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The Oracle: Disputes Between the States and the Federation: Examining the Jurisdiction of the Supreme Court (Pt. 1)

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By Mike Ozekhome

INTRODUCTION

The judiciary is the third arm of government and the repository of the powers of adjudication and settlement of disputes. It is a very central arm of government – with overwhelming responsibilities and duties. The judiciary is indispensable in all political administrations – no matter the model or nomenclature of such government. It is the custodian of the Constitution and gatekeeper of the laws in any system of government. It adjucates on disputes among the citizens; between citizens and governments; and between the governments interest.

Under the Constitution of the Federal Republic of Nigeria, 1999, as altered, the Judicature is provided for in Chapter 6. It should be noted that section 6 of Constitution also empowers the National Assembly to make laws for the establishment of some courts and conferment of jurisdiction on same. This paper discuses the jurisdiction of the Supreme Court to entertain disputes between States and the Federation.

UNDERSTANDING OF THE CONCEPT “JURISDICTION”
Jurisdiction simply means the authority which a court possesses to decide matters submitted to it. It is the whole basis of taking cognizance of matters presented before a court in a formal way, for the purpose of adjudication. SPDC Nig. Ltd Vs Isiah (2001) 11 NWLR Pt. 723, Pg 168 @ 179; Mobil Producing Nig Unltd v. LASEPA (2003) FWLR Pt. 137, pg 1029 @ 1052).

The Apex Court graphically illustrated this position in ATTORNEY GENERAL OF ANAMBRA STATE vs. ATTORNEY GENERAL OF THE FEDERATION (2007) All FWLR Pt. 379 pg. 1218 @ 1280 where it held, per I.T Muhammad JSC (as he then was) thus:
“Jurisdiction to a court of law is equated to blood in a living animal. Jurisdiction is the blood that gives life to the survival of an action in a Court of law, without which the action will be like an animal that has been drained of its blood. It will cease to have life and any attempt to resuscitate it without infusing blood into it would be an exercise in futility.”

Jurisdiction is the limit imposed on the power of a validly constituted court to hear and determine issues between persons seeking to avail themselves of its process, by reference to the subject matter of the issues, or to the persons between whom the issues are joined, or to the kind of reliefs sought. Petroleum (Special) Trust Fund vs. Fidelity Bank & Ors (2021) LPELR-56625(SC) at Pp 44 – 45 Paras F – C. In the fairly old case of AG FEDERATION v. AG OF ABIA STATE & ORS, (2001) LPELR-24862(SC); pp 114, paras C-D. per, Adolphus Godwin Karibi – White, JSC, (dissenting), illuminated noted that:

“The word jurisdiction means the authority the Court has to decide matters before it or to take cognisance of matters presented in a formal way for its decision (See Ndaeyo v. Ogunnaya (1977) 1 SC 11; National Bank v. Shoyoye (1977) SC 181).”

The Court of Appeal also took a bite in determining the meaning of jurisdiction in the more recent case of AJAYI v. ALARAB PROPERTIES LTD, (2021) LPELR-56073(CA) per UGOCHUKWU ANTHONY OGAKWU, JCA at (Pp 24 – 25 Paras F – B), thus:
“Now, the concept of the jurisdiction of a Court can mean two things: (i) the abstract right of a Court to exercise its powers in causes of a certain class, or (ii) the right of a Court to exercise its powers over a particular subject matter, or res in dispute. In the broader sense of the right of a Court to exercise its powers, jurisdiction implies the legal authority or legal capacity to adjudicate at all.”

HOW TO DETERMINE JURISDICTION: THE SUPREMESOURCE

On what determines jurisdiction, the intermediate court of Appeal addressed the matter in DEPUTY SHERRIF, FHC LAGOS JUDICIAL DIVISION & ANOR v. USIEBEMHEN, (2022) LPELR-57472(CA); Per Abubakar Sadiq Umar, JCA, At Pp 16 – 16, Paras B – D, thus:
“In determining whether a Court of law has jurisdiction to entertain an action, the Court must as a matter of law examine carefully the pleadings and other averments of the Claimant in the statement of claim. In order words, questions relating to locus standi (legal standing to maintain an action); whether a suit discloses a reasonable cause of action or constitutes an abuse of the Court process, it is the duty and incumbent on the Court to scrutinise and dissect the Claimant’s pleadings which captures the grounds and the interests for approaching the Court to ventilate a grievance.”

KEY POINTS TO NOTE ABOUT JURISDICTION

Jurisdiction is not just a procedural matter. It is a substantive issue in litigation. An objection to the jurisdiction of the court can be raised at any time, even when there are no pleadings filed, and the party raising such objection need not bring it under any rule. See A.G. KWARA STATE vs. OLAWALE. (1993) 1 N.W.L.R (Pt.272) 645 at 674-675. Issues of jurisdiction cannot be waived, nor can they be conferred by parties consenting among themselves to vest a Court with jurisdiction where none exists. See NIGERITE LIMITED vs. DALAMI (NIG.) LIMITED. (1992) 7 N.W.I.R (Pt.253) 288 at 297.

ESTABLISHMENT OF THE SUPREME COURT OF NIGERIA
The Supreme Court is established in Section 230 (1) of the Constitution of the Federal Republic of Nigeria, 1999, as amended. In sub-section (2) of Section 230, it is provided that the said Court “shall consist of the Chief of Nigeria and such number of Justices of the Supreme Court, not exceeding twenty one as may be prescribed by an Act of the National Assembly.” It is therefore worthy of note that, the phrase – not exceeding twenty-one is an implied amendment of section 210 of the 1979 Constitution and section 228 of the 1989 Constitution, which provided for a maximum of fifteen (15) Justices. Thus, section 230 is targeted at expounding the frontiers of the number in order to reduce the burdensome workload on their Lordships. The use of the word “shall”, connotes mandatory, while ‘and’ is conjunctive.

APPOINTMENT OF JUSTICES OF THE SUPREME COURT-HOW MADE

Section 231(1) and (2) of the Constitution, provides that:

“The Chief Justice of Nigeria and other Justices of the Supreme Court shall be appointed by the President on the recommendation of the National Judicial Council subject to confirmation by the Senate.”

By the provisions of Section 231(4) and (5), where the office of Chief Justice of Nigeria becomes or where vacant the person holding the office is for any reason unable to perform the function of his office, the President of Nigeria has the power to appoint the most senior Justice of the Supreme Court to perform those functions for not more than three months, except as otherwise recommended by the National Judicial Council (NJC). However, the President cannot re-appoint a person whose appointment has lapsed. It is therefore always advisable that the acting appointment is confirmed to avoid a constitutional crisis. It should be noted also that by virtue of the provisions of Section 231(3), a person shall not be qualified to hold the office of Chief Justice of Nigeria or of a Justice of the Supreme Court unless he is qualified to practise as a legal practitioner in Nigeria and has been so qualified for a period of not less than fifteen (15) years.

Having blazed the trail through a brief expository of the Supreme Court of Nigeria, it is germane at this juncture to examine what affects the jurisdiction of a Court, before delving into the crux of this vista.

FACTORS THAT AFFECT THE JURISDICTION OF A COURT

It is trite that an objection to jurisdiction is undoubtedly an objection to the competence of the court to entertain such a suit. See the case of WORGU BOGGA LTD AND ANOR V. HON. MINISTER OF THE FEDERAL CAPITAL TERRITORY (2009) LPLER- 20032

The determinant factors of Jurisdiction were laid to rest in the celebrated case of MADUKOLU V. NKEMDILIM. (1962) SCNJ 72 It was held that a court is competent to adjudicate upon a case when:

A. It is properly constituted with respect to the number and qualification of its membership;

B. The subject matter of the action is within its jurisdiction;

C. The action is initiated by due process;

D. Any condition precedent to the exercise of its jurisdiction has been fulfilled. Soyannwo v. Akinyemi (2001) 8 NWLR (pt. 714) p. 95 at 116 Paras H – B; Evbuomwan v. Bendel Insurance Co Plc (2001) 1 NWLR (pt. 694) at 396 para 3.

These factors are Joint, and the absence of any one affects the jurisdiction of the court in deciding the Court of Appeal in the case. See the case of CAVENDISH PETROLEUM NIGERIA LTD & ORS v. DERIBE & ANOR, 2014) LPELR-23350(CA), per Ibrahim Shata Bdliya, JCA, at Pages 21 – 24 Paras F – A) wherein it held that: “A Court is said to have jurisdiction and therefore competent to determine a suit when: (a) It is properly constituted as regards numbers and qualification of the members of the bench and no member is disqualified for one reason or other; (b) The subject matter of the case is within its jurisdiction, and there is no feature in the case which prevents the Court from exercising its jurisdiction; and (c) The case comes before a Court initiated by due process of law, and upon fulfillment of any condition precedent to the exercise of jurisdiction. These preconditions for a Court to be seized of jurisdiction are conjunctive and the non-fulfillment or absence of any of them would automatically rob the Court of jurisdiction to hear and determine the suit. See Drexel Energy & N.R. Ltd. v. Trans Inter Bank Ltd. (2008) 18 NWLR Pt.1119 P.388 @ 417. For a Court of law to have jurisdiction to hear and determine any suit, three (3) basic requirements must be met or satisfied as enunciated in the case of Madukolu v. Nkemdilim (1962) 2 All NLR P.581, which are thus: (a) “It is properly constituted as regards numbers and qualification of the members of the bench and no member is disqualified for one reason or other: (b) The subject matter of the case is within its jurisdiction, and there is no feature in the case which prevents the Court from exercising its jurisdiction; and (c) The case comes before a Court initiated by due process of law, and upon fulfillment of any condition precedent to the exercise of jurisdiction. (Emphasis supplied).

To further appreciate this discourse, it is quite pertinent to examine these factors.

To be continued...

THOUGHT FOR THE WEEK

“Could we forbear dispute, and practise love, we should agree as angels do above”. (Edmund Waller).

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Opinion

Book Review: Against the Odds by Dozy Mmobuosi

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By Sola Ojewusi

Against the Odds is an ambitious, deeply personal, and unflinchingly honest memoir that traces the remarkable rise of Dozy Mmobuosi, one of Nigeria’s most dynamic and controversial entrepreneurs. In this sweeping narrative, Mmobuosi reveals not just the public milestones of his career, but the intimate struggles, internal battles, and defining moments that shaped his identity and worldview.

The book is both a personal testimony and a broader commentary on leadership, innovation, and Africa’s future—and it succeeds in balancing these worlds with surprising emotional clarity.

A Candid Portrait of Beginnings

Mmobuosi’s story begins in the bustling, unpredictable ecosystem of Lagos, where early challenges served as the furnace that forged his ambitions. The memoir details the circumstances of his upbringing, the value systems passed down from family, and the early encounters that sparked his desire to build solutions at scale.

These foundational chapters do important work: they humanize the protagonist. Readers meet a young Dozy not as a business figurehead, but as a Nigerian navigating complex social, financial, and personal realities—realities that millions of Africans will find familiar.

The Making of an Entrepreneur

As the narrative progresses, the memoir transitions into the defining phase of Mmobuosi’s business evolution. Here, he walks readers through the origins of his earliest ventures and the relentless curiosity that led him to operate across multiple industries—fintech, agri-tech, telecoms, AI, healthcare, consumer goods, and beyond.

What is striking is the pattern of calculated risk-taking. Mmobuosi positions himself as someone unafraid to venture into uncharted territory, even when the cost of failure is steep. His explanations offer readers valuable insights into:
• market intuition
• the psychology of entrepreneurship
• the sacrifices required to build at scale
• the emotional and operational toll of high-growth ventures

These passages make the book not only readable but instructive—especially for emerging

African entrepreneurs.

Triumphs, Crises, and Public Scrutiny
One of the book’s most compelling strengths is its willingness to confront controversy head-on.

Mmobuosi addresses periods of intense scrutiny, institutional pressure, and personal trials.

Instead of glossing over these chapters, he uses them to illustrate the complexities of building businesses in emerging markets and navigating public perception.

The tone is reflective rather than defensive, inviting readers to consider the thin line between innovation and misunderstanding in environments where the rules are still being written.

This vulnerability is where the memoir finds its emotional resonance.

A Vision for Africa

Beyond personal history, Against the Odds expands into a passionate manifesto for African transformation. Mmobuosi articulates a vision of a continent whose young population, natural resources, and intellectual capital position it not as a follower, but a potential leader in global innovation.

He challenges outdated narratives about Africa’s dependency, instead advocating for
homegrown technology, supply chain sovereignty, inclusive economic systems, and investment in human capital.

For development strategists, policymakers, and visionaries, these sections elevate the work from memoir to thought leadership.

The Writing: Accessible, Engaging, and Purposeful

Stylistically, the memoir is direct and approachable. Mmobuosi writes with clarity and intention, blending storytelling with reflection in a way that keeps the momentum steady. The pacing is effective: the book moves seamlessly from personal anecdotes to business lessons, from introspection to bold declarations.

Despite its business-heavy subject matter, the prose remains accessible to everyday readers.

The emotional honesty, in particular, will appeal to those who appreciate memoirs that feel lived rather than curated.

Why This Book Matters

Against the Odds arrives at a critical moment for Africa’s socioeconomic trajectory. As global attention shifts toward African innovation, the need for authentic narratives from those building within the system becomes essential.

Mmobuosi’s memoir offers:
• a case study in resilience
• an insider’s perspective on entrepreneurship in frontier markets
• a meditation on reputation, legacy, and leadership
• a rallying cry for African ambition

For readers like Sola Ojewusi, whose work intersects with media, policy, leadership, and social development, this book offers profound insight into the human stories driving Africa’s new generation of builders.

Final Verdict

Against the Odds is more than a success story—it is a layered, introspective, and timely work that captures the pressures and possibilities of modern African enterprise. It challenges stereotypes, raises important questions about leadership and impact, and ultimately delivers a narrative of persistence that audiences across the world will find relatable.

It is an essential read for anyone interested in the future of African innovation, the personal realities behind public leadership, and the enduring power of vision and resilience

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Opinion

Redefining Self-leadership: Henry Ukazu As a Model

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By Abdulakeem Sodeeq SULYMAN
In a world filled with talents and unique gifts, nurturing oneself for an impact-filled living becomes one of the potent metrics for assuming how one’s life would unfold – either in the nearest or far future. I am sure the question you may be curious to ask is ‘what is the important quality that has shaped the life of every individual who has unleashed their ingenuity?’ Apparently, our society is filled with numerous people, who missed the track of their life. Their iniquity is boiled down to one thing – failure to lead oneself.
Realising how important it is to be your own leader has been the springboard for every transformative life. Notably, this also becomes the premise for appreciating and celebrating Henry Ukazu for setting the pace and modeling self-leadership in this era, where self-leadership is under-appreciated by our people. Self-leadership itself engineers purposeful and impactful living, turning individuals to sources of hope to others.
This is exactly what Henry Ukazu symbolises. The name Henry Ukazu is akin to many great things such as ‘Unleashing One’s Destiny,’ ‘Finding One’s Purpose’ and ‘Triumphant Living.’ Regardless of the impression one have formed about Henry Ukazu, one thing you cannot deny is his ability to be pure to nature and committed to his cause. Henry Ukazu is one of the rare people who still believed in the values of the human worth and has committed every penny of his to ensure that every human deserves to live the best life.
The trajectory of Henry Ukazu’s life is convincing enough to be choosing as an icon by anyone who chooses to climb the ladder of self-leadership. Oftentimes, Henry Ukazu always narrate how he faced the storms of life when birthing his purpose. He takes honour in his struggles, knowing full well that every stumbling blocks life throws at him helped in building himself. If not for self-leadership, he will not found honours in his struggles, let alone challenging himself to be an example of purposeful living to others.
Without mincing words, Henry Ukazu’s life has been blessed with the presence of many people, with some filling his life with disappointments, while some blessing him with immeasurable transformations. Surprisingly, Henry Ukazu has never chosen to be treating people negatively; rather he would only choose the path of honour by avoiding drama and let common sense prevail. That’s one of the height of simplicity!
Dear readers, do you know why today is important for celebrating Henry Ukazu? Today, 3rd December, is his birthday and with all sincerity, Henry Ukazu deserves to be celebrated because he has chosen the noble path, one filled with honours and recognitions for being an icon of inspiration and transformation to the mankind. As Henry Ukazu marks another year today, may the good Lord continue shielding him from all evils and guiding him in right directions, where posterity will feel his role and impacts!
Many happy returns, Sir!

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Opinion

The Fault Lines of Power: A Global Leadership Crisis and the Path to Restoration

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By Tolulope A. Adegoke, PhD

“Across the world, we are navigating the fault lines of outdated leadership. The future belongs to those who can mend these cracks with the mortar of integrity, the vision of long-term purpose, and the resilience of empowered people” Tolulope A. Adegoke, PhD

Leadership serves as the foundational pillar for any thriving organization, corporation, or nation. It is the critical framework meant to ensure stability, inspire direction, and foster resilience against challenges. Yet, a pervasive and unsettling phenomenon is emerging worldwide: the development of deep fault lines within these very structures of authority. This crisis of confidence spans sectors and continents, from established Western democracies to burgeoning economies in the Global South.

This examination explores these global leadership fissures, with a specific focus on Nigeria’s complex landscape. We will diagnose the universal symptoms, analyze their acute manifestation in the Nigerian context, and ultimately, propose a constructive framework for renewal aimed at individuals, businesses, and governments.

Diagnosing the Global Leadership Decay

The erosion of effective leadership rarely happens overnight. It typically begins with subtle, often ignored fractures that gradually weaken the entire system. These fractures commonly appear as:

  1. The Credibility Chasm: A growing disconnect between a leader’s promises and their tangible actions. When rhetoric of transparency clashes with a reality of opacity, the essential bond of trust is severed.
  2. The Tyranny of the Immediate: An overwhelming focus on short-term gains—be it quarterly earnings or political popularity—that sacrifices long-term strategy and sustainable health. This is the equivalent of building on unstable ground.
  3. Strategic Inertia: In a world defined by rapid change, leaders who cling to outdated, rigid hierarchies render their organizations incapable of adapting, innovating, or surviving future shocks.
  4. The Empathy Void: Leadership that is intellectually or emotionally detached from the realities of its people, employees, or citizens. This breeds disengagement, stifles collaboration, and fuels a silent exodus of talent and goodwill.
  5. The Succession Failure: A critical neglect of leadership pipeline development, which creates a dangerous vacuum of vision and competence during transitions, jeopardizing institutional memory and future stability.

The Nigerian Context: A Magnified View of the Crisis

Nigeria, a nation brimming with phenomenal human and natural potential, offers a powerful case study where these global fault lines are particularly pronounced and consequential.

Within the Political Arena:

Leadership is frequently marred by a system that rewards patronage over performance. Rampant corruption diverts essential resources from critical public services, leading to a catastrophic decay in infrastructure, healthcare, and education. This, combined with policy instability across political administrations, creates an environment of uncertainty that discourages vital long-term investment.

Within the Corporate Sphere:

Many organizations, including prominent family-owned conglomerates, are hindered by overly centralized decision-making and weak corporate governance structures. When nepotism overshadows meritocracy, innovation is suppressed, and employee motivation withers. A survivalist mindset, driven by a challenging economic climate, often trumps strategic investment in talent and innovation.

Within Public Institutions:

A pervasive culture of bureaucracy and inefficiency often widens the gap between the government and the governed. This leads to profound citizen frustration and a demoralized public workforce, undermining the very purpose of these institutions.

The cumulative effect of these intersecting failures is a palpable national anxiety—a widespread belief that the nation is operating far below its potential, not due to a lack of resources or talent, but because of a fundamental breakdown in its leadership frameworks.

A Framework for Renewal: Building Resilient Leadership

Identifying the problem is only the first step. The imperative is to forge a path forward. The following advisory framework outlines how to bridge these fault lines and unlock latent possibilities.

For Individuals (The Agents of Change):

  1. Transition from Spectator to Stakeholder: Exercise accountability through informed civic participation and constructive advocacy. Use platforms, including digital media, to demand transparency and results from leaders.
  2. Embody Ethical Leadership Daily: Demonstrate integrity, accountability, and empathy within your immediate circle—your workplace, community, and family. Leadership is an action, not merely a position.
  3. Commit to Lifelong Learning: Proactively acquire new skills, cultivate a global perspective, and strengthen your emotional intelligence to navigate an increasingly complex world.
  4. Engage in Reciprocal Mentorship: Actively seek guidance while also dedicating time to mentor others. Cultivating the next generation is a collective responsibility that ensures a continuous flow of capable leaders.

For Corporations (The Economic Catalysts):

  1. Ingrain, Don’t Just Install, Governance: Move beyond superficial compliance. Foster a culture where independent boards, radical transparency, and ethical practices are non-negotiable core values.
  2. Systematize Leadership Development: Establish robust talent management and succession planning programs. Intentionally identify and nurture future leaders through targeted training, mentorship, and strategic role assignments.
  3. Champion a Stakeholder-Centric Purpose: Define a corporate mission that creates genuine value for all stakeholders—employees, customers, communities, and the environment. This builds lasting brand equity and attracts purpose-driven talent.
  4. Cultivate Psychologically Safe Spaces: Foster an organizational climate where employees feel empowered to voice ideas, question assumptions, and experiment without fear of reprisal. This is the bedrock of a truly innovative and adaptive organization.

For Nations (The Architects of Society):

  1. Fortify Institutions Over Individuals: Invest in building strong, independent institutions—such as the judiciary, electoral commissions, and anti-corruption bodies—that can function autonomously and uphold the rule of law.
  2. Prioritize Human Capital as the Supreme Asset: Direct national investment toward foundational pillars like quality public education and healthcare. An educated, healthy, and skilled populace is the most critical driver of sustainable national development.
  3. Articulate and Adhere to a Long-Term National Vision: Develop a strategic, non-partisan national development plan that provides a consistent direction for policy, transcending political cycles and uniting citizens around a common goal.
  4. Establish a Consequence-Based Culture: Implement a system where integrity is visibly rewarded and corruption is met with swift, transparent, and impartial justice, regardless of the offender’s status.

Conclusion: Laying a New Foundation

The fault lines in global leadership present a significant challenge, but they also offer a clarion call for renewal. The solution lies in a deliberate return to the core tenets of visionary, accountable, and empathetic leadership.

For Nigeria, and for the world at large, delivering on our shared potential requires a concerted effort to repair these foundations. We must collectively shift from a culture of short-sightedness to one of intergenerational stewardship, and from fractured allegiances to a unified commitment to the common good.

The blueprint for change is clear. By choosing to reinforce our leadership at every level, we can transform these fault lines into cornerstones for a more prosperous, stable, and equitable future. The responsibility to build rests with all of us.

Dr. Tolulope A. Adegoke, AMBP-UN is a Doctor of Philosophy (PhD) in History and International Studies, Fellow Certified Management Consultant & Specialist, Fellow Certified Human Resource Management Professional, a Recipient of the Nigerian Role Models Award (2024), and a Distinguished Ambassador For World Peace (AMBP-UN). He has also gained inclusion in the prestigious compendium, “Nigeria @65: Leaders of Distinction”.

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