Purpose of the Study

The primary aim of this study is to investigate the impact of administrative strategies on

talent development among amateur footballers in Kwara State, Nigeria.

Specifically, the study seeks to:

1. Examine the administrative strategies adopted for talent development among amateur

footballers in Kwara State, Nigeria.

2. Assess the level of talent development among amateur footballers in Kwara State,

Nigeria.

3. Determine the impact of strategic policy alignment strategy on talent development

among amateur footballers in Kwara State, Nigeria.

4. Determine the impact of financial management strategy on talent development among

amateur footballers in Kwara State, Nigeria.

5. Determine the impact of monitoring and evaluation strategy on talent development

among amateur footballers in Kwara State, Nigeria.

6. Determine the impact of institutional collaboration strategy on talent development

among amateur footballers in Kwara State, Nigeria.

7. Determine the impact of digital transformation strategy on talent development among

amateur footballers in Kwara State, Nigeria.

Research Questions

The following research questions will guide this study:

1. To what extent does administrative strategies influence talent development among

amateur footballers in Kwara State, Nigeria?

 2. To what extent does strategic policy alignment strategy influence talent development

among amateur footballers in Kwara State, Nigeria?

3. To what extent does human capital development strategy influence talent

development among amateur footballers in Kwara State, Nigeria?

4. To what extent does financial management strategy influence talent development

among amateur footballers in Kwara State, Nigeria?

5. To what extent does monitoring and evaluation strategy influence talent development

among amateur footballers in Kwara State, Nigeria?

6. To what extent does institutional collaboration strategy influence talent development

among amateur footballers in Kwara State, Nigeria?

7. To what extent does digital transformation strategy influence talent development

among amateur footballers in Kwara State, Nigeria?

8. What is the level of talent development among amateur footballers in Kwara State,

Nigeria?

Hypotheses

The following research hypotheses were formulated and will be tested at the 0.05 level of

significance.

1. There is no significant impact of administrative strategies on talent development

among amateur footballers in Kwara State, Nigeria.

2. There is no significant impact of strategic policy alignment strategy on talent

development among amateur footballers in Kwara State, Nigeria.

3. There is no significant impact of human capital development strategy on talent

development among amateur footballers in Kwara State, Nigeria.

4. There is no significant impact of financial management strategy on talent

development among amateur footballers in Kwara State, Nigeria.

5. There is no significant impact of monitoring and evaluation strategy on talent

development among amateur footballers in Kwara State, Nigeria.

6. There is no significant impact of institutional collaboration strategy on talent

development among amateur footballers in Kwara State, Nigeria.

7. There is no significant impact of digital transformation strategy on talent development

among amateur footballers in Kwara State, Nigeria.

KWARA STATE UNIVERSITY, MALETE

FACULTY OF EDUCATION
DEPARTMENT OF HUMAN KINETICS AND HEALTH EDUCATION
 ADMINISTRATIVE STRATEGIES AND TALENT DEVELOPMENT QUESTIONNAIRE
(ASTDQ)
Dear Respondent,
You are invited to participate in a research study entitled:"Impact of Administrative Strategies on
Talent Development among Amateur Footballers in Kwara State, Nigeria." The purpose of this
questionnaire is to obtain information on the administrative strategies employed by football
organisations and their influence on the development of talented amateur footballers in Kwara State.
Your participation is entirely voluntary. The information you provide will be treated with strict
confidentiality and used solely for academic research purposes. No personal identifiers will be
disclosed, and responses will be reported only in aggregate form. There are no right or wrong
answers; therefore, you are kindly requested to respond honestly based on your experiences within
your organisation.
Thank you for your valuable participation.

Yours Faithfully
Abdulkadir Dare Akanbi
Instructions
Please answer all questions.
Section A requires demographic information.
Sections B–H contain statements regarding administrative strategies and talent development.
Indicate the extent to which you agree with each statement by ticking (✓) the appropriate response.
Response
Strongly Agree 5, Agree 4, Undecided 3, Disagree 2, and Strongly Disagree 1
SECTION A
Demographic Information
Tick (✓) the option that best describes you.
1. Sex: Male ( ), Female
2. Age: 18–25 years ( ), 26–35 years ( ), 36–45 years ( ), 46 years and above ( )
3. Highest Educational Qualification: SSCE ( ), NCE/OND ( ), HND/Bachelor's Degree ( ).
Master's Degree and above ( )
4. Current Position: Football Administrator ( ), Coach ( ). Academy Manager ( ), Football
Development Officer ( ), Football Association Official ( ), Sports Council Personnel ( ), Club
Official ( )
5. Years of Professional Experience: Less than 5 years ( ), 5–10 years ( ), 11–15 years ( ),
Above 15 years ( )
6. Type of Organisation: Football Academy ( ), Amateur Football Club ( ), State Football
Association ( ), State Sports Council ( ), Community Youth Football Centre ( )

SECTION B
Tick (✓) the option that best describes you.
Strategic Policy Alignment Strategy (SPAS)
S/N Statement SA A U D SD

1 Our organisation has clearly documented policies that guide

football talent development.
2 Administrative policies are consistently implemented across
football development programmes.
3 Strategic plans provide clear direction for talent identification and
player development.
4 Management demonstrates commitment to implementing football
development policies.
5 Organisational policies are regularly reviewed to improve football
talent development.
SECTION C
Human Capital Development Strategy (HCDS)
S/N Statement SA A U D SD
Coaches receive regular professional training to improve their
6
competencies.
Personnel are encouraged to obtain recognised coaching or
7
administrative certifications.
Continuous professional development programmes are regularly
8
organised for staff.
Experienced personnel mentor less experienced coaches and
9
administrators.
Qualified personnel significantly enhance the quality of football talent
10
development.

SECTION D
Financial Management Strategy (FMS)
S/N Statement SA A U D SD

11 Adequate financial resources are allocated for football development

activities.
12 Financial resources are managed transparently within the organisation.
13 Annual financial planning supports long-term football development.

14 Available funds adequately support training programmes and

competitions.
15 Financial accountability improves the effectiveness of football
development programmes.

SECTION E
Monitoring and Evaluation Strategy (MES)
S/N Statement SA A U D SD
16 Football development programmes are monitored regularly.
17 Programme performance is evaluated using clearly defined indicators.
18 Monitoring findings are used to improve programme implementation.
Evaluation reports inform management decisions regarding football
19
development.
Monitoring and evaluation contribute to achieving organisational
20
objectives.

SECTION F
Institutional Collaboration Strategy (ICS)
S/N Statement SA A U D SD
21 Our organisation collaborates effectively with football stakeholders.
22 Community participation contributes to football talent development.
Effective communication strengthens collaboration among partner
23
organisations.
24 Partnerships with public and private organisations support football
S/N Statement SA A U D SD
development.
Institutional collaboration enhances opportunities for identifying
25
talented footballers.

SECTION G
Digital Transformation Strategy (DTS)
S/N Statement SA A U D SD
Digital technologies improve administrative efficiency within the
26
organisation.
27 Electronic databases are used to manage players' information.
28 Digital tools support talent identification and player tracking.
Technology is used to monitor players' development and programme
29
performance.
Digital transformation has improved the effectiveness of football
30
development programmes.

SECTION H
Talent Development among Amateur Footballers (TD)
S/N Statement SA A U D SD
31 Footballers receive systematic technical skills training.
Regular competitive participation contributes to players' performance
32
improvement.
Structured talent identification programmes facilitate players'
33
progression.
Football academies provide an enabling environment for developing
34
talented players.
The football development programme prepares players for higher
35
levels of competition.