Opinion
Panorama: Mental Health, Productivity in Work Places: Misconceptions and Realities
Published
5 years agoon
By
Eric
By Sani Sa’i’du Baba
My dear country men and women, my discussion today will be based on the popular adage, “health is wealth”. I will however, begin by clarifying what health is. Many believe that being healthy is to be physically strong and fit. No. There is another aspect of health that is less talked about in today’s Nigeria.
But then, what is the correct meaning of health? It is the complete mental and physical wellbeing of an individual, but not necessarily the absence of disease or impairment. The human being is a combination of mental and physical states. Hence, total health and wellbeing of any individual is ultimately dependent on the relationship that exits between these two states. Lack of any of the two or their disconnection will lead to illness even if the individual is seen as apparently healthy. The implication of mental illness on productivity is very obvious even if the individual is physically healthy. For example, depression has been known to impair job performance, leading to presenteeism.
My write up today is triggered by a 2013 report by the Royal College of Psychiatrists, United Kingdom on attaining equality between mental and physical health. The report emphasized the significant disparities that exist between mental and physical healthcare. Based on my understanding, the findings of the report are not peculiar to the United Kingdom. In Nigeria, the subject of mental health is often culturally evaded; as many people are not usually inclined to discussing it openly. The reality however, is that, mental health statistics in Nigeria is alarming.
According to a report, the prevalence of mental illness in Nigeria is in the range of 20%. In the same 2013, the World Bank reported that relative to a population of about 174 million, 64 million Nigerians are deemed to suffer from one form of mental illness or another. You can imagine what the statistics is close to a decade now considering that all the factors leading to such problems seem to be exacerbated rather than attenuated.
The World Health Organization (2001) famously defines mental health as a state of being in which the individual realizes his or her own abilities, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make meaningful contribution to his or her community. The workplace on the other hand, is a platform for different psychological experiences in terms of providing a sense of time structure, developing social contact, fostering a sense of collective purpose, forging social identity outside the family and maintaining a level of consistent activity. The WHO also states that, at least, one in four people will develop one or more mental illness or behavioural disorder in their lifetime, and that one in four families has a member suffering from a mental illness or behavioural disorder. This makes it necessary to create interventions that will foster positive mental health. To be mentally unhealthy signifies a psychological state that results in behavioural anomalies that affect daily functions.
Mental health problems may be associated with genetics, environmental stressors, psychological factors, brain defects, substance abuse among others.
The issue of mental health illnesses is worsened by the poor political disposition of the Nigerian government and politicians, and the inability to review the antiquated colonial legislations that still regulate mental health in major respects. For instance, just few days ago, Kaduna State governor sacked 233 teachers from the Kaduna State civil service. This means that more than 1000 family members are needlessly disconnected from their source of food, especially in a period in which decent meal is impossible to many families. This action can lead to severe form of mental illness. So the high rate of mental illness in Nigeria is linked to the many socio-economic problems which may be regarded as precipitating factors. These factors include poverty with accompanying inflation, insecurity, anti-people policies and other social problems.
Mental health, just like physical health, is not confined to certain geo-polities or social strata. It is an issue that has the potential to affect anyone, male or female, young or old, rich or poor. It is indeed everyone’s business. This fact validates mental health as a complex, yet current and important issue for human resource managers, and the workplace in its entirety. This is because organizations do not exist in a vacuum, employees are not recruited from outer space, but from the environment within which organizations exist. Hence, the indices of mental health pertaining to Nigeria, should be of concern to Nigerian workplaces. Beyond this, the workplace itself is an environment that poses significant impact on mental health. Thus, organizations should be proactively pre-occupied with promoting and ensuring both physical and mental health, as a healthy workforce potentially translates into a healthy organization in terms of performance or productivity.
The most common misconceptions about mental health illness are damaging and pervasive. Some of these misconceptions are that people with mental illnesses are dangerous and violent; that mental illness is the same as mental retardation; that mental health problems are a result of poor parenting; that it is impossible to recover from mental illness; that persons with mental health problems cannot work; that lack of personal hygiene and physical un-attractiveness are indicators of mental illness and unintelligent persons are prone to mental illnesses.
Most of these misconceptions have however, been disproved as being unfounded and can thus be regarded as largely being unscientific or unverifiable.
Another factor that contributes to the complex nature of mental health/illness in Nigeria is the depiction of mental illness by the media. In recent years, technology has become a platform to access information and clarify misconceptions; but it has not been reasonably optimized as regards sensitizing people about mental health issues in Nigeria. There is little education and enlightenment that is accorded the subject. For instance, amongst the Hausa ethnic group in Nigeria, whenever you mention depression or mental health, the first thing that usually come to mind is “one is mad” (Mahaukaci ko Hauka in Hausa language). Similarly, in Yoruba ethnic group in Nigeria, a common belief is that depression and other mental illnesses (àrùn opolo in Yoruba language) is equal to ‘sychosis (wèrè which literally means mad) and is also equal to mental retardation (òdè or ‘òdòyò). Likewise in Igbo language, depression or mental health in general could imply that one is totally mad (Ara, in Igbo language). This implies that persons with depression or any similar disorders, may be corporately labelled, as being mad. Erroneous notions, such as this, encourage stigmatization and discourage mentally ill persons from speaking out and seeking help. The admission of mental illness by victims will usually lead to the extension of stigmatization to family members. It could even affect the ability of a family member to get married. Hence, the collateral damage associated with mental health has resulted in a trend of isolating mentally ill persons from their families and the larger society.
It is imperative to stress that it is not only bad government policies in work places that can lead to depression. The internal environment of a workplace has great potential for promoting or hindering the mental health of individuals. Hence, physical characteristics such as lighting, ventilation, work space, sanitation and noise levels of the workplace, potentially have psychological effects on employees. The culture or practices within organizations, especially private work places in Nigeria could affect mental health, hence, the need to develop practices that are employee-centric. Such practices that could impact the mental health of employees negatively are many. For instance, the recapitalization policy of commercial banks in Nigeria has encouraged the practice of institutionalizing unrealistic and outrageous sales targets. As a result of the relatively high rate of unemployment in Nigeria, many employees of such banks are left with little or no alternative but to comply with these demands. The consequences attributable to such a scenario usually manifests in the distortion of the psychological wellbeing of employees.
Another issue that is more often than not seen very closely relates to private school teachers, who teach four subjects and sometimes more than that, and would be paid peanuts per month. A typical case of one person doing the job of five people alone, subjected to chronic overwork and stress that will definitely leads to depression or even more severe mental health issue.
Another example is the issue of job security in the Nigerian workplace. A perspective to this is that organizations are constantly looking for fresh talent to enhance their bottom line. However, in such circumstances, employees who may have served an organization for several years but do not necessarily possess premium academic qualifications, may harbour the fear of being displaced by younger talents who may have had access to international education and training. This type of situation, which is quite prevalent in Nigeria, has apparent implications for mental health of individuals. The interplay of interactions is crucial to the day to day running of any organization. Situations where interpersonal relations in the workplace are problematic, particularly in terms of conflicts, exclusion by superiors or co-workers and a lack of social support, could potentially hamper an individual’s mental wellbeing. A typical Nigerian workplace is usually populated by diverse cultures and personality types. This type of context represents a potential source of conflict or poor interpersonal relations that could lead to depression.
Since competitive advantage is elusive without the physical and mental health of employees, organizations must be fully committed to creating a cultural climate that promotes civility, equity, transparency, work-life balance and health promotion. The workplace is an ideal environment to erase ignorant stereotypes, shallow misconceptions and raise the profile of mental health. A starting point on the way forward is the introduction of mental health promotion, initiatives and policies.
In terms of interventions, the Nigerian workplace will benefit immensely from education and awareness on the pervasiveness of mental health problems, common misconceptions and lifestyle choices that will foster positive mental health. Education and awareness interventions must be based on pertinent themes such as active living/fitness, healthy eating, cessation of alcohol intake and smoking, managing workload and interpersonal relations, adapting to changes, managing realities constructively, building emotional stability, developing resilience and seeking counseling.
The health equation is only balanced if both mentally and physically conditions are weighed at par.
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By Boma Lilian Braide Esq.
The water remembers. It remembers when we were queens and kings of the creeks, when our voices carried across the rivers like thunder, and when no external force could dictate the terms of our existence.
Today, as a daughter of the Ijaw nation, I look at our political landscape and my heart breaks into a thousand pieces. The recent withdrawal of Pastor Tonye Cole from the political race reopened a wound that never properly healed. I immediately texted him a single, urgent question: “Why?” His response was a resigned, familiar phrase; “It is well.” At that exact moment, my thoughts were screaming so loudly inside my head, “Not again!” It felt like a brutal repetition of an old script. Every single time, without fail, they treat the Ijaw man badly, pushing him out of the room where decisions are made.
This leadership class continually trades our birthright for political crumbs, leaving me with a profound sadness I cannot shake. Every four years, we are forced to watch the same exhausting, predictable cycle play out. We have become the laughing stock of the Nigerian politics. We roar like lions in the morning, only to allow ourselves to be led like sheep to the slaughter house by nightfall. This pattern is not merely a string of tactical errors. It is a structural and psychological condition that has calcified into our political culture. We begin every election season with unparalleled bravery, massive energy, clarity, and a list of demands. We mobilise, we protest, we declare our rights. Yet at the decisive moment we fold. We trade collective power for personal gain. We accept crumbs while the harvest is taken from our lands allowing our leaders to be used as mere pawns, chess pieces, and foot soldiers on a board completely controlled by outsiders.
Call it what it is, a political Stockholm syndrome. When a people are held hostage by extractive systems for generations, they can begin to see the captor as a provider. When political actors poison our rivers, burn our gas, and extract our wealth, then return during elections with token gifts, the damaged political imagination can mistake those gifts for benevolence. A motorcycle, a solar lamp, a bag of rice, or a ten thousand naira note becomes a substitute for structural justice. We applaud the giver and forget the theft.
This is not a partisan indictment. The major parties have all participated in this system. From the coastal edges of Ondo and Edo, through Rivers and Bayelsa, to the riverine communities of Delta and Akwa Ibom, the script is the same. Political machines arrive with cash and spectacle. They leave with votes. They do not stay to build roads, to clean oil spills, to fund health care, or to restore fisheries. They do not invest in education or in the infrastructure that would make our communities resilient. They know they do not have to. They know that the combination of poverty, fragmentation, and short-term survival instincts will deliver the votes they need.
The spectacle in Rivers State is instructive. The conflict between an incumbent and a predecessor is not only a personal rivalry. It is a mirror of a deeper structural problem. An Ijaw son may occupy the governor’s office, but the expectation of loyalty to an external power broker remains. When disagreements arise, the Ijaw polity does not close ranks. Instead, it fractures. Elders, youth groups, and political actors align with different external centres of power. We tear ourselves apart while the larger system remains intact.
Delta State offers another painful example. The region produces a disproportionate share of the oil wealth that sustains the state and the nation. Yet Ijaw communities are routinely relegated to secondary roles in governance. The highest offices are often out of reach. When an Ijaw candidate shows real ambition, the pressure to step down, to accept a consolation prize, or to be bought off intensifies at the last minute. The result is a steady stream of symbolic representation and token appointments that do not translate into structural change.
Even Bayelsa State, our most homogenous political home, has not been immune. The state has been turned into a dependent outpost. Political life there is often conducted under the shadow of Abuja. During elections, communities are militarized. Young people are paid paltry sums to snatch ballot boxes and intimidate their neighbours. The leaders who emerge from such processes rarely prioritize environmental remediation, health care, or education. They prioritize survival within the national political economy.
Why do we accept this? Part of the answer lies in a minority complex that has been cultivated over generations. We have been taught to believe that because we are numerically small and geographically dispersed across several states, we cannot set national terms. That belief is false. Our geographic position along the southern maritime border gives us leverage. Nigeria’s economy cannot function without the peace of our creeks. Yet we negotiate from a position of weakness because we lack a unified, non-partisan political command structure.
Other major ethnic blocs in Nigeria have developed cultural mechanisms that protect collective interests across party lines. They maintain consensus on key strategic questions and punish those who betray the collective. The Ijaw political house, by contrast, is fragmented. We are divided into Western, Central, and Eastern blocs. Internal jealousy and rivalry consume us. When an Ijaw son or daughter rises to prominence, it is sometimes their own people who are recruited to pull them down. This internal sabotage is a major reason we are treated as expendable by national political machines.
Our representatives in national assemblies and federal boards are often the most silent and compliant. They vote for policies that harm our region because they want to protect their personal seats and committee positions. We have forgotten the intellectual foundation of our struggle. Our fathers did not rely on muscle alone. They fought with logic and strategy.
Harold Dappa Biriye used constitutional arguments to demand minority rights during the pre-independence conferences. Isaac Adaka Boro presented a detailed economic manifesto during the twelve-day revolution, exposing the systematic underdevelopment of the Delta. The Kaiama Declaration of 1998 linked environmental justice with true federalism in a way that remains a model for strategic political thinking. Today, that intellectual tradition has been eroded by a culture of thuggery, praise singing, and the pursuit of quick money.
The social and economic costs of our political submission are visible everywhere. Schools sink into the mud. Primary health centres lack basic medicines. Women die in childbirth because there are no functional boats to transport them to urban hospitals. Rivers that once sustained us are coated with crude oil. Gas flares burn day and night, releasing toxins that cause cancers and respiratory diseases. In any functioning democracy, such environmental devastation would provoke electoral punishment. But our people accept ten-thousand naira, wear party uniforms, and return the same leaders to office.
This pattern is not only morally wrong. It is strategically suicidal. The global energy transition is underway. The world is moving away from fossil fuels. In a few decades, crude oil will no longer be the primary driver of the global economy. When that happens, the Nigerian state’s willingness to distribute minor rents, amnesty stipends, and pipeline contracts will evaporate. If we remain politically domesticated and economically dependent, we will be discarded once our resources lose value. We will be left with a ruined environment and a population unprepared for the modern economy.
Breaking this cycle requires a radical transformation of our political behaviour. It requires both immediate reforms and long-term institution building.
First, we must refuse to sell our votes for temporary relief. If politicians bring money during elections, take it because it is a fraction of your stolen wealth, but enter the voting booth and vote fiercely against them if they have not delivered real, systemic progress. The act of taking money and voting against the giver is not a moral ideal. It is a pragmatic tactic that recognizes the reality of survival while asserting political agency.
Second, we must create a culture of community accountability. Any Ijaw politician, elder, or youth leader who sells out the collective interest for personal gain must face social consequences. They should be stripped of traditional honours, excluded from community gatherings, and greeted with public disapproval rather than celebration. The cost of betrayal must be made higher than the reward offered by external actors.
We must also institutionalize our collective strength. The Ijaw nation needs a permanent, non-partisan political and economic council composed of our finest minds. This council should include intellectuals, legal experts, economists, and community builders from across the globe. Its mandate would be to define a multi decade Ijaw National Agenda that transcends party lines. Any Ijaw person entering politics should be bound by that agenda. Any external political force seeking our cooperation should be required to commit to its verifiable execution.
Again, we must build strategic alliances with other coastal minority groups. From Calabar to Badagry, the coastal communities share common interests in environmental protection, maritime economies, and regional development. A unified coastal voting bloc would create a political force that no national party can ignore. Such an alliance would also strengthen bargaining power for federal resource allocation and environmental remediation.
Fifth, we must shift our economic focus from pipelines to the blue marine economy. Our future lies in the ocean. We must invest in community owned industrial fishing fleets, deep sea shipping logistics, local shipbuilding yards, and aquaculture networks. We must develop port infrastructure and maritime training centres. Economic independence is the foundation of political courage. When our communities can fund their own schools, hospitals, and water systems through independent marine enterprises, we will no longer beg for crumbs.
Sixth, we must invest in education and leadership training. Political courage is not loud rhetoric. It is disciplined strategy. We must train a new generation of leaders who understand constitutional law, public finance, environmental science, and international trade. We must teach negotiation skills, coalition building, and institutional design. The Ijaw struggle must be intellectualized and professionalized.
Seventh, we must reclaim our narrative. For too long our story has been told by others. We must document our history, our legal claims, and our environmental evidence. We must use the courts, the media, and international forums to hold polluters and complicit officials accountable. We must turn our lived experience into verifiable claims that can be litigated and publicized.
Finally, we must practice disciplined solidarity. Political unity does not mean uniformity of opinion. It means a shared commitment to core strategic objectives. It means agreeing on red lines that cannot be crossed. It means supporting candidates who commit to the Ijaw National Agenda and sanctioning those who betray it.
The hour is late. The cost of our political naivety is visible in every polluted river, every jobless youth, and every broken promise. We cannot enter another election cycle with the same broken playbook. We must reject transactional politics and demand structural change. We must hold our leaders accountable and refuse to celebrate personal appointments that bring no collective benefit.
We must heal ourselves of this political Stockholm syndrome. We must stop loving the systems that destroy us and begin the difficult work of building lasting political infrastructure. The future of the Ijaw nation depends on our ability to transform our pain into strategic power. The water is watching. The spirits of our ancestors who resisted colonial domination are watching. We must rise, cleanse our minds of dependency, and stand with dignity. The era of last minute surrender must end. The time for strategic, sovereign Ijaw political courage has arrived.
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Opinion
Leadership in Africa: Forging a New Era of Self-Reliance, Unity and Global Relevance (Pt. 3)
Published
1 month agoon
May 23, 2026By
Eric
By Tolulope A. Adegoke
“True leadership in Africa is not the pursuit of power, but the courage to serve — to turn the pain of yesterday into the promise of tomorrow, to bind broken hearts into one destiny, and to raise a continent where every son and daughter can stand tall, not by pulling others down, but by lifting one another higher.” – Tolulope A. Adegoke, PhD
Building upon the foundational principles and practical pathways discussed in Parts 1 and 2, this continuation explores the deeper implementation strategies, institutional reforms, cultural shifts, and long-term vision required to translate African leadership into tangible, sustainable transformation. It addresses the realities on the ground while offering forward-looking, actionable recommendations that can help Africa move from potential to performance on both regional and global stages.
Institutional Reforms as the Backbone of Transformative Leadership
Visionary leadership without strong institutions is like a beautiful dream without a foundation. Africa’s progress depends on building institutions that are resilient, transparent, and people-centred.
Leaders must prioritise civil service reform, judicial independence, and anti-corruption mechanisms that are not only punitive but preventive. For example, Rwanda’s use of performance contracts (imihigo) for public officials has created a culture of accountability and results. Similarly, Ghana’s strong electoral commission and relatively independent judiciary have helped sustain democratic stability. These models show that when institutions are strengthened, leadership becomes less about individual charisma and more about systemic effectiveness.
Regional institutions such as the African Union, ECOWAS, SADC, and the East African Community must also be reformed. They need greater financial autonomy, faster decision-making processes, and clearer enforcement mechanisms. The African Union’s current efforts to reform its Peace and Security Council and operationalise the African Standby Force are steps in the right direction, but they require consistent political will and adequate funding from member states.
Cultural and Mindset Transformation
Leadership that builds Africa must also transform mindsets. Many of the continent’s challenges are rooted in colonial-era thinking, dependency syndromes, and a culture of short-termism.
Progressive leaders should invest in cultural renewal programmes that celebrate African excellence, innovation, and resilience. This includes supporting the creative industries — Nollywood in Nigeria, Afrobeats music, and contemporary African literature — which are already projecting positive African narratives globally. Educational systems must move beyond rote learning to foster critical thinking, ethical reasoning, and entrepreneurial spirit.
Youth leadership development is particularly crucial. With over 60% of Africa’s population under the age of 25, the continent’s future depends on preparing young people not just for jobs, but for leadership. Initiatives like the African Union’s Youth Agenda and national youth service programmes should be expanded and made more impactful.
Economic Transformation and Self-Reliance in Practice
True self-reliance requires deliberate economic restructuring. Leaders must champion value addition in agriculture, mining, and natural resources. Instead of exporting raw cocoa, cotton, or crude oil, African countries should invest in processing facilities that create jobs and capture more value domestically.
The African Continental Free Trade Area (AfCFTA) offers a historic opportunity. When fully implemented, it can boost intra-African trade, reduce dependence on external markets, and create new industries. Leaders who actively remove non-tariff barriers, harmonise standards, and invest in cross-border infrastructure will be remembered as the architects of Africa’s economic renaissance.
Public-private partnerships (PPPs) should be strengthened, with clear frameworks that protect national interests while attracting responsible investment. Countries like Morocco and Ethiopia have shown how strategic industrial policies can attract foreign direct investment while building local capacity.
Global Relevance: Africa as a Solution Provider
Africa must stop seeing itself solely as a recipient of global solutions and begin positioning itself as a contributor. The continent’s vast renewable energy potential, youthful population, and rich biodiversity give it unique advantages in addressing global challenges such as climate change, food security, and digital innovation.
Leaders who understand this will invest in research and development, patent African innovations, and engage confidently in global forums. The success of African pharmaceutical companies during the COVID-19 pandemic and the growth of African tech unicorns demonstrate that the continent can compete and lead when given the right environment.
A Balanced and Hopeful Conclusion
Africa stands at a historic crossroads. The challenges — poverty, inequality, climate vulnerability, and governance gaps — are real and significant. Yet the opportunities — a youthful population, abundant natural resources, cultural richness, and growing regional integration — are even greater.
Leadership remains the decisive variable. When leaders rise above narrow interests to serve the collective good, Africa does not just survive — it thrives and offers the world new models of resilience, innovation, and inclusive growth.
The path forward requires a new covenant: between leaders and citizens, between nations and regions, and between Africa and the global community. This covenant must be rooted in trust, mutual accountability, and shared vision. With the right leadership — courageous, ethical, inclusive, and strategic — Africa can forge a new era of self-reliance, unity, and global relevance.
The question is not whether Africa can rise. The question is whether its leaders, supported by an awakened citizenry, will summon the will, wisdom, and courage to make that rise unstoppable. The world is watching, and history is waiting to record the choices made in this decisive decade.
Africa’s story is still being written. With visionary leadership, it can become one of triumph, dignity, and global excellence.
Dr. Tolulope A. Adegoke, AMBP-UN is a globally recognized scholar-practitioner and thought leader at the nexus of security, governance, and strategic leadership. His mission is dedicated to advancing ethical governance, strategic human capital development, resilient nation building, and global peace. He can be reached via: tolulopeadegoke01@gmail.com, globalstageimpacts@gmail.com
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