Metro
The State of Leadership Today: A Look at Global, African and Nigerian Realities
By Tolulope A. Adegoke, PhD
“Leadership for our age is measured not by the height of the throne, but by the depth of its roots in integrity, the breadth of its embrace of collective talent, and the courage to cultivate systems that bear fruit for generations yet unseen” – Tolulope A. Adegoke, PhD.
Leadership today is at a crossroad. Around the world, in our communities, and within our organizations, old ways of leading are straining under new pressures. This isn’t just a theoretical discussion; it’s about the quality of our daily lives, the success of our businesses, and the future of our nations. Let’s walk through the current trends, understand their very real impacts, and then explore practical, hands-on solutions that can unlock a better future for everyone.
Part 1: The Leadership Landscape – Where We Stand
The Global Picture: Beyond the Solo Leader
The image of the all-powerful, decisive leader at the top of a pyramid is fading. Today, effective leadership looks different. It’s more about empathy and service than authority. People expect their leaders—in companies and governments—to be authentic, to listen, and to foster teams where everyone feels safe to contribute. Furthermore, leadership is now tightly linked to purpose and responsibility. It’s no longer just about profits or power; stakeholders demand action on climate, fair treatment of workers, and ethical governance. Leaders must also be tech-savvy guides, helping their people navigate constant digital change while dealing with unpredictable global events that disrupt even the best-laid plans.
Africa’s Dynamic Challenge: Youth and Promise
Africa’s story is one of incredible potential meeting stubborn challenges. The continent is young, energetic, and full of innovative spirit. Yet, this tremendous asset often feels untapped. Too frequently, a gap exists between this rising generation and established leadership structures, leading to frustration. While the African Continental Free Trade Area (AfCFTA) presents a historic chance for economic unity, it requires leaders who think beyond their own borders. At the same time, democratic progress sometimes stalls, with leaders clinging to power. The most pragmatic leaders are those who engage with the vibrant informal economy—the hustlers, market traders, and artisans—who form the backbone of daily life and hold the key to inclusive growth.
Nigeria’s Pressing Reality: Crisis and Resilience
In Nigeria, the leadership experience often feels like moving from one emergency to the next. Attention is consumed by immediate crises—security threats, economic swings, infrastructure breakdowns—making long-term planning difficult. This has triggered a profound loss of confidence, visibly seen in the “Japa” phenomenon, where skilled professionals leave seeking stability and opportunity abroad. This brain drain is a direct critique of the system. Politics remains deeply influenced by ethnic and regional loyalties, which can overshadow competence and national vision. Yet, in the face of these trials, a remarkable spirit of entrepreneurial resilience shines through. Nigeria’s business people and tech innovators are daily solving problems and creating value, often compensating for wider systemic failures.
Part 2: The Real-World Impact – How This Affects Us All
These trends are not abstract; they touch lives, businesses, and countries in tangible ways.
· On Everyday People: When leadership is perceived as self-serving or ineffective, trust evaporates. People feel anxious about the future and disconnected from their leaders. This can manifest as cynicism, social unrest, or the difficult decision to emigrate. The struggle to find good jobs, feel secure, and build a future becomes harder, deepening inequalities.
· On Companies and Organizations: Businesses operate in a tough space. They face a war for talent, competing to retain skilled employees who have global options. They must also navigate unpredictable policies, provide their own power and security, and balance profitability with rising demands for social responsibility. The burden of operating in a challenging environment increases costs and risk.
· On Nations: Countries plagued by poor governance face a competitiveness crisis. They struggle to attract the kind of long-term investment that builds economies. Policy becomes unstable, changing with political winds, which scares off investors and stalls development. Ultimately, this can destabilize not just one nation but entire regions, as problems like insecurity and migration spill across borders.
Part 3: A Practical Pathway Forward – Building Leadership That Delivers
The situation is complex, but it is not hopeless. Turning things around requires deliberate, concrete actions focused on systems, not just individuals.
1. Fortify Institutions with Transparency and Merit.
We must build systems so strong that they work regardless of who is in charge.
· Action: Legally protect key institutions—the electoral body, the civil service, the courts—from political interference. Appointments must be based on proven competence and integrity, not connections.
· Action: Implement technology-driven transparency. Let citizens track government budgets and projects in real time through public online portals. Sunshine is the best disinfectant.
2. Bridge the Gap Between Leaders and the Led.
Leadership must become a conversation, not a monologue.
· Action: Create mandatory Youth Advisory Councils at all levels of government and in large corporations. Give young people a formal platform to contribute ideas and hold leaders accountable on issues like education, digital innovation, and job creation.
· Action: Leaders must adopt regular, unscripted “town hall” meetings and use simple digital platforms to explain decisions and gather feedback directly from citizens and employees.
3. Channel Entrepreneurship into National Solutions.
Harness the proven problem-solving power of the private sector.
· Action: Establish Public-Private Impact Partnerships. For example, the government can partner with tech companies to roll out digital identity systems or with agribusinesses to build modern farm-to-market logistics. Clear rules and shared goals are key.
· Action: Launch National Challenge Funds that invite entrepreneurs and researchers to compete to solve specific national problems, like local clean energy solutions or affordable healthcare diagnostics, with funding and market access as the prize.
4. Redeploy Nigeria’s Greatest Export: Its Diaspora.
Turn the brain drain into a brain gain.
· Action: Create a Diaspora Knowledge & Investment Bureau. This agency would actively connect Nigerians abroad with opportunities to mentor, invest in startups, or take up short-term expert roles in Nigerian institutions, transferring vital skills and capital.
· Action: Offer tangible incentives, like tax breaks or matching funds, for diaspora-led investments in critical sectors like healthcare, renewable energy, and vocational training.
5. Cultivate a New Mindset in Every Citizen.
Ultimately, the culture of leadership starts with us.
· Action: Integrate ethics, civic responsibility, and critical thinking into the core curriculum of every school. Leadership development begins in the classroom.
· Action: Celebrate and reward “Local Champions”—the honest councilor, the community organizer, the business owner who trains apprentices. We must honor integrity and service in our everyday circles to reshape our collective expectations.
Conclusion: The Work of Building Together
The challenge before us is not to find a single heroic leader. It is to participate in building a better system of leadership. This means championing institutions that work, demanding transparency in our spaces, mentoring someone younger, and holding ourselves to high ethical standards in our own roles.
For Nigeria and Africa, the possibility of a brighter future is not a dream; it is a choice. It is the choice to move from complaining about leaders to building leadership. It is the choice to value competence over connection, to seek common ground over division, and to invest in the long-term health of our community. This work is hard and requires patience, but by taking these practical steps—starting today and in our own spheres—we lay the foundation for a tomorrow defined by promise, stability, and shared success. The power to deliver that possibility lies not in one person’s hands, but in our collective will to act.
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
The Academic Board of Kogi State Polytechnic has approved the first semester results for the 2025/2026 academic session and withdrawn 229 students over poor academic performance.
The decision was taken at the Board’s meeting held on May 12, 2026, in Lokoja and chaired by the Rector, Professor Salihu Sanusi Avidime, according to a statement issued on Thursday by the acting Coordinator of Public Relations and Protocols, John Amos Onimisi.
The meeting had in attendance principal officers, deans, heads of departments and other members of the Academic Board, who deliberated on key academic issues affecting the institution.
Onimisi said the results were approved following a rigorous verification exercise conducted by the Academic Board Central Results Verification Committee.
He explained that the committee thoroughly reviewed and authenticated submissions from various departments to ensure accuracy, fairness and compliance with the polytechnic’s academic regulations.
“The committee’s report subsequently served as a critical guide in the Academic Board’s deliberations and final decisions on the results,” he stated.
The Rector was said to have commended members of the committee for their diligence, professionalism and commitment to maintaining academic standards in the institution.
The Board said the withdrawal of the 229 students is aimed at upholding academic excellence and preserving the integrity of certificates issued by the polytechnic.
It added that the decision is in line with existing academic regulations, and intended to promote discipline and encourage better academic performance among students.
Comedian and actor, Ayo Makun aka AY, has recounted the final moments of actor Alex Ekubo before his death on May 11, 2026.
Ekubo reportedly died from complications following liver failure, having been diagnosed with stage four liver cancer in 2024.
AY, who was reportedly present at the hospital, said Ekubo was smiling at the time of his death.
He described the loss as difficult to accept and reflected on their shared experiences in the film industry over the years.
The comedian stated that he witnessed the grief of family and friends at the hospital, expressing shock at the actor’s passing.
AY added that Ekubo would be remembered for his contributions beyond film and public recognition.
“Some losses do not feel real no matter how many times you try to process them. Still struggling with the reality that you are gone, Alex.
“From the laughter to the conversations, the random moments, the brotherhood, and all the memories we shared in this industry. This one hurts deeply.
“I was there. I saw you still smiling even in death. I saw the tears from friends and family. And honestly, a part of me is still in shock. Rest well my brother. You will be remembered beyond the lights, the cameras, and the fame,” AY wrote.
The Joint Admissions and Matriculation Board (JAMB), on Monday, released the minimum Unified Tertiary Matriculation Examination (UTME) cut-off marks approved by universities across Nigeria for the 2026 admission exercise.
The cut-off marks were announced following the 2026 Policy Meeting on Admissions to Tertiary Institutions held in Abuja.
According to the approved list, Pan-Atlantic University fixed the highest minimum cut-off mark at 220.
Several institutions, including the University of Benin, University of Lagos, University of Ibadan, University of Nigeria, Covenant University, Air Force Institute of Technology, and Obafemi Awolowo University, adopted 200 as their minimum benchmark.
JAMB stated that the approved figures represent the minimum thresholds for admission consideration.
The Board noted that institutions may still set higher requirements for competitive courses such as medicine, engineering, pharmacy, and law.
Below is the full list of universities and their approved minimum UTME scores for the 2026 admission exercise:
Pan-Atlantic University – 220
Air Force Institute of Technology – 200
Covenant University – 220
Federal University of Medicine and Medical Sciences, Abeokuta – 200
Obafemi Awolowo University – 200
University of Benin – 200
University of Ibadan – 200
University of Lagos – 200
University of Nigeria, Nsukka – 200
Lagos State University of Science and Technology – 195
Lagos State University – 195
Lagos State University of Education – 185
Afe Babalola University – 180
Ahmadu Bello University – 180
Federal University of Health Sciences, Ila Orangun – 180
Nigeria Police Academy – 180
Nigerian University of Technology and Management – 180
Shanahan University – 180
University of Abuja (Yakubu Gowon University) – 180
University of Ilorin – 180
University of Jos – 170
Augustine University – 170
Babcock University – 170
Federal University of Applied Sciences, Kachia – 170
Federal University, Lafia – 170
Ladoke Akintola University of Technology – 170
Nasarawa State University – 170
BITS University, Bwari – 170
Ibrahim Badamasi Babangida University – 160
Abubakar Tafawa Balewa University – 160
Admiralty University of Nigeria – 160
African Aviation and Aerospace University – 160
Ajayi Crowther University – 160
Al-Hikmah University – 160
Bamidele Olumilua University – 160
Bayero University, Kano – 160
Bells University of Technology – 160
Caleb University – 160
Chrisland University – 160
Dominion University – 160
Emmanuel Alayande University of Education – 160
Federal University of Agriculture, Abeokuta – 160
Federal University of Education, Pankshin – 160
Federal University of Health Sciences, Otukpo – 160
Federal University of Technology and Environmental Sciences, Iyin Ekiti – 160
Federal University of Technology, Ikot-Abasi – 160
First Technical University – 160
Imo State University – 160
Isaac Balami University of Aeronautics and Management – 160
Karl Kumm University – 160
Kwara State University – 160
Landmark University – 160
Lead City University – 160
Modibbo Adama University – 160
Nnamdi Azikiwe University – 160
Olabisi Onabanjo University – 160
Osun State University – 160
Plateau State University – 160
Redeemer’s University – 160
Summit University – 160
Tai Solarin University of Education – 160
Taraba State College of Nursing and Midwifery – 160
University of Ilesa – 160
AbdulRasaq Abubakar Toyin University – 150
Adamawa State University – 150
Adeleke University – 150
African School of Economics, Abuja – 150
