Leadership Challenges in Democratization: An Analysis of Independent National Electoral Commission of Nigeria
Abstract
This study discusses Electoral Management Bodies (EMBs) leadership challenges utilizing INEC's environment. INEC leadership underperformance compelled the study. The study aimed to identify INEC leaders' 1999–2019 difficulties. The study used in-depth interview data. Nine commission leaders with extensive expertise were interviewed. The analysis shows that INEC's leadership system hinders its mandate. Inadequate manpower, political elites' manipulation, inadequate training, ad-hoc staff problems, inadequate funding, lack of technological know-how, financial autonomy, standard operating system, poor electorate cooperation, and political interference have hampered INEC's democratic election organization in Nigeria. The INEC should have complete independence, embrace innovations, reforms, sensitization programs, adequate funding, more permanent staff, improved voting machines, and training and retraining to help Nigeria hold credible elections. These obstacles help INEC leadership establish itself in the electoral system to foster democratic growth, maturity, and consolidation
Keywords
Full Text:
PDFReferences
Abdul Manaf, Halimah, Steven J Armstrong, Alan Lawton, and William S Harvey. (2017). “Managerial Tacit Knowledge, Individual Performance, and the Moderating Role of Employee Personality.” International Journal of Public Administration 6(3): 1–13.
Akwen, Gabriel Tyoyila, Innocent Jooji, and Ravichandran Moorthy. (2018). “Smart Card Reader and Electoral Transparency in Nigeria : The Case of 2015 General Elections.” Journal of Social Sciences and Humanities 13(2): 1–10.
Batmanghlich, Cameron A. (2015). “What Is Leadership.” In Why Leaders Fail Ethically: A Paradigmatic Evaluation of Leadership, , 1–144.
Blinkhorn, Anthony S, Jane Taylor, and Fiona A Blinkhorn. (2015). “Assessment of the Management Factors That Influence the Development of Preventive Care in the New South Wales Public Dental Service.” : 1–11.
Chukwudi, Remi. (2015). “Democratic Consolidation in Nigeria : Progress and Challenges.” Arabian Journal of Business and Management Review (OMAN Chapter) 5(5): 21–34.
Cuganesan, Suresh, Kerry Jacobs, and David Lacey. (2014). “Beyond New Public Management: Does Performance Measurement Drive Public Value in Networks.” Public Value Management, Measurement and Reporting 3(1): 21–42.
Dahir, Abdinor Hassan. (2019). “Nigeria’s 2019 Elections: Issues and Significance.” : 4–15.
Edet, Lawrence Ime. (2016). “Election Administration and Democratization Process in Nigeria: An Appraisal of 2007-2015.” Acta Universitatis Danubius 8(2): 66–78.
Ekundayo, Woleola J. (2015). “A Critical Evaluation of Electoral Management Bodies in Nigeria and the Perennial Problem of Electoral Management since Independence in 1960.” International Journal of Public Administration and Management Research (IJPAMR) 2(5): 49–54.
Van Ham, Carolien, and Staffan Lindberg. (2015). “When Guardians Matter Most: Exploring the Conditions under Which Electoral Management Body Institutional Design Affects Election Integrity.” Irish Political Studies 30(4): 454–81.
Hamdok, Abdalla. (2010). “Innovations and Best Practices in Public Sector Reforms: The Case of Civil Service in Ghana, Kenya, Nigeria and South Africa.” : 1–145.
Ijim-agbor, Uno. (2007). “The Independent National Electoral Commission as an ( Im ) Partial Umpire in the Conduct of the 2007 Elections.” Journal of African Election 6(2): 79–94.
James, Toby, Leontine Loeber, Ann Garnett, Holly, and Carolien Ham. Van. (2016). “Improving Electoral Management: The Organisational Determinants of Electoral Integrity.” In The 13th European Conference of Electoral Management Boards, , 1–8.
James, Toby S. (2013). “Organisational Performance in Electoral Management Boards : The New Challenges in Running British Elections.” In The Electoral Integrity Project Annual Workshop on ‘Concepts and Indices of Electoral Integrity, , 1–23.
Lyne de Ver, Heather. (2009). “Conceptions of Leadership.” The Developmental Leadership Program (DLP): 1–13.
Meynhardt, Timo. (2014). “Public Value: Turning a Conceptual Framework into a Scorecard.” In PUBLIC VALUE, , 147–69.
Mgba, Chimaroke. (2017). “Electoral Management Body and the Challenges of Conducting Credible Elections in Nigeria.” American International Journal of Social Science 6(3): 85–96.
Muslim, Omoleke. (2018). “An Assessment of Determinants of Electoral Integrity : A Case of Independent National Electoral Commission in Nigeria.” International Journal of Contemporary Research and Review 9(8): 20194–201.
Nanjundeswaras, T S, and D R Swamy. (2014). “Leadership Styles.” Advances in Management 7(2): 57–63.
Norris, Pippa. (2015). “The Quality of Government and Why Elections Fail.” In Why Elections Fail, New York: Cambridge University Press., 1–29.
Odoziobodo, Severus Ifeanyi. (2015). “INec and the Conduct of Elections in Nigeria : An Appraisal of the 2007.” European sciencetific journal 11(31): 168–88.
Odumeru, James A, and George Ogbonna Feanyi. (2013). “Transformational vs. Transactional Leadership Theories: Evidence in Literature.” International Review of Management and Business Research 2(2): 2306–9007.
Ojokuku, M R, A T Odetayo, and SA Sajuyigbe. (2012). “Impact of Leadership Style on Organizational Performance: A Case Study of Nigerian Banks.” American Journal of Business and Management 1(4): 202–7.
Okafor, Chukwuemeka, and Sunday Manduka Agu. (2019). “The Impact of New Media Technology on Electoral Victory : Focus on 2015 General Election in Nigeria.” Journal of Contemporary Research in Social Sciences 1(1): 1–10.
Orji, Nkwachukwu. (2015). “Nigeria’s 2015 Election in Perspective.” Africa Spectrum 49(3): 121–33.
Osisanwo, Ayo. (2021). “Responsibilisation and Discourse: A Study of the Nigerian 2019 Election Postponement Speech of INEC Chairman.” Covenant Journal of Language Studies 8(2): 1–15.
Parris, Denise Linda, and Jon Welty Peachey. (2013). “A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts.” Journal of Business Ethics 113(3): 377–93.
Pieterse, Anne Nederveen, Daan Van Knippenberg, Michaeli Schippers, and Daan Stam. (2010). “Transformational and Transactional Leadership and Innovative Behavior : The Moderating Role of Psychological Empowerment.” Journal of Organizational Behavior 31(2010): 609–23.
Santos, Herman Resende, and Kawaljeet Kapoor. (2015). “Collaborative Innovation in the Public Sector a Case of the Brazilian Federal Government.” In Collaborative Innovation in the Public Sector, ed. A. Kő and E. Francesconi (Eds.). Switzerland: Springer International Publishing Switzerland, 132–45.
Sule, Babayo, Mohd Azizuddin Mohd Sani, and Bakri Mat. (2018). “Impact of Political Party Financing on Integrity of 2015 General Election in Nigeria.” Tamkang Journal of International Affairs 22(2): 165–218.
Van-Wart, Montgomery. (2003). “Public-Sector Leadership Theory : An Assessment.” Public Administration Review 63(2): 214–28.
Wart, Van. (2007). “Dynamics of Leadership in Public Service: Theory and Practice.” Review of Public Personnel Administration 27(1): 91–94.
West, Damian, and Deborah Blackman. (2015). “Performance Management in the Public Sector.” Australian Journal of Public Administration 74(1): 73–81.
Yi, Hongtao, Frances Stokes Berry, and Wenna Chen. (2018). “Management Innovation and Policy Diffusion through Leadership Transfer Networks : An Agent Network Diffusion Model.” Journal of Public Administration Research and Theory xx(xx): 1–18.
Refbacks
- There are currently no refbacks.