Feature/OPED
Building Leadership Capacity in Small Businesses
By Timi Olubiyi, PhD
Many people are unaware that the small business sector in Nigeria can have a significant impact on both the environment and the economy. The sector could also provide the country with rapid industrialization and non-oil industrial export gains. All that is required is more structure, framework, support and participation from government, entrepreneurs, politicians, policymakers, and academics.
Nevertheless, what is painful is that, despite this potential and opportunities, the country’s small businesses are failing at an alarming rate. Clearly, the COVID-19 pandemic consequences, fuel cost, inflation and incessant insecurity have continued to harm these businesses.
From my experience working with Small and Medium-sized Enterprises (SMEs), small business owners are multifunctional, and while they are often constrained by day-to-day operational demands, it is important to encourage them with ways to help their businesses to be more sustainable.
My focus is to continue to target the sector with knowledge of best practices in my own space. Therefore, this piece is primarily to address leadership deficiencies and stress that leadership is critical and can be a great indicator of an organization’s success or failure in the country.
No matter how small or micro a business is, the owner-manager or operator adopts a certain leadership quality to lead or govern the business. This is what is referred to as the leadership style that the business leader has, even though effective leadership is lacking in many of these businesses.
As simple as it sounds, leadership style or qualities impact strongly on decision-making and the business outcomes in any scenario, it equally impacts employees significantly.
To mention, it is vital to note that true leadership in any business or organization is informed via the combination and use of power and authority. While power is the capacity to influence people to accomplish goals, authority refers to the legal rights that follow a person who holds a certain position or office. What give issues in small businesses majorly are the unethical behaviours around power and its dispensation.
Most small business operators and entrepreneurs exhibit absolute control of overall business, and workplace decisions and enjoy imposing commands on staff and the management if any.
More so, in the majority of the businesses particularly in Lagos State, owner-managers, operators and entrepreneurs continue to instil fear in their staff by threatening them with consequences such as being fired, ignored or withholding salary, or even threat of assaults and so on.
Many workers in these small businesses, although may not acknowledge it openly, they carry some measure of worry with them into the workplace due to this issue. Which usually weighs them down and also affects their morale, motivation and performance in the short to long term in the business.
When operators/owner-managers lead or run a business they apply the combination of their personality, life experiences, communication style, decision-making preference, level of emotional intelligence, education and overall perspective to the way the business is run. These attributes are typically what inform the leadership style(power) available in the business, whether it is nano, micro, small, or medium-sized. So, the question is does leadership style affect small businesses? The answer is yes, leadership style does. Staff are never involved in the decision-making process; they are expected to follow the leader’s decisions, choices and orders because the leaders have a huge amount of influence over them. These business leaders bring all the decisions and commands to the subordinates; whose responsibilities are mainly to align.
So, it is fair to conclude based on context observations and obvious perception that small businesses around are typically run-on autocratic leadership style, characterized by the authoritative and forceful work environment, and imposing commands in the daily business operations.
Note that with a large enterprise, there are several hierarchical levels, so the conduct of a CEO does not immediately affect the employees, however in small businesses the owner has a direct influence on their staff and decisions are only goal-oriented.
Other forms of leadership styles are available but are underutilized for a variety of reasons, the most imperative is the environment, characterized by labour issues, where individuals must be pushed to do the correct thing. While this is a valid reason, largely most of these businesses are unaware of the impact an autocratic leadership style can have on business performance and staff morale.
Good relationships with the employees have been noted as one of the key factors for business success. Consequently, being flexible by displaying and combining a variety of leadership styles within a business by leaders can also improve the performance of small businesses, instead of sticking to the predominant autocratic leadership style that is widespread. For instance, different leadership styles can be adapted for different scenarios in the business for outcomes and deliverables.
In some cases, leaders can adopt the democratic leadership style, also sometimes known as participative, which builds on consensus through the participation of staff and team members to achieve a goal or make a decision within the business. It is moderately the opposite of the autocratic leadership style and useful in a structured business entity where staff are educated and rational. Employees feel motivated to participate in decision-making and that can enhance their performance.
Rather than extracting inputs from staff from a participative leadership style and then considering it when making a decision, a laissez-faire leader willingly submits to team members in making decisions. This form of leadership style is the extreme opposite of autocratic leadership and is equally useful. A laissez-faire leadership style may be a very fruitful and effective method to manage staff or teams made of highly talented, highly specialized individuals within the business. It has been captured that initiative and creativity behaviours are achieved by staff with this form of leadership style in businesses be it small medium or even large firms. Because with sufficient job experience, a person learns a variety of things that eventually reflects in behaviour and character. Furthermore, it is believed that the more experience one has, the smarter and wiser one becomes. The Laissez-faire leadership style gives this platform, it does not have to be an autocratic style predominantly.
For micro-entrepreneurs with a staff or two the coercive leadership style which generally expects instant compliance with instruction and commands may be suitable because of the lack of structure and that not too educated employees are engaged for duties. This method is especially effective in times of crisis, in other businesses like during a major emergency or rowdy session.
While it is similar to the autocratic leadership style, it differs somewhat but is oftentimes used interchangeably since both require the use of force. Other forms of leadership available that entrepreneurs can use to support the autocratic leadership style if the business is structured and formal businesses are the transactional leadership style transformational leadership. Transactional leadership style is set up, for rewards and incentives for specific outcomes from employees, simply agreement basis. Next, is the leadership style that transforms called the transformational leadership where the collective, collaborative, or participative approaches to leadership are all taken at the same time.
Though there is no ideal leadership style for a business, the key is that there is a leadership style suitable for each scenario or situation in the business, therefore entrepreneurs must understand this and swap to apply the appropriate style to each situation. This is essential to obtain the best business outcomes, achieve best practices and promote ethical behaviours within the business. If this approach is adopted by many struggling businesses, they can still be hopeful. Good luck!
How may you obtain advice or further information on the article?
Dr Timi Olubiyi is an entrepreneurship and business management expert with a PhD in Business Administration from Babcock University Nigeria. He is a prolific investment coach, seasoned scholar, chartered member of the Chartered Institute for Securities and Investment (CISI) and a Securities and Exchange Commission (SEC) registered capital market operator. He can be reached on the Twitter handle @drtimiolubiyi and via email: dr***********@***il.com, for any questions, reactions, and comments
Feature/OPED
If Dangote Must Start Somewhere, Let It Be Electricity
By Isah Kamisu Madachi
The news that the Nigerian businessman, Aliko Dangote, plans to expand his business interest into steel production, electricity generation, and port development as part of his broader ambition to accelerate industrialisation in Africa deserves a quick reflection on the promises it carries for Nigeria. It is coming from Dangote at a time when many African countries, including Nigeria, are still struggling with below-average industrial capacity. This move speaks to something important about how prosperity is actually built.
In their Influential book ‘The Prosperity Paradox: How Innovation Can Lift Nations Out of Poverty,’ Clayton Christensen, Efosa Ojomo, and Karen Dillon argue that countries rarely overcome poverty through aid, policy declarations or resource endowments alone. According to them, the effective engine of prosperity has always been market-creating innovations by private and public enterprises that build new industries, generate jobs, and expand economic opportunities for ordinary people.
Even though their theory focuses largely on creating something new or producing it exceptionally, Dangote’s new industrial ambition seems closer to the latter. It is about producing essential things at a scale and efficiency that the existing system has failed to achieve.
Take, for example, the electricity sector in Nigeria. Since the beginning of the current Fourth Republic, billions of dollars have been allocated to power sector reforms, yet electricity supply remains unstable, and many Nigerians still depend heavily on generators to power their homes and businesses. The situation has continued to deteriorate despite the enormous resources committed to the sector by the coming of every new administration.
This is not surprising. In The Prosperity Paradox, the authors explain how nations and even international organisations sometimes keep investing huge resources in certain activities only to realise much later that they were simply hitting the wrong target. The problem is not always the lack of funding; sometimes it is the absence of a functioning market system capable of producing and distributing essential services efficiently.
Seen from this perspective, Dangote’s move into electricity generation may mean more than just an investment. It could be an attempt to tackle one of the most critically lingering bottlenecks in Nigeria’s economic development. If I were to be asked to decide which sector Dangote should begin with in this new industrial plan, I would unhesitatingly choose electricity. It is the most embattled, deeply corrupted and seemingly jeopardised beyond repair, yet the most important sector for the everyday life of citizens.
Stable electricity has the power to transform productivity across every sector. When power supply becomes reliable, small businesses are created, productivity is boosted across all sectors, and households enjoy a better quality of life. Nigeria’s long-standing energy poverty has been strangulating the productive potential of millions of people for decades. Fixing that problem alone would unlock enormous economic possibilities more than expected.
Beyond the issue of productivity, Dangote’s entry into these sectors could also stimulate competition. Healthy competition is one of the most effective drivers of efficiency in any economy. The example of the refinery project already shows how a large-scale private investment can disrupt long-standing structural weaknesses within a sector. A similar dynamic in the proposed sectors could encourage other investors to participate and expand industrial capacity.
Nigeria, by 2030, is projected to need 30 to 40 million new jobs to absorb its rapidly growing population. The scale of this challenge means that the government alone, especially in the Nigerian context, cannot create the necessary opportunities to fill this gap. Private enterprises will have to play a major role in expanding productive sectors of the economy. If supported by the right policy environment, they could contribute significantly to narrowing Nigeria’s widening job gap.
Of course, no single business initiative can solve all structural challenges in the economy. But bold investments of this nature often serve as catalysts for broader economic transformation. With the right support and healthy competition from other investors, initiatives like these could help push Nigeria closer to the kind of industrial foundation that many developed economies built decades ago.
In the end, the lesson is simple: prosperity rarely emerges from policy debates alone. It often begins with large-scale productive ventures that reshape markets, unlock productivity at both small-scale and large-scale businesses, and create direct and indirect economic opportunities for millions of common men and women.
Isah Kamisu Madachi is a policy analyst and development practitioner. He writes via is***************@***il.com
Feature/OPED
Love, Culture, and the New Era of Televised Weddings
Weddings have always held a special place in African culture. They are more than ceremonies; they are declarations of love, family, identity, and tradition. From the vibrant colours of aso-ebi to the rhythmic sounds of live bands and the emotional exchange of vows, weddings represent a moment of cultural heritage.
In recent years, weddings have gone beyond physical venues. What was once an exclusive gathering for family and friends has transformed into a shared experience for wider audiences. Social media first opened the door, allowing guests and admirers to witness love stories in real time through Instagram posts, TikTok highlights, and YouTube recaps.
And now, television platforms are taking this even further, giving weddings a new kind of permanence and reach.
High-profile weddings, like the widely celebrated union of Adeyemi Idowu, popularly known as Yhemolee (Olowo Eko) and his wife Oyindamola, fondly known as ThayourB, captured massive public attention. Moments from their wedding became a live shared experience on television (GOtv & DStv).
From the high fashion statements to the emotional highlights, viewers were able to feel part of something bigger, a reminder that weddings inspire not just both families but entire communities.
This shift reflects a broader reality: weddings today are content. They inspire conversations about fashion, relationships, lifestyle, and aspiration. They preserve memories in ways previous generations could only imagine. For Gen Z couples, their wedding is no longer just a day; it becomes a story that can be revisited, celebrated, and even inspire others planning their own journey to forever.
Broadcast platforms like GOtv are playing a meaningful role in this transformation. By bringing wedding-related content directly into homes, GOtv is helping audiences experience these moments not just through social media snippets but in real time.
One of the most notable offerings is Channel 105, The Wedding Channel, Africa’s first 24-hour wedding channel, available on GOtv. The channel is fully dedicated to African weddings, lifestyle, and bridal fashion, showcasing everything from dream ceremonies to the realities of married life. Programs like Wedding Police and Wedding on a Budget, and shows like 5 Years Later, offer a deeper look into marriage itself, reminding viewers that weddings are just the beginning of a lifelong journey.
GOtv is preserving culture, celebrating love, and inspiring future couples with this channel. It allows viewers to witness traditions from different regions, discover new ideas, and feel connected to moments that might otherwise remain private.
With platforms like GOtv, stories continue to live on screens across Africa, where love, culture, and celebration can be experienced by all.
To upgrade, subscribe, or reconnect, download the MyGOtv App or dial *288#. For catch-up and on-the-go viewing, download the GOtv Stream App and enjoy your favourite shows anytime, anywhere.
Feature/OPED
Brent’s Jump Collides with CBN Easing, Exposes Policy-lag Arbitrage
Nigeria is entering a timing-sensitive macro set-up as the oil complex reprices disruption risk and the US dollar firms. Brent moved violently this week, settling at $77.74 on 02 March, up 6.68% on the day, after trading as high as $82.37 before settling around $78.07 on 3 March. For Nigeria, the immediate hook is the overlap with domestic policy: the Central Bank of Nigeria (CBN) has just cut its Monetary Policy Rate (MPR) by 50 basis points to 26.50%, whilst headline inflation is still 15.10% year on year in January.
“Investors often talk about Nigeria as an oil story, but the market response is frequently a timing story,” said David Barrett, Chief Executive Officer, EBC Financial Group (UK) Ltd. “When the pass-through clock runs ahead of the policy clock, inflation risk, and United States Dollar (USD) demand can show up before any oil benefit is felt in day-to-day liquidity.”
Policy and Pricing Regime Shift: One Shock, Different Clocks
EBC Financial Group (“EBC”) frames Nigeria’s current set-up as “policy-lag arbitrage”: the same external energy shock can hit domestic costs, FX liquidity, and monetary transmission on different timelines. A risk premium that begins in crude can quickly show up in delivered costs through freight and insurance, and EBC notes that downstream pressure has been visible in refined markets, with jet fuel and diesel cash premiums hitting multi-year highs.
Market Impact: Oil Support is Conditional, Pass-through is Not
EBC points out that higher crude is not automatically supportive of the naira in the short run because “oil buffer” depends on how quickly external receipts translate into market-clearing USD liquidity. Recent price action illustrates the sensitivity: the naira was quoted at 1,344 per dollar on the official market on 19 February, compared with 1,357 a week earlier, whilst street trading was cited around 1,385.
At the same time, Nigeria’s inflation channel can move quickly even during disinflation: headline inflation eased to 15.10% in January from 15.15% in December, and food inflation slowed to 8.89% from 10.84%, but energy-led transport and logistics costs can reintroduce pressure if the risk premium persists. EBC also points to a broader Nigeria-specific reality: the economy grew 4.07% year on year in 4Q25, with the oil sector expanding 6.79% and non-oil 3.99%, whilst average daily oil production slipped to 1.58 million bpd from 1.64 million bpd in 3Q25. That mix supports external-balance potential, but it also underscores why the domestic liquidity benefit can arrive with a lag.
Nigeria’s Buffer Looks Stronger, but It Does Not Eliminate Sequencing Risk
EBC sees that near-term external resilience is improving. The CBN Governor said gross external reserves rose to USD 50.45 billion as of 16 February 2026, equivalent to 9.68 months of import cover for goods and services. Even so, EBC views the market’s focus as pragmatic: in a risk-off tape, investors tend to price the order of transmission, not the eventual balance-of-payments benefit.
In the near term, EBC expects attention to rotate to scheduled energy and policy signposts that can confirm whether the current repricing is a short, violent adjustment or a more durable regime shift, including the U.S. Energy Information Administration (EIA) Short-Term Energy Outlook (10 March 2026), OPEC’s Monthly Oil Market Report (11 March 2026), and the U.S. Federal Reserve meeting (17 to 18 March 2026). On the domestic calendar, the CBN’s published schedule points to the next Monetary Policy Committee meeting on 19 to 20 May 2026.
Risk Frame: The Market Prices the Lag, Not the Headline
EBC cautions that outcomes are asymmetric. A rapid de-escalation could compress the crude risk premium quickly, but once freight, insurance, and hedging behaviour adjust, second-round effects can linger through inflation uncertainty and a more persistent USD bid.
“Oil can act as a shock absorber for Nigeria, but only when the liquidity channel is working,” Barrett added. “If USD conditions tighten first and domestic pass-through accelerates, the market prices the lag, not the headline oil price.”
Brent remains an anchor instrument for tracking this timing risk because it links energy-led inflation expectations, USD liquidity, and emerging-market risk appetite in one market. EBC Commodities offering provides access to Brent Crude Spot (XBRUSD) via its trading platform for following energy-driven macro volatility through a single instrument.
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