Opinion
Post-2023: Deep-thinking The Leadership Function In Nigeria’s Future Transformation (3)
Published
2 years agoon
By Tunji Olaopa
Critical Success Factors
There are two further critical success factors that an impactful leadership requires to make a success of the change space. The first is a disciplined tapestry of performance management which enables the capability readiness of state institutions, especially the public service, through troubleshooting and impact-oriented interventions. It also anticipates everything that could possibly go wrong with corporate strategy, decision rules, institutions, processes, and people. and the concern for a transformative change space really ties in with the dominant concern of contemporary performance management which is the objective of productivity improvement—capacity to deliver more and better outcomes with less—with greater attention placed on such factors as (a) political will and commitment, (b) application of performance standards and indicators, (c) installation of performance management system, (d) supervision and motivation of staff, (e) staff training, (f) performance budgeting and accounting, and (g) involvement of community and non-state actors. Thus, to get public institutions capability ready, the leadership must institute the following measures. One, there is the need for system rationalization and benchmarking to raise baseline standards to be applied to the assessment of the operational efficiency of methods and processes, competence in the performance of assigned tasks, quality, cost, and timeliness of outputs. Two, the leadership cannot escape the critical relevance of performance contracting to hold managers obligated to specific delivery outcomes using legal and management instruments. Three, the urgency of introducing impact-oriented performance evaluation through design and administration of instruments that attach appropriate weights to, and accurately measure attitudes, aptitudes, competence/job knowledge and skills, outputs and outcomes/impacts. And four: the need to strengthen synergy between contributions and rewards, while also implementing skills upgrading and attitude modification programs.
The second critical factor a leadership needs with regard to the change space of governance and institutional transformation is risk assessment and management. The idea of risk introduces an anticipatory element into the change space. The leadership needs not only to understand, first, that risks are not synonymous with the idea of the “unexpected” emanating from uncertainty. On the contrary, a risk really is a development that is expected to happen at a particular, though unknown, time in the future. Risk analysis and assessment therefore impose on the leadership the need for scenario analysis and simulation that calculate the probabilities of an institutional repeat of history. Risk assessment thus entails matching the independent with the dependent variables and, based on a review of past trends, coming up with possible scenarios that avoid the expected and the unknown. Besides constructing models that simulate the future, the leadership ought to also ensure the establishment of early warning systems, to anticipate and prepare for unforeseen development like desert encroachments, climate change, floods, rise/fall in oil prices, and possible economic meltdowns.
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Attributes of an Impactful Leader
To conclude this exercise in leadership narration, I will outline five cogent attributes of a change space and transformational leadership that could serve as a focus of attention as Nigeria looks with anticipation and apprehension towards 2023. Together with the idea of leadership as a change space influencer, these five attributes keep the leadership on its toes to keep the change space radiating the energies required to make transformation happen. First, the change leader needs a Nehemiah complex to succeed. When Nehemiah heard about the broken walls of Jerusalem, he broke down and lamented what was then obviously an institutional matter. The wall of Jerusalem was significant to the well-being of the city—it was a serious breach of protection. But then, that was not all; Nehemiah then acted in the manner of a determined and pragmatic change leader. It was only when he had put all his thoughts together and acted on them that he called together a team.
Carol Pearson, in The Transforming Leader (2012), puts this even better: “Thus, if we want to make significant and long-lasting changes, we must look within before we look without. By bringing our inner world (our thought processes, perspectives, self-awareness, emotional intelligence, capacity for staying centered in the midst of turmoil) into alignment with our outer world (our actions, how we lead, how we live the work, how we work with people), we are better able to transform our leadership and bring about the change we seek.” Leading transforming change entails the leader changing his or her thought processes, emotional intelligence, and capacity for staying centered in the midst of the change. This suggests, within the Nehemiah complex, that change dynamics is a learning process, entailing cognitive re-definition, initial frame disruption, and personal and relational re-alignment. And all this requires from the change leader some significant quantum of honesty, integrity, and leadership by example.
The second attribute is that the change leader must be sophisticated enough to know that there is no one-size-fits-all approaches or styles to leadership. Change process is an untidy cocktail that involves complex iterative steps and feedback loops. While therefore some development problems require transformational approaches, with a measure of ‘big bang’ changes and adjustments in core factors like mission, culture and strategy, some other problems might require a transactional solution, that involves adjusting the incentive structure, system of motivation, strengthening of internal control mechanisms. In other words, for an impactful change leader, there must very often be an initiated balance between transformational and transactional strategies in achieving transformational objectives. Thus, by inspiring others with a larger vision that brings out the best in them, such a leader also gains cooperation through bargaining to get things done, while deferring to rules, regulations and due process as transactional leaders are inclined to do. This does not preclude other development challenges requiring adaptive and technical solutions, and the need to enlist technical expertise to reengineer existing business processes and standard operating systems.
The third attribute follows from the second: the need for the change leader to possess a seminal spirit that opens him or her up to ideas and continuous learning. This is significantly critical within the context of VUCA — volatile, uncertain, complex and ambiguous — administrative environment that requires that leaders must inevitably manage variables that keep changing with varying circumstances. This implies that there cannot ever be a skill and competency set that would be sufficient for all circumstances. Instead, impactful leaders need to keep building core capacities that are suitable for meeting unanticipated challenges.
READ ALSO: Post-2023: Deep-thinking The Leadership Function In Nigeria’s Future Transformation (1)
A transformational leader cannot be a populist or a people pleaser. This is one of the contributions of Niccolò Machiavelli to leadership studies. It is also one solid lesson that the life of Israel’s King Saul teaches. We have seen how being in the change space demands that a change leader must have the collaboration of others to succeed in transforming the environment. However, that cannot be reversed to then mean that such a leader must always act to implement the will of those he or she must influence and inspire to make change happen. The interdependent relationship that obtains between the leadership and its network and teams is that of co-transformational partnership. It does not however make the leadership a slave to opinions and the whims of the change space.
Success is one of the most significant landmines that undermine the transformation demanded by a change space. Thus, a change leader, as the fifth attribute, must come to the axiomatic understanding that success is a moving target. Therefore, the impactful leaders must ingrain in the change teams and networks the crucial point that success is not a destination; only the occasion for more vigilance to keep a watch. Success, either within an organizational perspective or state’s developmental objective is the site for constant renewal of goals. This means that the change space must be built around the resilience that keeps pushing the boundaries of problem-solving, rather than on any modalities that accumulate complacence.
The sixth characteristic is that the change space is founded on the objective of institutionalization. This means that the change leader must institutionalize leadership in the process of inspiring the change teams and solving problems. Structures and systems are required to tackle the challenges for which the change space was created. But they are also meant to constitute the institutional legacy that the change space must leave behind when the leadership changes hands. Transformation cannot be deemed to have taken place if best practices have not been institutionalized to survive the change leadership. A good leadership constructs a framework of transformation and change that subsumes and transcends the leadership and the change dynamics.
A corollary attribute is the need to keep investing in culture change as a necessity that confronts and seeks to undermine institutional anomalies. Within the context of the public service, especially in Nigeria, the change space must engage with bureau-pathology to engineer an adaptive organizational culture in the public service system. This might require identifying and enlisting passionate change agents—public administrators, change management strategists, communication specialists, etc.—with the ability to correctly assess current environmental threats and opportunities, and to take steps to create the institutional energy necessary for accomplishment of mission and vision.
READ ALSO: Post-2023: Deep-thinking The Leadership Function In Nigeria’s Future Transformation (2)
Conclusion
Leadership is everything. But contrary to the idea of a stand-alone individual pushing the complex buttons of institutional reform, an impactful and transformational leadership insinuates itself into the change space in ways that inspire and transform groups, teams, coalitions and networks into working interdependently to achieve specific objectives. The fundamental challenge as Nigeria approaches 2023 democratic transition is the need for such a transformational leadership to emerge that will not only turn Nigeria as a change space that requires the composite leadership class—political and bureaucratic—to formulate policies and inspire a network of change agents so that we see Nigeria’s development predicament as what dedication, commitment, foresight and change management can overcome. This is the type of change leadership Nigeria requires from 2023, going forward.
. Being the third and final part of a paper presented at the launch of Rev. (Dr.) Olasupo Ayokunle, CON – immediate past President of the Christian Association of Nigeria & Nigerian Baptist Convention – Waymaker International Ministry, Held on the 21st of October, 2022 at Orita Mefa Baptist Church, Ibadan.
.Olaopa is a retired Federal Permanent Secretary, and Professor, National Institute for Policy and Strategic Studies
(NIPSS), Kuru, Jos .
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By Leo Igwe
The Advocacy for Alleged Witches (AfAW) is concerned over the reported arrest of two men accused of being ‘witchdoctors’ in Zambia. The arrest underscores the potency of witchcraft fears and the connection between occult anxieties and the country’s politics. These individuals were accused of trying to bewitch the Zambian president, Hakainde Hichilema. The police claimed that they had charms. They planned to use the charms to harm the president. The report says the two persons have been charged under Zambia’s Witchcraft Act. The Act criminalizes “possession of charms”, “professing knowledge of witchcraft”, and “cruelty to wild animals”. The police found the two with assorted charms, including a live chameleon.
This development is utterly embarrassing and shows that the Zambian government is slowly losing its focus and bearing.The country has many socio-economic challenges. Suspicion of bewitchment or possession of charms should be the least of its worries at this time. There should be no place for witchcraft and possession of charms in modern politics because there is no evidence for these beliefs and practices. Zambian authorities should not weaponize the Witchcraft Act or use it to justify this incident. Zambian law does not recognize witchcraft. Zambia’s Witchcraft Act criminalizes naming or imputing witchcraft. It prohibits accusing or threatening to accuse any person of being a witch or a wizard. In this case, it is the police who are breaking the law.
Otherwise, how did they know the two individuals were ‘witchdoctors’? Did these persons identify as witch doctors? If not, the police are liable because they named and imputed witchcraft and have to prove that these individuals have witch-doctoring powers. The police claimed to have charged these individuals for possessing “assorted charms”, including a chameleon. Really?
The police in Zambia have questions to answer: What are charms? How did they know that what was in their possession were charms, not pets? Is a chameleon a form of charm? What makes possession of a chameleon possession of a charm? When and how does a chameleon become a charm? The police need to answer these questions and more before one takes them seriously.
Again, did the individuals describe what was in possession as ‘charms’? If they did, does confessing or designating something as a charm make it a charm? And if they did not, the police are liable because they need to prove how those possessions translated into charms.
In addition, the police claimed that the duo wanted to bewitch the president. What does that mean? How did they know? Are the police not contravening a provision under the Witchcraft Act by professing knowledge of witchcraft? Can one harm another person using a chameleon? They claimed that the two persons wanted to use the charms in their possession, including the chameleon to harm the president. How did they know that? What is the evidence for that?
The Advocacy for Alleged Witches calls for an end to this state-sponsored witch hunt. There is no evidence of harm through witchcraft or charms. The Zambian government should desist from witchcraft- related infractions and violations including arbitrary arrest, and detention of innocent citizens. These allegations are baseless and absurd. The arrest was politically motivated. This development demonstrates that Zambian authorities are out of sync with their duty and obligation to uphold the rule of law and protect accused persons.
Zambian authorities need to act in compliance with the 2021 UN resolution, which urged states to take measures to combat abuses linked to witchcraft beliefs and ritual attacks. End witchcraft allegations in Zambia. End witch hunts in Africa now!
Dr Igwe directs the Advocacy for Alleged Witches.
By Tony Afejuku
The other burning issue, apart from Farotimi and Babalola’s, which I wish to take a look at – and which I am taking a look at now – relates to what is happening in our capital territory. What is this burning issue – which our human rightists and civil society organisations and personages are surprisingly and un-satisfactorily not inclined to focus attention on and examine as they should? I may be wrong, but it surely seems to me that this issue, this burning issue, which is of more importance than Farotimi and Babalola’s – which has been given undue adulation – is deliberately being neglected and depreciated by proclaimers and heroes and heroines of human rights, justice, equity and equality of rights in your country my country our country. Why, why, why and why, why, why? Anyone who has any iota of patriotic sensibility, feeling and judgment well watered and buttressed by a very great influence upon his or her critical judgment will keep on asking the question I am asking.
Mr. Nyesom Wike, as almost everybody who can read and write a little knows, is the current minister of your, my and our Federal Capital Territory. His post or office is akin to that of a governor of a state. As the immediate past governor of Rivers State who was drafted, after his two terms there expired, to continue in the FCT as its new minister-governor or governor-minister under the auspices of a party he is not a true member of, Mr. Wike cannot but be seen as a lucky man. He is in every possible and impossible way. Minister-Governor Wike is a lucky man and a very fortunate one indeed. No former governor of Rivers State (or of any Nigerian state), as far as I know, has achieved what the famed political rouser of rabbles has achieved in one short gubernatorial life-time, and at a relatively young and fertile age. His dual achievement with and in two different political parties at this delicate point of Nigerian politics indicates to our politicians and us all that there is always time for a reminder that there are ready-made high rewards for arch-angels of betrayals. And Mr. Wike may go down in Rivers and Nigerian history as both an arch-angel and an emperor of betrayal of us all if we attempt to indicate what I have defined here as his dual achievement.
We can roughly divide, briefly, Wike’s political development into two periods. During the first, excluding his lower political positions before he became the governor of Rivers State, he quickly adapted his style to that of an emperor who became a rabble-rouser of rabble-rousers whose gubernatorial efficiency moved from stiffness to stiffness. He did not at any time feel that he needed suppleness to govern Rivers State. “Let the heavens fall if they must fall!” We are not there yet in this attempted analysis of the stiff-hearted and stiff-minded one. True? But he is already demonstrating this characteristic in Abuja. False? Judge and give the answer yourself.
Even after he left Rivers State a short while ago as governor, he is still trying to control happenings there to the political discomfiture of his hand-picked successor, his erstwhile “boy” and “son” – with whom he has fallen out. As the minister-governor or governor-minister of the FCT, Wike is occupied with the other taste of the emperor-juggernaut formulator – doing the work of two key political masters in one room and desk of political jugglery. Since his appearance in the FCT, minister-governor or governor-minister Wike has allegedly attempted to recover or transform for Abuja what is not traditionally or socially Abuja’s, for example, the city’s social idiom and landscape and terrain as well as its environs. In doing this he sometimes over-steps his bounds and mark of human/inhuman decency/indecency and psychological understanding of human nature, if you follow well what I am saying; he has so far become at best not really better than a typical pedestrian Nigerian lawyer and officer of political power: in his explorations so far in the Federal Capital Territory we have come to the realization, as T. S. Eliot would say, that “it is so often true that only by going too far can we find out how far we can go.” But one has to be a very negatively obstinate and self-serving emperor and a thorough-bred arch-angel of betrayal of the people and masses to justify such perilous and perfidious expeditions and adventures.
Last week, I saw on Arise Television “The Morning Show” Chief Rita Lori-Ogbebor, the dutiful widow of the late Nigerian supreme patriot and soldier, Colonel Ogbebor (of Benin stock) battling, so to say, to wrest the legacy of her late husband from the tight grip of the adventurous FCT minister-governor who has registered his name and signature in the hearts and consciousness of the people as the depriver of their possessions. The three anchors of “The Morning Show” were in their respective ways splendid in their structures of remarks and questions to Chief (Mrs.) Rita Lori-Ogbebor whom I have had occasions in times past to call patriotically Rita A-K 47 on account of her natural right to fire her beautiful tongue at any person, usually an enemy, of just actions. When she made the case she made to protect the estate of Paulosa Nigeria Limited, her late husband’s aforesaid legacy in the FCT, she was in her natural territory, habitat and element where even at age eighty-four, she never ever loses her stability – although she unusually restrained herself in the Arise Television appearance. Dr. Reuben Abati, Rufai Oseni, and Ayo Mairo-Ese clearly explored seriously but delightfully the mind of the mother-hen of Warri – my other coinage and appellation I gave her in my poetry. Her “The Morning Show” appearance enabled me to see the poignant cry de profundis of the FCT inhabitants whose property and residences in different guises have been demolished. She did not say anything that was out of joint. She spoke and came out as a mother, protector and symbol of the people who have suffered – and are suffering – from the state of affliction and anguish Wike’s demolitions have placed – and are placing – the people.
Ojy Okpe in her delicious and delectable “What is Trending” slot on the same show, showed without exaggeration but with further elaboration what people in and outside Abuja/FCT think of the mighty Wike’s demolitions, a burning issue that the Senate has asked “Let Heaven Fall” minister-governor Wike to halt as the committee the Senate set up on the issue starts its work. Of course, we cannot but assume that Chief Rita Lori-Ogbebor, Mrs. Natasha Akpoti-Uduaghan as well as Mrs. Ireti Kingigbe, the senator representing the FCT in the Senate and other patriotic senators diligently did what they did on the floor of the Senate when the burning issue was tabled for debate with the gracious understanding and authorization of the Senate President.
I need to state further that the “The Morning Show” anchors did well and extremely so by giving the minister-governor the opportunity to air his anti-Paulosa story. His senior special assistant on public communication and social media, Mr. Olalere Olayinka, stood in for him. After he gave the reasons for the clamp-down, his responses to the questions the anchors put to him followed the usual pattern of denials by artificial men in power – denials that they always use to intimidate and betray the people. In fact, Mr. Olayinka’s ploy to ride easily over our dear Rufai Oseni, a wholesome representative of the deprived, that the chap (or is it guy?) and his boss always employ their colloquial speeches and remarks to dishonor, failed. Yes, the ploy failed woefully. In stanza after stanza of the exchanges between Mr. Olayinka and the Arise anchors, he deteriorated – and his deterioration was hall-marked when he unwittingly revealed that the Paulosa land had been acquired by his minister-governor’s close cohort, an act that was nothing short of gross abuse of power and authority.
Because the Senate is already using its authority, power and privilege to resolve the burning issue, hopefully, in a way that the late Colonel Ogbebor’s legacy and family will not be subjected to any kind of degradation, I will utter no more words for now. I trust, however, that the liberties the Senate is taking – or has taken – are for the sake of order to favour the down-trodden.
As for the minister-governor, the PDP emperor at large, here is an immortal quote from Marcus Aurelius, the magnificent and authentic Roman Emperor and philosopher (A.D. 121-180): “If it is not right, do not do it; if it is not true, do not say it.” You lose nothing by giving us a slice of your humanity by your right acts and correct words. Everything changes and passes. Be humane as a human being.
Afejuku can be reached via 08055213059.
By Leo Igwe
Recently, I facilitated a critical thinking workshop at the Bay Wreath Schools in Lagos. The theme was critical thinking and teacher development. As the theme stated, the workshop was on teaching, about teaching, and for teachers. It highlighted the pedagogical value of critical and reflective inquiry. The workshop exposed teachers to critical mental habits and skills. It emphasized how critical thinking would enhance expertise in the learning and delivery of subjects in classrooms.
I used the opportunity to discuss questionstorm as a method of teaching and learning. Questionstorm is a way that I operationalized critical thinking for primary and elementary schools. Questionstorm is the ability to interrogate all objects and materials. It is a habit of questioning ideas and experiences in all areas of human endeavor. Simply put, questionstorm is a question-driven inquiry. Children are naturally curious. They thirst for knowledge and understanding. Unfortunately, the school system kills children’s curiosity and dampens their interrogative appetite. The school system places much emphasis on rote learning and memorization. It makes the generation of answers not questions or problems the test of knowledge, and the determinant of intelligence. Teaching is largely a drudgery, a monotonous exercise, and a process of depositing knowledge on passive recipients, the students. Teaching entails dumping information on learners whose duty is to cram and reproduce during tests or examinations.
This teaching praxis has been criticized and blamed for the poor performance of students post-school (college and university) and their inability to think independently, creatively, and innovatively. Other teaching methods have tried to address these gaps and limitations. There have been suggestions to make teaching and instruction more active, and more student/learner/child-centered. One such method is the Montessori method. The Montessori method discourages grades and tests as ways of measuring achievement or determining intelligence and excellence. It emphasizes hands-on learning and the development of real-world skills. While the Montessori method stresses the practical approach to learning it says very little about the authoritarian teacher-to-student approach that is the mainstay of teaching and learning in classrooms. Teaching follows a pattern that leaves students and learners in the margins and unable to question and contribute to the learning process. Teachers present what is to be learned such as a text, and then generate questions that students respond or address to demonstrate knowledge of what has been taught. The student’s or learner’s main job is to answer questions, to look for or find answers or solutions. The teacher’s work is to get students to look for, and provide answers, and reproduce what they have been taught or told. But students are answer-depots. Students are not memory banks or reserves. They are active minds and thinking agents.
With questionstorm as a teaching method, the mode of instruction would change. Teaching becomes a cooperative endeavor that actively involves teachers and students. What is taught in the classroom is a collaborative note, not the teacher’s note, not a handout to students. Teachers present or generate texts or objects for learning, in response to intense questioning of the object or material by students, teachers provide information as required for that subject, topic, level, and time frame. No two instances of teaching – of the same topic or subject- are or should be the same because the input of students and teachers is not predetermined.
This is because of an overlooked principle in teaching and learning, that I call the “uncertainty principle”.
The uncertainty principle underlies questionstorm because knowledge is not fixed. Learning is a fluid process. All that is to be learned is uncertain, it is unknown and never determined. No teacher can say beforehand what is to be taught or learned because no one knows exactly the questions and answers or replies that would arise when a topic is presented or taught in a particular class. A topic or learning material elicits unique responses and exchanges that both teachers and students cannot exactly know or predict a priori, before the fact.
Teaching is a shared task and responsibility. Class notes are fluid materials. They are not texts cast on educational stones and delivered by teachers to students to copy, cut, and paste as is often the case. Class notes are not written or produced by teachers for students but by teachers with students. Teachers’ notes are incomplete and insufficient. They account only for a part, not a whole of the learning process and material. Students’ input completes and complements the teaching material and learning process. Thus every class note is unique because it is a product of a specific collaborative endeavor, a product of particular teaching and learning agents and circumstances that cannot be repeated or replicated.
Thus, as a teaching method, questionstorm is set to facilitate teacher development and improve the quality of instruction in schools. Questionstorm will help realize a paradigm shift in education and learning. I hope educators, teachers, and school managers will embrace this method of teaching and learning.
Dr Igwe directs the Critical Thinking Social Empowerment Foundation.
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