Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 5

Asikhia, & Makinde, 2019). Hence this study hypothesizes that: H02: Agile leadership has a significant moderating effect on the interaction between strategy execution and firm profitability of quoted DMBs in Lagos State, Nigeria. III. M ethodology This study adopted a quantitative method using the survey research design to obtain data and establish the interaction between strategy execution, agile leadership, and firm profitability on DMBs in an emerging economy. a) The Study Context, Sampling, and Data collection Via a structured questionnaire, this study collected data from the employee at the management level in the DMBs in Lagos State. A total of 69,793 management staff of eleven (11) publicly quoted DMBs in Lagos State, Nigeria (Access Bank Plc, Fidelity Bank, FCMB, Ecobank, Guaranty Trust Bank, United Bank for Africa, Unity, Sterling, Union Bank, WEMA, and Zenith bank) constitute the population of this study. The number was obtained from the bank's human resource office in March 2021. The bank selected are all quoted banks, and they account for more than 72 of the market shares of the banking industry in Nigeria. The appropriate sample size for the above population is 379, based on Krejcie and Morgan's (1970) sample size determination formula. b) Measurement of Variables and Data Estimation Technique The dependent variable in this study is firm profitability, and it reflects DMB's ability to generate earnings over time (Muya & Gathogo, 2016). Firm profitability is measured using a six-point Likert scale, consistent with (Bendig et al., 2019; Asikhia, Makinde, & Onamusi, 2020). In this study, the independent variable is strategy execution. Extant literature considers strategy execution as an organisation's internal activity that guarantees the actualization of strategic intent (Abdullah, Hamad, Romano, & Faisal, 2017; Ngui & Maina, 2019). In concomitance with the problem discussed in the introduction, this study investigates strategy execution success factors: strategic unfolding, management communication, Organisational structure, monitoring and evaluation (strategic control), and work system. These elements are measured using a Likert- type scale following the procedures of earlier scholars Elbanna, Andrews, and Pollanen (2016). Management communication reflects how management can communicate with employees to enhance employee participation and commitment to work. These elements are measured using a Likert-type scale following the procedures of earlier scholars (Indrasari, Syamsudin, Purnomo, & Yunus, 2019). Existing literature considers organisational structure a contextual moderator that can determine how the interaction between two variables can be influenced. Using a six-point Likert scale, it is measured as an organistic structure (Wilden et al., 2013; Onamusi, Makinde, & Akinlabi, 2021). Extant literature measures work system as the combination of human resource practices directed at attaining higher organisational performance. The measurement scale was adopted from previously validated measures by Nadeem, Riaz, & Danish (2019). These elements are measured using a Likert-type scale following the procedures of earlier scholars Nadeem, Riaz, & Danish (2019). Prior studies consider monitoring and evaluation as strategic control activities to actualize strategic plans. These elements are measured using a Likert-type scale following the procedures of earlier scholars (Weibel, Den Hartog, Gillespie, Searle, Six, & Skinner, 2016). Prior empirical studies measure business continuity to reflect the extent to which an organisation can operate on a going concern (Ngo & O'Cass, 2013). These elements are measured using a Likert-type scale following the procedures of earlier scholars Busaibe et al. (2017) and Obikwe (2018) The moderating variable in this study is agile leadership. It is measured based on leadership's ability to cope with complex environmental issues quickly, cope with being uncomfortable, can ask the right questions, apply values and experience to a range of apparently different business areas. These elements are measured (using a 6-point Likert scale) following the procedures of earlier scholars (McPherson, 2016). This study followed similar measures used by earlier scholars as discussed above. To test the null hypothesis one, PLS-SEM was adopted using the Smart PLS statistical platform version 3.3.6. The study used the PLS algorithm's command, which is appropriate for predicting effect-relationship, ran the bootstrapping to ascertain the level of significance of the prediction, and ran blindfolding to determine the predictive relevance of the structural model specified. Hence, the issue of 'Goodness of model fit' or lack of model fit does not invalidate the result (predictive power) of the PLS algorithm (Hair et al., 2013; Hair et al., 2017; Henseler & Sarstedt, 2013). The choice of PLS-SEM (via Smart PLS) is because it is a more advanced multivariate analytical technique that performs multiple regression factor analysis and provides a pictorial model of the interactions in a study with the push of one command as against running an isolated analysis using SPSS (Hair, Black, Babin, & Anderson, 2018). In addition, the SmartPLS statistical platform offers a more strict and robust analysis compared with the outcomes of SPSS (Onamusi & Adenekan, 2021). The Affinity to Execute Strategy could Drive Firm Profitability. Is this True? What Role Does Anagile Leader Play? 52 Global Journal of Management and Business Research Volume XXII Issue V Version I Year 2022 ( ) A © 2022 Global Journals