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Voice of Emancipation: Lessons from Nehemiah (Pt. 3)
…Lessons for Leadership
By Kayode Emola
In this week’s article, continuing with our theme of Lessons from Nehemiah, I would like to consider what the account has to say to us about leadership. This is relevant, not only for those of us who might find ourselves in positions of leadership in the future, but also for those of us who will be _under_ those in positions of leadership: it is important to know what to expect of our leaders so that we may hold them to account.
It is also worth considering that, while most of us will never ascend to the heights of becoming President or a government minister, many of us hold leadership roles within our day-to-day lives. Do you have people under you at your place of work? Congratulations, you are a leader. Are you a parent? Then you’re also a leader of your children. Are you a doctor, lawyer, accountant, engineer, pharmacist, teacher, or undertake any kind of job where people rely on you for your expertise? Then you need to be able to lead them along the path that you are suggesting for them. The principles learned here, therefore, would also be readily applicable to the vast majority of us.
The first principle is that of delegation. A leader cannot, and should not, do everything themselves. Firstly, a leader will not possess all of the skills required to do every job. I take an example from the medical world: in a critical trauma situation, you may need a surgeon, a paediatrician, an anaesthetist. Each of these have particular skills that the other lacks. The surgeon cannot anaesthetise someone, just as the paediatrician cannot perform life-saving surgery. But co-ordinating all of them is the trauma team leader. The trauma team leader, usually a casualty doctor, is likely not to have the level of skill of operating that the surgeon does, nor know the correct doses of medicine to give a child like the paediatrician does, nor have the same degree of prowess with anaesthetic medications that the anaesthetist does. They do not assume the position of ‘trauma team leader’ because they are the best in all these fields. Rather, their job is to keep an overview of everything that is going on, to allow the specialists to focus solely on their own area of expertise. The team leader maintains awareness of all the tasks that need performing, and ensures that each of these is delegated to the person most suitably skilled for doing so.
This leads us to the second reason that delegation is an important leadership characteristic: a leader is required to maintain oversight of the project as a whole. This is impossible if the leader becomes too focused on a single task or aspect of the undertaking. If Nehemiah had become too concerned with ensuring that the mortar was the correct composition and consistency, he might have missed the enemies who were assembling to attack the labourers. He needed to keep his eyes on the big picture.
Finally, if a leader does not delegate, and attempts to undertake too great a portion of the task alone, they will tire, and ultimately burn out. Resultantly, they will be less effective – in fact, they will have gone from being an asset to being an extra burden, as the workers will then have to be looking after the leader and performing the leadership role, as well as addressing their own tasks.
When a leader is delegating, they need to consider the means by which they do so. As previously alluded to, they need to ensure that tasks are given to the most appropriate people to undertake them. They also need to ensure that they communicate this clearly. Failure to do so can cause confusion, stress, demoralisation and demotivation amongst the workforce, as it is unclear what is expected or required of them. Consider the context of being a parent to a young child: if you hand your child a pencil and tell them do spend time drawing/writing, but fail to specify on what or monitor their activities, then if you find that they have written on the wall and shout at them for doing so, they will become confused and upset. In their mind, they were doing what they were told – so why now are they being rebuked for it?
As suggested already, the person in a position of leadership is not necessarily there because they are the best at everything, and so there should be no assumption of superiority. We know very well that this is often not the case in our current situation, where our leaders take the cream for themselves and leave only the dregs for everyone below. If confronted about this, there would often be an attitude of, “I deserve this because I hold [xyz] position.”
Nehemiah was entitled to a portion of food as a member of the governors. But in order that he did not place extra burden on his people, he did not take it. Governors who had preceded him had taken that which was their due and more besides. A leader is put in place to serve the best interests of those in their care; they should take heed that they do so, and face repercussions if they do not. If we turn a blind eye to the immoral actions of leaders, then they will continue to perpetuate such corruption. If they are held to account – and know that they will be so – then a higher quality of leadership will be cultivated.
Not only should our leaders be held to account for the morality of their own actions, but any leader desiring to be considered worthy of the position must take responsibility for the wellbeing of their people. Therefore, if their people are suffering, it is their duty to take action to alleviate it; and if they fail to do so, they must be called to explain why they have not.
As important as meeting the physical needs of the people in their care, a leader must cultivate an environment that engenders good emotional health as well. When the Israelites were grieved, the Levites calmed their distress and spoke words of encouragement to them. A happy workforce is a productive workforce; and a contented community is a cohesive one.
When the leaders started to allow compromise in their standards, Nehemiah did not simply overlook it, with an attitude of, “it’s only a minor thing, so I’ll let them get away with it.” He called them to account for the small transgressions to prevent them escalating into large ones. A small patch of mildew on the wall may only take seconds to clean. But if you ignore it because it is only minor, you will very soon find that is has spread and consumed your entire wall. Now, instead of a simple cleaning job to remedy the situation, you find yourself having to replace the whole wall. So it is with moral compromise. If you permit minor crimes to pass unpunished, then major ones will soon follow. We must hold our leaders to account for the small things, so that we know they can be trusted with the big ones.
At the heart of the failings of Nigeria as a country lies the failings of her leaders to lead well. We must not allow this same rot to spread within our Yoruba communities and nation. Each one of us must be vigilant about maintaining standards, both in our personal lives and any sphere of leadership within which we find ourselves, but also in those appointed to lead us. We must hold our leaders to account, and be humble enough to be held to account ourselves when trusted with leadership positions. In so doing, we will be able to build a new society, a tomorrow that is free of the plague of corruption and consequent national dereliction which so devastatingly afflicts us today.
Special Credit: Dr. Bethan Emola
Kwara State governor, AbdulRahman AbdulRazaq, has announced the release of the 38 worshippers who were abducted by bandits from the Christ Apostolic Church, Eruku.
The victims, who were kidnapped during a recent attack on the church, regained their freedom on Sunday after days of what the governor described as intense collaboration among security agencies and government authorities.
Governor AbdulRazaq attributed the successful rescue operation to what he called President Bola Tinubu’s “hands-on approach,” saying the President personally led efforts to secure the release of the abducted persons.
He disclosed that President Tinubu cancelled his scheduled trip to the G20 meeting in South Africa to focus on security breaches in Kwara and Kebbi states, adding that the President also ordered increased security deployments to the affected areas.
The Governor extended appreciation to the Office of the National Security Adviser, the Department of State Services, the Nigerian Army, the Nigeria Intelligence Agency, and the Nigeria Police Force, which recently deployed four additional tactical teams to Kwara on the President’s directive.
He also thanked security operatives, community leaders, religious bodies, and residents of Kwara State for their support throughout the ordeal.
The Christian Association of Nigeria (CAN) has strongly condemned the violent attack on Christ Apostolic Church in Eruku town, Ekiti Local Government Area of Kwara State, describing the incident as both “heartbreaking and sad.”
The attack, which occurred during a prayer service, reportedly left some worshippers dead and an unspecified number abducted, shocking the Christian community and highlighting persistent insecurity in vulnerable regions.
By Tolulope A. Adegoke, PhD
“The transformation of Nigeria hinges not on a single leader, but on a reformed system that cultivates servant leadership, institutional integrity, and strategic foresight across all sectors” – Tolulope A. Adegoke, PhD
Preamble
Nigeria’s potential is constrained not by a lack of resources, but by a deficit of transformative leadership. To unlock the possibilities for its people, corporations, and the nation, a systemic overhaul is required. Dr. Adegoke presents an original, comprehensive framework designed to cultivate a new leadership paradigm across all sectors. The proposed model is built on the pillars of ethical governance, institutional integrity, strategic competency, and a culture of servant leadership, aligning Nigerian outcomes with global benchmarks for sustainable development.
1. The Core Philosophy: Redefining Leadership for Nigeria
The prevailing leadership model, often characterized by transactional and authoritarian tendencies, must be deliberately supplanted. The new ethos must be rooted in two complementary paradigms:
· Servant Leadership: Positioning leaders as enablers and stewards whose primary mandate is to empower citizens and employees, remove systemic obstacles, and foster an environment for collective flourishing.
· Transformational Leadership: Demanding leaders who can articulate and inspire commitment to a unifying national vision—one that transcends parochial interests and mobilizes human capital towards shared prosperity.
· Stakeholder Value Orientation: For the corporate sector, this necessitates a shift from narrow shareholder primacy to a broader commitment to creating value for all stakeholders—employees, customers, communities, and the environment—in alignment with international Environmental, Social, and Governance (ESG) principles.
2. A Multi-Sectoral Framework for Action
Sustainable progress requires synchronized leadership excellence across public, private, and civic spheres.
Tier 1: Public Sector & Governance Reformation
The public sector sets the foundational tone and must be the primary focus of reform.
A. Institutional Fortification:
· Meritocratic Appointments: Establish transparent, competitive recruitment processes for all significant public offices (Ministers, Agency Heads, Ambassadors), with publicly disclosed competency criteria to eliminate patronage.
· Guaranteed Autonomy: Legislate and enforce the operational and financial independence of critical institutions—the Judiciary, anti-corruption bodies (EFCC, ICPC), the electoral commission (INEC), and the Central Bank (CBN). Leadership appointments must be based on non-partisan expertise.
· Digital-First Governance: Accelerate the implementation of a robust national digital identity system and integrate all citizen-facing services onto centralized, interoperable platforms to enhance efficiency, transparency, and accountability.
B. Performance and Accountability Infrastructure:
· Mandatory KPIs for Public Officials: Link the tenure and remuneration of cabinet members, governors, and agency heads to the achievement of Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) objectives, directly tied to national development goals like the Sustainable Development Goals (SDGs).
· Radical Transparency: Mandate real-time public disclosure of government budgets, contracts, and project trackers through open-data portals to empower citizen oversight and deter malfeasance.
C. Justice and Security Sector Modernization:
· Leadership Accountability: Invest in continuous, world-class training for judicial and security leadership in modern jurisprudence, human rights, and strategic management. Hold leaders directly accountable for the ethical conduct of their institutions.
Tier 2: Corporate Sector & Economic Leadership
The private sector must evolve from navigating a challenging environment to actively shaping a competitive one.
A. Mainstreaming Global Best Practices:
· Mandatory ESG Integration: Enforce comprehensive ESG reporting as a listing requirement on the Nigerian Exchange (NGX) to align with global capital markets, attract sustainable investment, and demonstrate corporate responsibility.
· Robust Corporate Governance: Strengthen the enforcement of the Nigerian Code of Corporate Governance, ensuring board compositions reflect diversity, independence, and strategic expertise for effective oversight.
B. Cultivating Ethical Innovation:
· The Ethical Tone from the Top: CEOs and board chairs must be the chief advocates for organizational integrity, implementing zero-tolerance policies for corruption and fostering a culture of compliance.
· Strategic Investment in Human Capital: Corporate strategy must prioritize significant investment in research & development (R&D) and continuous talent development to build a globally competitive Nigerian workforce.
C. Constructive Collaboration:
· Strategic Public-Private Partnerships (PPPs): Corporate leaders should engage government as proactive partners in co-designing critical infrastructure and policy frameworks.
· Industry-Wide Standards: Form influential industry consortia to drive self-regulation, establish high operational standards, and advocate for sector-wide policies that enhance national competitiveness.
Tier 3: Civic & Grassroots Leadership Activation
Unleashing the potential of the Nigerian people is the ultimate objective.
A. Educational System Transformation:
· Curriculum Modernization: Overhaul the national educational curriculum to embed critical thinking, digital literacy, ethical reasoning, and entrepreneurial skills from foundational to tertiary levels.
· Reforming the NYSC: Re-engineer the National Youth Service Corps into a premier leadership academy, focusing on practical community development, entrepreneurship, and fostering genuine national cohesion.
B. Empowering Civil Society:
· Amplifying Grassroots Voices: Create protected platforms and provide resources for community organizers, social entrepreneurs, and civic activists who are catalysts for local development.
· A Free and Responsible Media: Support a robust, independent media sector that acts as a societal watchdog, upholding the highest standards of investigative journalism and ethical reporting.
3. Foundational Enablers for Systemic Change
These competencies are essential for the framework’s success across all sectors:
· Evidence-Based Decision-Making: Transition all strategic planning from intuition to rigorous data analytics.
· Strategic Foresight: Institutionalize long-term horizon scanning and scenario planning within government and corporate strategy units.
· Emotional Intelligence & Inclusive Dialogue: Cultivate leadership capable of managing complex social dynamics, fostering inclusivity, and healing national fault lines.
4. Implementation Pathway & Metrics for Success
Phase 1: Catalyzation (Years 0-2)
· Launch a high-impact national leadership and ethics initiative.
· Enact and implement robust electoral reforms to guarantee credible elections.
· Legislate mandatory ESG reporting for all NGX-listed firms.
Phase 2: Institutionalization (Years 3-5)
· Achieve full digitization of core government services and financial management systems.
· Establish a world-class, independent National Institute of Strategic Leadership.
· Fully operationalize the performance-based KPI system for all federal leadership positions.
Phase 3: Global Integration (Years 6-10+)
· Nigeria emerges as a regional leader in governance and corporate integrity.
· Demonstrate measurable, sharp improvements in global indices: Transparency International’s Corruption Perception Index, the World Bank’s Ease of Doing Business, and the UN Human Development Index.
Conclusion: The Call to Build a Legacy
The gap between Nigeria’s potential and its reality can only be bridged by a deliberate and courageous commitment to leadership transformation. This framework provides a structured, actionable pathway. It demands a collective break from the past and an unwavering dedication to a future where Nigerian leadership is synonymous with service, integrity, and excellence. The responsibility to choose this path rests with the current generation of leaders across every sphere of national life.
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.”
The West African Examinations Council (WAEC) has shifted the commencement of its Senior School Certificate Examinations (SSCE) in full computer-based (CBT) mode to 2027, rather than 2026, as previously directed by the Federal government.
The 2026 May/June WASSCE will still be a test-run pilot of the full-CBT format, with students having the option of sitting for their papers in either CBT or paper-and-pen format.
The Chairman of Nigeria National Committee (NNC) of WAEC, who is the Federal Government’s Nominee, Hajia Binta Abdulkadir, gave the hint on Thursday at the opening session of this year’s Annual Meeting of NNC (63rd edition) in Umuahia, Abia State.
NNC is the highest decision-making organ of WAEC for Nigeria, and the committee comprises virtually all the education stakeholders in the country. Members meet once annually on a rotational basis among the 36 states of the federation and the Federal Capital Territory.
Abdulkadir, who doubles as Director of Basic Education, Federal Ministry of Education, stated that NEC WAEC is aware of the concerns that the federal government directives to the examination bodies to migrate to full-CBT by 2026 have been raised among the stakeholders.
“So, I want to assure that no candidate sitting the 2026 WASSCE will be disenfranchised in any form,” she stressed.
Hajia Abdukadir explained some of the recent efforts made by WAEC towards smooth migration to full-CBT mode, including the training of senior school students on the pilot test of the use of tablets and digital style in responding to Essay Questions on a computer, among others.
Speaking on the recent review of the Basic and Secondary School Curricula, she assured that no candidate would also be restricted from registering subjects from other subject groups or distinct elective fields.
She said: “Science students are not barred from taking Economics as an elective to complete their subject selection even as the period for Continuous Assessment Scores (CASS) uploading has been extended for accurate capturing of CASS for candidates, who must take new subjects in line with the Federal government’s approved list for the WASSCE for School Candidates, 2026.”
