Empirical Study of the Effect of Cooperative Training on Managerial Competency Among Cooperative Leaders in Cross River State

Managerial competency of cooperative leaders is a primary determinant of organisational effectiveness, and training interventions are widely deployed to improve this competency, yet rigorous empirical evaluation of training effects on cooperative leader competency in South South Nigeria is rare. This study empirically assessed the effect of cooperative management training on the managerial competency of cooperative leaders in Cross River State. A quasi-experimental pre-test post-test design with control group was employed. A training group of 85 cooperative leaders received a three-day cooperative management training programme, while a matched control group of 80 leaders received no intervention. Managerial competency was assessed using a validated 40-item instrument covering financial management, governance, member relations, strategic thinking, and digital literacy, administered before and six months after the training. Analysis of covariance was employed, controlling for pre-test competency scores, years of experience, and education level. Results showed significant competency gains in the training group on all five dimensions (F = 28.4; p < 0.001), with the largest effect sizes observed for financial management (Cohen's d = 0.89) and governance (d = 0.79). Digital literacy showed the smallest gain (d = 0.41), suggesting the three-day format was insufficient for this complex competency. Control group scores showed no significant change over the same period. The study fills a gap in quasi-experimental cooperative training evaluation research in Nigeria and recommends extended digital literacy training and follow-up coaching to maximise training investment returns. Keywords: cooperative training, managerial competency, cooperative leaders, Cross River State, quasi-experimental design