Stratocracy Theory of Governance and Development in Nigeria: Ex-President Olusegun Obasanjo Administrations as a Model

Abstract

The study is quantitative in nature and involves hypotheses testing. This particular study is testing the stratocracy theory of government and development. Ratio scale variables were used for the data analysis. The researcher used paired sample t-test to compare the means of the different regimes under stratocracy system of governance. The paired sample t-test is used because the researcher is tasked to examine Olusegun Obasanjo’s contribution to development at two different times. In other words, the researcher has two measurements (civilian and military) on the same item (stratocracy), and person (Olusegun Obasanjo). The paper used secondary sources of data from World Bank and other development journals and publications by grouping them based on the two different times of ruling (1976-1980 and 1999-2003). A sample of 10 periods was used in the analysis [i.e. 5 for each regime]. Two variables were used in the analysis, namely: (1) overall economic growth rates, and (2) healthcare expenditure as a percentage of GDP. As part of the study findings, the researcher fails to reject the stratocracy hypothesis with respect to the overall economic growth rates between the two different administrations [military or civilian] under Olusegun Obasanjo periods of governance. This implies that the type of Olusegun Obasanjo governance and his contribution to economic growth can be termed as stratocracy system of government. The researcher concluded that stratocracy is very important in ensuring economic growth because it is characterized by a political philosophy which holds that certain things, such as economic goods or power, should be vested in individuals on the basis of talent, effort, and achievement, rather than factors such as sexuality, race, gender, or wealth. This system of government needs to be promoted.

Keywords: Stratocracy, Governance, Development, GDP, Economic growth, and Healthcare Expenditure

DOI: 10.7176/IAGS/68-05