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Leadership resistance to the implementation of new ideas acquired through training in the Nigerian civil service
Author(s) -
Maduabum Chuks P.
Publication year - 1991
Publication title -
public administration and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.574
H-Index - 44
eISSN - 1099-162X
pISSN - 0271-2075
DOI - 10.1002/pad.4230110604
Subject(s) - bureaucracy , civil service , officer , training (meteorology) , resistance (ecology) , service (business) , psychology , public relations , medical education , management , political science , business , marketing , politics , economics , medicine , public service , law , ecology , physics , meteorology , biology
Staff training and development have received such widespread attention in the Service that it can be safely said that it has become a way of life of Nigeria's federal bureaucracy. We posit, however, that these efforts will not achieve the desired results if ample opportunities are not provided for the trained to apply skills and ideas acquired from their training. The efforts of those who are their superiors and can thus encourage the implementation of new ideas are the subjects of this study. A survey was conducted of 300 trained officers, and 60 Departmental Training Officers (DTOs) in the Nigerian Civil Service. The emerging data were computer‐processed and analysed using 2‐variable chi‐square (χ 2 ) statistics and Pearson's correlation coefficient ( r ). The findings are that superior officers generally tend to resist innovative ideas emanating from their trained subordinates. However, where superior and subordinate officers are similarly exposed to a training course the tendency is for the superior officer to support the implementation of ideas acquired from the course. To improve the situation, therefore, we prescribe: (a) the expansion of training activities so that more staff can benefit; and (b) the creation of opportunities for the trained to occupy senior positions in the Service.