Opinion
The Oracle: The Imperatives of Leadership (Pt. 4)
Published
2 years agoon
By
Eric
By Mike Ozehkome
INTRODUCTION
In the last part of this treatise, we examined the weakness of transformational leadership after which we delved into transactional leadership and then moved on to the traits of good leadership. In today’s episode, we shall continue with our discourse on the traits of good leadership, attempt the question: “whither leadership in Nigeria?” and then conclude with an insight on the challenges of transformational leadership in Nigeria. Please come with me.
TRAITS OF GOOD LEADERSHIP (continues)
Good leadership knows that it cannot know everything that needs to be known and will thus, find ways of expanding knowledge as needed; seeking diverse opinions to inform decision-making. Good leadership always displays good communication and listening skills; puts the society’s interest over personal agenda; makes difficult decisions and make long-term plans for the benefit of the generality of the society as a whole. Poor leadership on the other hand focuses on individual agendas; is single-minded in decision-making; do not consider different ideas or perspectives; cannot take criticism; is not well informed; and do not plan beyond their tenure. (Clark Anderson, The increasing importance of leadership. Loc cit).
WITHER LEADERSHIP IN NIGERIA?
The nature of governance in any given political system is determined by the quality of leadership in power. Nigeria, a nation endowed with natural and human resources still battles with crisis of leadership and governance after fifty-one years of independence The socio-economic and political development of any country depends largely on the ability of its leadership to facilitate, entrench and sustain good governance. Importantly, good governance is a manifestation of committed, patriotic and discipline leadership. (See: Tolu Lawal, Kayode Imokhuede, Ilepe Johnson, Governance Crisis and the Crisis of Leadership in Nigeria International Journal of Academic Research in Business and Social Sciences July 2012, Vol. 2, No. 7 ISSN: 2222-6990190). Significantly, Nigeria is among the countries of the world endowed with natural and valuable resources that are capable of improving socio-economic status and living standards of the citizenry. But the reverse has always been the case. The crop of leaders that have attained leadership position since independence had in one way or the other lacked vision, most of them have been engrossed with corruption and political bickering leading to the enthronement of maladministration and mismanagement of public resources, and consequently economic setback and abject poverty as nation heritage.
As a matter of fact, going by all the development parameters and performance indices, Nigerians leaders have failed, economically, macroeconomic stability, fiscal discipline, economic reforms, due process and relatively low inflation rates that the state could claim to have achieved sit alongside weak business confidence, low growth, massive unemployment, and rising inequality between the rich and the poor. Nigeria may have the highest GDP in Africa, but ranks low on Human Development indices (HDI), while corruption, which every government has always promised to eradicate at its inauguration continued unabated. (Azeez. A. (2010). “Good Governance and Democratic Consolidation in Nigeria” A paper presented at the Faculty of the Social Sciences University of Ibadan, October, 2010).
NIGERIA AND THE IMPERATIVES OF TRANSFORMATIONAL LEADERSHIP
Leadership in Nigeria can be improved if the leadership of the country embraces transformational leadership values. Transformational leadership has core values of goals, visions, and the means to unite with followers to ensuring that such goals are achieved. He also takes the responsibility of ensuring that people are mobilized to participate in the process of change, and encourages a sense of collective action.
Essentially, transformational leadership strives to make leaders out of the available followers. Such generated leaders are dispersed across sectors of economy to ensure that the mission and visions of progress created at different centres of power are executed based on the needs of citizens and that the later actively involved in goal implementation. With this, the transformational leader takes people beyond pre-occupation with basic needs and scraping by, as it is today in most parts of the country, and sets the pace for individual and national self-actualization. As a matter of fact, transformational leaders work independently and courageously to make choices that are best for the country within the international system of economic, political and cultural interaction; lead the citizen to bring back quality and excellence to education, revitalize infrastructural facilities and modernize productive activity in agriculture and industry; insert skilled indigenous professionals and labour centre stage of building national development infrastructure. (Olu Lawal, Kayode Imokhuede, Ilepe Johnson. Op cit).
Transformational leadership is inward looking and conscious of the benefits that its society can derive from the international environment. It takes the responsibility of the national or local problem depending on the layer of leadership; deploys skill, knowledge imagination and energy to solution to most problems and assists followers to realize their hidden and untapped capabilities. The transformational leader is always physically present to monitor projects at sites. He also receives report from the subordinates to ensure that policies and projects are implemented according to designs and specification. This style of leadership relegates corruption to the background, and brings sanity, transparency and accountability to the fore. This is the legacy of transformation left by transformational leaders in many countries of the World. (Ukaegbu, C. (2010). “Nigeria; Beyond Good Governance at 50).
Available evidence in the development literature on transformational leaders who have significantly reduced poverty in their respective countries during the past quarter century does not generate any consistent conclusion regarding the factors that contributed to the successes. The leaders of the success stories in Chile, China, Indonesia, Malaysia, Singapore, South Korea and Taiwan – all demonstrated strong commitment to development, with clarity of vision and of goal. (Adamolekun, L. (2002). “Governance Context and Reorientation of Government in Adomolekun.l. (eds) Public Administration in Africa, main issues and selected country studies). Ibadan, spectrum books limited Nigeria can, through grooming its present and future leadership on the model of transformational leadership tenets, attain the height attained by these nations.
CONCLUSION
The challenge of leadership in Nigeria particularly in the 21st century has been generating concerns among well-meaning citizens of this country. That Nigeria is yet to harness abundant human and material resources in her domain for development for the past 50 years of nationhood has left much to be desired. As this article has shown, inept and corrupt leadership affect not only service delivery to the Nigerian people. In view of this, the citizens of this country now need to strike a balance between the personality/qualifications of those who struggle to pilot the affairs of the country, the culture and democratic values of Nigeria as a nation. This is particularly important because leadership must be able to assist and guide the society to embark national self-discovery through inspiring and transformational leadership. The citizenry must insist on leaders that understand what it is to be in leadership and not some opportunistic narcissistic individual or group of individuals who lack altruistic drives.
To this end, leadership becomes of utmost imperative. Where counties without natural resource but with good leadership have achieved much progress, Nigeria, with enormous natural resource can achieve even much more where we have excellent leadership. Leadership, whether transformational or transactional will be highly welcomed in Nigeria, it is submitted that transformational leadership with all its more altruistic characteristic is the most appropriate for a country like Nigeria and for organisations within the Nigerian context. This is because; a leader who is worth his salt in a clime like Nigeria must be transformational in attitude, in policies and in delivery. (The end).
THOUGHTS FOR THE WEEK
“Leadership is the capacity to translate a vision into reality.” (Warren Bennis).
“There are three essentials to leadership: humility, clarity and courage.” (Chan Master Fuchan Yuan).
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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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