EVIDENCE-BASED MANAGEMENT AND LEADERSHIP PRACTICES IN NIGERIAN BANKING SECTOR: AN EMPIRICAL ASSESSMENT OF DECISION-MAKING FRAMEWORKS

Abstract

This research examined evidence-based management (EBM) and leadership practices within Nigeria's banking sector. Employing a cross-sectional quantitative design, the study surveyed 389 banking leaders across various managerial positions using a structured questionnaire developed from established EBM assessment tools. The instrument, validated through expert review and pilot testing (Cronbach's alpha 0.78-0.92), measured evidence sources, EBM implementation, and stakeholder engagement practices. Data analysis was conducted using descriptive statistics. Findings reveal that Nigerian banking leaders primarily rely on professional experience (mean=4.33), financial data (mean=4.30), and organisational metrics (mean=4.00), with limited utilisation of academic research (mean=2.75). While banks demonstrated strong capabilities in gathering internal evidence (mean=4.32) and communicating with stakeholders (mean=4.45), they faced challenges in transparency (mean=2.72), error tolerance (mean=2.42), and strategic adaptability (mean=2.70). The study concludes that Nigerian banks have established robust practices for gathering internal evidence but maintain an imbalanced evidence portfolio with insufficient attention to scientific research, highlighting opportunities for enhancing evidence diversity, cultural enablers, and adaptive capabilities. The research contributes to EBM theory by empirically examining implementation within an emerging economy banking context and highlighting how contextual factors influence evidence utilisation patterns. Practical implications include developing systematic approaches to incorporating scientific research, fostering cultural transformation, deepening stakeholder participation, and implementing more agile planning approaches