Opinion
The Oracle: Are INEC Resident Commissioners Homeless Bats? (Pt. 2)
Published
4 years agoon
By
Eric
By Mike Ozekhome
INTRODUCTION
In Nigeria, Resident Electoral Commissioners (REC) is a title given to a person in charge of INEC at the state level. The REC, assisted by relevant government agencies, undertakes the Presidential, National Assembly, Gubernatorial and House of Assembly elections in a state. The REC acts pursuant to powers delegated to him or her by INEC’s National Chairman and the Commission. Among others, the duties of the REC include making available all materials required to conduct a free and fair election. The REC also monitors the activities of all ad hoc staff and provides for proper verification of election results. With some of the above functions, are INEC RECs homeless bats that neither belong to the Commission at the National level, nor accorded recognition at the State level? Today, we shall conclude our discourse on this vexed issue.
WHO THEN IS A MEMBER OF INEC COMMISSION (continues)
These Sections therefore make to clear that REC have their constitutional life of their own; and are not subordinated to the Commission’s Chairman and 12 Commissioners. In any event, if we agree with Okoye that RECs are mere delegates of the Commission’s power, should not the Commission trust and use their reports?
That a REC cannot be present in all nooks and crooners of his state at the same time is no reason to ignore his authenticated results and reports distilled from all the Commission’s officers and ad hoc persons who worked directly under the HOD and the REC. How can he then not be in a position to certify his records and send same to INEC Commissioners in Abuja? And how can the latter ignore this RECs’ joint report and purportedly rely only on that of one/two EPM officers sent from the Commission’s Headquarters who know absolutely nothing about the terrain, nuances and personality traits of the voting population? In any event, an election is monitored and supervised directly by the combined team of the Headquarters EPM officers, the State HOD (under whom the EPM officers work), the Electoral officers and the REC.
This argument is akin to saying that the Inspector-General of Police (IGP) who was created and empowered like State Commissioners of Police by the same Section 215(1) of the 1999 Constitution, can jettison the reports of his State Commissioners of Police? Just why?
In further support of this my humble argument is section 8 of the old Electoral Act of 2010, as amended, which provides for the staff of INEC without including the office of the REC. Yet, RECs carried out their duties effectively under the Act until the 2022 Act. The question will then be this: what are RECs under the Electoral Act if they are not constitutionally recognised as members of INEC and also not recognized as staff of INEC? Are they bats; hermaphrodites that do not belong to any class? Why then should they be recognized at all in the first case in the Constitution? Why not simply allow the Chairman and the 12 National Commissioners be all-in-all, the beginning and the end, of INEC? RECs, it is submitted, are not mere disposable committee of persons which INEC can simply appoint and arbitrarily dispense with under section 7 of the 2010 Electoral Act. Why does the Constitution which provides for the offices of the President and state Governors also provide for the positions of Ministers and Commissioners if the latter were not important or necessary to our polity?
It will be recalled that Okoye had rightly, on 9th July, 2022, reassured Nigerians that “in line with its constitutional and legal obligations, the Commission deployed monitors to the various constituencies and received reports of such exercise…the Commission stands by the monitoring received from our state offices”. Why will INEC now ignore these reports which emanated from the very RECs who are physically on ground? Is it no longer the owner of a house that knows where the yam and knife are kept? Is it a total stranger (the visiting INEC Commissioners and officials) who will know the terrain better and what took place before, during and after the primarily? Can you have an Army General without foot soldiers? I think not. Or, do you?
What is INEC’s reply, for example, to the glaring anomaly in Kano state, where the REC, Professor Riskwua, Arabu Shehu told the whole world that the only governorship primary INEC office monitored in Kano had produced Mohammed Sani Abacha, but with the APC leadership and INEC headquarters arbitrarily changing it to one Ambassador Wali? Yet, this was an election monitored in the full glare of the whole world amidst television cameras and the print and social media.
Why will INEC be accepting from political parties, names of persons who did not undergo statutory primaries monitored by its state officials any officials and headed by the RECs, and instead, accept compromised results that lack electoral integrity from political parties, on primaries that were never conducted, and where conducted, were never monitored by its state RECs and officials?
These worrisome scenarios are already playing out in many states across Nigeria, including Oyo, Sokoto, Ogun, Kano, Bayelsa, Akwa Ibom and Abia, amongst others.
How come, for example, that of the 26 candidates of the ruling APC that emerged from valid primaries duly conducted and monitored by INEC Akwa Ibom State INEC office headed by the REC, Mr Mike Igini, only two names were extracted and accepted from the entire report by INEC headquarters?
Whatever happens to section 29(1) of the Electoral Act which gives INEC teeth that only “candidates that emerged from valid primary” shall be submitted to INEC by political parties for publication? Why will INEC be shying away from, and abdicating the statutory powers and duties generously donated to it by section 84(1) of the Electoral Act, to compulsorily monitor party primaries; and section 84(13) thereof, to reject names of persons submitted by political parties who have not emerged from valid primaries? I cannot understand. Or, can you?
SUMMARY OF THE POWERS OF INEC AND ASPIRANTS
To understand this issue more, it is germane to summarize the relevant provisions of the Electoral Act.
Section 153- deals with Fed Executive Bodies such as -INEC, NJC, FJSC, NCS, NDC, NSC, RMAFC, PSC, NBC, NDSC
PART 1, Section 14(1), third Schedule to the Constitution provides for a Chairman who shall not be less than 40 years); 12 National Commissioners of 35 years just like the 37 RECs.
Section 15(3) of part 1 to the third Schedule provides for 37 RECs for the 36 States and the FCT in accordance with Section 2(3) CFRN.
Section 15 – All Electoral Commissioners must take the Oath of allegiance (no exception, whether Chairman, 12 National Commissioners or 37 RECs.
Section 15 (a) – INEC Supervises, Monitors, organizes, undertakes election to the offices of President, Vice President, Governors, Deputy Governors, Senators, House of Representatives and Houses of Assembly,
Section 15(h) – Commissioners shall delegate powers to RECs
Sections 155, 156, 157- tenure, and removal are by the president for acts of misconduct, infirmity of body or mind or any other reason- it must be supported by 2/3 majority votes of Senate.
36 States RECs shall conduct all NASS, State Assembly and Governorship primaries. The state HOD coordinates all staff, including the Election political Monitoring (EPM) team from the Headquarters in Abuja.
Section 14(3), CFRN & Section 4 of the Federal Character Commission Act even impose more stringent criteria to satisfy Federal Character to prevent imposition of one religion, ethnic group, gender, etc.
Sections 214 & 215 CFRN provides for powers between the –IGP and Commissioners of Police.
Can only have one to 3 EPM staff from Abuja Headquarters monitor say 20 constituency centres, 10 Federal constituencies and 3 Senatorial Districts in one election? Indeed no staff from Headquarters is authorized to write an independent report of the outcome of primaries, without the authorization of the REC.
A Joint report is issued by both state monitors and Headquarters EPM staff monitors at conclusion of primaries which must be approved and signed by the REC before they are forwarded to Headquarters, Abuja, by the REC with a forwarding letter. Indeed the Headquarters staff must report to a State REC with a letter of deployment from the Headquarters EPM for guidance and liaise with the State HOD, before they act.
Section 29 (1) EA provides not later than 180 days to an election submission of list of candidates by political parties that emerged from valid primaries conducted by the political party.
Section 29 (2) provides that information submitted shall be accompanied by an affidavit sworn to by the candidate at the Federal High Court, FCT High Court stating he has fulfilled all constitutional requirements.
Section 29(3) provides that the Commission shall within 7 days publish above in the candidate’s constituency.
Section 29(5) provides that any aspirant who participated in the primaries and believes that his party’s candidate has provided false documents can go to the Federal High Court.
Section 29(6) provides the Federal High Court will disqualify the candidate and his political party and declare the candidate with the 2nd highest valid votes with necessary spread, winner.
Section 29(8) provides that a political party which presents the name of the candidate who does not meet the qualification commits an offence and shall on conviction be fined 10M.
Section 31 provides that a candidate can withdraw his candidature voluntarily, in writing signed by him and delivered personally to his party and the political party shall convey this to the Commission at least 90 days to the election.
Section 84(3) provides that no political party shall impose qualification or disqualification criteria or conditions on any aspirant or candidate in its Constitution, guidelines or rules beyond those in sections 65, 66, 106, 107, 131, 137, 177, 187 CFRN, 1999.
Section 84(13) provides that where there is failure by a political party to comply with the provisions of this Act in the conduct of its primaries, the Commission shall not include the name of the candidate for the position.
Section 84(14) provides that aspirants who complain that the conduct of primaries regarding guidelines of a political party have not been complied with in the selection or nomination of a candidate may go to the Federal High Court.
Section 285(14) also provides as section 84(14) above. Under section 84(14) of the Electoral Act, (285(14) defines a “pre-election” matter.
CONCLUSION
I will conclude my contribution as follows. It is crystal clear, per adventure, that the appointment, duration and termination of offices of RECs, including those of INEC Chairman and the 12 National Commissioners, (all of whom form part of Federal bodies established under section 153 (1) of the Constitution), are respectively provided for in sections 154 and 155(1) and (2) of the Constitution. This provision applies with equal force to the Chairman, National Commissioners and all RECs. No difference could have been contemplated when no other section of the Constitution provides separately for RECs. Even disqualification criteria for membership of INEC is the same under section 156 for both RECs, the Chairman and the 12 National Commissioners. The same scenario plays out in the mode of removal of members of INEC and other federal bodies from office, under section 157(1). This is by the “President acting on an address supported by 2/3 majority of the Senate praying that he so be removed for inability to discharge the functions of the office (whether arising from infirmity of mind or body or any other cause) or for misconduct”. My humble submission here is that since the Constitution has not made any other provision regarding the mode of removal of RECs, it goes without saying that section 157 (1) also applies to them with equal force, since their office is also a constitutional creation.
Indeed section 6 of the 2022 Electoral Act also replicated Section 157 (1) of the Constitution specifically for RECs. (The end).
THOUGHT FOR THE WEEK
“Sincerity makes the very least person to be of more value than the most talented hypocrite”. (Charles Spurgeon).
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Opinion
Effective Strategic Leadership: Resolving Nigeria’s Contemporary Challenges and Unlocking Inclusive Possibilities
Published
5 days agoon
April 4, 2026By
Eric
By Tolulope A. Adegoke PhD
In an era of complex global uncertainties, effective strategic leadership stands as a proven catalyst for national renewal. It is defined by deliberate vision, data-driven decision-making, ethical accountability, inclusive stakeholder engagement, and adaptive execution that prioritizes long-term societal value over short-term expediency. For Nigeria — Africa’s most populous nation and largest economy — such leadership offers a clear, actionable pathway to address the multifaceted crises that have constrained progress as of April 2026. These challenges include persistent insecurity, economic volatility, deepening poverty, human capital deficits, and governance implementation gaps. By applying strategic leadership principles, Nigeria can not only mitigate these issues but also deliver tangible possibilities across three critical spheres: empowered peoples (individuals and communities), thriving corporates (businesses and enterprises), and resilient nation-building (institutional and societal advancement). This solution-driven exposition draws on empirical realities while outlining practical, evidence-based strategies that align with international best practices in governance, development economics, and leadership studies.
Nigeria’s Current Realities: A Balanced Assessment
As documented in recent analyses from the World Bank, PwC’s Nigeria Economic Outlook 2026, and the Bertelsmann Transformation Index, Nigeria grapples with interconnected pressures. Security threats — ranging from insurgency and banditry in the North-East and North-West to farmer-herder conflicts in the Middle Belt, separatist agitations in the South-East, and expanding urban-rural criminal networks — have intensified, with conflict-related fatalities rising in 2025. These have displaced communities, disrupted agriculture, and eroded investor confidence. Economically, while macroeconomic reforms under the current administration have begun stabilizing inflation and foreign exchange, real growth remains uneven (projected around 4.3% for 2026), concentrated in services and ICT, while agriculture and manufacturing lag due to insecurity, infrastructure deficits, and high energy costs. Poverty is projected to affect approximately 62% of the population (around 141 million people) by the end of 2026, compounded by stagnant human capital outcomes: nutrition, learning, and skills deficits are estimated to cost children born today over half of their potential future earnings. Governance challenges, including corruption, patronage networks, and slow policy implementation, further undermine public trust and reform momentum. These issues are not insurmountable; they are symptoms of systemic gaps that effective strategic leadership can systematically address.
How Effective Strategic Leadership Solves Nigeria’s Core Challenges
Strategic leadership succeeds by diagnosing root causes, mobilizing collective resources, and implementing measurable reforms. In Nigeria’s context, it would prioritize five interconnected pillars: human capital investment, security sector transformation, economic diversification, institutional integrity, and inclusive governance.
- Tackling Insecurity Through Integrated, Intelligence-Led Strategies Effective leaders treat security as a human development imperative rather than purely militarized response. Solutions include professionalizing security forces with community policing models, advanced intelligence-sharing platforms, and technology-driven surveillance (drones, data analytics). Leadership would integrate socio-economic interventions — such as youth employment programs and livestock development initiatives — to address root drivers like poverty and resource competition. International benchmarks, such as Rwanda’s post-conflict security reforms or Colombia’s integrated peace-building approach, demonstrate that combining kinetic operations with development yields sustainable peace. In Nigeria, this would reduce fatalities, restore agricultural productivity, and rebuild public confidence.
- Reversing Economic Volatility and Poverty Through Targeted Reforms Strategic leadership would accelerate fiscal discipline, revenue diversification, and private-sector-led growth. This entails full implementation of tax reforms with transparency safeguards, investment in critical infrastructure (power, roads, digital connectivity), and incentives for agro-processing and renewable energy. By anchoring monetary policy to stabilize inflation and the naira while protecting vulnerable households through expanded social safety nets, leaders can ease cost-of-living pressures. PwC and World Bank data show that even modest improvements in human capital and security could unlock 2–3 percentage points of additional annual GDP growth, directly reducing poverty.
- Bridging Human Capital Deficits Through Education, Health, and Skills Ecosystems Leaders must treat people as the ultimate asset. Solutions include universal early childhood development programs, curriculum reforms emphasizing STEM and vocational skills, and public-private partnerships for healthcare and digital literacy. Evidence from Singapore and South Korea illustrates how sustained leadership focus on education transformed resource-scarce economies into global powerhouses. In Nigeria, reversing learning stagnation and nutrition gaps would boost future earnings and demographic dividends.
- Strengthening Institutional Integrity and Anti-Corruption Mechanisms Strategic leaders embed transparency through digital procurement, independent anti-corruption bodies with prosecutorial powers, and performance-based governance dashboards. Merit-based appointments and judicial reforms would dismantle patronage networks, enhancing policy execution and public trust.
- Fostering Inclusive and Adaptive Governance Leadership would promote national dialogue platforms, devolved responsibilities (e.g., state-level security coordination with federal standards), and youth/women inclusion in decision-making to reduce ethnic and regional tensions.
Delivering Possibilities Across Peoples, Corporates, and Nations
For Peoples (Individuals and Communities): Effective leadership empowers citizens by creating safe, opportunity-rich environments. Targeted investments in education, health, and skills would raise living standards, reduce vulnerability to recruitment by criminal elements, and foster social cohesion. Community-led development initiatives, supported by transparent local governance, would restore dignity and agency, enabling families to thrive rather than merely survive.
For Corporates (Businesses and Enterprises): Strategic leadership cultivates a predictable, investor-friendly climate. By securing supply chains, enforcing contracts, and offering incentives for innovation and local content, leaders enable businesses to expand, create quality jobs, and drive diversification. Corporate examples from Lagos tech hubs and emerging agro-industries already show that improved security and policy consistency accelerate growth; scaled nationally, this would attract foreign direct investment and position Nigerian enterprises as continental leaders.
For Nations (Nation-Building and Global Positioning): At the national level, such leadership builds resilient institutions, diversifies the economy beyond oil, and enhances Nigeria’s diplomatic and economic influence in Africa and beyond. Strengthened governance would improve global competitiveness rankings, deepen AfCFTA participation, and attract strategic partnerships. The result: a more cohesive, prosperous nation capable of contributing meaningfully to global development agendas such as the Sustainable Development Goals.
Global Relevance and Lessons for Nigeria
Globally, nations that have overcome similar challenges — Botswana’s resource-led but governance-driven success, Vietnam’s human-capital-focused reforms, or Estonia’s digital governance transformation — prove that strategic leadership consistently delivers results. Nigeria can adapt these models contextually, leveraging its youthful population, cultural diversity, and strategic location to become an African benchmark rather than a cautionary tale.
Actionable Recommendations for Immediate Implementation
- Establish a National Strategic Leadership Academy for public and private sector leaders, emphasizing data analytics, ethics, and crisis management.
- Launch a multi-stakeholder National Possibilities Commission to monitor progress on security, human capital, and economic diversification with quarterly public dashboards.
- Prioritize public-private partnerships in security technology, education infrastructure, and agro-industrial zones.
- Integrate youth and civil society into policy design through structured consultation mechanisms.
- Benchmark progress against international indices (World Bank Human Capital Index, Global Peace Index, Ease of Doing Business) to ensure accountability.
Conclusion: A Call to Transformative Action
Effective strategic leadership is not an abstract ideal but a practical, results-oriented discipline that Nigeria can harness today. By confronting insecurity, economic fragility, and human capital deficits head-on through visionary, ethical, and inclusive approaches, leaders can resolve pressing crises and unlock unprecedented possibilities for individuals, businesses, and the nation as a whole. The global community stands ready to support credible, solution-driven efforts. Nigeria’s abundant human and natural endowments, combined with decisive leadership, position it to move from potential to prosperity — delivering a future where every citizen, enterprise, and institution contributes to and benefits from shared progress. The time for implementation is now; the rewards will define generations to come.
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, and resilient nation-building, and global peace. He can be reached via: tolulopeadegoke01@gmail.com, globalstageimpacts@gmail.com
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Opinion
PDP Crisis: Illegal Factional Convention is a Direct Assault on Party Constitution and Democracy
Published
2 weeks agoon
March 29, 2026By
Eric
By Prince Adedipe Dauda Ewenla
The attention of party faithfuls and the general public has been drawn to the desperate and unconstitutional attempt by a faction within the Peoples Democratic Party to foist an illegal National Convention on the party in clear violation of its constitution and established democratic norms.
Let it be stated unequivocally: the Constitution of the PDP is clear, unambiguous, and binding on all members only a duly elected National Working Committee (NWC) has the constitutional authority to convene, approve, and conduct a National Convention.
This position is firmly grounded in the provisions of the PDP Constitution:
1. Section 31(3) clearly vests the power to summon and convene the National Convention in the appropriate constitutional organ of the party, which operates through the National Working Committee.
2. Section 29(2)(a) establishes the National Working Committee as the principal executive organ responsible for the day-to-day administration and decision-making of the party.
3. Section 47(1) affirms the supremacy of the party constitution, making it binding on all members and organs of the party without exception.
Flowing from these provisions, any gathering, meeting, or assembly convened outside this constitutional framework is illegal, null, void, and of no consequence, being ultra vires, null ab initio, and incapable of conferring any legal rights or obligations whatsoever.
The ongoing attempt by a faction reportedly aligned with the Minister of the Federal Capital Territory, Nyesom Wike, to organize a so-called convention through an imposed and illegitimate caretaker structure is nothing but a brazen assault on the rule of law, party supremacy, and internal democracy, and amounts to a clear case of constitutional subversion.
For the avoidance of doubt:
Individuals who have been suspended or expelled from the party lack the locus standi to act on its behalf.
Any caretaker arrangement not constitutionally backed by the elected organs of the party remains a nullity ab initio.
No faction, no matter how powerful, can override the supremacy of the party constitution.
Any purported action taken in furtherance of this illegality is void and liable to be set aside ex debito justitiae by any court of competent jurisdiction.
It is instructive that the Federal High Court and other competent courts have already taken judicial notice of these constitutional breaches by entertaining suits challenging the legality of the proposed convention. This alone is a clear warning that the entire process is fundamentally defective and cannot stand the test of law.
We therefore align firmly and unequivocally with the leadership direction and stabilizing efforts under Kabiru Turaki, whose commitment to constitutional order, due process, and party unity remains the only credible path forward for the PDP at this critical time.
The party cannot and must not be hijacked by individuals driven by personal ambition, vendetta politics, or external influence.
The survival of the PDP as a viable opposition platform depends on strict adherence to its constitution and respect for its legitimate structures.
We warn, in the strongest possible terms, that:
Any convention conducted outside the authority of a duly elected NWC will be resisted and rejected by loyal members of the party.
Any outcome from such an illegal exercise will be treated as void ab initio and will not be recognized within the party or before the Independent National Electoral Commission.
Those promoting this illegality are inviting avoidable chaos, multiplicity of suits, and grave political consequences for the PDP ahead of 2027.
This is not just about a convention this is about the soul, legality, and future of our great party.
I call on all genuine stakeholders to rise above factional manipulation and defend the constitution of the PDP with courage and clarity.
The rule of law must prevail. Fiat justitia ruat caelum. The constitution must stand. The PDP must not fall.
Prince Amb. (Dr.) Adedipe Dauda Ewenla
PDP Southwest Ex-Officio
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Opinion
Intentional Progressive Leadership and Disciplined Security: Catalysts for Unlocking Possibilities
Published
2 weeks agoon
March 28, 2026By
Eric
By Tolulope Adegoke PhD
In an increasingly interconnected and volatile world, the twin forces of intentional progressive leadership and disciplined security stand as indispensable drivers of meaningful advancement. Intentional progressive leadership is characterized by deliberate, forward-thinking decision-making that prioritizes inclusive growth, innovation, accountability, and long-term societal transformation over short-term gains or entrenched interests. Disciplined security, in turn, refers to a professional, rule-of-law-based, human-centered approach to safeguarding citizens, institutions, and resources—one that integrates military, intelligence, law enforcement, and community engagement while upholding human rights and fostering trust. Together, these elements do not merely maintain stability; they actively unlock possibilities across three interconnected spheres: peoples (individuals and communities), corporates (businesses and organizations), and nation building (state institutions and societal cohesion).
This write-up examines their active roles, portrays the current realities as they stand in Nigeria, Africa, and the wider world, provides relevant global and regional examples, and offers practical, unbiased solutions. Drawing on established patterns of development, the analysis underscores that where these forces converge effectively, they generate exponential outcomes; where they falter, stagnation and fragility ensue. The goal is to present a balanced, evidence-informed perspective suitable for policymakers, business leaders, scholars, and development practitioners internationally.
Defining and Contextualizing the Core Elements
Intentional progressive leadership goes beyond charisma or authority. It demands strategic vision anchored in data, ethical governance, stakeholder inclusion, and adaptive resilience. Leaders in this mold invest in human capital, promote transparency, and align policies with sustainable development goals. Disciplined security complements this by creating the enabling environment of safety and predictability. It emphasizes professional training, intelligence-led operations, community policing, and the rule of law rather than militarization or repression. When these operate in synergy, they transform potential into tangible progress: educated citizens innovate, businesses thrive without fear, and nations build resilient institutions.
Active Roles in Delivering Possibilities for Peoples
For individuals and communities, intentional progressive leadership and disciplined security create pathways to dignity, opportunity, and empowerment. Progressive leaders prioritize education, healthcare, and skills development, viewing people as the primary asset. Disciplined security ensures freedom from fear, enabling daily pursuits of livelihood and aspiration.
In practice, this synergy fosters social mobility and cohesion. Progressive leadership invests in youth programs and vocational training, while disciplined security protects learning environments and public spaces. The result is reduced vulnerability to exploitation and increased civic participation.
Active Roles in Delivering Possibilities for Corporates
Corporations require stable operating environments to invest, innovate, and expand. Intentional progressive leadership enacts policies that ease business registration, combat corruption, and promote public-private partnerships. Disciplined security safeguards supply chains, intellectual property, and personnel against threats like extortion or sabotage.
This combination drives economic dynamism. Businesses flourish when leaders provide predictable regulations and when security forces respond swiftly to disruptions, allowing corporates to focus on value creation rather than risk mitigation.
Active Roles in Delivering Possibilities for Nation Building
At the national level, these elements are foundational to sovereignty, legitimacy, and prosperity. Progressive leadership builds inclusive institutions, diversifies economies, and integrates regional and global partnerships. Disciplined security preserves territorial integrity, deters external interference, and supports internal harmony.
Nation building succeeds when leadership fosters national identity and security architecture reinforces it through equitable protection and justice.
The Current Picture: Realities in Nigeria, Africa, and the Wider World
Nigeria exemplifies both promise and persistent hurdles. As Africa’s most populous nation and largest economy, it possesses immense human and natural potential. Yet, as of early 2026, security challenges remain acute: insurgency and banditry in the Northeast and Northwest, farmer-herder conflicts in the Middle Belt, kidnapping for ransom nationwide, and separatist tensions in the Southeast. These have displaced millions, stifled agriculture and commerce, and eroded public trust. Leadership under President Bola Tinubu has pursued reforms, including kinetic and non-kinetic counter-insurgency measures, the appointment of a new Chief of Defence Staff in late 2025 for better operational coherence, and emphasis on human capital development (HCD 2.0). Progress includes reported surrenders of insurgent affiliates and targeted infrastructure investments, yet gaps persist in governance coordination, community engagement, and addressing root causes such as poverty and youth unemployment.
Across Africa, the landscape is heterogeneous. Positive models include Rwanda, where post-genocide leadership under President Paul Kagame has combined visionary governance with disciplined security to achieve sustained growth, digital innovation, and regional stability. Botswana stands as another exemplar: decades of prudent, transparent leadership have turned diamond revenues into broad-based development while maintaining professional security institutions that uphold democratic norms. Ghana demonstrates democratic continuity with progressive economic policies and relatively effective security cooperation. Conversely, parts of the Sahel face coups, jihadist expansion, and governance fragility, highlighting how leadership vacuums and undisciplined security exacerbate cycles of instability.
Globally, the interplay is evident in success stories such as Singapore’s transformation under Lee Kuan Yew, where meritocratic leadership and disciplined, corruption-free security institutions propelled a resource-poor city-state into a high-income economy. South Korea’s post-war reconstruction similarly blended visionary leadership with security alliances and human capital focus. In contrast, nations experiencing leadership complacency or fragmented security—such as certain conflict zones in the Middle East or Latin America—illustrate stalled development and eroded possibilities.
These realities reveal a clear pattern: intentional progressive leadership and disciplined security are not luxuries but necessities. Their absence perpetuates underdevelopment; their presence catalyzes breakthroughs.
Relevant Examples Illustrating Essence and Impact
- Rwanda: Post-1994 genocide, intentional leadership focused on reconciliation, education, and technology hubs, supported by disciplined security reforms that prioritized professional training and community policing. This has elevated Rwanda to one of Africa’s fastest-growing economies, attracting foreign investment and reducing poverty dramatically.
- Botswana: Progressive leadership emphasized accountable resource management and anti-corruption measures, paired with a professional military and police force. The outcome is one of Africa’s most stable democracies and highest Human Development Indices.
- Singapore: Lee Kuan Yew’s intentional policies built a merit-based civil service and rigorous, rule-based security apparatus. This created a safe, efficient environment that transformed the nation into a global financial and logistics hub.
- Nigeria-specific: Initiatives like community-based security arrangements in some states, when aligned with progressive local leadership, have reduced localized banditry. Corporate examples include Lagos tech ecosystems thriving amid targeted security enhancements in business districts.
These cases justify the essence: deliberate leadership and disciplined security deliver measurable possibilities when integrated holistically.
Proffering Relevant Solutions: Pathways Forward Without Prejudice
Solutions must be context-specific yet universally applicable, emphasizing collaboration across stakeholders.
For Peoples (Individuals and Communities):
- Nigeria and Africa: Scale up human capital programs like Nigeria’s HCD 2.0 through universal basic education, vocational training, and digital literacy, especially in rural and conflict-affected areas. Integrate community policing models that empower local vigilantes under professional oversight to build trust.
- Wider World: Adopt inclusive social safety nets and mental health support in post-conflict settings. International partners can provide technical assistance for youth entrepreneurship funds.
- Outcome: Reduced vulnerability and empowered citizens who contribute actively to development.
For Corporates:
- Nigeria and Africa: Enact progressive policies such as streamlined business regulations, tax incentives for security technology investments, and public-private security partnerships (e.g., joint task forces for critical infrastructure). Encourage corporate social responsibility in community safety initiatives.
- Wider World: Promote global standards like ISO security management systems and cross-border investment guarantees tied to stability metrics.
- Outcome: Enhanced investor confidence, job creation, and innovation ecosystems.
For Nation Building:
- Nigeria: Strengthen institutional reforms, including anti-corruption enforcement, judicial independence, and devolved security responsibilities (e.g., state police with federal safeguards). Foster inclusive national dialogues and leverage technology for intelligence sharing.
- Africa: Enhance African Union mechanisms for peer review, joint peacekeeping, and economic integration to address transnational threats.
- Wider World: Support multilateral frameworks that reward progressive governance with development aid and security cooperation, emphasizing capacity-building over external imposition.
- Cross-cutting Measures: Invest in data-driven monitoring (e.g., peace indices), leadership training academies, and civil society engagement to ensure accountability.
Implementation requires political will, sustained funding, and adaptive evaluation. International standards—such as those from the World Bank’s governance indicators or the Institute for Economics and Peace—can guide benchmarking without external overreach.
Conclusion: A Call to Deliberate Action
Intentional progressive leadership and disciplined security are not abstract ideals but active agents that shape destinies. In Nigeria and across Africa, where challenges are pronounced yet potential is vast, their effective deployment can convert vulnerabilities into strengths. Globally, they offer proven blueprints for resilient, prosperous societies. The current picture, while marked by setbacks, also reveals pathways of hope through ongoing reforms and exemplary models. By embracing these forces with intentionality, stakeholders at all levels can deliver genuine possibilities—empowered peoples, thriving corporates, and cohesive nations. The imperative is clear: invest in people-centered leadership and professional security today to secure a more equitable and stable tomorrow. Through collaborative, evidence-based strategies, Nigeria, Africa, and the wider world can realize their full potential in an interdependent global order.
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, and resilient nation-building, and global peace. He can be reached via: tolulopeadegoke01@gmail.com, globalstageimpacts@gmail.com
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