismatic leadership is risky; power can be misused and followers can become inappropriately dependent upon a charismatic leader.
Also, as noted by Collins (2001), effective leaders do not need to be strongly charismatic in the traditional sense of “larger than life heroes”. A research found that leadership attributes included a “paradoxical blend” of humility and a fearless determination to succeed, concluding that “charisma can be as much a liability as an asset as the strength of your leadership personality can deter people from bringing you the brutal facts”. The challenge here seems to be to demonstrate the characteristics noted without displaying an oversized personal presence, which puts more emphasis on the person than the organization.
Transactional Leadership: Transactional leadership involves an exchange process that results in follower compliance with leader request but not likely to generate enthusiasm and commitment to task objective. The leader focuses on having internal actors perform the tasks required for the organization to reach its desired goals (Boehnke et al, 2003). The major aim of the transactional leader is to ensure that the path to goal attainment is clearly understood by the internal actors, to remove potential barrier within the system, and to motivate the actors to achieve the predetermined goals (House and Aditya, I997cited in Obiwuru et al 2011).
Transactional leaders display both constructive and corrective Behaviors. Constructive behavior entails contingent reward, and corrective dimension imbibes management by exception. Contingent reward involves the clarification of the work required to obtain rewards and the use of incentives and contingent reward to exert influence. It considers follower expectations and offers recognition when goals are achieved. The clarification of goals and objectives and providing of recognition once goals are achieved should result in individuals and groups achieving expected levels of performance (Bass, 1985). Active management by exception refers to the leader setting the standards for compliance as well as for what constitutes ineffective performance, and may include punishing followers for non-compliance with those standards. This style of leadership implies close monitoring for deviances, mistakes, and errors and then taking corrective action as quickly as possible when they occur.
Transactional leadership has two components, first, contingent reward, this deals with rewards reserved for performing desired Behaviors. A transactional leader identifies factors that motivate a worker and provides the support needed for effective performance. Second, management by exception assumes that under normal circumstances, little intervention by a supervisor will be necessary. When exceptions (variations from routine activities) occur, management by exception is used. A leader can use active or passive management by exception. In active management by exception, the leader “arranges to actively monitor deviances from standards, mistakes and errors that occur and to take corrective actions as necessary (Bass 1998). In passive management by exception, the supervisor does not actively monitor, but waits for deviances or mistakes to occur and then act. To effectively lead professional staff, transactional leadership should then be augmented by the use of transformational leadership, which includes idealized influence, inspirational motivation, intellectual stimulation and individualized consideration.
Transformational Leadership: The difference between transformational and transactional leadership lies in the way of motivating others. A transformational leader’s behavior originates in the personal values and beliefs of the leader. He motivates subordinates to do more than expected (Bass, 1985). Burns (1978), identified transformational leadership as a process where, “one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality”.
In transformational leadership style, the follower feels trust, admiration, loyalty and respect towards the leader, and is motivated to do more than what was originally expected to do (Bass, 1985; Katz & Kahn, 1978). The transformational leader motivates by making follower be more aware of the importance of task outcomes, inducing them to transcend their own self-interest for the sake of the organization or team and activating their higher- order needs. He encourages followers to think critically and seek new ways to approach their jobs, resulting in intellectual stimulation (Bass et al., 1994). As a result, there is an increase in their level of performance, satisfaction, and commitment to the goals of their, organization (Posakoff et al, 1996). Transformational leadership if introduced in Nigeria Police will certainly boost performance of workers.
Bass (1990), propose four Behaviors or components of transformational leadership to include charisma, inspirational motivation, intellectual stimulation, and individual consideration. A brief explanation of each of them is very necessary for a deeper appreciation.
Charisma, or idealized influence or attributes is characterized by vision and a sense of mission, instilling pride in and. among the group, and gaining respect and trust (Humphreys & Einstein, 2003). Charismatic behavior induces followers to go beyond self-interest for the good of the group, providing reassurance that obstacles will be overcome, and promoting confidence in the achievement and execution influence (Conger and Kanungo, 1998; Howell and Frost, 1989), and follower place an inordinate amount of confidence and trust in charismatic leaders (Howell and Avolio, l992 cited in Obiwuru et al 2011).
Inspirational motivation is usually a companion of charisma and is concerned with a leader setting higher standards, thus becoming a sign of reference, Bass (1985) points out that followers look up to their inspirational leader as one providing emotional appeal to increase awareness and understanding of mutually desirable goals. This is characterized by the communication of high expectations, using symbols to focus efforts, and expressing important purpose in simple ways. The leader always behaves optimistically about the future, articulating a compelling vision for the future and providing an exciting image of organizational change (Bass and Avolio, 1994). The motivation occurs by providing meaning and challenge to the followers’ work; individual and team spirit are aroused and enthusiasm and optimism are displayed. The leader encourages followers to envision attractive fixture states; for the organization and themselves (Bass et al, 1997).
Intellectual stimulation is what provides followers with challenging new ideas and encourages them to break away from the old ways of thinking (Bass, 1985). The leader is characterized as one promoting intelligence, rationality, logical thinking, and careful problem solving. The attributes include seeking differing perspectives when solving problems, suggesting new ways of examining how to complete assignments and encouraging re-thinking of ideas that have not been questioned in the past (Bass and Avolio, 1994). The leader encourages the followers to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways.
Finally, the fourth dimension of transformational leadership is “individual consideration” which is concerned with developing followers by coaching and mentoring (Bass, 1985; Bass & Avolio, 1990). The leader pays close attention to the inter-individual differences among the followers and act as mentor to the follower. He teaches and helps others develop their strengths, and listens attentively to others concerns (Bass and Avolio, 1994). Followers are treated individually in order to raise their levels of maturity and to enhance effective ways of addressing their goals and challenges (Bass, 1985).
iv. Exemplary Leadership: Kouzes and Posners (2002) work on leadership, unlike some of the popular literature present a model with an empirical bare. While they have not formally named their model, we will use the title of their most comprehensive book in the subject: Exemplary Leadership. Their model is structured around five “practices” and ten “commitments” of leadership. Exemplary leaders challenge the process by finding opportunities to innovate, change and grow and by experimenting and taking risks. These leaders enable others to act by fostering collaboration through trust and cooperative goals and sharing power and direction. Finally, such leaders encourage the heart by showing appreciation for individual excellence and celebrating values and victory through a spirit of community. In their research, they found several characteristics that people look for and admire in a leader:
Honest: Truthful, ethical, principled and worthy of trust.
Forward Looking: Articulating, a vision and sense of direction for the organization, using strategic planning and forecasting.
Competent: Having a track record and the fundamental, having relevant experience.
Inspiring: Enthusiastic, energetic, positive about the future.
Kouzes and Posner conclude that these four make up source credibility – people believe in and trust them; they do what they saw, they will do, represented by the acronym DWYSYWO, “do what you say you will do” require that a leader practice what he or she preaches”, walks the talk and follow through.
v. Visionary Leadership: Vision has been mentioned in several contexts above, including transformational leadership and exemplary leadership, and because it is mentioned as often in the leadership literature, it requires special attention. According to Manus and Dobbs (1999), a vision is “a realistic credible, attractive and inspiring future for the organization”. The vision should be challenging, but staff also need to see that, with time and enough of the right kind of work, it is attainable. While a mission statement describes why an organization exists (its purpose) and what it does, a vision statement represents where the organization wants to be, its ideal future.
Articulating a clear and compelling vision is an important aspect of leadership. This is important to provide meaning, focus and clarity of purpose for staff on an on-going basis, and it may even be more important when organizational change is needed. The organization as a whole typically has a vision statement and individual programs may have their own visions for what they want to accomplish in their careers. It is important for a leader to learn about his or her followers’ aspiration, build these into organization vision as possible, help followers see through how their individual visions can be realized through a common vision. Ultimately, all of these visions should be in alignment (Senge, 1990).
Strategic Leadership: One conceptualization of strategic leadership according to Boal and Hooijberg (2001) contrasts what they call “supervisory theories” of leadership, including contingency, path-goal and leader-members exchange approaches, with strategic leadership approaches including charismatic, transformational and visionary models.
Activity often associated with strategic leadership include making strategic decisions, creating and communicating a vision of the future, developing organizational structures, processes and controls, managing multiple constituency selecting and developing the next generation of leaders; sustaining an effective organizational culture; and infusing ethical value systems into an organization culture.
As bluntly stated by Gill (2006), “without strategies, vision is a dream”; leadership and vision are focused on end results, and organizational strategies can provide a road map for reaching them. Students and practitioners of management are aware of the importance of strategic planning. It is addressed here as an aspect of leadership; suggesting that effective leadership can increase the prospects of strategy implementation. Strategic leadership in the sense is largely the use of a comprehensive strategic planning process. There can be a leadership dimension to this as well, using participative approaches to leadership by involving staff in the strategic planning process.
Servant Leadership: Servant-leadership developed by retired AT & T Executive, Robert Greenleaf (2002) has received increasing attention in the popular literature in recent years. It is a non-traditional model for leadership model for leadership in several respects. It is explicitly based on philosophical, ethical and moral principles and it presents the unorthodox idea that the leader should first sense followers.
Servant-leadership focuses on the leader-follower relationship and can be considered to be in the styles category of leadership models because it focuses on leader Behaviors. Spears (2005) has identified 10 characteristics of the servant-leader, many of which are clearly associated with social work and other human services professions; listening, empathy, healing “broken spirits” and “emotional hurts”, general and self-awareness, using persuasion rather than positional authority, broad conceptual thinking and visioning, learning from the part and foreseeing future outcomes, stewardship (“holding their instructions in trust for the greater good of society”), commitment to the growth of the people and building community.
2.7 Theories of and Approaches to Leadership
As a result of the complex nature of the concept of leadership, there are several approaches or perspectives towards the explanation of leadership Behaviors. Here we shall discuss the following:
Trait Approach
Behavioral Approach
Situational Approach
Leadership Theories
Discussion on leadership in the 20th century essentially began with the trait approach. While this perspective is now seen as incomplete, there has been recent renewed interest in characteristics of effective leaders. Inspite of the questionable premise of trait theory as originally conceived, recent research has identified some traits associated with effective leaders. Intelligence, self-confidence, determination, integrity and sociability (Northouse 2004).
In an extensive review of the trait research, Yukl (2006) found several traits in that were related to leadership effectiveness; a high energy level and tolerance for stress, self-confidence, (self-esteem and self-efficacy), an internal looks of control orientation, emotional stability, maturity, and personal integrity. Other factors identified by Yukl included emotional intelligence, self-awareness, empathy and self-regulation and social intelligence, including the ability to understand needs and processes in a situation and behavioral flexibility in adapting to these situational requirements, system thinking and the ability to learn are also important.
Trait Approach: This approach to leadership believed that leaders are born not made. Therefore, for a person to be a successful leader, he or she must possess certain inborn qualities, physical or personality that will distinguish them from the followers. Based on one of the early research conducted by Stogdill in 1948 and Mann in 1959, they discovered five traits that differentiate leaders from followers:
Intelligence
Dominance
Self confidence
Level of energy and activity
Task –relevant knowledge (Kreitner and Kinicki, 2004).
Pfiffner and Sherwood (cited in Ogunna, 2004:211) identified personality trait to include
Physical and constitutional factors (height, weight, physique, energy, health, appearance)
Intelligence
Self confidence
Sociability
Will (initiative, persistence, ambition)
Dominance
Urgency (Talkativeness, Cheerfulness, geniality, enthusiasm, expressiveness, originality).
This approach has been criticized because:
Apart from intelligence which most scholars identified, there is no universal agreement on trait that is required to be a successful leader.
There is no general agreement on the most important trait for successful leadership.
Some of the identified traits for successful leadership are irrelevant.
Conclusively, the traits approach to leadership also serves a good explanation for leadership behavior and the reason for successful leadership. However, whether a leader possess inborn capabilities or characteristics of leadership such person need training and development to effectively bring out the leadership characteristics in him.
Behavioral Approaches:
The behavioral approach to leadership is based on determining what behavior that is associated with effective leadership and less effective leadership. Therefore, the behavioral approach focuses on the leadership behavior not on physical or personality traits. The behavioral approaches to leadership include:
Michigan studies
The Ohio state studies
Leadership or managing grid.
The Michigan Studies
The Michigan studies was a research conducted at the University of Michigan led by Rensis Likert which was later called University of Michigan leadership model in the 1940s (Kinicki and Williams, 2011 and Griffin and Moorhead, 2004)
This research was conducted to determine the type of leadership behavior that will bring effective leadership of performance and the behavior that will lead to ineffective leadership of performance in organization.
The two styles of leadership in this model are stated thus:
Job-centered behavior
Employee –centered behavior
According to this model, the leader that focuses on job, centered behavior is normally interested by completion of task by subordinate, pay more attention to performance and work procedure. While leaders that engage on employee –centered behavior are more interested with the need, interest of the employees or subordinates. For the leader to achieve high performance, he must look at the human aspect of the employees and ensuring a cohesive work group.
The Michigan model conclude that leaders that engages on employee centered behavior will be more effective than leaders with job –centered leadership behavior. In other words, leadership that focuses more on employee centered behavior will produce effective group performance than job centered leadership style.
The Ohio State Studies
The Ohio state studies were conducted in the late 1940s and early 1950 which was almost the same time with Michigan studies (Griffin and Moorhead, 2007). This studies distributed questionnaire to determine the view of subordinate on their leadership Behaviors. The researchers at Ohio state University began by generating a list of Behaviors exhibited by leaders which they identified about 1,800 statements that described nine categories of leadership behavior. (Kreitner and Kinicki 2004).
After the study, The Ohio state studies identified that there exist two dimensions of leadership style or behavior known as:
Consideration behavior
Initiating –structure behavior
Consideration behavior is based in showing concern to the needs, interest of the employees, also, the leader shows so much respect to the ideas of subordinate. In order words, there is mutual trust, respect and two way communication between the leader and subordinate.
The leader also shows concern on how to organize group to achieve a task or goal in the organization and define what group member should be doing to maximize output (Kreitner and Kinicki, 2004).
_ Low consideration behavior High consideration behavior
Low initiating High initiating
_ Structure behavior Structure behavior
Figure 1: Ohio state studies
Source: Griffin & Moorhead, 2007
The Ohio studies concluded that for a leader to be effective, he/she must possess the behavior of high consideration and high initiating structure. That is, a leader that has both high consideration Behaviors and high initiating structure behavior will be more effective than any other leaders that do not have either high consideration or high initiation.
iii Blake and Mouton’s Managerial/Leadership Grid
The Managerial Grid later renamed as leadership Grid in 1991 was developed by Robert Blake and Jane Srygley Mouton. This study asked 100 experienced. Managers to select the best way of handling 12 managerial situations (Kreitner &Kinicki, 2004:602).
Based on the findings this model provides a way for determining and evaluating leadership style by forming two dimensions of leadership Behaviors based on horizontal axis and vertical axis. The horizontal axis represents the concern for production and the vertical axis represents the concern for people. Each axis was scaled from 1 or 9 and Blake and Mouton were able to developed five leadership styles or Behaviors known as: country club management (1,9) impoverished management (1,1) and authority compliance (9,1).
Country Club Management (1,9): Here the leader shows high concern for people’s need and interest but low concern for production.
Team Management (9,9): Here the leader shows high concern for people interest and needs and emphasized high concern for production and performance.
Middle –of –the –road –management (5,5): Here, the leader maintains adequate or moderate concern for people and concern for production.
Impoverished Management (1,1): Here, the leader shows low concern for people need and interest and low concern for production.
Authority –compliance (9, 1): The leader possesses high concern for production and low concern for people or employees.
Based on the five leadership/managerial Behaviors Blake and Mouton viewed that the best ideal type of leadership is the team management scaled 9,9 because it leads to high productivity, job satisfaction, motivation, creativity etc.
Although some researchers have criticized this model because there exist little scientific evidence regarding its true effectiveness and the extent to which it applies to all managers and/or to all settings (Griffin and Moorhead, 2007)
Situational/Contigency Approach Theories of Leadership.
The situational or contingency approach emerged as a result of the problems of trait and behavioral approach toward explanation of leadership.
The situation or contingency approach holds that there is no leadership style is the most effective. Therefore situation and circumstance determine the type of leadership style to adopt. Below are some of the situational/contingency theories of leadership.
Fiedler’s Contingency Model/The LPC theory of leadership
Fiedler’s contingency model also known as the LPC theory of leadership (LPC stands for Least Preferred Coworker) was developed by Fred Fiedler in 1967. Fiedler was the first to use the phrase “contingency” in the context of leadership. He argued that any leadership style may be effective depending on the situation, so that the leader has to be adaptive (Weightman, 1999). Therefore, what constitute effective leadership is determined by the situation on ground.
The Fiedler’s model is based on the following assumptions:
The performance of a leader depends on two interrelated factors: (1) degree to which the situation gives the leader control and influence –that is, the likelihood that (the leader) can successfully accomplish the job and (2) the leader’s basic motivation –that is whether [the leader (1)] self –esteem depends primarily on accomplishing the task or having close supportive relations with others. (Kreitner & Kinicki, 2004)
The effective group performance depends on the proper macth between the leader’s style and the degree to which the situation gives the leader control.
Fiedler created the Least preferred Co-worker (LPC) questionnaire to measure in whether a leader possess task oriented or relationship oriented leadership style. The questionnaire ask the respondents to think of the co-workers they are with and identify the one they best enjoyed working with by rating a scale of 1 to 8 for each of 16 sets of contrasting adjectives like: pleasant –unpleasant, efficient –inefficient, open –guarded, supportive –hostile etc (Robbins and Judge, 2013).
_________For example
8 7 6 5 4 3 2 1
After the research conducted by Fiedler, he discovered 3 –situational control or dimensions that determine a leadership effectiveness known as:
Leader –Member Relations: This means the degree of trust, loyalty, support, confidence and respect workers possess in their leader.
Task Structure: This means the amount of task performed by a group. It talks about the degree to which a task is clearly defined for members or groups to perform according to certain procedure.
Position Power: This means the degree to which the leader possesses formal authority or power to reward, punish to achieve adherence to rules by employees.
Fiedler finally concluded that leaders have one dominant leadership style that is fixed or resistance to change. He recommended that leaders should adopt strategies on whether to modify the situation or change leadership style to create a match between the leadership style and the amount of control of a situation.
Path –Goal theory
This theory was originally developed by Robert House in 1970s (Kreitner and Kinicki, 2004). The theory was based on expectancy theory of motivation that holds thus, that employees’ motivation or behaviors is based on the expectation of employees or individuals that a particular job performance will lead to particular outcomes and expectation of values of such outcomes.
Therefore, this theory argued that subordinates are motivated by their leader to the extent that the behaviors of that leader influence their expectancies, meaning that the leader influences subordinates’ performance by clarifying the behaviors that will lead to desire rewards (goals) (Griffin and Moorhead, 2007:331). It means that performance of subordinates is based or depends on the ability of leaders to fulfill their expectations.
House viewed that the level of leadership effectiveness is based on the interaction between four leadership styles and several situation factors that can make one leadership style more relevant than others.
The four main types of leadership styles identified by House are:
Directive Leadership: This involves letting the subordinated to know exactly what they are expected to do, work to be done, specific direction and guidance to be followed and how to achieve the work.
Supportive Leadership: Here, the leader is friendly and shows concern for the needs and interests of subordinates.
Participative Leadership: The leaders consult its subordinates to get their own views on a particular issue before making the final decision.
Achievement –Oriented Leadership: Here, the leader also shows the desire to give challenging goals to subordinate in order to achieve outstanding performance towards achieving organizational goal.
House argued that there is flexibility of leadership behavior in the sense that leaders are expected to change their leadership style based on different situations. Therefore, different styles of leadership can be practiced by one leader depending on the situational factors that emerged. This theory further stated that leadership behavior is moderated by two main situational or contingency variables or factors that will lead to subordinate’s motivation and satisfaction. These are:
1. The Personal/Employee Characteristics of Subordinates: This include locus of control, experience, perceived ability, need for achievement, need for clarity.
2. Environmental Factors: This involves task structure, formal authority system and work group.
__
___
_
_
____
__
____
__
Figure 1: Showing the path –goal theory of the leadership
Source: Griffin and Moorhead (2007:332)
The figure above shows that for a leader to motivate subordinates to perform effectively, he must adopt a leadership style which must be suitable to the situation on ground. That is, the leadership style to be adopted depends on the situational factors prevalent in the organization in a particular time. For example, an employee that sees his perceived ability to perform a task as high, do not need directive leadership while employee with the perceived “very low ability” to perform need a directive leadership style. Also when a task structure in an organization is high, there is no need to adopt directive leadership but when a task structure is low, directive leadership is necessary. Individuals that show high rate of locus of control or individuals that believe they have control of their work may need participative of achievement oriented leadership than the individuals that see outcomes coming from external factors.
Vroom’s Decision Tree Approach to Leadership
This theory or approach was first developed by Victor Vroom and Philip Yetton and later revised and expanded by Vroom and Arthur Jago (Griifin Moorhead, 2007). Another name for this theory is Leader Participation Model (Robbins, 2001). This approach focuses only on type of leadership style (subordinate participation) in decision making.
This theory holds that the extent employees or subordinate are allowed to participate in decision making is dependent on particular situation. Therefore, situation determine the type of decision –making process to adopt.
These situational variables made Vroom and Yetton provide a set of rules that should be followed in determining the form and amount of participative decision making (Robbins, 2001).
The situational factors identified by Vroom include:
Decision significant: the extent a decision is important and has a major impact on the organization
Importance of commitment
Leader expertise
Likelihood of commitment
Group support: Do the employees support the objectives?
Group expertise: Do the employees possess high knowledge towards solving an issue?
Team competence: Are the employees have the ability to work together?
Based on the situational factor that is dominant in a particular time determine the decision–making style to adopt. These decision–making styles are:
Decide: Here the manager makes decision alone and sell the idea to the subordinate
Delegate: The manager allows subordinates to identify the problem and provide solutions by themselves
Consult (Individually): The manager meets individual subordinates, consult them and get their own views before making the final decision.
Consult (Group): The leader presents an issue to group of employees to get their suggestions before making the final decision.
Facilitate: Here the leader presents the issues to the members in a meeting and sell the idea to the members but the decisions are finally determined by the members.
For example, this theory shows that if the decision significance is high or if the decision is highly important and has a major impact on the organization, it means that the managers cannot decide on their own rather they can either delegate, consult or facilitate.
The Vroom and Jago Revised Decision Model
In this revised version, Vroom and Jago retain the five main decision –making styles but added 12 contingency variables. Therefore these 12 contingency or situational variables determine the decision –making styles to adopt to achieve leadership effectiveness. The contingency variables in the revised decision model are identified by Robbins (2001) as:
Importance of decision
Importance of obtaining subordinates’ commitment to the decision
Whether the leader has sufficient information to make a good decision.
How well structured the problem is
Whether an autocratic decision would receive subordinates’ commitment
Whether subordinates buy into the organization’s goals
Whether there is likely to be conflict among subordinates over solutions alternatives
Whether the subordinates have the necessary information to make a good decision.
Time constraints on the leader that may limit subordinates’ involvement
Whether costs to bring geographically dispersed subordinates together are justified
Importance of minimizing the time it takes to make the decision by the leader
Importance of using participation as a tool for developing subordinates’ decision skills.
Situational Leader theory/Life Cycle Theory of Leadership
This theory was developed by Paul Hersey Kenneth Blanchard. This theory holds that effective leadership is based on a leader’s selection of leadership style which is dependent on the followers’ readiness. In other words, it argued that the optimal combination of initiating structure and consideration of initiating structure and consideration depends on the readiness of the employees in the work unit. (Colquitt et al, 2011). So, the effective leaders depends on the readiness level of the followers.
Readiness in this theory means the degree to which employees have the ability and willingness to accomplish their specific task (Colquitt et al, 2011).
This theory holds that there are four leader style which represent the combination of both initiating structure Behaviors –that strictly focused on completion of task and consideration Behaviors –that focuses on concern for employees’ needs, interests and respect. The four leadership Behaviors or styles are:
Telling Style: Here, the leader highly focuses on providing instructions on how tasks are performed and close supervision. Here, the leader exhibit high level of initiating structure and low level of consideration. The leader adopts this method when the followers show low readiness –that are unable and unwilling to perform a task.
Selling Style: Here, the leader directs to protect the confidence level of employees (Colquitt et al, 2011). This style of leadership is adopted when the followers or employees are unable but show willingness to accomplish a task. The leader shows both high initiating structure and high initiating structure and consideration.
Participating Style: Here, the leader give room for employees’ participation in decision making process. The leader that uses this style shows a low initiating structure and high consideration. This is used when the followers are able or have the capability or ability but unwilling towards accomplishing a task.
Delegating Style: This is when leaders give responsibilities to follower to carry out. Here, the leader exhibits a low initiating structure and low level of consideration. Leaders apply this style when the followers show a high readiness level –that is when followers are both able or capable and willing to achieve a goal or completing task.
The readiness level in this theory is divided into four which is identified as R1, R2, R3 and R4
R1: This is when employees are unable and unwilling to perform a task
R2: This is when employees are unable but willing to perform a task
R3: This is when employees able but unwilling to perform a task
R4: This is when employees show high level of readiness by being able or showing the ability and willingness towards performing a function.
READINESS
High Moderate Low
R4
Showing high capacity and willingness
R3
Capable but unwilling
R2
Unable or incapable willing
R1
Unable and unwilling
____
Delegation
Participation
Selling
Telling
Low
Low
High
High
Low
High
High
Low
_
From the figure above it indicates that employees with low readiness (R1) that is by being unable and unwilling needs the telling style of leadership by showing high degree of initiating structure and low consideration. Employees that lack ability or capability but willing (R2) needs the selling styles by showing high degree of initiating structure and high degree of consideration. Employees that are able or have capability but unwilling, needs the participative style by showing low initiative structure and high consideration. Finally, the employees that are both able (have capability) and willing needs delegating style by showing low initiating structure and low consideration.
Leader –Member Exchange (LMX) Theory
This theory was developed by George Graen and Fred Dansereau and stresses the importance of variable relationship between supervisors and each of their subordinates (Griffin and Moorhead, 2007). This theory argued that because of time pressures, leaders establish a special relationship with small groups of their followers. (Robbins and Judge, 2013). This theory is quite different from situational approach that focused on leadership Behaviors rather it focused on the relationship between leaders and followers or subordinates.
The theory holds that leaders’ behavior differ based on their relationship with different followers. Therefore it shows that there exist two types of leader –exchange relationship. The first relationship is the group exchange where leaders develop a unique or special relationship with a small group of trusted followers which is made up of the in–group. This in–group received special duties, trusted, gets adequate attention by the leaders, receive special privilege, get more autonomy, get leaders support etc.
The second relationship involves out–group exchange where the leader does not develop a special relationship with other followers not referred to as in–group but referred to as the out-group. This group receives fewer privileges, less attention and time, get less support by the leader. The leaders do not show much trust and respect to the followers.
This theory shows that the leader –member exchange model of leadership is based on vertical dyadic relationship managers or leaders and their followers or subordinates (Kreitner and Kinicki, 2004). In this theory, it helps us to understand that leaders develop special relationship with few groups which may be based on their gender, diversity, status, competence and trust etc. and the leaders normally give them preferential treatment than other larger group (out-group) in the organization. This shows that in any organizations, leaders always develop cliques that he will work with to achieve his goal.
_
__
___
___
_
___ Formal relations
_____ Trust High Intersection
___
Figure 3: Showing the leader –member exchange theory
Source: Robbins and Judge (2013:412)
Leadership, Organization Culture and Change
Leadership and organizational change is a key dynamic because culture is a medium through which leadership travels and impacts on organizational performance. Leaders play an important role in “embedding and transmitting” culture they believe will enhance the organizational functioning (Schlein 2004). Schlein (2004), has identified “six primary embedding mechanism”.
What leaders pay attention to, measure and control on a regular basis
How leaders react to critical incidents and organizational crises.
How leaders allocate resources.
Deliberate role modeling, teaching and coaching
How leaders allocate and reward status
How leaders recruit, select, promote and excommunicate
Administration mechanism such as these can help shape a culture as humanistic or bureaucratic performance or process focused and team or individual oriented. Specifically, in the human resources area, supervisors as leaders can function as agents of socialization by the ways they develop, coach, counsel and give feedback to staff (Major 2000).
Leaders give staff important clues based on the aspects of the organization they pay attention to. For example, if leaders focus is on agency outcome data and the functioning of teams, they are likely to get different results than if they focus on following procedures and power struggles for resources. If leaders allocate resources for diversity initiatives and allocate rewards based on improved client outcomes through evident-based practices and collaborating employees will get due regarding what is important. Employees know to look beyond what a leader says in meetings or newsletters to see what Behaviors the leader models on a daily basis.
Schlein (2004) makes a point about how to view “culture change”. While leaders often state culture change as the change goal, Schlein asserts that a change goal should be stated in terms of desired organizational outcomes, not a process of culture change. In other words, culture is not an end in itself, but a process in service of the larger goal of improving operation and outcomes of the organization.
In summary, Schlein suggests that creating a new culture requires that leaders have vision, persistence, patience and both flexibility and readiness regarding change. They also need the ability to perceive the problem, insight and self-awareness regarding their strengths and limitations. Strong motivation for change, emotional strength to handle inevitable anxiety and criticism, the ability to bring to the surface and change existing culture assumption and the ability to involve others in the change process.
While the most important goal of culture is to improve organizational performance, the creation of culture that is committed to on-going teaming is also a key aspect of organizational change. Austin and Hopkins (2004) and their colleagues have presented a variety of strategies for creating a learning organization and a culture of learning including the design of “learning setting” (Garvin 2000 cited in Austin and Hopkin 2004). Regular organizational activities such as staff meetings and outcomes assessments, can be augmented to become arenas for learning by a leader demonstrating a personal investment in learning; asking questions; empowering staff through shared decision-making; using data in problem analysis and problem solving and making time for reflection and the application of new knowledge; fostering dissent and risk-taking, regular questioning, listening, celebrating and rewarding individual learning.
Leadership Change in Organization
A leader may initiate an organizational change process to meet particular need or goal such as moving the agency from a process-oriented to an outcome-oriented culture or implementing evidence-based practice. In addition to such a large scale initiative, organizational change in a typical human service agency can be a regular activity. Organizations and staff change in small ways, such as developing new procedures, perhaps without even considering that change is occurring. For the larger –scale changes, in which radical changes in the agency’s culture or systems are required, the use of change leadership skills should enhance the prospects of the agency reaching its desired new state.
Types of Organizational Change
Costello (1994, cited in Proehl 2001) identified 3 levels of organizational change.
a. Development Change: involves adjustments to existing operations or improving a skill, method or process that does not currently meet the agency’s standard. This level of change is the least threatening to employees and the easiest to manage. Examples include problem solving, training and improving communications.
b. Transitional Change: involves implementing something new and abandoning old ways of functioning. This move through a transitional period to a new future state requires patience and time. Examples, include organizations, new technology systems and implementing a new programme.
c. Transformational Change: Requires major shifts in vision, strategy, structure or systems. This might evolve out of necessity, for example, as a result of major policy changes like welfare reform and managed care. The new state involves a new belief and awareness of new possibilities. Examples include privatization and managed competition.
2.9 An Overview of Organizational Performance
According to Chen (2002), organizational performance means the transformation of inputs into outputs for achieving certain outcomes. With regards to its content, performance informs about the relation between minimal and effective cost (economy), between effective cost and realized output (efficiency). There are various ways to understand organization performance, but in this context it has been judged upon the growth of the firm (organization) and outputs which lead to its growth. Effectiveness of the organization depends on three (3) basic performance determinants.
Efficiency and process reliability
Human resource and relations
Innovation and adaptation to environment (Yukl 2006).
Efficiency
_Human Resource Relations Organizational performance.
Innovation Adoption: Efficiency is defined as a term practiced by an organization or firm to use people and resources to carry out important operations in ways which minimizes the costs, Human resource relations is defined as trust, organizational commitment, collective identification and co-operation among the employees (Bass 1990 and Tabler 2002). Innovative adoption includes increase in market share, sales growth from year to year.
Human Resource and Relations: This simply deals with the quality of the workforce in The Nigeria Police Force and the relationship it maintains outside and within the organization
Performance can be achieved in an organization through:
Creativity
Direction
Delegation
Co-ordination
Collaboration; while hindrances could take the following path ways: inform of crisis of:
Leadership
Autonomy
Control
Red Tapism
2.10. Major Factors Undermining Leadership and Organizational Performance in Nigeria Police
Education
Whitehead and Davidson (1970), concluded that the level of educational qualification of the Policemen to a great extent affect the productivity. They emphasized that though the Police are to enforce and not to interpret the law, yet if they are not educated enough to know the implications of their actions on the law and the citizens, their action at various call ups might be at variance with the law.
Socio-Economic Factor
Heinrich (1971) tracing the effects of Economy in Police leadership and effectiveness said that an unpaid Policemen could easily be frustrated and aggressive. He could circumvent the law, rules and regulations to suit his whims and caprices. This also affected their investigation in crime committed by the people. Supporting this views, Wilson James in sir Wood Ward said that if Policemen are not provided with extra income with special emphasis on amenities outside the already known salaries and wages, accommodation and obsolete equipment.
Inadequate Logistics
Omonhimmin Gabriel (1998) carried out an investigative research titled “Police: Past and present”. In his study, he observed and maintained that the salary paid to Policemen generally is not commensurate with the work they do. But the population of the society the Police is meant to serve has appreciation increase in strength thus becoming criminally sophisticated. He further added that the society become sophisticated because in Nigeria Police Force is said to have been bedeviled with lots of functional problems, such as high shortage of weaponry, lack effective communication equipment to facilitate efficient performance.
More so, Police vehicles available in almost all its organizational command and headquarters within the Federation are either out of use or grossly inadequate. He also noted that the Police who should be protector of lives and property turn to claim more lives through either its necessary show of authority and insufficient training.
Also, Adejugbe (2002:7) noted that, “the inability of the Police to secure both lives and property of citizens in Nigeria especially since the return of democracy in 1999 has battered the public image of the Police and made most Nigerians to live in fear of death constantly.” Though, Adejugbe rightly observed that the Police leadership maintains a negative image in Nigeria, he failed to account for the effect of this negative perception of the Police by the citizens on public- Police cooperation via information flow.
Osayande (2008) outlined both external and internal factors hindering the Police from performing their functions believed that these factors form the challenges facing the Nigerian Police force. Osayande (2008:3) noted that, factors such as “… poor funding and mismanagement of available funds; creation of parallel security organization form the external factors”. While factors such as inappropriate deployment of Policemen for protective security; inadequate basic training and continuous training of Police personnel; unacceptable and decayed state of discipline; organized corruption; unlawful exercise of authority form the internal factors. These make mockery of Nigeria Police leadership.
Oyakhire, (2010:9) noted that, due to a combination of structural factors (political oppression and instability as well as economic exploitation, mass poverty, widespread corruption, and institutional inadequacies (poor quality of personnel, inadequate training, poor facilities, grossly inadequate remuneration and general conditions of services, Nigeria Police is ill equipped to perform its functions effectively and in compliance with the rule of law. Instead, what is evident is that the Nigeria Police is subservient to the rich and powerful men in Government even in the rendering of services.
Olujinmi, (2004) noted that the Police which are meant to be the antidote to criminality appear to be getting overwhelmed by the phenomenon. The criminals appear to be ahead of the Police such that the latter now only react to the commission of crimes and usually after the offenders might have left the scene. Olujinmi failed to explain how the lack of proper training has affected the ability of the Police in their performance.
Ali (2008) attributed the under-performance of’ the Nigerian Police to gross under-staffing. For Ali, it is indeed perturbing that one third of our grossly under-staffed Police populations are allocated to unofficial jobs like escorting politicians and other private individuals who can afford to pay for their services. Ali (2008:22) succinctly noted that; “Contrary to the United Nations (UN) stipulated for every country to have one Policeman to four hundred persons, the terrible situation on ground is 40,000 Nigerians to one Policeman”.
To compound the situation, the nation’s Police are also not well armed according to the United Nations (UN) specification. The UN’s standard is that for every ten Policemen, eight must be armed. Ali (2008:23) observed that “in Nigeria, out of ten Policemen, only two are armed with old model rifles”. This scenario makes the Police leadership not adequately prepared to record optimal performance and violence inclined people. In confirmation of the above observation by Ali, Mike Okiro, a former Inspector General of Police noted that as of the second quarter of the 2008 financial year, that he could not determine the staff strength of the Nigerian Police (Okiro, 2008).
Ibeanu and Momoh (2008) noted that, the major Police strategy towards tackling security issues is through mass recruitment of men, quality personnel, equipment, retraining and collaboration.
Alemika, (2010) noted that Nigeria Police is also beset by several institutional problems that undermine their effective performance. According to Alemika (2010), these institutional problems include the Organization and management of Police forces in terms of vertical and horizontal decentralization and coordination of authority have implications for Police Behaviors, performance and image. Another problem’ is that of Police Personnel Management which deals with the rules and provisions for recruitment, training, deployment, remuneration, promotion, discipline, and pension and retirement affect Police discipline, performance and image. Alemika, (2010) further stated that in Nigeria, these aspects are not given adequate and continuous attention by Police leadership. Supervision and coordination are generally lacking. Corruption, partisan and parochial considerations have contaminated the process and decisions relating to recruitment, deployment and promotion in the Nigeria Police Force, thereby dampening motivation and commitment to excellence, sacrifice and integrity in Police-work.
Training and Retraining
Lewis (1970), in his own view, concluded that it is the training and organizational structure of a Police organization that determine its effectiveness.
Wilson (1967), quoting Sir, Woodward, a visiting commissioner General of the East African British Police Squad, in his book “what makes an effective Police system” said that an effective Police organization must consists of well-trained men. But to be responsible to training, he continued they need some basic education and knowledge. He therefore, recommended that a minimum educational qualification be set for recruiting people into the force.
According to Ovenseri-Ogbomo (2006), for any meaningful development to take place anywhere, it must start with the development of the human beings. He considered human capital to be the engine of growth, agent of economic transformation, a catalyst for social reengineering, and a base for economic take-off. It was on this basis that Schultz (1995) argued that investment in human capital can overcome many of the characteristics of the labor force that act as impediments to greater productivity, such as poor health, illiteracy, un-receptiveness to new knowledge/ideas, fear of change, a lack of incentive, and immobility.
Akinyele (1992: 219) opined that “training brings .about changes both at the individual and group levels.” He noted that training individual workers and the organization are separate but interwoven. He insists that the idea of assessing training needs prior to training provides an insight into the kinds of change that will contribute to improve organizational performance. Different kinds of changes lead to the use of different kinds of techniques for training or vice versa. Thus, for both financial and other reasons, such as organizational objectives, careful needs assessment should always precede the development of any training programme. A consideration of the phases involved in training and development would therefore consider first, assessing the need for training. Akinyele rightly puts it that, “training should, where possible, be based on a proper assessment of collective and individual training needs.” Need, as it concerns manpower development via training, exists once there is difference or gap between what an employee actually does and what he is expected to do. Such differences constitute what Laird (1978) calls “performance problem” or gap that is known as need.
For Abidde, the Nigerian Police Force is a reflection of the Nigerian society: The Police are bad because we are bad as a nation. To change the Police we have to change our orientation and national culture. For the Police to serve and perform, we must provide adequate leadership, adequate compensation and proper training. We must take care of the men and women who, on a daily basis, give their lives in the service of our country. (http://www.nigeriavi llagesquare.comlarticles/sabella-o-abidde/the-men-and-women-of-thenigerian-Police -force.html).
Alemika, (2008) stated that training should be determined by work force need analysis and planning (manpower planning). For Alemika, manpower planning, being an important element of human resources management, involves constant evaluation or projection of needed manpower in the future, developing plans to attract and retain employees, allocating employees to task, training and motivating employees. Following these steps enables an organization to meet its need for efficient workers and to satisfy employees need for job satisfaction and welfare.
He further noted that in the Nigeria Police Force, training does not take into account: the need of the Force in specific tasks and expertise, the skill and interest of officers, the need to match skills acquired in the course of training with deployment thereafter and requisite infrastructure, facilities and supplies for effective use of skills acquired by officers during training for the purpose of efficiency in the Force and career advancement of the personnel. To Alemika (2008), these gaps between training, skills, deployment and career advancement has engendered the view in the Force that training is worthless to both the organization and the officers. Officers asked to proceed on leave sometimes try to avoid it because they see it as deprivation. Similarly, staff posted to training institutions as directing staff or instructors grumble and allege victimization. These unwholesome attitudes toward training and training institutions have adverse effects on the performance of the force, in part because it breeds anti-intellectualisrn and anti-professionalism.
Ani, (2011) noted that the training Police personnel are receiving is commendable, nevertheless this is still a far cry from what is actually needed considering the number of Police men in the country who are still poorly trained. In the same vein, the equipment the Police have received can best be seen as a drop in the ocean going by the population of Nigeria and the vast land mass that requires to be Policed. Ani further noted that the evidence of the kind of sophisticated weapons used by armed robbers, which in some instances are superior to what our Police have in their armory, should be enough compelling reason to equip our Police with the most modern weapons and equipment. Ani (2011), blamed this on corruption which is endemic in Nigeria He stressed that until corruption is eradicated in the Police through impeccable leadership; until the Police is well armed, well equipped, well educated, well paid, well housed and well-motivated, our Police men and women cannot tackle and arrest the worsening armed robbery and other criminal situations in Nigeria.
Funding
In another study, Alemika (1988) stated that the Police poor performance and inefficiency in Nigeria has been attributed to prevailing undemocratic political system, widespread cases of corruption among top government officials and those who control the economic sectors, inadequate funding of the Police, poor management of available resources by Police leadership, poor conditions of service, inadequate resources for Police-work and pervasive effects of the nation’s socio economic order. Furthermore, at the micro level, Alemika identified the size, quality and indiscipline of Police personnel as well as poor Police — public relations and image as other obstacles to enviable Police performance.
A report by the African Leadership Forum (1994) identified the numerous problems facing the Police leadership and which invariably affect its performance. These according to the report include inadequate training, lack of communication equipment and others such as patrol vehicles, inadequate personnel (the ratio of Police to the citizen is well above the United Nation’s recommended ratio), poor remuneration, appalling welfare conditions, frustration and marginalization of the Police by the armed forces, among others. The report recommended that; to improve the efficiency and performance of the Police, a well-trained, adequately equipped and well- remunerated Police should be maintained as against the present situation whereby the force is composed of a large number of poorly-trained and ill-equipped personnel. The welfare and remuneration-package should be improved upon through an enhanced salary structure, provision of adequate infrastructures and the provision of adequate retirement benefits such as gratuities and pensions.
Abati, (2008) stated that the Nigerian Police Force is poorly funded, it lacks equipment and the capacity to carry out its duties; its men are perpetually complaining about lack of welfare and on two occasions between 1999 and 2007, the disillusioned rank and file declared a dispute against the Nigerian government and threatened to go on strike. The economic dispossession of the majority has resulted in a corresponding explosion of the population of the unemployed and the criminally minded overstretching the Police force beyond it capacity.
Usoh, (2008) stated that one of the challenges facing the Nigerian Police is material inadequacies such as Poor financing which is a great constraint to adequate performance. He recommends that adequate funding should be given to the Police so that they can achieve their goals and objectives. As Ohakwe (1989) cited in Usoh, (2008) noted that “a Police force that serves as a handmaid of an oppressive irresponsible, irresponsive and corrupt government cannot but be the target of public ridicule and hostility. Consequently in a country where the Police and the public organize themselves into hostile camps, Police inevitably face the challenges of restoring the’ sense of trust to the relationships that exist between the Police and the public. Ohakwe counseled that it is important for the Police to cultivate a sense of discipline, and solicitousness towards the perception of the Police authority as being a service group rather than a repressive aim of the government.
This chapter which centers on the literature review has tried to show the meaning and concept of leadership as it relates to the public sector management. It unveils the distinguishing factor between leadership and management. While Leadership is focused on establishing directions, aligning, motivating and inspiring people as well as change orientation, Management is focused on planning and budgeting; organizing and staffing; controlling and problem-solving and predictability. It sees leadership as very central in the organization of public institutions as well as discussed certain concepts associated with leadership such as power and influence and their relevance in leadership.
The study established the types of leadership which include charismatic, transactional, transformational, exemplary, visionary, strategic and servant leadership. It also looked at the theories of leadership which ranges from Trait approach and Behavioral approach. The study discussed other issues bothering on leadership, organization, culture and change and thereafter waded into the conceptualization of organizational performance. The work was conducted with the major factors that whittle down leadership and organizational performance. They focus on education, socio-economic factor, inadequate logistics, training and retraining.
Gap in Knowledge
Understanding the effects of leadership in organizational performance is very important and critical because leadership is viewed by many researchers as one of the key driving forces for improving organizational performance. Arguably, effective leadership will result in high level of commitment, morale and motivation leading to performance enhancement. Scholars have argued that when organizations seek efficient ways to enable them perform optimally; a longstanding approach is focused on effects of leadership. Some studies have explored strategic role of leadership to investigate how to employ leadership paradigms and use leadership behavior to improve organizational performance (Judge and Ilies 2002; McGrath and MacMillan 2000; Purcell, et al 2004; Yukl 2002).
Previous studies on leadership and performance in the organization shows that the relationship between the leaders and the subordinates is a crucial variable that determines this performance. In this case, the style of leadership influences both the subordinates’ input and the organizational output.
In this direction, no previous study of this researcher’s contact had seen leadership and organizational performance from the workers’ oriented perspective which is focused on the Nigeria Police Force. The workers’ oriented perspective is focused on regular and adequate employee’s salary, workers’ participation and involvement in decision making process as well as accountable leadership. From the literature review, no previous study had captured this on the Nigeria Police Force, Zone-9 Headquarters, Umuahia, hence, gap and unanswered questions remain. Consequently, this study is intended to examine the relationship between leadership and performance, with emphases on the Nigeria Police Force, Zone-9 Headquarters, Umuahia and thus contribute meaningfully to the body of growing literature and knowledge in this area of study.
Although several studies have been conducted which are essentials to the understanding of the nature and function of the Nigeria Police Force, a lot of research has been done on the organization, but most of these works focus on security and the role of the Police in the democracy of Nigeria to the neglect of leadership and performance in the Nigeria Police Force. Some of these studies do not clearly and forcefully discuss the nexus between leadership and organizational performance. This gap created, arguably a fundamental weakness which this work is set to address. More so, the gap created here shows that no such work on leadership and performance in the Nigeria Police Force has been undertaken in Zone 9, Headquarters, Umuahia.
2.11. Theoretical Framework
This study adopted the “Y” theory of Douglas McGregor M as its theoretical framework of analyses. It is axiomatic to posit that modern organization for many years recognized that people or workers are interested in how they are treated in their organization. McGregor Douglas M is associated with theory “Y” and it is based on new ways of ensuring workers’ motivation, performance satisfaction as well as achieving organizational objectives.
Charles Franklin, in his own view argued that leaders get things done through their subordinates whom they are dependent upon, since leadership is a two-way track, the leader is loyal to the led and the led loyal to the leader in organizations like the Nigeria Police Force zone-9 Headquarters Umuahia which is made up of people with brain and conscience. The subordinates should be allowed to showcase their endowment. Finally, he noted that every bureaucratic organization is made up of leaders and workers with brains and consciences.
Against this background, C.B Nwachukwu (1988:48) said that the theory is a new way of merging individual and organizational demands and that it is a new way of ensuring that workers are well treated to ensure that organizational demands are met with available manpower, resources and equipment. He is also of the view that people love and desire to work hard where the work conditions are favorable and satisfactory and where they are recognized and treated as human beings. He is of the opinion that workers should be given free hand to operate without threats of punishment but with sufficient rewards, guidance as well as promotion.
According to McGregor, people love and desire to work where the conditions of work are favorable and satisfactory to them, and where they are recognized and treated as human beings. Theory ‘Y’ sees the negative Behaviors of a worker as a disposition that is not inherent but rather a reaction and consequence of the nature of industrial organization, management philosophy, policy and practices (Ogunna 2007:287). Neil is more revealing in this view. According to him, “a manager (leader) can get the best from the people through helping them develop and satisfy their fulfillment needs”. The implication of the above is that organizations like the leadership of the Nigeria Police Force should encourage their workers to develop their potentials and release them towards common goals. In other words, theory “Y” calls for a more humanitarian and participatory approach of leadership.
This theory is instructive for leaders in the coordination for a better organizational performance. Theory “Y” impliedly denotes that where workers are given free hands to operate and where there are absence of threat of punishment or coercion, and where there is a sufficient and functional reward and promotion system, and where the workers can use their ingenuity in the performance of their duties, the workers will put in more effort (Okoroafor 2012:211). For Lane (1982:263), the application of the theory in the management of an organization will primarily “create opportunities for workers to release potentials and removes obstacles…”
However, the major assumptions of theory “Y” were captured by McGregor (1960:49) which include:
The expenditure of physical and mental efforts in work is as natural as play or rest
External control and the threat for punishment are not the only means bringing about efforts towards organizational objectives.
Commitment to objective is a function of reward associated with achievements.
The average human being learns under proper condition, not only too accept but to seek responsibility.
The capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problem is widely not narrowly, distributed in the population
Under the conditions of modern industrial life, the intellectual potentialities of the average human being is only partially utilized.
Applying this theory to this study suggests that when there are established practices and conditions that are favorable and satisfactory to the workers, and where they are recognized and treated as human beings in an organization, the workers are likely to show more commitment and devotion towards the discharge of their duties leading to productivity enhancement. This is because a productive organization enriches both the owners, the management and the workforce. It serves as a source of inspiration and motivation to the workers as they would be very proud of their organization and appreciate the fruits of their labor.
Applying this theory to our study, the theory “Y” requires organizational leadership to appreciate the fact that work is natural and that workers have self-control and are committed to their objectives which is a function of the rewards associated with their achievement. Hence, workers have the potentials and can learn to accept and seek responsibility (http://www.nwlink.com/~/donclark/hrd/historyxy.htm). It calls for organizational culture that is devoid of coercion and threat for punishment. Where these thrive, the affected workers may not be natural and could resort to negative tactics like truancy, taking excuses off duties and even deliberately sabotaging the organization. In these circumstances, the task of achieving high performance in the organization is seriously challenged.
It is also important to note that regardless of the above generalization, not every average worker is self –directed and self –controlled. Some workers avoid responsibility irrespective of the claim that the work of theory “Y” is natural (Ogunna 2007:287). In others words, some workers will still not do their jobs even if leadership is humane.
Theory “Y” is very useful for the attainment of optimal performance in the organization. It gives a good account of integrated and dedicated management style (Reddin 1970:193). Lane (1982: 262) credited it for creating opportunities, releasing potentials, removing obstacles and encouraging guidance. Again, it fits into what Peter Drucker refers to as management by objectives, and through it, management can justify its existence and authority by ensuring the happiness of the members of the organization, the contribution to the welfare or culture of the community (Drucker 1981:19). It is interestingly one of the best and certainly the stimulating and exciting model in modern management and administration.
On the other hand, theory “Y” may not be perfect leadership approach. For example, Professor, Abraham Zalezink of Harvard Business School, in his essay entitled “Management of Disappointment” sees it as a contradiction to the principles of leadership as it is subordinate oriented. This seems to suggest that theory “Y” does not identify with leaders or managers. He states as follows:
Its appeals lies in its humanness and in the subtle way it addresses itself to the underlying guilt which plagues men who exercise power. Unfortunately, McGregor’s theories avoid the inner conflicts…in their almost singular dedication to creating an ideal organizational climate…McGregor missed the point in the study of leadership because he failed in a basic sense to identify with managers. His identification was largely with subordinates…but to love and be loved is not enough
Similarly, Ogunna (2007:287) forcefully argues that theory “Y” is idealistic in some of its claims. To him, not every worker is self-directed and self-controlled. Many avoid responsibility which seriously questions the assumptions that that work is natural.
2. 2 Research Hypotheses
This study is guided by the hypotheses below:
There is a significant relationship between efficient leadership and organizational performance in the Nigeria Police Force Zone-9 Headquarters Umuahia.
Leadership is successful when workers participate actively in the management process.
Accountable leadership is a catalyst for high organizational performance.
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research Design
A research design is a plan which guides a researcher and prevents him from veering off course in the process of collecting, analyzing, presenting and interpreting data. It is a logical model of proof that allows the researcher to draw inferences concerning causal relations among the variables under investigation.
Babbie (2007: 112) noted that “research design even involves a set of decisions regarding what topic to be studied among which population with what research method and purpose. According Leege and Francis (1974:66), “there are three questions we may ask of every research design”. They include:
Will the design provide plausible answer?
Does the design permit control over extraneous sources of variance?
Is the design practical or ethical?
3.2 Method of Data Collection
The collection of data is a very crucial step in the research process. Every scientific research involves the collection of pertinent data. Such data are necessary for arriving at the solutions of the problem on hand. In this case, the researcher relied on both primary and secondary sources of data.
Primary Source: This include the following:
Personal Observation: The researcher is an insider in the Nigeria Police and therefore depends on personal observation.
Personal Interview: In this method, the researcher introduced some well-informed personalities in the area of study to aid the acquisition of relevant data needed for the research notwithstanding that some respondents were not prepared to answer questions for the fear of being quoted.
Secondary Source: The secondary source of data involved the use of libraries within and outside the area of study for the collection of materials to enrich the work. The libraries visited by the researcher included: Imo State University library, National Library, Owerri, University of Nigeria, Nsukka, Library, Abia State University Library, Uturu-Okigwe, and Police School Oji River. Consequently, the researcher went into in-depth discussion in order to analyze the data.
3.3 Method of Data Analysis
Data analysis is a mechanism for reducing or organizing data to producing findings that require interpretation by the research (Burns and Grove 2003:479). We adopted qualitative approach. In this case, the study made use of content and descriptive analysis so as to answer the research questions raised and as such achieve the objectives of the study.
3.4 Operationalizing Concepts and Variables
Leadership: Leadership is the art of influencing the activities of organized group to achieve a goal. It comprises the act of planning, organizing, controlling, coordinating, motivating people towards achieving organizational goals and objectives.
Performance: This is akin to productivity. It is the process of achieving optional result with minimum resources. Productivity is the capacity or a situation where an individual or organization produces maximum results with available human, financial and material resources to achieve set organizational objectives.
The Nigeria Police Force: A body of organized people that is constitutionally empowered to maintain civil order, ensuring public safety and enforcing the law. It is also involved in the prevention and detection of crime, apprehension of offenders, preservation of law and order, protection of life and property.
3.5 Scope and Limitation of the Study
The scope of the study was designed to cover the broad operational outline of the Nigeria Police Zone-9- Headquarters Umuahia as regards to its leadership and performance of workers. It specifically covered the issue of leadership and how it has impacted on output of the organization in Zone 9 Police from the period of 2005 up to 2015. This study identified the factors that hinder effective leadership in Nigeria Police in the performance of their functions. It is worthy to note that the level of performance of the organization is the function of its organizational leadership structure and management strategies. The study faced the problems of time, financial constraints etc.
CHAPTER FOUR
TEST OF HYPOTHESIS
4.1 Hypothesis one
There is a strong correlation between focused and purposeful leadership and organizational performance in the Nigeria Police Force zone-9 Umuahia.
Leadership has been seen as a fundamental tool and ingredient for improvement of the workers performance and achievement of organizational goal. The success or failure of an organization is the function of the leadership. It is, therefore, arguable that the extent to which members of an organization perform their functions depends on how well the leaders of the organization understand and adopt appropriate leadership style in performing their roles. Akpala (1998) identifies among other things leadership style as one of the factors that exert effects on organizational performance in Nigeria. In this case, Ashibogwu (2008) sees inappropriate leadership style as one of the reasons for high failure of some enterprises in Nigeria. This, therefore, implies that lack of effective leadership undermines the growth of an organization. In other words, focused leadership is a potent source of management development for organizational performance (Avolio 1999, Rowe 2001). Studies carried out by Judge, Bono, Llies and Gerhardt (2002), Keller (2006), (2004) have explored the strategic role of leadership to investigate how to employ leadership paradigms and use leadership behavior to improve organizational performance. This is because leadership is an intangible asset and a key source of strength in organizational performance (Obiwuru, Okwu, Akpa and Nwankwere 2011).
Fenwick and Gayle (2008 cited in Obiwuru et al 2011) in their study to show the link in understanding the relationship between leadership and organizational performance agreed that despite hypothesized leadership performance relationship suggested by some researchers, current findings are inconclusive and difficult to interpret. From this standpoint, it can be revealed that not just leadership, but rather leadership style is what determines the organizational performance.
Ogunna, (2007:28) has argued that generally, among the public workers, democratic leadership style is better preferred against authoritarian or autocratic. Unlike the former, the latter excludes the workers in the decision making process. The subordinates are coerced and commanded which tends to create very unhealthy and hostile organizational climate. One may conclude that the leadership of Nigeria Police ignores completely the principle of participative management probably because of the nature of the organization.
For Cole (2002), leadership should be functional and viable to be able to produce result. It is therefore a major determinant of group goals, group ideology, group activities and group performance.
It is, therefore, our argument that effective leadership enhances organizational performance.
This view was reinforced by James G. Behnn (2002) research which provides that leadership has direct relationship to overall perceptions of organizational effectiveness, or how organizations will perform. To this end, the hypothesis is accepted.
4.2 Hypothesis Two
Leadership that focuses on employees’ welfare packages has significant influence on the workers behavior leading to performance enhancement.
Some scholars have stressed that leadership that is efficient focuses on the employees’ welfare packages and have the capacity to influence their behaviors for performance enhancement in the organization. The welfare packages here include the salary, additional entitlements (C.B Nwachukwu 1988:20), something of value apart from agreed regular monetary payments of salaries and wages (French and Saward 1977:138). Generally, the salaries of Nigerian civil servants including Nigeria Police appears comparatively low and does not instill positive behavior employees for high organizational performance. Atiku Abubakar while inaugurating the committee on the Revenue of Salaries an Allowances in the Federal Public Service and the National Minimum Wages restated that lack of adequate upward review of minimum wage by previous administrations in the country, have adversely affected the general wellbeing of the citizenry. He said further, that in consonance with the policy, the Administration was focusing on the improvement of the remuneration of workers in the public services including Nigeria Police. He also restated government’s desire to achieve improved productivity of workers and to stimulate economic growth by raising wages and salaries of workers to a level that can adequately sustain them and their dependents (FRN 2000: 45).
The above statement implies that Nigeria Police and other Public servants are not adequately paid and that an adequate welfare package is geared towards improving organizational productivity. An employee centered leadership ensures the workers are adequately remunerated for their effort in order to secure their commitment and dedication. When the workers are not regularly and adequately paid by the leadership, the work seems frustrated to the workers and they tend to manifest negative adaptive Behaviors which lowers performance (Ogunna 2007:291). Ogunna also observed that poor welfare packages of workers in Nigeria particularly in the Nigeria Police has led to some professional misconduct such as corruption, embezzlement of public funds, extortion of money from the citizens, etc. this situation has proved right Chris Argryis (1964: 67) hypotheses that the organization will end to develop unintended consequences when there is a lack of congruency between individual needs and organizational demands. And organization is created so as to satisfy the workers needs who work to achieve the organization’s objectives. When there is provision of adequate welfare package to the workers, there is more likelihood of securing high performance. Hence, inadequate incentives or welfare packages to workers is usually scribed to bad leadership. Furthermore, there is no significant growth in performance in the public service due to bad leadership that is not workers centered.
Eme (2010:3) agreed that the issue of appropriate remuneration in the public service has been great concern to government particularly in Nigeria Police Force. An average orker desires to be remunerated adequately to his job. Although adequate remuneration may he relative, it can serve as a strategy to activate workers to put more effort to achieve high performance and productivity (Nosiri and Ohazurike 2015:514).
The use of adequate remuneration has become popular among organizational 1adership and workers. However, adequate remuneration must show some element of equity me and Anyadike 2015:542) and anything short of equitable and fair remuneration in the perspective of the employees can quickly attract low morale among workers leading to poor performance.
4.3 Hypothesis Three
Accountable leadership is a catalyst for high organizational performance
Accountability is a requirement for an efficient leadership in the organization. It means that those who occupy leadership position in the public organization should do so in the interest of state. Accountability requires openness and transparency in government business. It is a necessary tool for acquiring behavioral change for a better performance. Since accountability is a mechanism for regulating the conduct and behavior of public officer through the obligation to answer for action taken in public office, it will entail that public resources and office are used judiciously and effectively (Adebayo, 2000). In other words, the principal intention of accountability in the Nigeria Police is to equip the public officers with the orientation and culture that will qualify them for the position of public trust and to improve efficiency and performance (Ogunna, 2007).
It is also important to note that from the work of Adebayo (1986:19) that corruption in the Nigeria Police service has grown beyond imagination and to a degree which boggles the mind due to lack of accountable leadership which manifests in the form of diversion of government resources, misappropriation of public funds and property embezzlement and all forms of fraudulent and sharp practices (Ogunna 2003:206). Ogunna (1999:249) observed the official misconduct of public officials were so wide spread that most cases were not punished at all. In fact, if all official misconduct of public officials were punished, most of them would have been dismissed.
The point being made from the above is that lack of accountability breeds corruption and undermines organizational growth. It destroys all government policy. Why the culture of culture of public accountability is sustained, there is transparent, responsive, effective, efficient, equitable and inclusive administration which follows the rule of law (Mbah 2011:727). This is necessary for enhanced organizational performance and growth.
CHAPTER 5
DISCUSSION OF EMERGING VARIABLES
5.0 Summary of respondents
The respondents who are officers and men of the Nigeria Police Force showed a strong commitment to divulging as much information as possible to the researcher on this subject by relying on their personal experiences as well facts and investigative documentary available to them. However, they were insistent on not disclosing their personal identity and details citing professional reasons. Such details include: Names, Age, Sex, Educational background, Ranks and Positions. Nevertheless, the ample information which were made available to the researcher during the oral interview with the Police officers and men sampled from Imo, Abia, Anambra and Enugu States in zone-9 Headquarters give and remain a valid descriptive representation of the current state of the Nigeria Police Force organization and its leadership performance.
5.1 Oral interview and discussions
5.1.1 Hypothesis One: There is a strong correlation between focused and purposeful leadership and increased organization performance.
Do you think that effective leadership leads to enhanced workers performance in the Nigeria Police Force zone-9 Headquarters Umuahia?
All respondents from across the four states in Zone-9 agreed strongly that an effective and focused leadership would boost the performance of officers and men of the Nigeria police Force. While more than half of them posited that the leaders who have been entrusted with management of the Police Force are more given to their personal and political interests and pursuits instead of providing the needed direction for the Police organization to become a reputable company of patriots.
One of the respondents added a good leadership would ensure that there are readily available, serviceable and high technology equipped security vehicles and communication gadgets tailor-made for the Police Force and that if the leadership were focused and effective, they would ensure these necessities are always and amply made available to the Zonal Commands, Police Divisions, Area Commands and Police Stations in all parts of the country.
Another respondent also added that in cases of emergency, instead of the usual local use of commercial taxi for mobilization and crime combat, IGPs should set an eye in all Zonal Commands, Area Commands and Divisions and Stations in order to ensure these equipment are used properly and not converted to private use if provided. To This end, he suggested added that The IGP, DIGs, AIGs, CPs, DPOs should be selfless and willing to serve by first making their private phone numbers, email addresses and social media platforms open to all Officers and men to allow interaction with them personally especially when Officers are subjected to intimidation and victimization and humiliated for not rendering corrupt returns to sectional heads –HODs.
Another respondent maintained that every IGP should have open and transparent interactive sessions without employing sycophants to doctor questions raised by junior officers and men. Officers should be allowed to ask questions directly and not be afraid of being victimized.
Another respondent stated that if the leadership of the Nigeria Police Force especially in zone-9 was a responsible one, the children and families of serving Officers should be properly cared for by the Federal government in areas such as –free education and free medical care as that would encourage the Officers to serve the country with full concentration, confidence, pride and with credible performance.
Another respondent insisted that all officers on transfer should be provided with vehicles, finances and necessary logistics for such transfers in order to assist in zonal transfer processes as that would hugely reduce corruption.
Does it mean that workers’ performance in the Nigeria Police Force zone-9 Headquarters Umuahia is dependent on the type of organizational leadership style?
All respondents agreed that workers naturally take cue from their leaders and that the behavioral pattern and the performance level of the average Police Personnel in Nigeria is just a reflection of the type of leadership provided in the organization.
One respondent added that if the office of the Inspector-General of Police is an appointed position and not an elected position, then the IGPs should not be reduced to mere stooges that take instructions from political bigwigs in the country. He noted that this has always encouraged Nigerian Politicians to use the Police officers for very private security needs and often as mere stooge to victimize law-abiding citizens. He noted this using Imo State as an example where Politicians and their loved ones move about their unofficial and private chores using the Police officials as agents of public intimidation.
Another respondent said that Police officers who are involved in extortion on the highway and during the discharge of their essential duties, such officers are deployed to do so by their immediate bosses who have percentages. He decried the terrible and wobbly kind of leadership provided in the Police organization adding that it would never be strong enough to control the rising spate of crime in the country.
What kind of leadership is more suitable to guarantee high workers performance in an organization like the Nigeria Police Force especially in zone-9 Headquarters Umuahia?
70% proposed a flexible and Charismatic leadership style
70% of the total respondents from different ranks suggested that a form of leadership which is charismatic, strategic, transformational, visionary and exemplary is greatly needed in the Nigeria Police as it will guarantee and sustain an increased performance of workers. A situation whereby Police officers and men are involved in the running of the Police project and are made to own stakes in the organization, everyone would put in their best to serve better.
One respondent complained that he had served in the Nigeria Police Force for 35 years but sadly has only been reluctantly promoted twice due to obvious favoritism and tribalism and by July 2017, he would be retired with a piled-up record of accumulated unpaid areas. To this end, he said that this was also the case with many other officers. He concluded that poor leadership characterized by sheer neglect, ethnic and tribal sentiments were the cause.
The second respondent added that the decision makers seldom care about the officers’ well-being as they often take decisions that affect their lives without surveying opinions nor in the least of it, provide them with tools to perform their jobs optimally and safely.
The third respondent said… “It is an open and obvious practice here in the Nigeria Police to recruit and promote degree-holding civilians who have the least experience in Police job while the serving officers who dare further in their education are hunted down except they have a huge connection to pull through.’’ To this end, he said corruption is the greatest enemy of development and growth of the Police organization.
The fourth respondent added that the government has been encouraging them to fend for themselves by not taking care of the Police workers and their families hence all officers are left with no choice than to receive bribes to help meet their financial obligations. He also maintained that the government’s neglect of the Police and its constitutional duties are the reason the zero integrity of the Police.
20% proposed a combination of autocratic and charismatic leadership
20% of the respondents were neither for nor against this motion. They argued the assertions of the other contributors who posited that a charismatic and democratic leadership was required in the Nigeria Police Force to bring about better workers’ performance, stating that the leadership style required to harness the potentials of every worker towards greater performance was a combination of Autocratic and Charismatic or flexible forms of leadership. They explained that in the Nigeria Police Force, there are many workers from different ethnic and religious backgrounds and some being heavily backed up by god-fathers. Therefore, if a leader must ensure that official assignments were totally executed by subordinate workers without neglecting their sociological and psychological needs, such leader must approach the workers with both leadership styles running concurrently.
10% proposed an autocratic leadership Style
Conversely, 10% of the respondents disagreed totally with the others by their submission that an Autocratic Leadership Style remains the best approach towards achieving an improved workers’ performance. They added that the Leadership theories and concepts put forward by various scholars where necessary to achieve high workers’ performance and satisfaction were noble but impracticable in the Police Leadership structure. They cited the reason that the organization is a Law Enforcement Agency established to instill discipline and order in the society and not a civilian commission and therefore, its leadership must be autocratic enough to achieve total compliance to all instructions. In this light, another contributor added that workers in every organization require some higher degree of persuasive force to make them perform their duties no matter the amount of incentive or liberality offered to them. He stated that instructions and orders are essential to dispensing all Police duties hence a leadership that allows every worker to express their views and concerns would not be applicable in the organization as every opinion expressed represents different interest and would undermine the functions of the Force.
Do you think that the leaders of the Nigeria Police Force have been fair in the treatment of its staff?
10% affirmed
Only 10% affirmed that the Nigeria Police Leaders have been very fair and considerate in the management of their staff. They strongly maintained that the men and women who emerge Leaders of the Force come from within the organization and not outside and therefore understand the plights of the workers.
They stated that the Leaders require the unflinching support of the government in order to ensure that workers are properly managed. They however blamed the poor treatment of workers on the bad federal government leadership who would victimize any senior Police officer or Leader who dares effect positive change in the organization and management of the Police officers that would lead to exposing and arresting them according to the law.
They posited that the corruption-laden federal government knows so well that a well-fed and properly managed Police officer would stop at nothing to expose and bring to book the bad eggs that litter the corridors of Nigeria’s politics through mass arrest even if it costs their lives in the service of the country. Hence, the technical way to keep the officers and men of the Force at the knees of the political class is to use its organizational leadership to hamper its performance by impoverishing them. This, they have done through ensuring that Police officers do not get robust positive treatment that they deserve.
One of the respondent stated that one major reason every Police officer aspires to reach a leadership position in the Force today is because it empowers them to have personal access to their share of the huge corrupt proceeds from the government and also affords them the opportunity to amass illegal wealth through public intimidation as this would ensure they save enough resources to cushion the terrible effect of living without post-retirement benefits. He revealed that the federal government only release Police pensions in camera and on paper but in reality, these funds are usually stashed away in private accounts belonging to various politicians after the camera had aired the news to the public. These have contributed to the sufferings of both the Nigeria Police Force leaders and the workers.
90% Opposed the first respondents
The respondents blamed the ill-treatment of Police workers on the leaders of the Police Force and not on the federal government, citing many instances and reasons that buttress their claims.
The first respondent said that the treatment of workers is sometimes based on certain lop-sided considerations based on personal sentiments. The leaders display favoritism and god-fatherism in the entire process of the personnel management particularly in the areas of recruitment/selection, appointment, promotion, reward, benefit and discipline of officers. This brings acrimony as well as breeds corruption in the personnel management process. Political patronage, favoritism, ethnicism and sectionalism are not put into serious check thereby undermining efficiency and performance in the police force.
The second respondent was of the view that prejudice has become the order of the day. There is hardly justice and fairness. Because of this, some people are unjustly favored while many are subjected to social injustice. The profession has been engulfed by ethnicism, familiarity, monetary, sexual and religious considerations.
The third respondent cried out that the leaders are more interested in pursuing the interest of those that are either attached or maintain relationship with them at the expense of others. There were situations where some people who were due for promotion were denied of it. Even when they complain to the leaders, nothing came out of it because there was no one to pursue their matter at the top leadership hierarchy.
The fourth respondent said that the question of fair treatment of workers depends on the interest of the leaders. The part of the country where one comes from most times determines how he will be treated. There are situations where people from a particular part of the country are given more considerations more than others in terms of selection, placement, transfer and promotion processes. All these do not motivate the workers and cannot make for organizational growth and high productivity.
Which leadership style is more in practice in Nigeria police?
The first respondent, second and third respondents were in agreement that the leaders of Nigeria Police are very authoritarian. They possess absolute powers like the “Leviathan” of Thomas Hobbes social contract theory. They are very coercive, commanding and forceful. Their relationship with their subordinates could be described as master-servant relationship. The leaders see themselves as “small gods”, hence they are so powerful that they can make and unmake things in the Nigeria Police organization.
Do you think that the leaders of the Nigeria Police Force encourage creativity among the workers?
90% were in the opposing view
The first respondent opined that the leaders emphasize on creativity but rarely give attention to creativity and motivation in the Nigeria Police. They hardly provide the necessary logistics that will encourage and improve the ingenuity of workers. The conservative approach of leadership in Nigeria Police Force kills initiative and innovation. It lowers morale, enthusiasm and pride of employees to work. It reduces their commitment and devotion to the objectives of their organization. Moreover, the subordinates are not always given challenges by their superiors, hence, they may not be exposed to self-development which is vital for organizational growth.
The second respondent agreed that the strict compliance of rules and procedures by the subordinates constitutes bottleneck to innovation and creativity. This results to delays, red-tapism, administrative rigidity and conservatism. The nature of administration in the Nigeria Police Force does not often give the subordinates the privilege to operate without orders and directives from the superiors. This tends to produce undue caution, skepticism and hostility towards new ideas in the management of security affairs. In this situation, the performance of workers is usually marginal.
10% affirmed
10% of the total respondents affirmed that the leadership of the Nigeria Police Force have always done their best towards ensuring that workers’ potentials and creativity are properly developed, harnessed and channeled toward the growth of the Force. They stated that the problem was with some Police officers and men who approach their duties with the laisse-affaire mentality that it is a public service work and not their fathers’ business.
These respondents exonerated the leadership of the Force from this, citing reasons that no matter how much coercion or incentives the leaders use on the workers, only a handful of the Police workers are ready to perform their job creatively. They also stated that over the years, the Police leadership has created and executed various programs aimed at encouraging and rewarding creative and gifted officers who approached their assignments with uncanny wits and produced noteworthy results. Such programs including: Medal of honor; Merit awards, promotional benefits, etc have been created.
They concluded that the leadership could use intense force to get the workers to perform urgent assignments but it could never use force nor incentives to produce creativity from a worker whose focus is exclusively on monetary returns
5. Do you think that the Nigeria Police leadership style involve the subordinates in the decision making process?
13% were affirmed
This group of respondents were of the opinion that it would be unfair to posit that leaders of the Nigeria Police Force do not survey the need of subordinates or involve them in the decision making process. The first respondent said that the leadership of the Police organization are not outsourced or contracted to an outsider but rather are sourced from within the Force organization. Therefore, they are very much a part of the system and are more conversant with the generally common opinions of the subordinate workers whom they represent.
They added though very insistent that the leadership make decisions that are overwhelmingly informed on the premises of the workers welfare and concerns. They however submitted that though the organizational hierarchy of the Force makes it difficult for full implementation of policies to permeate through whole structure without being manipulated by some bad eggs along the leadership chain, nevertheless
87% were against the supporting group
The first respondent in this group was of the view that decision making process is very critical in the Nigeria Police. According to him, because of the hierarchical nature of Nigeria Police, the ideas and suggestions of the subordinates are not very considered by the leaders. However, they are at liberty to take or ignore them. The reason for this is simple. Participative management is not driven by the leaders. This makes the subordinates to feel less important and less recognized leading to the problem of alienation. In this situation, the subordinate keeps to himself without being mindful of the organizational performance and goal.
The second respondent seems to confirm the position of the first respondent. According to her, non-inclusion of the subordinates in the decision making process by the leaders of Nigeria Police Force breeds the feelings of dissatisfaction and unfulfillment in the workers towards their jobs which do not translate to high performance let alone leading to organizational success. Decision making responsibility is only the exclusive reserve of the top hierarchies. This creates a gap between the leaders and their subordinates. Finally, she said that the subordinates only have the choice of obeying and complying with the decisions and directives of the leaders once they are made. And failure to do so, meets with stiffer sanctions like punitive transfer, denial of promotions and some allowances or incentives etc, as the case may be. The leaders have the notion that involving subordinates in the decision making process, would produce disorder, instability, insecurity and sabotage in the organization. As a result, they play down on the workers involvement in decision making process.
The third respondent was of the view that no security organization makes her decision open to the subordinates. According to him, it is very risky and unproductive as many of them do not have the will to manage information. He further said that the power structure in the police hierarchy creates obstacle to subordinates involvement in the decision making process. The leaders in the Nigeria Police are therefore vested with the power to control and command their subordinates.
How would you describe the image of Nigeria Police?
20% described the Image as Positive
The first group of respondents were insistent that the Nigeria Police Force is wearing a positive image. They stated that in every Police Organization, there are corrupt officials but the presence of the few bad officers lack the strength to give the whole organization a bad image. They jointly responded that the Nigeria Police Force have able and professionally minded officers and men that far out-number the bad ones.
In this view, they stated that positive image of the Nigeria Police Force has endeared the organization to the international communities such as United Nation and African Union Peacekeeping Missions. They added that if the image of the Nigeria Police Force were bad as purported by many Nigerians, then the Force would never be considered play gallant roles in peacekeeping missions among other international functions. They however decried the poor state of the facilities provided for the Nigeria Police Force by the government while insisting that notwithstanding, the few bad officials in the Force should not be the premise on which members of the public label the entire organization as defective.
80% described the Image as Negative
The first respondent agreed that the image of the Nigeria Police Force is grossly battered. This is because of the negative attitude of some police officers who were wrongly recruited on the basis of familiarity. According to her, the syndrome of bribery and extortion of money from the members of the public is responsible for the bad image of the Nigeria Police perceived by the masses.
The second respondent argued that some police officers are not bad at all but the negative image the organization has projected through the members of the public who shamelessly and persuasively bribe the police for cooperation and assistance without qualms. According to him, not all the people give bribe to the police officers, and not all the police officers receive gratification of any means. Therefore, it will be very unfair to say that both the public and the Nigeria Police have bad image since a greater number of them are not involved.
The third respondent quickly reacted to the question as he said that the public look at the Nigeria Police officers with suspicion and hatred. The reasons for these ranges from the collection of money for bail-out of suspects, case mobilization fees, extortion of money from the parties in dispute in different guise and unnecessary protection of some suspects (including the politicians) who are willing to pay for their freedom etc.
The fourth respondent concluded that there is a dirt in the image of the Nigeria Police. According to her, some of the police officers who are dubious-minded aid and assist criminals by renting or outright selling of their arms and ammunition which is in their custody and which should be used in the interest of the state. This does not only water down the security of the people but gives bad impression about the Nigeria Police.
The last respondent deposited that the perceived bad image of the police by the people is a misconception. For him, it was informed by the activities of some characteristics in the Nigeria Police who are bent in ruining her image down. According to him, these few bad eggs are flushed out from the Nigeria Police on a daily basis and the leaders of the Nigeria Police are ready to accept report from the public about the misbehavior or misconduct of the Nigeria Police officers.
Are the leaders of Nigeria Police accountable?
19% of the respondents affirmed
These group of respondents affirmed that the leaders of the Nigeria Police Force maintained accountability in the discharge of their official duties. They argued that leaders of the organization cannot be accountable and still be in the fore-front of crime control in the country.
They added that if the organization’s leadership were not accountable, the international communities would neither identify with it nor in the least of it, parade its officers in peacekeeping missions both globally and continentally.
They also stated that the organization has through accountable leadership established many Police organizations to help improve staff welfare such as the establishment of the NPF Microfinance Bank Plc which helps provide the Police Staff with micro-loan facility and also encourage them to manage their saving. Another establishment which proves the accountability of the leadership is the Police Pension Commission (Police Pencom) which manages the pension of retired Police officers and men. They also stated that leadership of the Police Force in Nigeria ensures that funds provided by the government were adequately utilized to procure patrol vehicles and surveillance equipment as well as ammunitions for combating crime. Also in the area of Police Housing scheme in various states of the Federation, these high ranked respondents uniformly agreed that leadership have been very accountable in carrying out their official assignments.
81% respondents were against the motion
Accountability according to the first respondent is much emphasized in the Nigeria Police as a way of salvaging the value of the profession. According to him, there is gross failure of accountability in the system. For instance, the allocations from the federal government meant for the procurement and repairs of vehicles as well as renovation of police barracks are not always put into use and are not accounted for. The money given for the procurement of new vehicles to aid patrol and investigations always end up in the private pockets. Even the ones meant for the purchase of stationeries and transportation of officers on special duties and transfer are diverted for private use.
The second respondent agreed that the issue of accountability is always stressed by the leaders but they are not setting the right examples. The entitlements meant for the officers on special duties, and for those who worked overtime are hardly handed over to them but are only consumed by the top ranking officers who occupied the leadership position. The question of accountability is therefore only in principle.
Is the Nigeria Police free from corruption?
33% respondents stated that though the Nigeria Police Force is not totally free from corruption, the Force is not laden by it. They added that corrupt elements in the Force have been disciplined and worst cases, expelled when found guilty. In addition, they said that the leadership remains the mirror of the organization adding that if the government would restructure the leadership of the Police Force and institute State Police system, it would greatly help improve the transparency level which the organization currently enjoys.
67% respondents disagreed totally
The first respondent was of the view that there are corrupt officials in the Nigeria Police irrespective of the cadre. According to him, it is very unfair to say that Nigeria Police is corrupt where as there are many officers of the Nigeria Police Force who are performing their duties professionally without cases of misconduct. For him, corruption is not high in the Nigeria Police.
The second respondent was of the view that the Nigeria Police is not as corrupt as the people exaggerate. There are some corrupt police officials just as we have them in other government institutions. The police is always the first institution of government to be accused of corruption. This is very unfair.
The third respondent agreed that there are few corrupt police officers. These corrupt police are the greedy ones who are engulfed by material needs. According to him, efforts are continuously made to flush these bad eggs who give bad name to the Nigeria Police.
5.1.2 Hypothesis Two: Leadership that focus on employees’ welfare packages has significant influence on the workers’ Behavior leading to performance enhancement.
Do you think that leadership is a vital tool for workers’ motivation towards optimal performance in the Nigeria police?
On this, all respondents were of the opinion that good leadership remains the desired tool to motivate the Police officers towards optimal performance if the Nation must experience quality policing.
The first respondent revealed that Policies on how to improve Nigeria Police are treated with a wave of the hand and even when reluctantly initiated, they are never implemented which always endanger officers’ lives.
Is the leadership of the Nigeria Police Force committed to adequate workers’ welfare packages?
21% Affirmed
The respondents in this group agreed to a greater extent that the leadership of the Nigeria Police Force is committed to providing workers’ welfare packages. They, in their opinions stated that in today’s Nigeria’s growing population and increasing economic challenges, it would be laughable and unrealistic for any professional Police worker to expect to be spoon-fed or carried in the back as it was previously done in the early years.
One respondent who has spent over 31 years in the Force iterated that there were years in the past when the Nigeria Police Force was an organization where no forward-thinking/high-minded citizen wanted to be enlisted in due to the fact that there were numerous jobs everywhere. Even the secondary schools and universities which were all public institutions, initiated various programmes and practices to encourage people to go to school. He added that low population, high unskilled and semi-skilled labor used in the industries, farming and trade in addition to the high monetary value of those early good old days were responsible for all that.
Another respondent added that in the last two decades, everything has changed. The Population has really grown and our leaders in the government who seem to be completely overwhelmed and clueless are still bent on using the constitution that worked for the former Nigeria to control the present Nigeria without restructuring the country. He said, this has ushered in staggering figures in unemployment rates and inflation in the country. With the meagre number of available job positions in a country of over 170million people, there is stiff competition and survival tactics in the polity.
The third respondent in her contribution, added that welfare packages such as toiletries, accoutrements, health allowance, uniform allowance, travel allowance, feeding allowance, leave allowance, retirement benefits etc are still very accessible to workers of the Police Force today but they are no more amply distributed to everyone due to the overtly obvious bureaucratic challenges inherent in the Police Force today. Nevertheless, serious minded workers have always pressed for the release of their welfare packages no matter how limited. She concluded that it would unfair to say that the Nigeria Police Force leadership in all zonal Headquarters do not care about the welfare of the workers under their zones.
79% opposed the motion
The first respondent –a senior officer of the Police disagreed totally on this. She revealed that when she joined the Nigeria Police, officers were issued with toiletries, pants and inner wears including pads for women. The Police uniforms and Accoutrement were issued free to the Police officers/men. But today, these same necessities are bought and even sold in the open market and carried about in the streets. When officers retire, their retirement benefits were paid instantly. But within the period under review, Police entitlements were handed over to civilians to manage. From paying 1/3 of the entitlements and without holding the rest in bit by bit payment, they were forced to hand over to the Police which is private Pencoms to now Police Pencom. Unfortunately, the whole money and behold to the manager who now make proceeds from it through savings in banks leading to Pensioneers indirectly paying ransom and most retirees dying before their money is released. The money, most times are misappropriated and converted by the people who claim they manage the money for the retirees.
The second respondent –another senior officer of the Police also revealed that before the period under review, toiletries and inner wears were issued to officers and men free, women Police were even given sanitary towels free. Police uniforms which has NPF inscription in it was also issued free with all accoutrement but now are sold in open market, in streets and carried about from office to office.
The third respondent another senior officer of the Police revealed that before this time, retired officers and men were paid their entitlements instantly. Police entitlements were handed over to Civilians to manage. Example Sigma Pensions, from paying 1/3 of the total entitlements and withholding the remaining and paying in bits, the Civilian Pencom were forced to hand over to Police Pencom and the situation became worst, the 1/3 became a long story issue before payment is made. These monies are held in banks for years and the accrued interest converted into private pockets. These retirees are indirectly paying ransom to those in charge. There was a rule that no Police officer will go to peacekeeping more than once and no one will stay more than one year but officers and men from privileged areas violate this rule with the assistance of the same senior officers who made the rule.
To what extent has the leadership of Nigeria Police Force boosted the morale of workers through provision of sufficient incentives?
14% of the respondents rated “Good”
In this group, the respondents were of the opinion that the leadership of the Nigeria Police Force has done quite a good job in the area of encouraging the workers to put in maximum efforts in their duties. They said the leaders have always ensured that hardworking and brave officers who performed gallantly in their duties are given incentives such as monetary increment and increase in allowance to encourage others to go to work. They said these have yielded great results as many unserious-minded Police officers have been seen to voluntarily do certain jobs that are extra to their scheduled assignments.
9% of the respondents rated “Fair”
This group of respondents in their contributions, stated that the leadership of the Nigeria Police Force have performed fairly at boosting the morale of its workers through provision of sufficient incentives. They added that though the leaders use government allocations to the Police Force for maintenance of barracks, new patrol vehicle, stationeries etc, these facilities are not properly utilized. They however complained that the leaders use part of the funds for their private needs and a part for the actual purpose which the funds were provided.
Another respondent in this group added that nevertheless, it was unfair to state that incentives are never given to officers of the force. He concluded that the workers are still in expecting that their leaders will someday fully utilize Police allocations to run the organization such that everybody will be encouraged to work no matter how tough the terrain might be.
77% of the respondents rated “Very Poor”
The first respondent stated that the leadership of the Nigeria Police Force has done very poorly at boosting the morale of Police officers through provision of sufficient incentives. He revealed that allocations given for new barracks, new Lorries, vehicles for patrol and investigation, transportation of those on transfer; stationeries etc. are diverted for private/personal use. He also revealed that standing order issued to ensure that a Police officer goes to foreign missions more than once while in service, are often maneuvered by highly connected Officers especially of the Northern descent who could go as many times as they want.
The second respondent revealed that obsolete fire arms/ammunitions are issued to officers; Accommodation are not available; Inconvenience allowances when on transfer are converted to private use; No accommodation for officers/men posted to new areas on transfer. Those for one interview or the other at the Headquarters sleep on gutters. Example; foreign mission interview (Peacekeeping). Police vehicles are not maintained but abandoned (complainant pay for transportation and movement for investigation. Monies meant for stewards, cooks, drivers etc at the middle cadre are diverted. Only the ones from the Commissioner of Police CP cadre are paid and maintained.
The third respondent revealed that promotions are outrightly denied most hardworking officers who have been in the service even when they furthered their education and completed their degree programme. He said that even with his experience, training and degree certificate, he was still forced to be under a newly recruited civilian graduate with no experience.
The fourth respondent revealed that allocations are diverted at the highest level and do not reach the DPOs and HODs. Exhibits are sold at the Headquarters and CPs, DPOs and HODs are given directives to allow Auction sales. Stationaries/Vehicles that are supposed to be provided with allocation are not provided rather complainants are made to pay for them, pay transportation, officers on duty are mobilized before they attend to complainants because of the poor salary/wages they receive.
How would you assess the current Police welfare and national security
A senior respondent wrote extensively and his observations he posits that at no time is having an efficient Nigerian Police Force more critical than under a government which, like that of President Muhammadu Buhari who has chosen security as one of its top priorities. At no time may seeking ways of making the force more efficient be more pertinent than after the appointment of a new Inspector General of Police, such as Ibrahim Idris, who for, such a new helmsman would be open to new ideas for improving the performance of the force.
And, though the Buhari government may have prioritised security in response to the terrorist threat posed by Boko Haram, it is clear that keeping a nation secure involves far more than dispensing with such threats. Terrorism is only one of the causes of insecurity known to man. At a more fundamental level, ensuring security entails fighting crime – including such that may be perpetrated by terrorist groups, like murder and kidnapping – which directly violates the security of its victims.
Also, fighting crime – related as it is to maintaining law and order, which the police are basically charged with – is a multi-faceted activity. It can take the pre-emptive form of crime prevention. It can take the form of combating violent criminals while actively engaged in armed robbery, for instance. It can take the form of investigating crime and prosecuting the culprits. Each of these situations may involve a security threat to individuals and groups in society, but more so the activities of violent criminals of all sorts. It cannot be gainsaid that the Nigerian police can play a critical role in all such situations in relation to the country. There is also a general consensus that they need to be far better equipped and motivated than they currently are in order to play that role effectively.
A very important component of motivating them better is improving the welfare of police personnel so as to eliminate or reduce the temptation of unethical practices, such as extorting money from commuters at checkpoints, which compound their inefficiency and give them a bad image.
A friend once told me a story that illustrates this. He said two policemen were posted to guard a fenced yard belonging to the company where he worked. The yard served as a storage facility for sundry scrap items and spare parts. Not long after the guards assumed duty, it was noticed that some of the items in the yard were missing. A report of the missing items was lodged with the company’s head of security who conferred with the head of human resources on the best way to deal with the issue. They resolved that the head of human resources should handle it, a rather unconventional decision since it was essentially a security issue. Afterwards, the head of human resources invited the two guards to her office.
But rather than interrogate them about the missing items as anyone would have expected, she asked them how much they were paid as salary. Following their reply, she asked them how much they were paid as allowance by the company. She asked them to leave after they responded to the second question. At the next management meeting, she recommended a monthly allowance for both guards, which doubled what they had been receiving as salary from the police and allowance from the company but was still a fraction of what their counterparts were paid monthly as staff of the company. Her recommendation was approved. A few days after the guards received the new allowance, all the missing items resurfaced in the yard. Afterwards, no further case of missing items was reported while they kept guard at the facility.
What the head of human resources did through her creative and humane intervention was link improving the guards’ welfare to improving the security of the items under their protection, as we must link the welfare of men and officers of the Nigerian police to improving national security.
Even before I heard the story, I disagreed with the notion that the Nigerian police are inherently or irremediably corrupt. But the story helped to justify that disagreement.
Rather, I believe that a country gets the type of police force it cultivates. A country cannot have the most poorly paid and inadequately motivated police personnel in the world and expect them to perform as satisfactorily as their counterparts in other countries who are well catered for by their governments.
To underpay and underequip the police while charging them with maintaining law and order is to show contempt for law and order. It is to identify indirectly with the enterprise of crime because such frustrating conditions would necessarily impair their capacity to fight crime which they can only do effectively under working conditions that inspire efficiency and patriotism.
On this same subject, another respondent revealed that her recent observations while cooperating with the police in investigating a criminal case as the complainant show that their condition of service leaves much to be desired and needs to be improved exponentially.
And while not making an excuse for corruption, I would insist that most of the corruption attributed to Nigerian police personnel is a reaction to financial insecurity and would not exist under a regime of adequate welfare. So, we ought to view the moral inadequacies of our police personnel with humanity, as something forced on some of them by desperate circumstances.
Incidentally, the slogan of the Nigerian police – namely, “Police is your friend” – seems to have a bearing to their bad reputation, especially the type that arises from the collusion of some of their personnel with criminals, like the case of George Iyamu, a Deputy Superintendent of Police, and Lawrence Anini, the notorious armed robber, which shocked the nation in the 1980s.
It means “Police is your friend” even if you’re a lawbreaker. It should be modified to change this negative impression and discourage those in the force who may see it as a justification for accepting to be collusively befriended by criminals. The police should not be your friend regardless of who you are or what you do.
How would you assess the employees’ welfare packages in the Nigeria Police?
45% gave a poor assessment of the welfare packages of the Nigeria Police Force
The first respondent rated the welfare packages of the Police Force in Nigeria very poor. She revealed that all officers are compelled to buy Police uniforms and every necessary things they require to serve their country in the Police Force.
The second respondent –another officer of the Police said that they pay for ammunitions before they are given enough fire arms for movement and guard. Ceremonial uniforms that are meant to be distributed to officers free have been hijacked by the top men in leadership who make them buy with personal money. Adequate Logistics are not provided to curb incidences of petty cash extortion by Junior Officers from the public in order to change their uniforms, repair and service their official vehicles and also feed themselves and their families.
55% gave good assessment of the welfare packages in the Nigeria Police Force today
A senior officer of the Force stated that as directed by the IG, when we send our men out on patrol on the highways, we give them rations and water to satisfy their hunger as they cannot get such things to buy in the bush.
The officers are also sent to go and monitor their welfare and such officers do not go there empty-handed.
He said this is happening for the first time as part of the welfare package. He also said the police authorities were building houses across the country, using their personnel in the various engineering fields as part of efforts aimed at ensuring that officers had their own houses before retirement.
He added that The IG has also commenced police housing scheme and this is different from what others have done while questioning how a junior officer could get money to build a house worth N5 to N6 million in today’s Nigeria. to this regard, he said that the IG has made housing and works department vibrant because the organization now have graduates in the force that read architecture and other related engineering courses.
He has assembled them to construct the houses and since they are paid salaries, they are not going to be paid any workmanship. The idea he said is to ensure that officers get houses at very cheap rates.
Another senior officer added that once an officer is sure that after retirement he or she has a place of their own, the officer will not molest people here and there.
These are some of the things the I-G has packaged as welfare for our men so that they can perform better.
On compensation to families of officers who died in active service, He said N57 million was doled out to them to enable the families to continue to take care of the children left behind by the deceased officers. It is a form of insurance, and leadership has warned them that the money was not for frivolities.
He also disclosed that the police had unveiled a health programme for officers and men. He said that the IG has directed that every police officer whose father, mother, wife, children or any relation has any terminal disease should be treated here in Nigeria free instead of going to India.
The treatment covers diseases such as cancer and others. The hospital can ask them to bring N5 million or N10 million and there is no way such officers can raise that kind of money and that is another form of welfare,’’ he said.
On scholarships, He said the police had begun doling out of scholarships to children of policemen who excel in public examinations. Police leadership has created a scholarship programme for children of junior officers which will cover their education from secondary school to the university level.
Are you satisfied with the performance of leadership of Nigeria Police towards improvement of workers’ welfare packages?
The respondents agreed that the major functions of the police in Nigeria are to preserve public peace, prevent and control crime, prosecute offenders, traffic duties and other similar duties as may be assigned to them by the constitution or executive branch of government. However, the respondents argued that the police personnel have tried their best in crime prevention and control within the limit of their capability. It is also part of the argument of the respondents that the police would have performed creditably if successive Inspector Generals of Police have been truly committed to raising the standards of policing through efforts at improving the conditions of service and provision of necessary equipment.
The respondents said things actually begin to get worse in the police some years ago when the agency started running short of diaries, police registers, statement forms, file jackets; when policemen have to spend their own incomes to buy these things. Every policeman according to majority of the respondents, is expected to carry a note book because when he goes out, he is expected to take note of everything that happened. These materials, respondents noted are no longer available to the police.
It is the view of most participants that the Nigeria Police Force as an institution will continue to attract low patronage by applicants if it continues to treat its personnel unfairly, by dismissal, premature retirement and arbitrary suspension. They added that the way things are in the Nigeria Police Force, officers who have served long period of time in the agency are usually suspended, dismissed and even retired from the agency without due regard for rule of law. This situation, they noted, has weakened the morale of personnel of the agency.
The respondents continue by highlighting other handicap to effective policing in Nigeria by stating that police personnel have to purchase stationeries from their personal money. Office accommodation is grossly inadequate and that they also have no barracks accommodation. In most cases where available, police barracks are dilapidated, in different state of disrepair due to neglect and lack of maintenance culture. They added that men of the agency have to make do with rented houses devoid of facilities like toilets, electricity and water, among the rural community. Some police offices do not have vehicles while others do not have motorable vehicles to aid their mobility.
Another respondent stated that with the hidden corruption in the leadership of the Nigeria Police Force, many officers and men due to their dissatisfaction with the system, have had to seek welfare support from alternative sources. He said that this account for the extortion or bribery cases among officers. He suggested that stationeries should be supplied to every DPO, Area Command and CP through Constables who will be responsible for distributing the stationaries to defective Office Personnel on individual basis weekly or monthly with a stern warning that issuance is free and not to be paid for. He also added that monitoring gadgets should be provided for Junior Officers to be used when lectures on how to give corrupt returns are being given by sectional heads –HODs.
Does the nature of welfare packages in the Nigeria Police instill job satisfaction in its workers?
Most of the police men and officers that answered this question indicated that the conditions of service in the police were better in the earlier days of their career. It was noted that they worked for eight hours in a day, had sufficient time to rest and relate with their families at home. Anytime they went for special duties, allowances were paid. Most of the respondents who have spent longer years in the police argued that the police as an agency has since changed for worse compared to when they first started working. Majority of the respondents agreed that the general conditions of service in the police are poor and this situation inhibits effective performance. The respondents noted that the conditions of service in the Nigeria Police Force is not encouraging compared to other sectors.
The respondents noted that policemen today work for longer hours while promotion is no longer encouraging. They spend as much as nine years on a rank before they are considered for promotion. Previously, a commissioner of police was given power to promote up to the rank of sergeant but now it is no longer possible as all promotions have been concentrated with the Inspector General of Police.
It was the agreement of the majority of the participants that in the area of remunerations, police salary is still considered as meagre despite the recent salary increment. According to the respondents this has been responsible for the police extortion of the public particularly commercial drivers because they have to feed their families. This situation which should be condemned in all ramifications has now become a daily occurrence as policemen can be seen collecting money on the road unashamedly.
The respondents believed that police duties include protection of life and property, prevention and detection of crime. However, they argued that the police have not been able to perform the duties effectively because they lack the necessary equipment, they do not have modern weaponry, poor remuneration and insufficient manpower. Most respondents further noted that the police men and officers themselves fuel the police vehicle from their own income- a situation which has encourage corruption among police personnel. The respondents unanimously agreed that most police commands lack sufficient walkie-talkie to contact the nearest police man or police station in case of emergency and further noted that police training and methods are adequate and that they can effectively fight the war against crime if they are sufficiently equipped.
With regards to the problem of lack of adequate equipment for the police to perform efficiently their duties, the respondents noted that there are no adequate remuneration, appropriate telecommunication, gadgets in term of logistics, sending signals from one place to another with better equipment. When message is being brought in for transmission into the communication office it is always difficult to get such message through. As a result of this problem some important messages are delayed. All the participants agreed that the police would have performed better if equipment like better communication gadgets and vehicles are adequately provided to track down criminals.
Also, information obtained from the participants indicated that Nigeria Police Force have a manpower problem which has hindered its effectiveness in crime prevention and control. The respondents pointed out that a practice which continues to sap the strength of manpower available to the Nigeria Police Force is that of the police spending too much of their time or using too much of its personnel acting as guards for important foreign and domestic dignitaries and in travelling to various part of the country with far greater number of public officials, thereby rendering the number of men available to protect the citizens and as well as reducing the concentration of police man power in the urban areas where many of the crimes in the country take place. The participants also called for improvement in the manpower level in the agency. According to this group of participants who believed that the training is adequate, where the problem arises from is in the area of inadequate personnel to cope with the population of the community that they are serving.
During the interview some respondents identified poor police training as hindrance to effective policing in Nigeria. They pointed out that police training is grossly inadequate. They noted that something needs to be done because the training syllabus is not adequate as greater emphasis is placed on discipline and very little attention is paid to weapon and tactical training. The respondents further noted that they are subjected to rigorous training that is calculated to dehumanize them all in the name discipline. The respondents suggested that courses such as psychology, sociology, political science, criminal law, criminal procedure and human rights should introduced into the syllabus and emphasized. It was the submission of the respondents that with incentives and adequate training, the police should be able to perform up to standard according. However, some respondents also noted that the current training curriculum is adequate for it to perform its functions effectively, but the authorities have not allowed them to utilize the training to the maximum because of the politicization of the agency.
In the area of promotion, most of the respondents interviewed noted that year after year, the agency has made promotion purely a question of “ethnic patronage and a man-know- man affair” at the expense of standards by way of seniority, records, and high performance. The result through the years has been the full enthronement and consolidation of mediocrity which has adversely affected the morale of personnel and as well as the agency performance with regards to its numerous responsibilities. Most of the respondents argued that in the agency, the way promotion are conducted ultimately does not encourage its officers to so aspire. They added that men and officers suffer often from errors of compilation of names and other administrative lapses of state commands and lack of thoroughness at police Headquarters. Also, the respondents noted that promotion exercise does not take into account sectorial or departmental requirements. It was further noted from the interviews that certain crucial sections of the force like communication, works, and band are usually ignored in promotion exercise even when it is clear to all and sundry that these departments are suffering from the dearth of officers to take charge of their nation-wide operations. A situation which has resulted in high level of frustration according to the respondents has discouraged potential hands from enlisting in these sections.
Another respondent said that the poor welfare packages in the Nigeria Police Force do not instill job satisfaction in its workers. He said that the Fire arms and ammunitions that are supposed to be guarded strictly were most times seen in the hands of criminals Armed/Robbers and Kidnappers. Politicians who are supposed to ensure security of the masses converted all the security personnel for their private use. Sadly, the issue of terrorism and the lapses in the action cannot be over-emphasized. The officers who are supposed to curb it with community policing, desert the areas to safer places where they know nothing about the terrain and officers from another side of the State who equally know nothing about the terrain are posted to that area. For instance the Northern Police officers flee from their areas to the Southern States and the officers from the Southern States are forcefully posted to the Northern areas just to waste their lives.
The second respondent revealed that bails which are meant to be free are paid for and at very exorbitant fees and that Postings are done according to ranks instead of competence and qualification.
The third respondent revealed that officers and men who have already become too poor, sickly and deformed due to the terrible working conditions they have been exposed to for long years are dismissed from service while those who have grown old and weak on the job but do not do want to lose the jobs for the fear of not being paid pensions are stealthily lured into forfeiting some part of their salaries in order for them to be posted as security persons in private hotels, houses etc until they die.
The fourth respondent said that lucrative positions are given to be privileged officers some of whom are given positions they are incompetent to handle and competent subordinate from unprivileged area are posted to work for them while the receive the glory.
How would reforming the Nigeria Police Force and its leadership help achieve organizational performance?
5 respondents highlighted possible ways to achieve a good reform that would help realize an optimal performance in the Nigeria Police Force. They stated that having critically examined the present state of the police in Nigeria, the need for reforms to ensure that the identified shortfalls are rectified cannot be over- emphasized. The position of this memorandum on the issue might be a little bit different from the positions of other concerned individuals and organizations who might have submitted memoranda on the same issue. Reforming might not completely neutralize the bad eggs or immediately improve the image and perception of the Nigeria police by the general public. What a genuinely reformed Nigeria police will be able to achieve immediately is an improvement in its ability to contain threats to public peace in a more civilized manner. We believe that a reformed Nigeria police will be more dependable since they will have access to the means of performing their assigned tasks.
They highlighted that the reforms of the Nigeria police should ideally take the following forms:
Increasing the Educational Requirement for Entry into the Police Force
Apart from the poor welfare conditions, another reason that can be adduced for the seemingly effortless manner Nigeria police officers jump from one controversy and scandal to another is the widespread illiteracy in the force. The factors are interconnected thus; poor welfare and conditions of service keep those who might be genuinely interested in making a career out of the police out while creating opportunities for the semi-literate and undedicated persons to get into the police. The Nigeria police force is still seen as the dumping ground for miscreants, hardened criminals, bullies and those that are not just good enough for other careers. The recruitment policy into the police has reinforced this belief and it will take a more concerted effort to change it. The Nigeria police, like other third world police forces emphasize more on physical fitness than on educational achievements. The poor reward system has also ensured that the Nigeria police is not able to attract the right sort of recruits because of the poor pay.
In this respect, we suggest that the minimum educational qualification for entry into the Nigeria police force be increased to Ordinary National Diploma (OND) for junior officers while the minimum of first degree in any relevant discipline for officers should remain in place. The minimum educational requirements for entry should not be waived for any reason whatsoever if it is to work.
Other advantages of an educated police force in Nigeria include:
Provision of up-to-date equipments, their proper use and maintenance is only possible when policemen men are educated.
Proper assimilation of instructions (political education, civic duties etc) is only possible when majority of police officers are educated.
Educated Police officers personnel perform better on international peacekeeping assignments than their less-educated counterparts. (This is due to the awareness of the Geneva Convention guarding the conduct of war, treatment of prisoners of war and non-combatants, and places of historical importance).
Increase the Length of Training for Police Recruits
Poor training has always been a problem in the Nigeria police. As a result of the pressure on facilities and training personnel, police recruits are hurriedly trained and deployed in service to cause embarrassment to the government and people of Nigeria. Most training period lasts no more than twelve weeks, and only touches the aspects of policing in its basic forms since most of the police recruits cannot assimilate instructions in advanced legal training, political and civic education etc.
The short training period does not allow political education, computer literacy, civic duties, basic legal studies, and other relevant subjects to be taught. Most police officers are not aware of the fact that they are being retained and paid to protect civilians. Most police officers (junior cadre) walk around with horse whips to “teach” citizens lessons.
The training period for police recruits should ideally be extended to one calendar year (12 months). The extension of the training period ensures that police recruits are not graduated half-baked and will also provide a natural limit to senseless recruitments. The long training period also ensures that it is only those who are really interested in making a career in the police that will be turning up for recruitment. The police officers trained in this extensive manner will be more effective since there will be more time to dedicate to grounding in traditional policing activities including weapon handling.
The importance of effective training to a police officer’s performance cannot be over-emphasized. It is also through such rigorous training programmes that Nigeria police officers can measure up to international standards. It also follows that for a job that will last an officer for a lifetime or at least most of his productive years, one year is an ideal period to acquire the basics of the trade.
Inclusion of Political and Civic Education in Police Training Curricula
Most police officers should be excused when they swagger or try to feel superior when dealing with civilians. The short training period, coupled with widespread illiteracy most especially, among the junior cadre ensures that political and civic education is not rigorously taught at the Police Colleges. Most police officers are not aware of their own rights in law and therefore should not be blamed for trampling on other people’s rights. It is therefore imperative that political and civic education, computer studies, basic law and human rights be rigorously taught at the Police colleges.
This is only possible if the length of training and the educational requirements for entry into the police are both reviewed upwards. It will be futile adopting one to the exclusion of the other. Recruiting illiterates or semi-literate young men and women into the police and then attempting to impart basic law, computer studies etc will be like the proverbial camel trying to pass through the needles eye.
Increase the Pay and Allowances of Police Officers
Pay and allowances accruing to police officers in Nigeria are too poor to say the least. The effects of this on morale, effectiveness and the abilities of the police to attract serious minded youngsters into the police is limited by the poor reward system.
We have explained in detail our experience with the Nigeria police contingent in Liberia and the commendations they have been receiving for delivering professional services and their perceived spirit of communal service from all and sundry. What this shows is that the Nigeria police is not totally hopeless when properly handled and genuine measures are taken to reform it. One of the measures should be a significant increase in the pay and allowances of police officers at all levels. This ensures that those who have been trained at great expense by the government are retained and better human resources are attracted to the force to improve it. The issue of paying police officers families’ fantastic sums when they die in service is having a negative impact on morale since police officers are not ready to die to ensure their families enjoy their insurance benefits and will like to taste paradise here on earth before they go to heaven.
Downsizing the Nigeria police force
The Nigeria police force like the other arms of government can be described in one word, over-bloated. What type of police force does Nigeria really needs? Should we go for quantity or quality? A compact, educated, well trained, well paid, highly professional, focused, reliable and productive force or an unwieldy, mostly illiterate, poorly trained, poorly paid, unreliable and unproductive police? It is the responsibility of the policy makers in Nigeria to make the choice and live with it.
Our money is on the first option. The nation cannot afford the problems associated with coping with the quantity option as witnessed by the efforts being made by the government to reform the police force. . Recruitments into the police is still seen and treated as a political issue where such mundane issues as ethnic or geographic balancing, federal character and quota systems determines number of police officers.
Downsizing is recommended for following reasons:
The number of police personnel in Nigeria does not reflect the real needs of policing the country. The application of scientific principles (matching national needs with available resources) is never used in the determination of policing needs of Nigeria but such mundane issues as ethnic or geographic balancing, federal character, quota systems (Nigeria) determines number of police officers in service and not national needs. The excess personnel should be disengaged and money saved from such exercise used to improve police welfare or in the provision of social services for the civilian population.
The ability to maintain the police force at internationally acceptable standards or something close to it is absent because of constraints of resources in Nigeria. Nigeria, like most third world countries, cannot afford to continue allocating resources to their police forces without creating social problems or crises where such do not already exist. Downsizing is the only alternative that affords such third world countries the opportunity to improve the welfare of police officers without allocating more resources to the police force.
Improve the Welfare System
One of the reasons adduced for the fickleness of policemen in Nigeria, apart from illiteracy is the poor welfare system. The present and the future of police officers is not secure in terms of service and post service conditions. Most police officers never learnt any trade or acquire any certificate that cold make them useful to their communities on leaving the police force and are reduced to working as drivers and security guards. Most police officers engage in petty corruption to feather their nest against the future.
We have extensively discussed the deplorable housing, non-existing or inferior medical services, badly maintained weapons, the ragged uniforms and the poor conditions of service. Unless all these are improved, there is no way the police in Nigeria would be able to attract the right sort of people. A downsized police will be more efficient and the welfare will definitely improve since the resources being used to cater for the large number of officers currently in the force will now be used for a smaller number
Better houses need to be built with good facilities for sanitation. Equipments need to be updated. Medical facilities should be improved upon and recreational facilities provided and maintained. It is also estimated that improved welfare conditions will solve most of the problems being faced by the police at present.
Stop the Dehumanizing Treatment of Police Recruits
Police recruits are subjected to lots of abuses as part of their training programme. Verbal and physical abuses are common occurrences in the name of “Ruggedness” or “Combat readiness”. Officers and enlisted men in the name of “training” punish most recruits arbitrarily. Frog-jumping, doubling, dousing in water are the most common punishments. The international community have often wondered why and how police in Nigeria could commit some alleged atrocities (Extra-judicial executions, beating innocent citizens, looting at accident scenes and collaborating with criminals. The dehumanizing treatment meted out to these recruits is partly responsible while hard drugs; resentment against the government and society pushes them to transfer their aggression against helpless citizens.
Reform the Police Legal System
Police officers are often tried and dismissed casually from service without sufficient evidence. Most commanders cannot interpret laws and fundamental human rights of accused police officers are not respected. Almost all trials are conducted without the benefit of legal representation for accused personnel. Some of those dismissed or humiliated by these Kangaroo Courts nurtures feelings of resentment and always turn to criminal activities to get their own back on the society.
A radical departure from the present arrangement is called for: It will not be out of place if civilian judges are appointed to review cases arbitrated in police “Orderly rooms”. Alternatively, these civilian judges can be allowed to be members of the bench in trials involving police officers going for “Orderly room” trials. Most of the codes being used in the police today are archaic and should be reviewed in line with present realities.
Discourage Drug Abuse among Police Officers
Drug abuse in the Nigeria police is very common. Most police officers cannot afford exotic drugs like cocaine or heroin but make use of the cheaper alternative, cannabis sativa. Most personnel either cultivate cannabis or are involved in its sale and distribution without fear of disciplinary action.
Estimates for hard drug use among police officers are not available and we will not like to hazard an unscientific guess here.
The recruitment policies do not discourage people with drug habits since drug use related questions are not asked on enlistment.
To combat the scourge of drug abuse in the police, following measures should be adopted:
Introduce drug use related questions to applicants on enlistment.
Drug testing should be randomly conducted among police officers irrespective of their ranks.
Drug counselling services should be introduced and police officers encouraged to make use of such services.
Rehabilitation centres should be established and where already existing, should be equipped to deal effectively with cases.
Punitive measures (Imprisonment, discharge with dishonor etc) should be taken against police officers involved in the cultivation, processing, sale, and distribution of hard drugs.
Empower Police Officers for Life after Retirement
The reluctance of most police officers to voluntarily leave the police force, even where it is clear that they are no more relevant could be explained by the simple logic of the fear of the future by the concerned officers. At the personal level, most police officers never learn any trade or vocation that can get them employed once out of service. Most therefore prefer the certainty (even if poor) of the police than the uncertain future they will face once out of uniform. Most of them prefer working till they either fall dead or are forced out.
To stop this trend, the reforms we are advocating for here should also impose a limit on the time that could be spent in active police service. Those found to be “indispensable” can be hired as specialists after their retirement but must not have police ranks or privileges.
This ensures that fresh people with ideas can be enlisted into the police. It also ensures that promotions, another problem area in the Nigeria police, will be more regular since other service personnel will be promoted to replace those who are going out of service.
Ensuring that police officers acquire trades/vocations and educational qualifications that will ensure they can become contributing citizens after their service will eliminate the reluctance of officers to go on retirement and create chances for those coming behind them to reach the top. If retired police officers are seen to be gainfully employed after their retirement (Apart from being security guards), it will encourage more serious-minded youngsters to join the police and gradually correct the impression that only people who are not good enough to excel in other vocations/professions join the police.
Regular Promotions based on Merit
One of the main concerns of police officers is the long periods that most of them stay on one rank without being promoted to the next rank even where they are due for such. The irregular promotions of officers constitute one of the main grouses of officers and should be addressed as a matter of urgency. Clear and simple rules and regulations should be formulated for the promotion of police officers, most especially the junior cadre. Promotion examinations should be uniformly conducted and successful officers promoted. Where promotion of officers is done at the whim of officers, it creates the “We and them” syndrome that has characterized the police force. Officer’s promotions should be regular to enable officers plan effectively when to retire etc.
Inclusion of Police Officers and Dependents in Poverty alleviation Programmes
Poverty alleviation programmes and other empowerment measures (Micro credit lending, vocational training, agriculture and employment opportunities) should include the families of police officers especially the womenfolk since most of the family responsibilities falls on their shoulders. The practice of excluding the wives of the rank and file from micro-lending schemes is responsible for the high levels of poverty observed in the barracks and should be reversed.
Utilize Existing Capacities and Resources to Train Police Officers
The main excuse for not adopting most recommendations proffered by concerned individuals and corporate bodies on police reforms has always been inadequate resources by the government. It is pertinent to point out here that to ensure that all police officers regardless of rank become computer literate for example; the police does not have to build computer schools but can make use of computer schools and information technology centers already built by state governments and other corporate bodies to achieve this objective. Vocational training for police officers can make use of the existing capacities and resources at the vocational and technical schools to achieve the same objective without committing resources into building vocational schools for the training of police officers all over Nigeria.
Training the police officers in the desired skills can be outsourced to competent individuals and corporate bodies for maximum impact.
Adopting the idea of making use of existing resources and capacities to achieve stated objectives will reduce expenditure on training and also speed up the process of modernizing the police force.
Elevation of Deserving Junior Officers to Officer Cadre
Another grouse of the rank and file is the neglect of their hard-earned professional qualifications by police authorities in favour of civilians who are recruited into the police as officers. Most the rank and file have to surmount great obstacles to obtain higher educational qualifications but are not elevated accordingly. Most are not converted to officer cadre during promotion exercises, thereby killing their morale and the morale of other junior officers.
Build More Barracks and Modernize the Police Stations
A visit to most police barracks will leave one wondering whether the barracks were meant for human beings or animals. Small cubicles serve as rooms while essential amenities (water, sanitation, electricity, etc.) are not available. The environment itself was not planned with any aesthetics in the mind of the planners. There is little or no provision for recreational facilities. All these have to change if the image of the police is to change for the better. Most police stations are housed in ugly eyesores and lack even furniture for officers and citizens who have reasons to go to the stations on business. The physical appearance of most police stations discourages citizens from entering them even when they have information and suggestions that could help move the force forward. Building new police stations with friendly appearances and new barracks will assist in moving the police forward by reducing the grumblings of officers about poor accommodation and impossible working environments.
Improve Post-service Benefits to Retiring Officers
As mentioned above, the benefits payable to retiring police officers are calculated from their meager salaries. What this translates into is that disengagement benefits payable to police officers on leaving the police force are paltry. The benefits sometimes are not enough to transport some of the officers back to their communities from their place of last assignment. After transporting his meager belongings and family members, a retired police officer have little or nothing left to commence the re-integration process back into the community and have to start seeking employment as a security guard or messenger to be able to feed his family. In view of this, we recommend that retiring police officers are paid enough money to cover the transportation of their belongings and family back home with enough left to begin life anew in their communities. This will require that the government adopt a minimum amount payable to retiring police officers to ensure that police officers do not go back home in penury after spending the most productive years of their lives in government service.
Provide Educational Opportunities for Police Officers
One of the most common complaints of police officers is the lack of opportunity to acquire better educational qualifications that will enhance their performance while in service and also improve their prospects of securing better jobs on leaving the police force. Where the police officers are able to surmount all the obstacles and obtain higher educational qualifications, the certificates are not recognized by police authorities on the ground that these certificates were obtained “Without clearance” from higher headquarters. The rank and file who managed to obtain higher qualifications at their personal expense and time should be given the recognition and promoted accordingly to the officer cadre. The simmering hostility of the rank and file against senior police officers stems from the fact that most of the senior police officers are seen as “Usurpers” and outsiders.
A system for allowing police officers to be permitted to attend schools to improve themselves to be able to perform better and improve their chances of securing better jobs on retiring from the police should be put in place.
Decentralization of the Nigeria Police Force
Over-centralization of the police force as mentioned earlier in the introductory part of this paper is responsible for the unnecessary bureaucracy associated with the operations of the Nigeria police. Operational orders and instructions have to pass through a long channel starting from the IGP’s office to the various zones thence to the states. A more decentralized system is advocated for to ensure that decisions are taken and implemented faster than what is presently obtained.
Allow the Formation of State Police Forces
Police Commissioners in the various states owe their allegiances to the IGP and also directly reports to the IGP through the Zonal Commanders instead of to the state governor who is the chief Security Officer for the state. Until this anomaly is corrected, the efficiency of the police at state level will be subject to controversy. The reporting channel is also responsible for the limited assistance that the state governor could give to the state police command without being labeled “Interfering” since the Police commissioner does not report directly to the governor.
The decentralization mentioned above should revert authority over the police in the various states to the state governments with allocation from the federal government to assist them manage the police in their states. In addition, the state governments should be allowed to levy taxes on citizens and corporate bodies within their jurisdiction to fund the police in their states.
The federal government should retain a federal police, not unlike the FBI in the United States of America to have jurisdiction over cases like murder, arson, kidnapping, drug related, financial and economic crimes. Cases like burglary, breaking and entering, traffic offences, land cases and other cases not under federal jurisdiction can be taken care of by the state police.
The recommendations made here are not exhaustive. Other relevant recommendation might have been overlooked during the course of the writing. Those adopting these recommendations are free to add other commendations of their own if found necessary.
Do you support upward review of the welfare packages of workers in Nigeria Police?
A respondent contributed immensely by stating that he believes that the dismal package of the Police officers and men contributes directly to the alarming rate of corruption in the security organisation and rampant attack on and extortion of civilians by personnel.
He continued further by noting that the Nigerian police constable was said to be earning between N22, 000 and N27, 000, depending on his length of service and accommodation plan; a sergeant’s pay is about N30, 000, after deductions of tax, accommodation allowance and others; a Police inspector now earns at least N50, 000 monthly.
In the Senior Police Officers (SPO) cadre, an assistant superintendent of police earns a little above 80,000 after deductions have been made. Some experts in the security sector are condemning this trend, saying for the Nigerian nation to get the kind of police it deserves, the Federal Government must address the issue of poor salary for police officers and men without which, the morale of officers would remain at its lowest ebb and corruption in the larger society may not seize since the “police is the mirror of any society.”
Juxtaposing the realities in the Nigeria Police with its counterparts in United States of America (USA), United Kingdom (UK), Ghana and South Africa, it was revealed that the Nigeria police do not earn salary but ‘survival stipend’.
According to the Bureau of Justice Statistics, the average starting salaries of new police officers ranged from $26,600 to $49,500. “In the US, the city or state where police officers work affects their wages. As of 2012, the starting salary for officers in the Miami Police Department was $45,929. “New police officers working for the Los Angeles Police Department start out earning $46,583 with a high school diploma.
Officers who had completed at least 60 credit hours of college and had at least a 2.0 grade point average started out earning $48,462 in Los Angeles.
Those who had a bachelor’s degree or more advanced degree earned $50,342.” Thousands of officers and men of the Nigeria Police receive some of the poorest pay even in the West African sub-region, and the worst hit are the rank and files popularly known as ‘The Force’s foot soldiers’ who spend decades in the line of duty but are hardly promoted, accommodated or paid well.
According to Ghana Labour Act, the government recently announced increase in minimum wage of an average police officer by 16.7%, from 6 GH¢ per day to 7 GH¢ per day, with effect from January 1. Ghanaian police officers, for instance, earn more money than their Nigerian counterparts, ands receive better training and welfare packages.
According to the National Salary Data of South Africa, an average police officer in that country earns R142, 900 per year. In Great Britain, “Police officers receive very competitive pay and benefits packages. Rates of pay vary by force, generally starting at an annual rate of around £23,000, and rising with each year of experience.
Officers in some forces receive additional allowances to complement their salary.” One of the officers (names withheld) painted a piteous picture while explaining how he manages to keep a wife and four children, pay for the children’s school fees, accommodation and buy food for many years now with a little more than N40, 000 salary after 25 years as police officer. “Only through black magic could anybody feed his wife and four children for 30 days with the kind of salary the Nigeria Police pays me,” he said.
But after putting in a quarter of a century on a job he so cherishes, his gross annual salary stands at N577, 234, while his gross monthly pay stands at N55, 147.
When tax and sundry deductions are made, the officer, a sergeant, goes home with less than N48, 000, 00 every month. His colleagues with accommodation in the police barracks part with additional N7, 000 for that privilege and go home with even less monthly.
Across Nigeria, officers live in squalor within and outside the barracks. They live and go to work for months from broken-down vehicles, uncompleted buildings and garages.
A former chairman of the Nigeria Police Service Commission was in the forefront of pushing for a better remuneration for police personnel. While submitting a report on how to improve the welfare of the Nigerian police personnel in 2012, former Chairman of the Police Service Commission, Parry Osayande, told President Goodluck Jonathan how police in Nigeria were the worst paid in the West African sub-region.
Another respondent revealed that Osayande’s report only drew from several past documents from government panels identifying poor remuneration and conditions of service as factors affecting performance in the force. “The poverty of the ordinary police officer, coupled with weak institutional governance predisposes him to engaging in all sorts of schemes for self-help and survival.
While parallel organizations carved out of the Nigeria Police only perform part of its functions, their staff are better remunerated and motivated than the police,” Osayande had noted.
He called for urgent review of working terms to boost performance, instill discipline and restore the dignity of the police officer. The report, like the rest, remains unimplemented two years after.
Other respondents agreed to this. They said that they were in support of review of welfare packages of the Police workers. They all suggested that the welfare, Salaries and allowances of the Police Officers should be regularly reviewed and addressed to meet with current demands of the society.
5.1.3 Hypothesis Three: Accountable leadership is a catalyst for high organizational performance
Is the issue of appropriate remuneration a matter of concern among the staff of Nigeria Police?
Most respondents agreed that mismanagement of Police funds affects a proper and transparent remuneration of worker and this has been a source of concern to the officers. One respondent revealed that officers of the Police Force especially the junior ones are left to fend for themselves as a result would always resort to extortion from common civilians through any means. He also said that monies extorted were mostly shared among officers and used to service patrol vehicles, patch up worn-out uniforms and then feed their families.
Are the employees of Nigeria police sufficiently paid in terms of salary?
A respondent revealed that at present, the force has a total number of 371,800 men and able bodied officers scattered among the various departments of the Nigerian Police. Although, the federal government has said in a recent report that it would increase number of the force officers to 650,000. The 36 commands of the Force are further grouped into 12 different zones which are controlled by 7 different administrative organs with over 2,000 police stations spread all over Nigeria for easy reach. The head of the Police in Nigeria is the Inspector General of Police whose salary is also the highest in the force.
He noted that a Nigerian police officer’s salary is dependent on his or her rank in the Nigerian Police and grade. That being said, we shall take it from the recruit to the Inspector General of Police. He gave a summary of the Police Staff salary as follows:
Police Recruit
Salary per month – N9,019.42
Annual Salary – N108,233
Police Constable Grade Level 03
Salary per month – N43, 293.80
Annual Salary – N519,525.6
Police Constable Grade Level 10
Salary per month – N51,113.59
Annual Salary- N613,363.08
Police Corporal On Grade 04 (1)
Salary per month – N44,715.53
Annual Salary – N536,586.36
Police Corporal On Grade Level 04 (10)
Salary per month- N51,113.59
Annual Salary – N613,365.08
Police Sergeant On Grade 05 (step1)
Salary per month – N48,540.88
Annual Salary – N582,490.56
Police Sergent On Grade 05 (step 10)
Salary per month – N55,973.84
Annual Salary – N671,686.08
Sergeant Major On Grade 06 (step 1)
Salary per month – N55,144.81
Annual Salary – N661,737.72
Sergent Major On Grade 06 (step 10)
Salary per month – N62,204.88
Annual Salary – N746,458.56
Cadet Inspector On Grade Level 07 (step1)
Salary per month – N73,231.51
Annual Salary – N878,778.12
Cadet Inspector On Grade 07 (step10)
Salary per month – N87,135.70
Annual Salary – N1,045,628.4
Assistant Superintendent Of Police On Grade 08 (step1)
Salary per month – N127,604.68
Annual Salary – N1,531,256.16
Assistant Superintendent Of Police On Grade 08 (step10)
Salary per month – N144,152.07
Annual Salary – N1,729,824.84
Assistant Superintendent Of Police On Grade 09 (step1)
Salary per month- N136, 616.06
Annual Salary- N1,639,392.72
Assistant Superintendent Of Police On Grade 09 (step10)
Salary per month -N156,318.39
Annual Salary – N1,875,820.68
Deputy Superintendent Of Police On Grade 10 (step1)
Salary per month -N148,733.29
Annual Salary -N1,784,799.48
Deputy Superintendent Of Police on Grade 10 (step10)
Salary per month -N170,399.69
Annual Salary -N2,044,796.28
Superintendent Of Police On Grade 11 (step1)
Salary per month – N161,478.29
Annual Salary -N1,937,739.48
Superintendent Of Police On Grade 11 (step 10)
Salary per month – N187,616.69
Annual Salary-N2,251400.28
Chief Of Superintendent Of Police on Grade 12 (step1)
Salary per month – N172,089.06
Annual Salary -N2,065,068.72
Chief Of Superintendent Of Police On Grade 12 (step8)
Salary per month-N199,723.96
Annual Salary -N2,396,687.52
Assistant Commissioner Of Police Grade 13 (step1)
Salary per month – N183,185.73
Annual Salary -N2,198,228.76
Assistant Commissioner Of Police Grade 13 (step10)
Salary per month – N212,938.16
Annual Salary – N2,555,257.92
Deputy Commissioner Of Police On Grade 14 (step1)
Salary per month – N242,715.65
Annual Salary – N2,912,587.8
Deputy Commissioner Of Police On Grade 14 (step7)
Salary per month – N278,852.79
Annual Salary -N3,346,233.48
Commissioner Of Police on Grade 15 (step1)
Salary per month – N266,777.79
Annual Salary -N3,201,333.48
Commissioner Of Police on Grade 15 (step6)
Salary per month- N302,970.47
Annual Salary-N3,635,645.64
An Assistant Inspector General Of Police
Salary per month – N499,751.87
Annual Salary – N5,997,022.44
Deputy Inspector General Of Police
Salary per month – N546,572.73
Annual Salary – N6,558,872.76
Inspector General Of Police, (IGP)
The highest rank in Nigeria Police Force is the Inspector General of Police and this is are his
monthly and yearly salary
Salary per month -N711,498
Annual Salary – N8,537,976
Other respondents noted these figures represent the statutory salary of the Police officers in a country laden with so much crime and a society where politicians are reported to steal stupendous amounts of money from the federal purse. They stated that the current rising spate of inflation and economic swings in the country necessitate a regular upward review of the Police salaries. They added that security challenges in the country would not be controlled by Police officers whose income only make them intimidated in the presence of the ordinary civilian and ill-motivated to combat crime.
Do you consider adequate remuneration as an incentive for optimal job performance?
A respondent argued that adequate remuneration without a flexible form of leadership would still yield poor results in performance of workers. He noted that leaders both in government and in the force should encourage participatory system of Police governance such that every officer is carried along in the scheme of things without victimization, favoritism or sectionalism.
Do workers reduce performance when they are underpaid in Nigeria police?
Most respondent disagreed on this. They noted that rather most workers in the Police Force reduce their performance because the leadership seem very autocratic and indifferent. They said if the leaders would appreciate the officers through recognitions and recommendations based on merit, workers would put in their best even if their salaries do not cover all their daily expenses. One respondent said that true leadership would bridge the gap between remuneration of workers and the obvious economic downturn.
In your own observation, can you say that the staff of Nigeria police are among the lowest paid public service in view of the nature of their job?
A respondent stated that the Nigeria police, especially the rank and file, are the least paid among corresponding security agencies in Nigeria and other public service institutions in the country, a failing that fuels corruption. He explained that he has a telling way of explaining how to keep a wife and four children, pay for the children’s school fees, rent an accommodation and buy food for years with a little more than N40, 000 – his take home pay after 25 years as police officer.
“Only through black magic could anybody feed his wife and four children for 30 days with the kind of salary the Nigeria Police pays me,” he said recently.
Intensely passionate about his job, he said he works under weather elements at his traffic duty post in Umuahia, shrewd at persuading wayward motorists to obey traffic laws.
But after putting in a quarter of a century on a job he so cherishes, his gross annual salary stands at N577, 234, while his gross monthly pay stands at N55, 147. When tax and sundry deductions are made, the officer –a sergeant, goes home with less than N48, 000, 00 every month.
His colleagues with accommodations in the police barracks, part with additional N7, 000 for that privilege and go home with even less monthly.
Tens of thousands of officers of the Nigerian police receive some of the poorest pay even in the West African sub-region, and the worst hit are the rank and files-the force’s foot soldiers who spend decades in the line of duty but are hardly promoted, accommodated or paid well.
On all categories of personnel, Ghanaian police officers for instance earn more money than their Nigerian counterparts, receive better training and welfare, our investigation has shown. The respondent’s equivalent rank in Ghana receives about N77, 000.
Across Nigeria, wretched officers live in squalid neighborhoods within and outside the barracks, live and go to work for months from broken-down vehicles, uncompleted buildings and garages.
Another respondent who analyzed the Police salary structure, believes that the dismal reward package contributes directly to the alarming rate of corruption in the force and rampant attack on civilians by personnel.
In his word, he said salary reviews don’t compare. Citing that the Ghanaian authorities reviewed the salary of the country’s police service in 2011, raising the monthly pay of a Constable from 140 Ghanaian Cedi (GHC) (N9, 000) to GHC750 (48,549.31), Sergeant from GHC400 (N25, 892.96) to GHC1200 (N77, 6788.89). An Assistant Superintendent of Police in Ghana who earned GHC600 (N38839.44) ahead of the review, now earns GHC1, 700 (N110, 045.09).
“The changes took effect from 2011 under a new pay structure called Single Spine Salary Structure meaning equal pay for equal work,” said Fortune Alimi, Editor of The Guide, one of Ghana’s most-widely read private newspapers.
While Nigeria also reviewed the salaries of its police about the same time as Ghana, the raise could hardly compare. The Consolidated Police Salary Structure, CONPOSS, released in March 2011 and exclusively obtained by PREMIUM TIMES shows a marked difference.
A police recruit earns a consolidated annual salary of N108, 233, 00 and a monthly consolidated salary of N9, 019.42 but when N676.46 is deducted as pension, the recruit goes home with N8, 342.96.
A police constable on grade level 02 (1) earns a gross monthly salary of N42, 508.13 while the one on grade level 02 (10) earns a total of N46, 840.86 with rent.
A police constable grade level 03 (1) earns a gross monthly salary of N43, 293.80 while the one on step 10 earns N48,619.16 including rent while a corporal on grade level 04 (1), earns N44,715.53 and a corporal on grade level 04 (10) goes home with N51,113.59 per month including rent subsidy.
The gross monthly salary of a police sergeant on grade level 05 (1) is N48, 540.88 while a Sergeant on step 10 earns N55, 973.84.
A sergeant major on grade level 06 (1) earns N53, 144.81 and the one on grade level 06 (10) earns N62,204.88 per month.
For senior officers, the package appears relatively improved.
A cadet inspector on grade level 07 (1) earns N73, 231.51, an Inspector on grade level 07 (10) earns N87, 135.70 including rent subsidy while a cadet Assistant Superintendent of Police, ASP, on grade level 08 (1) earns N127, 604.68 and an ASP on grade level 08 (10) earns N144,152.07.
An ASP1 on grade level 09 (1) earns N136, 616.06, an ASP on grade level 09 (10) earns N156, 318.39, a Deputy Superintendent of Police (DSP) on grade level 10 (1) earns a total monthly salary of N148,733.29, a DSP on grade level 10 (10) earns N170, 399.69, a Superintendent of Police (SP) on grade level 11 (1) earns N161, 478.29, an SP on grade level 11 (8) earns N187, 616.69.
A Chief of Superintendent of Police, CSP, on grade level 12 (1) earns N172, 089.06, a CSP on the same level on step 8 earns N199, 723.96, an Assistant Commissioner of Police on grade level 13 (1) earns N183, 185.73, an ACP on grade level 13 (8) earns N212, 938.16 while a Deputy Commissioner of Police, DCP, on grade level 14 (1) earns N242, 715.65, a DCP on grade level 14 (7) earns N278, 852.79.
A Commissioner of Police, CP, on grade level 15 (1) earns N266, 777.79; a CP on step 6 earns N302,970.47. While an Assistant Inspector General of Police (AIG) on grade level 16 (1) gets N499, 751.87, an AIG on step 5 earns N546, 572.73.
Still, the salary of the Nigerian Inspector-General of Police, IG, is meagre compared with those of the heads of the State Security Services, SSS, National Intelligence Agency, NIA and the Economic and Financial Crimes Commission, EFCC.
While the IGP earns N711, 498 per month, the Director General of the SSS earns N1, 336 million per month and the EFCC Chairman, N1.5 million, per month.
He said this leads to finding illegal, corrupt ways to survive. Long before the Abia State authorities outlawed the use of motorcycles in Umuahia, our respondent –Sergeant’s black magic –as he said – was ferrying passengers around town during off-duty periods to earn some more cash. He would not explain his alternative since the government barred the use of motorcycles in the state.
The sergeant’s story in many ways reflects the deplorable conditions thousands of Nigerian police personnel face daily amid rising corruption and declining productivity in the force. He refused to be fully identified for fear he might be penalized by his superiors.
Before being posted to Owerri, he said he served in Isiukwuato where he was allocated a one bedroom apartment in the barracks that look so much like an animal house.
But in Owerri, which has the highest number of police personnel in Imo State, he could not get a place in the barracks.
With Owerri’s high rental rates, he did what many of his colleagues have done overtime –erect a makeshift structure within the barracks to accommodate his family, after tipping a corrupt senior officer N10, 000 for a few square meters of land near the ravine area of Ikeja barracks. With the help of an itinerant carpenter, he constructed a “house,” using pieces of woods, discarded billboard tarpaulins and used zinc sheets.
To avoid the usual squabbles associated with using the single toilet and bathroom shared by many residents of the barrack’s ghetto, the sergeant wakes up early for bath long before others get off from bed, and hurries out for work immediately where he stays mainly standing till about10.pm.
“Nobody gives me a sachet of water to quench my thirst, nobody provides me with a lunch pack to quell my hunger, but everybody blames me if I make a slight mistake,” he said.
The respondent said he joined the force in 1989 with the West African School Certificate, WASC. His last promotion was in 2002, having waited for eight years to be made a sergeant. Twelve years on, his name has consistently missed out from promotion lists.
But in spite of the appalling working conditions, the sergeant remains grateful for his job and considers himself lucky to serve a nation he says has failed to appreciate its police men and women.
“I thank God I have this job. It is what brings me happiness and satisfaction. I love to serve and I am proud to stand under the sun and in the rain to ensure people move freely on the road,” he said. “Even though they have refused to promote me after so many years, I still put in the best to ensure the road is safe.”
Another respondent decried the abandoned reforms as the major cause in the poor remuneration structure of the Force.
He explained that while submitting a report on suggestions on improving the welfare of the Nigerian police personnel in 2012, former Chairman of the Police Service Commission, Parry Osayande told President Goodluck Jonathan how police in Nigeria were the worst paid in the West African sub-region. Mr. Osayande’s report only drew from several past documents from government panels identifying poor remuneration and conditions of service as factors affecting performance in the force.
“The poverty of the ordinary police officer, coupled with weak institutional governance predisposes him to engaging in all sorts of schemes for self-help and survival. While parallel organisations carved out of the police only perform part of its functions, their staff are better remunerated and motivated than the police,”Mr. Osayande noted.
He called for urgent review of working terms to boost performance, instil discipline and restore the dignity of the police officer. The report, like the rest, remains unimplemented two years after.
On Ghetto barracks and training camps in the Force, Another respondent blamed it on poor remuneration structure. He noted that the shocking conditions at police barracks are evident around the country, even in the federal capital, Abuja. Yet, if the decay in the barracks is tolerable, it is more serious at police training schools. The Police Training School, Bauchi, cuts a picture of a broken down goat pen, but the facility trains thousands of officers during promotion examination.
He added that the CLEEN Foundation, a nongovernmental organization which has conducted years of research on the Nigeria police, painted a gloomy picture of condition at police stations well-known to Nigerians.
“Over the past six years, we have conducted police station visits and in the course of conducting these visits, we have seen the good, the bad and the ugly side of things,” said Kemi Okenyodo, the group’s executive director.
In a few instances where police stations are improved, such efforts are often communal, Ms. Okenyodo said. While the military and other paramilitary agencies provide funds for their officers on special operations, the police hardly does. Where such funds are provided for, it takes months and years to trickle to the rank and file.
A police officer in Umuahia, Abia State, told us that he buys his uniform, and shoes from Ariaria Market in Aba.
“In the past, they used to issue us with uniforms, badges and shoes but that has stopped a long time ago.
Most of us buy our uniforms and shoes in the open market. For instance, I bought my uniform and shoes in Ariaria Market in Aba,” he said.
He explained that the non-availability of uniforms and shoes in the police store is responsible for the lack of uniformity in the dressing of personnel, especially the rank and file.
He however, blamed the Federal Government for the disgraceful condition of the Nigeria Police.
While making comparisons that:
“In the United Kingdom, UK, policemen earn more than some members of the Armed Forces. In fact, when former British Prime Minister, Margaret Thatcher, was asked why a Chief Constable earned more than her, she was quoted to have replied, ‘if the chief constable does not maintain law and order, we cannot sit in parliament’’
He said “The police never went on strike, except in 2003 when just a handful embarked on an industrial action. In this country, the Army has taken over the government, workers have gone on strike. The police officer is 24 hours on duty and is the least paid. We do not even have a union that can at least negotiate our salary.
In Canada, Ghana and South Africa, the police have a union. Here, we don’t and that makes our
case very precarious. We are at the mercy of the politicians who manipulate us,” he lamented.”
The Nigeria police loses either ways, analysts say. Without a union to project its concerns, the force also lacks a crucial support from the public in agitating for reforms; a partnership that is missing with the force’s corruption, and its overzealous officers’ daily assault on members of the public.
“We must also factor in the public perception of the Nigeria Police. If there is a crime in a neighborhood, people no longer have the confidence to call the police but will call the Army. People now have more confidence in the Army than the Police. This is because of the level of impunity and corruption in the police,” said Uche Duruke, the national president of Civil Liberties Organization.
“I was in a place where the issue of poor salary for the Police was discussed and somebody jokingly said, ‘will they take double portion,’ apparently referring to the bribes some of them take at roadblocks. It was like a joke but he made a valid point.”
Repeated attempts to speak with the Police Public Relations Officer, PPRO, at the Force Headquarters, he did not respond to questions when contacted on the phone nor reply to questions he requested to be sent as text to his telephone.
Most respondents argued that the Nigeria Police Force workers are among the least remunerated public servants in view of the nature of their job. They asserted that this was evident in the way the Police officers are regarded in the society. Many Nigerians know that a Police worker would do just anything even if it means serving as bodyguard for rich Nigerian civilians/politicians in exchange for money. They said, an adequately remunerated officer would never stoop so low in exchange for any amount.
How do staff of Nigeria police react and perform when there is increment in their remuneration?
A respondent revealed that Police workers were always excited when ever there was an increment in their remuneration. But are excited with new expectations whenever a new leadership takes over.
What are the consequences of inadequate salary in the Nigeria Police?
In response to this question, the first respondent agreed that lack of adequate salary is one of the major problems hindering the success of, and performance of Nigeria Police particularly in the Zone 9 Umuahia. According to her, poor salary leads to so many things. First, it is a source of low productivity since it is not good enough to motivate workers to greater action towards high performance and efficiency. This singular act is the beginning of the problem of officers of Nigeria Police. If the salaries are sufficient, most of the negative attitudes being manifested in the Nigeria Police will be drastically reduced.
The second respondent maintained that one of the consequences of poor salary in the Nigeria Police is low morale since the salary could not take full account of the amount of skills, energy and efforts of the job as well as the amount of responsibility involved. According to him, inadequate salary brings workers into starvation, frustration, alienation. It leads to non-commitment, apathy to work and non-performance. This state of affair is very destructive in the Nigeria Police. He continued that poor salary is a very crucial factor that affects adversely the effectiveness of the Nigeria Police. For him, nothing is more ignored or taken for granted than the issue of inadequate salary in the Nigeria Police. Severally, plans have been made towards upward review of the salary but without any consideration of the blueprints that can bring this into effect. This situation is more worrisome and disturbing.
The third respondent aligned with the views of both the first and second respondents that poor and inadequate salary propels the officers of the Nigeria Police to seek for other means of complementing their poor salary which may eventually lead to unprofessional behaviors like collection of bribe. He also stressed that inadequate salary and incentives in the Nigeria Police is the root of corruption since the salary could not satisfy their material needs.
Are there other incentives to officers of Nigeria Police when they perform exceptionally well?
The first respondent was of the opinion that there is so much emphasis on incentives as a way of boosting the morale of the officers of the Nigeria Police. According to her, the incentives are hardly paid even when an officer has put in his best to achieve high productivity. This impacts negatively on the psyche of the workers.
The second respondent corroborated with the first. According to him, there is always an exceptional reward for the brilliant, gallant and creative officers, but this is rarely implemented. Even when they are given, it is not paid in full to the officer entitled to it. This is a source of worry and it discourages total commitment towards organizational performance and productivity.
The third respondent agreed that there are incentives for exceptional performance in the Nigeria Police. But these incentives are only enjoyed by the senior officers. The junior officers do not have access to it. They only hear about it but hardly partake. She maintained that the payment of incentives goes with familiarity. In some cases, the junior officers who are closer to the leaders may sometimes be rewarded by them. This is not healthy for the optimal performance of the Nigeria Police. Talents are not often rewarded and encouraged. Consequently, the skills of such competent officials are left to rot in the service while some of the officials leave the service out of frustration.
CHAPTER SIX
SUMMARY, CONCLUSION AND RECOMMENDATION
6.1 Summary
The major aim of this study is to determine the role of leadership on organizational performance in Nigeria Police. To achieve this, the researcher focused on the discussion of vital issues bothering on organizational leadership.
In the course of this study, the researcher marshaled out the statement of problems such as poor training and poor working conditions, and insufficient welfare packages workers as well as autocratic leadership style.
The study went into review of literatures that are relevant to our study. Issues ranging from leadership conceptualization, leadership and management, leadership and organizational dynamics and performance as well as leadership theories. Apart from that, the study also focused on leadership and organizational change, organizational performance and ways of ensuring organizational performance etc.
More so, the study unveiled the methodology of the study which is qualitative in nature. However, all data collected were processed using content analysis method.
Finally, the work was concluded with the findings that strong relationship exists between leadership and organizational performance. Hence effective leadership is a determinant factor for workers performance. Again, it was discovered that leadership that is workers oriented or optimal focused on employees welfare packages has significant influence on the workers behavior leading to performance enhancement. In other, words, sufficient welfare packages are useful in boosting efficiency and effectiveness of workers which manifest in high productivity and performance.
6.2 Conclusion
Leadership is an important factor in an organization. It is an asset that can actively work for organization to achieve her goals. This is because it is the leadership that influences the Behavior of workers towards the organizational performance. Where the leadership is consultative and participatory, and maintain a good relationship with workers, the workers will work dedicatedly to the fulfillment of the organizational goals or objectives. It, therefore, follows from the forgoing that productive Behavior in organization is the function of the quality of leadership. The workers apparently will perform where the leadership matters to them. This performance is attributed to the attitude of leadership to influence and motivate workers. Because of this, organizations device various leadership strategies towards the accomplishment of organizational goal. It is put differently; the success or failure of any organization is determined by the leadership. Every organization is aimed at achieving set objectives. These objectives could be perceived in different ways by various workers because of their individual differences. It is the role of the leadership to harmonize, coordinate and direct the individuals in the organization and to ensure that efforts are directed towards organizational efficiency and effectiveness.
Leadership, which is the ability to influence people to willingly follow one’s guidance and adherence to ones decisions is of various types, such as democratic, transformational, autocratic, transactional, charismatic, exemplary, visionary etc, with each having its merits and demerits. Among these leadership styles, democratic leadership is voted to be the most preferable by workers probably because it allows for workers participation in the decision making process and encourages decentralization of authority and responsibility. Through this, workers have a sense of belonging and worth.
Also, the research illuminated on the interconnectivity between leadership and organizational performance. However, leadership that is workers oriented and which believes in the welfare of workers tend to record higher performance and productivity. Adequate welfare packages will instill in the workers sense of belonging and commitment leading to the realization of the goals of the organization.
6.3 Recommendations
In order to ensure that there is effective leadership in Nigeria Police, and that the Nigeria Police has the capacity to increase workers performance, the following recommendations become necessary:
There should be leadership training and retraining. Leadership training should be introduced and made part of the curriculum in the Nigeria Police. This is because leadership requires some skills, attitudes, Behaviors and knowledge. Where this is lacking, leadership may not be productive in terms of influencing the workers towards high performance
Again, there is an urgent need to encourage participatory management leadership style. This will encourage workers contribution in the decision making process. Hence, their contribution will not only enhance interpersonal relationship between the leadership and workers, but will also instill in the workers a sense of belonging and job satisfaction leading to enhance performance. In other words, leadership should be dynamic.
Moreso, leadership should promote good working conditions for the workers. There should be sufficient welfare packages for them in terms of salaries, allowances and other incentives. This is very necessary as it will help the workers to develop positive attitudes towards the attainment of the organization goals. Where good working conditions are not provided, workers have high tendency of manifesting negative attitude which undermine the organizational growth
Again, there should be opportunity for development. Most employees want opportunity to personal growth and development so as to be able to reach their greatest potential. This feeling will motivate workers of Nigeria Police to stay and be committed on their job. And this underscores the importance of training and promotion as means of encouraging workers for greater performance.
Leadership should ensure that there is a free flow of communication with the workers. Where there is communication gap, suspicion abound. But where constant communication flow is maintained, subordinates can relate happily with their superiors. This can result in effective feedback on the communication network between them.
The organization should establish a culture of encouraging initiative and properly recognize and reward talent. Workers should in addition give free hands to demonstrate their competence, take bold initiative to introduce innovation. As a measure of performance, organizations like the Nigeria Police Force should establish Annual Merit Award System for rewarding, on regular annual basis, special talents and outstanding performance recorded in a year. This will help to boost the workers moral for improve the productivity.
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