Enhancing Growth and Effective Service Delivery in the Banking Sector in Nigeria through Tupocracy.
By Dr. Isaiah Adindu Nwoko


Abstract:

The study is on enhancing growth and effective service delivery in the banking sector in Nigeria through tupocracy. Tupocracy is simply defined as leadership by positive examples. Data was collected from nine deposit money banks (DMBs) in Owerri the capital of Imo State, Nigeria through questionnaire administration. The E-view version 9 econometric program was used to run a regression on the data collected. Three hypotheses were tested and the results show that leadership attitude, integrity and skills which are key elements of tupocracy all have positive relationship with the dependent variables- growth and effective service delivery in deposit money banks in Nigeria. It is therefore, recommended that there should be a continuous national re-orientation on the need for people to live truthfully, honestly, bribery and corruption free lifestyle. Integrity tests should be encouraged and carried out at various levels of management and on other employees because it is one of the sure and recognized ways to determine integrity in people.

Key words: Tupocracy, leadership, growth, integrity, effective service delivery


1. Introduction
The world yearns for role models who have animate conscience and imbibe the spirit of justice and fairness in all that they do in every aspect of life; be it in political government, traditional and religious organizations and in the corporate world. This is the only way progress can be achieved and the good of all guaranteed. Herbert J. Taylor-the author of the Four-Way test had asked four succinct questions very outstanding and relevant as moral code for personal and business relationships for anyone all over the world: 1. Is it the truth? 2. Is it fair to all concerned? 3. Will it build Goodwill and better friendships?4. Will it be beneficial to all? At the time Taylor wrote the four way test, was a troubled business that had taken over the world. It was a call by Taylor for Tupocratic leadership in the business and corporate world.A call Amaowoh and Chinwokwu (2018) have repeated in the invention of the word Tupocracy defined as a system of government involving people who lead by positive examples based on transparency, integrity, altruism, patriotism and godly character which is worthy of emulation by their followers and colleagues.
There is no other time these calls are more relevant than now, especially in Nigeria and for the sake of this study, in the Nigeria financial system and most especially in the deposit money banks (DMBs). Deposit money banks in Nigeria intermediate between the surplus and the deficit sides of the economy as they mobilize resources (money) from the surplus side of the economy at lower interests and lend to the deficit side at higher interests. For the safety of these resources, the leadership and indeed everyone involved in the management of the resources should be seen as people with impeccable character. If the leaders lead well and do what is expected of them and play according to the ethics of the banking profession, the followers in this case other employees and colleagues will have no choice but to emulate and act as supervisor acts and by so doing the growth and effective service delivery objectives of the banks will be achieved.
Tupocracy has become so important in many ways for the banks but the general view is that many of the banks in past did not consider it seriously and that led to the failure and eventual collapse of many banks in the Nigeria. Tupocratic principles cannot be taken away from the running of banks at any level of leadership. This is a basic way that growth and effective service delivery can be achieved. Effective service delivery is the act of providing value oriented service to customers beyond the expectation of the customer. Effective service delivery therefore is that service which guarantees that a customer is satisfied. It is exceeding customer’s expectations in the delivery of service.
Growth in the bank therefore, especially organic growth is derived from effective service delivery which guarantees customer loyalty for repeated business transactions. Further, both growth and effective service delivery are derived from Tupocracy – fair, truthful, honest and patriotic business activities offered by managers and other employees of the bank. According to Kotler and Armstrong (2008), “satisfied customers are more likely to be loyal customers and they give the bank a larger share in their business”. Leadership by example is attitudinal and behavioural. It is the concept of “modern man or cultured man” (Nwosu, 2002). He embodies such ideals as efficiency, diligence, orderliness, punctuality, frugality, honesty, rationality and change-orientation (Nwosu, 2002). In the aspect of change orientation attributes such as readiness to learn and imaginatively react appropriately to new facts and new situations, consideration for others, integrity, self-reliance, co-operative disposition and willingness to take the large view are the inherent characters of a Tupocrat.
Employees are motivated by the examples shown by their bosses. When the employees are motivated by the examples of their leaders (bosses), they act honestly and sincerely in matters affecting their collective interest, economic growth with development is enthroned and justice will reign for all and sundry. To act honestly and sincerely is to do justice and justice is an indispensable regulator of the social reforms of production and social life. Justice unites, liberates, motivates and engenders love, trust, respect, truth, peace and sense of direction (Nwosu ,2002). Whatever decision a leader makes transcends to the future of the society or organization he represents. The Ukrainian President Volodymyr Zelensky while delivering his inaugural speech May 20, 2019 urged officials in the country and corporate organizations not to hang his picture in their offices rather they should hang that of their children and that they should look into the eyes of their children while taking decisions. He said that to remind those in positions of decision making that whatever decision(s) made by them affect not only the present generation but also the next generations which their children are part of.
Leadership effectiveness is shown by the quality results evidenced in outputs such as products and services. The coordination of the human element in achieving set goals and objectives is critical. Getting results through others require the leader to be seen to possess the same mindset he expects from his team. The leader has to have the ability to build cohesive, goal oriented team- which is the essence of a good leader and he has to possess certain traits, skills and adopt suitable management styles. A leader should not be seen saying one thing and doing another as it is the case in the social and political life of some Nigerians where corruption has persisted because those LovePeddler are to fight it are themselves agents of corruption. The recent corruption case rocking the office of the Acting Chairman of Nigeria’s Anti-Corruption Agency-EFCC (though not yet proven) has shown again how deeply rooted corruption is in Nigeria. A situation where “the dog has eaten the bone hung on his neck”. It shows that the fight against corruption in Nigeria is a mere lip service and a proof that those who claim to be fighting corruption in Nigeria are indeed very corrupted and are themselves perpetrating corruption . We therefore raise a clarion call for entrenchment of tupocracy and its principles in our governance and daily life activities as leaders and followers. What do we say about the rottenness in the Niger Delta Development Commission (NDDC)? It is a show of shame and total lack of animate conscience in the people who have been entrusted with Nigeria’s common wealth. This is indeed the little we have seen as there is a wide spread corruption in every sphere of activity in Nigeria.
Amaowoh and Chinwokwu (2018) summarized the reasons why corruption has lingered in Nigeria thus:
I. The same people who are to fight against corruption are the same people committing it.
2. Our public office holders are not patriotic and this is rubbing off on the private sector office holders.
3. There are no role models to break this vicious circle, as those who gave bribes to get employment are bound to also receive bribes to employ others.
4. We tend to emphasize the Personality Ethic Paradigm over and against the Character Ethic Paradigm.
5. The practice of honouring villains with titles has encouraged corruption in the land.
Over time there has been this gap existing between judgment and action otherwise called judgment-action gap - which is the inconsistency people display when they know what is right but do what they know is wrong (Tienne et al, 2019). This gap which exist between judgment and action is what makes people especially leaders who prior to attaining their positions or even while in their position preach against social, economic and political ills but still engage in activities such as bribery, greed, nepotism, avarice, stealing, forgery, embezzlement of public and corporate funds, aggrandizement, manipulations, political thuggery, ethnicity and election rigging which according to Amaowoh and Chinwokwu (2018) are ramifications of corruption.
Business Scholars are still working to discover what actually spurs ethical behaviours that improve profit maximization and corporate social performance. Every bank in Nigeria has a unit called the customer service unit as well as a call center to receive customers’ complaints and requests and this service according to the banks is 24 hours and 7 days a week. Also every employee of the bank is seen as a service provider because it is expected that he or she should be able to provide service to the customer when approached by a customer. The banks promote a one stop shop. Yet the banks still have a very long way to go in service delivery and customer satisfaction. Furthermore, management inefficiency and fraud have been cited to be the major causes of bank failure in Nigeria aside capital inadequacy, non-performing loans and the failure or laxity of the prudential regulator. All these causes are traceable to lack of leadership by positive examples in the Nigerian banking system. This study therefore, is set to investigate the influence of tupocracy on the growth and service delivery effectiveness in the Nigerian banking sector with special emphasis on deposit money banks. The study is structured in sections and chronologically organized for ease of understanding.

1.2. Literature Review
1.2.1 Theoretical Framework
This section of the paper discusses the various theories upon which the issues considered could be canvassed. These are theories of leadership. Different theories of leadership exist and attempt is made to give little highlight to a few of them. Corporate Finance Institute (CFI) has identified five theories of leadership: Great Man Theory which suggests that the ability to lead is inherent- that the best leaders are born not made. It explains that the inherent traits that one is born with contribute to great leadership. Situational Theory recommends leaders to adopt a leadership style depending on the situation at hand, while the Behavioural Theory is all about learning the skills necessary to become a good leader. The Contingency Theory emphasizes different variables in a specific setting that determine the style of leadership best suited for the said situation. It is founded on the principle that no one leadership style is applicable to all situations. The Traits Theory is very similar to Great Man theory. It believes that there are inherent characteristics in a leader that makes him to lead well.
Tupocracy is a new theory derived from a Greek word ‘Tupos’ which means, an example to imitated or emulated. The word Tupocracy was originated and first used by Dr. Godwin Akpan Amaowoh- A Nigerian from Akwa-Ibom State. According to Amaowoh and Chinwokwu(2018).”Tupocracy is defined as a system of government involving people who lead by positive example based on integrity, transparency, patriotism, altruism and godly character which is worthy of emulation by followers. Tupocracy seeks to explain that leaders are meant to lead with godliness and the fear of God and by so doing their followers emulate them and behave well themselves.
The Path-way Theory was developed by House in 1971 and has been reviewed over the years. The proponents of this theory argue that leaders can adjust their behaviours to adapt to contingencies and in this way find the most suitable style for any particular situation. Leaders in this category are called situational managers or leaders. They easily respond and adapt to situations as they arise. The theory states that the main goal of the leader (manager) is to help the subordinate to perform tasks effectively and deliver appropriate goods and effective service to customers.
The Resource Based Theory or View holds that the strength of an organization is based on its peculiar or distinct combination of assets, skills, capabilities by utilizing core competencies and resources (Andersen, 2012). The Resource Based theory strongly believes that each among these resources available to the firm has potentials which could be exploited and they become sources of competitive advantages under certain conditions. According to the resource based theory, the success or failure of organizations in public and private is rooted in identifying and utilizing specific resources (Kristandi & Bontis, 2007).
Eisenhardt and Martin (2000) opined that resource based view supports the investigation into the generation and existence of capabilities in order to explore how capabilities including leadership alter resources in firm-specific ways (or not) and lead these resources to higher performance. He therefore, holds that leadership qualities, ethics, integrity, frugality and accountability are among the core competencies and resources necessary for proper service delivery in organizations in both private and public sectors. In line with this view, Nwosu (2002) identified “integrity” as the new and fifth factor of production called the integrity factor and according to him, it is a distinctive factor of production and the next highly critical and the next highly indispensable factor in production and rendering of services after labour (human resource). He posits that the integrity factor determines the direction the application of labour ultimately takes, i.e. whether labour power is used positively to the overall advantage, interest and good of the collective, or whether it is used negatively to ruin the collective interests, hopes and aspirations. This paper supports that view and holds that the integrity factor is akin to tupocracy in enhancing growth and effective service delivery in any organization because if all the other original four factors of production (labour, land, capital and entrepreneurship) are adequately combined in their right proportions for a given volume of output or service, the integrity factor lacking in the management and employees is singularly capable of turning all normal expectations in respect of output and quality service upside down, if labour-power, as a result of lack of ardent spirituality, or honesty disposition is being used in the negative direction.
The Agency Theory or Principal-agent Theory was developed in the 1970s by Michael Jenson and William Meckling. The theory describes a relationship involving an arrangement in which one entity (the principal) legally appoints another (the agent) to act on its behalf. In principal-agent relationship, the agent acts on behalf of the principal and should not have a conflict of interest.
Specifically, the agency is concerned with two key problems that occur in the agency relationship. The first is a conflict in priorities between a person or group and the representative authorized to act on their behalf (Chappelow, 2019). There could be a conflicting desires or goals between the principal and the agent, this arises due to the difficulties or cost for the principal to verify what the agent is actually doing and in that case whether the agent has behaved or is behaving appropriately (Farrel, 2003). The second identifiable problem in agency theory contract is the problem of risk sharing which arises when the principal or agent have different attitudes towards risk and therefore may prefer different actions because of risk preferences (Leruth and Paul, 2006).
Hasan (2019) identified 7 leadership theories which a leader should know in order to become a successful leader. These are briefly explained below:
Management Theories: this is also known as transactional theories. It lays a lot of emphasis on supervision, organization and teamwork. The management theory establishes a system of reward and punishment which means if you do well you will be rewarded and if you do not do well you will be penalized.
Relationship Theories: the relationship theory is also known as transformational leadership theory, it revolves around the bond between the leader and follower. The theory holds that the stronger the bond the better will be the results. Transformational leaders inspire and motivate their followers and keep them on the same page. It is believed that such leaders usually have high ethical and moral values and would never compromise on these values irrespective of what the situation might be. They want to achieve their goals but also want each member of their team to contribute and perform at the potential.
Behavioural Theories: this has been discussed earlier and there are two schools of thought here. One thinks that leaders are made; while the second believes that leaders are born. The theory advocates the fact that people can learn from their experience, observation and teaching to transform into a good leader.
Participative Theories: This theory recognizes that leaders are of two types: those who follow autocratic leadership style and make decisions on their own and those who take input from others. The Participatory theory backs the later and leaders who follow their theory welcome suggestions from team members and encourage them to speak up. As a result the team members think that they have a say in the decision making process. Others are Traits theories, Situational theories and Contingency theories similar to what has been discussed above.

1.3 Conceptual Framework
1.3.1. Leadership and Tupocratic Principles
In many instances leadership and management have been used to connote same thing or meaning and so they have been confused as one activity. However, studies have shown that both are in fact, two different activities. Leaders manage and managers lead, but the two activities are not synonymous (Bass, 2009). Management functions can potentially provide leadership and leadership activities can contribute to managing. Nevertheless, some managers do not lead, and some leaders do not manage (Bass, 2009).
Bennis (2006) in Mthembu (2012), argues that there is a profound difference between management and leadership, and both are important. To manage means to bring about, to accomplish, to have charge of or responsibility for, and to conduct. Leading is influencing, guiding in a direction, course, action, opinion. The distinction is crucial. Managers are people who do things right and leadership are people who do the right thing (Mthembu, 2012). Bennins (2004) further defines the difference using the following paired contrasts:
• The manager administers; the leader innovates.
• The manager is a copy; the leader is original.
• The manager maintains; the leader develops
• The manager accepts reality; the leader investigates it.
• The manager focuses on systems and structures; the leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a long- range perspective.
• The manager asks how and when; the leader asks what and why.
• The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader challenges it.
• The manager is the classic good soldier; the leader is his or her own person.
• The manager does things right; the leader does the right thing.
Leadership is about influence on others to perform certain tasks in attempt to fulfill the organizational goals. Leadership has been defined in business as the capacity of an organization’s management to set and achieve challenging goals, take fast and decisive action when needed, outperform the competition and inspire others to perform at the highest level they can (Investipedia.com, 2020). The above definition is broad and encompassed all activities of leadership in a business organization.
In the above definition, we can see that a leader inspires others to perform. In that sense, tupocratic tenets in a leader crates a situation or picture of what is possible. People can look at the leader and say “well if he can do it, I can do it”. When a leader leads by example, he makes it easy for others (his subordinates) to follow him.

1.3.2. Eight Tupocracy Principles in Business
A leader or manager who wishes to grow his business and create an atmosphere of effective service delivery especially in a competitive homogenous market like the banking sector in Nigeria has to take the following outlined steps or principles below. A manager cannot be everywhere at the same time and cannot do all the works by himself. He has to harness all the available resources and use the human resources available to him to achieve the set objectives. These steps or principles are necessary:
1. He must get his hands dirty. Participate in doing the work and know your trade.
2. Watch what you say. Actions do speak louder than words, but words can have a direct impact on morale, so do not say things that can bring the morale of your subordinates down,
3. Be a role model to subordinates in actions and inactions, in words, in character and resolve to serve your company well,
4. Respect the chain of command and do not unnecessarily interfere,
5. Listen to the team because they may have something of value to say,
6. Take responsibility and do not apportion blames,
7. Let the team do their thing however, supervise to ensure they are not deviating,
8. Take care of yourself because health is wealth.
Chariton (1993); has identified that one of the most difficult challenges facing any person in a leadership position is translating intention into action and then sustaining it. It is very possible that one can have very good intention(s) at the point of assuming a position but the challenges they face when they fully assume such positions of authority tend to complicate his or her plans and hinder progress. There are usually internally and externally induced pressures on the leader to do the wrong things to sustain the status quo. A tupocratic leader will not yield to such pressures and so will not allow the judgment-action gap to exist.

1.3.3. Effective Service Delivery
We have earlier stated that it is a fact that no bank in Nigeria no matter the adequacy of infrastructure, appropriateness of the environment – economic, social, psychological and political dimension etc. that can operate successfully and meet the fundamental objectives without an efficient and effective disciplined and motivated manpower. Effective service delivery is a prerequisite for the growth and survival of any bank in Nigeria. Ineffective service delivery in any bank hampers growth and achievement of set objectives. The problem of effective service delivery in the Nigerian banks has constituted a stumbling block towards the growth and efficiency in most of the banks. Service delivery concept is derived from the process of achieving services (Rigii, 2017). Edvandsson and Olsson (1996) have defined service as the detailed description of what is to be done for the customer (what needs and wishes are to be satisfied) and how this is to be achieved. Service delivery relates both to the provision of tangible public goods and intangible services and this can be done by public and private institutions, non-profit organizations and individual service providers (Rigii, 2017). Effective service delivery has various components and is discussed in subsequent sections below.

1.3.4. Quality of Services
Banks in Nigeria offer homogenous services but what differentiate them apart from name and physical features is the quality of services they render to their teaming customers and technology. Our focus here is on service and of course technology aids effective service delivery and customer satisfaction. Service delivery is a key concern among banks. There are two dimensions of service, one from the angle of the organization providing the service- their desire to survive and compete in the global environment. The second dimension is from the perspective of the customer and their desire for better quality services. Clems et al (2008), Hu and Jen (2006) are in agreement that service quality should be measured and evaluated from customer perspective. According to Moeller (2010) and Kotler (2012); this is due to the characteristics of intangibility, inseparability of production and consumption, heterogeneity, and perishability exhibited by services.


1.3.5. Customer Satisfaction
Customer satisfaction is defined as a measurement that determines how happy customers are with a company’s products and services and capabilities. It has also been defined as a feeling of the post-consumption experienced by the customer (Um and Ro, 2006). It is an effective response to a product or service. The complex nature of human perception and evaluation has made the concept of customer satisfaction somewhat elusive. For the banking industry, achieving customer satisfaction is far more challenging and is determined by various factors among them leadership by example (Tupocracy). It is for this reason we take a review on the issue of leadership by example; x-raying the qualities that leaders need to have that can portray them as tupocrats.

1.3.6. Leadership Qualities
Leadership is the ability to inspire people to work together as a team to achieve common objectives. The success and failure of banks in Nigeria have been attributed to the good or poor leadership. Poor leadership is not in the aspect of leaders who do not know what to do, but leaders who have failed to do the right things (judgment-action gap). Leadership should not be all comer’s affair; rather it should be for people whose lifestyles are worthy of emulation (Amaowoh and Chinwokwu(2018). A leader with good qualities will ensure justices- which are what Tupocracy engenders. According to David Hume (1975) “justice is the bond of the society, and without it, no association of individuals could subsist”. Tupocracy ensures equality before the law because those in leadership positions will show example in obedience to the laws of the land (Amaowoh, and Chinwokwu, 2018). Tupocrats are leaders who possess the values of Tupocracy; who justify the saying that leaders should be above board. The bane of any society or business is the preponderance of unscrupulous and unconscionable leaders who have thrown moral values to the winds in their leadership styles (Amaowoh and Chinwokwu, 2018).

1.3.7. Personality Traits
Tupocracy as a system of governance is in totality about personality traits. One cannot give what he does not have. A tupocrat will beat his chest to say he has done well and will challenge his followers to testify against him if he has done any evil against any of them. Citing the example of Samuel in 1Samuel 12: 1-5 (The Maxwell Leadership Bible, New King James Version), it says “Now Samuel said to all Israel: “Indeed I have heeded to your voice in all that you said to me, and have made a king over you. And now here is the king, walking before you, and I am old and gray headed, and look, my sons are with you. I have walked before you from my childhood to this day. Here I am. Witness against me before the Lord and before His anointed: Whose ox have I taken, or whose donkey have I taken, or whom have I cheated? Whom have I oppressed, or from whose hand have I received bribe with which to blind my eyes? I will restore it to you.” And they said: “You have not cheated us or oppressed us, nor have you taken anything from any man’s hand”. Then he said to them. “The Lord is witness against you, and His anointed is witness this day, that you have not found anything in my hand”.
Samuel exhibited tupocratic leadership style and that was why he challenged his subjects the way he did and also as a spiritual man who walked with God, he knew the implication of what he did. The people without fear or favour attested to the fact that Samuel led them with high honesty and integrity.
Personality is what makes someone who they are. Each person has an idea of their own personality type. Personality is the dynamic organization of psycho physiological systems that creates a person’s characteristic pattern of behavior, thoughts, and feeling (Rigii, 2017). According to Stemberg (2000), personality traits are generated by nature and are stable, but some other researchers believe that personality traits will continue to evolve and may even change, even though the natural-born temperament may never change. The personality traits have been developed from the Trait Theory which can be divided into two schools. The first school of thought is that people have the same set of traits, and why each one is different is because; the level of each trait is shown differently. Thus, traits commonly exist in every one of us. However, the other school of thought has it that individual variance comes from the trait combination, which varies from one person to another, so that everyone has his or her specific traits (Stemberg, 2000).
Murray (1938) had listed about 20 traits in humans: abasement, achievement, affiliation, aggression, autonomy, counteraction, deference, dependence, dominance, exhibition, harm-avoidance, in-avoidance, nurturance, order, play, rejection, sentience, sex, succorance, and understanding. Traits have been grouped or classified in various ways but the most recent and widely accepted of these traits are what has been called the big five or factors: Openness, Conscientiousness, extroversion, agreeableness and neuroticism. Leadership traits on the other hand include: Bearing, courage, decisiveness, dependability, endurance, enthusiasm, initiative, integrity, judgment, justice, Knowledge, loyalty, tact, and unselfishness.

1.3.8. Leadership Skills
Literature abounds on leadership skills. Technical skills, conceptual skills and human skills, motivational skills, and Cognitive skills are a few types of leadership skills. Technical skill has to do with a form of specialized knowledge and analytical tools within a particular specialty and facility in the use of the tools and techniques of the special discipline. Human skill involves the ability to be effective interpersonally, to be an effective team builder and team player (member). While human skill influences one’s relationships not only with subordinates, but also with peers, supervisors, and external groups. Conceptual skill relates to the ability to take unrelated information and organize it in comprehensive and orderly ways. It can be seen as “organized seeing”, the ability to refine chaos into simpler, more refined, understanding (Kearns et al, 2015). Bennis (2003) found that interpersonal skills such as good judgment and character are the qualities that distinguish truly effective leaders from those who are merely adequate.

1.3.9. Tupocracy and Service
Tupocracy is not devoid of service. In fact for one to be an exemplary leader (Tupocrat), he has to first be a servant. When David was to be anointed King of Israel in Psalms 89:20, God said “I have found David my servant with my holy oil have I anointed him.” The servant leader style of leadership sees a leader who leads through service. The idea of servant leader is not new as it was introduced by Robert Greenleaf in 1977. The mindset of a servant leader is to meet the needs of each member of his team and how his efforts can help them succeed and do their best work. A servant leader does not think about himself but about his team members’ success. This is the focus of this paper where the leaders or managers can rise above self to give their best to the banks they work. It is the belief of the researcher that followers look up to their leaders to behave well so as to emulate them.
Sincerity and honesty are part of what Tupocracy and tupocratic principles promoted, and they have their roots, not in the realm of the mundane or material part of man, but in the positively developed immortal part of man. Which is the spark of the spirit of God?

1.4. Research Method
The researcher adopted the cross- sectional research design and empirically analyzed data gotten from 8 banks in Owerri Imo State randomly selected from a list of 14 banks that have their branches in Owerri, Imo State of Nigeria.
Owerri is the capital of Imo State and we have many of the Deposit Money Banks branches in the state capital. Out of the 24 licensed banks in Nigeria, 14 international and national banks have their branches in Owerri. We used the Yamane Taro (1967) sampling Technique to arrive at 8 banks as our sample size.
S= N
1 + N(e)2
S = sampls size
N = Population of the study
e = Margin of error (5% in this case)

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