World
Annan Identifies Causes of Current Level of Development in Africa

By Kester Kenn Klomegah
In an insightful conversation, the President/CEO of the Institute of African Leadership (IoFAL), Dr Bennett Annan, discusses management styles of African leaders, the system of governance, diversities in political culture and the extent these affect progress and development.
He points to the lack of effective monitoring and evaluation as factors determining the current level of development in Africa. He unreservedly argues that his Institute of African Leadership (IoFAL) provides the necessary cutting-edge skills for young aspiring leaders for Africa. Here are the interview excerpts:
What prompted the recent research titled Leadership Styles of Africans: A Study Using Path-Goal Leadership Theory, something related to management styles of African leaders?
Several years ago, when I was a teenager growing up in Ghana, I watched various politicians talk about policies that they believed will help alleviate poverty, yet when they came to power nothing really good happened to their people. I wondered why?
During that same period of time, I also read in the newspapers many, many times how poor Africans were and how the leaders have mismanaged their countries’ resources. But these were intelligent people, so why?
In 2007, I conducted my first research study in America entitled West African Managers in American Businesses and set up six research sites for the project: New York, New Jersey, Atlanta, North Carolina, Colorado, and California.
I went to these locations and did interviews, both with individuals and focus groups. I realized how intelligent these West Africans were, and how they had assimilated into the American system by practising participative leadership styles, finding success as managerial leaders in many organizations in corporate America.
Then I asked myself why managerial leaders in Africa can’t do the same, because we are capable, and I believe the answer was not far-fetched. The environment in Africa needs to change, and that prompted me to delve into this research of “African Leadership Styles,” to find out the gap between our managerial styles in Africa and that of the industrialized nations, using the Path-Goal Leadership Questionnaire. I used SurveyGizmo to collect data from Africans from various countries, including Ghana, Uganda, Nigeria, Ethiopia, Zimbabwe, and others.
For several years, I’ve been wondering why someone won’t do something about this, why someone won’t figure out why we are the richest continent in the world and yet the poorest, why someone won’t sit down and figure this out. I’ve been told so many excuses and reasons why this cannot be done, but I still didn’t give up finding some solution to this problem.
Just like Albert Einstein said, we cannot do the same thing over and over and over again and expect different results. For Africans, this means we cannot keep mismanaging our resources and seeking help from industrialized nations in the form of loans we are unable to repay. We cannot ask for forgiveness again and again and think things will get better.
Based on this research, we at the Institute of African Leadership have started something little to stop the failed leadership problem, because I believe something little is better than a whole lot of nothing. That is why we delved into the research to find out what managerial leaders in Africa should do to catch up with the industrialized nations, and the answer was very simple.
The findings of my research showed that the only thing that industrialized nations do that Africans do not is to use the participative leadership style most often. Africans use this participative leadership style the least. That means all we need to do is to practice this participative leadership style of management more often. My findings also found that the participative leadership style is not new to African managerial leaders. In fact, my research shows that we practice participative leadership style more than our counterparts in the industrialized nations but do this the least – that means it does not come to us easily.
Why do you think participative leadership is unique to Africa? Do you also see the lack of effective monitoring and evaluation as factors determining the level of development in Africa?
First of all, I want to talk a little bit about what participative leadership style is, so we can be on the same page. Let’s start from the word “participative,” a derivative of the word “participate,” meaning that this leadership style requires participation.
Participative leadership style, as we know it, is when the leader actively involves team members in the decision-making process. In general, it involves all team members in finding solutions to problems. In a way, the leaders turn to the team for input, ideas, and opinions instead of making all decisions on their own. For this style to work, the leader needs to understand the team has the skills and ideas that could benefit the decision-making process, especially when the team owns the problem.
Now, let’s look at Africa for a moment. Research shows African managerial leaders use the directive/autocratic leadership style. The leader retains as much power and decision-making authority as possible. The leader does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations.
Most Africans find the participative management style foreign because they are used to the directive/autocratic style of leadership, which is outdated and adds costs to the organization. The participative style is modern, reduces costs, and increases profit margins. The task at hand is to create a plan to change the African managerial leadership style from directive/autocratic to participative.
However, Africans in management positions can be successful if they make the change from a directive/autocratic to a participative leadership style at the institutional and personal levels. Though these are difficult things to do, as this study has found, they still have to do it.
There is a sense of urgency here. Africans need to embrace cultural change as a means of making themselves ready for globalization, or else they are likely to be left behind in the global economy. This may result in further reducing levels of socio-economic development and standards of living, worsening education and health, and increasing fertility and mortality rates. If nothing is done about this issue, we would be denying the African people their best hope for escaping poverty.
The other question is whether I see the lack of effective monitoring and evaluation as factors determining the level of development in Africa. Yes, of course, I do see that, but one thing about the participative leadership style is the belief that where the problem is, lies the solution. This is what I mean: If we can use this participative leadership style, it allows us to create teams to solve the problem, with inputs, ideas, and opinions coming from members of the group. They figure out ways and means to address the problem instead of relying on the people at the top of the organization for a solution. When the decisions and solutions come from the members of the team, these members tend to own and practice the solutions wholeheartedly, unlike when the solution comes from the top, in which case the team members are less likely to embrace the solutions because they did not buy into them.
Do you agree that there are diversities in political culture in African countries? What could be the best way to systematize and combine efforts in implementing policies to the benefit of the population?
Yes, I do agree that there are diversities in political culture in African countries. Let me tell you this: There are individual differences in the political culture of the African countries – talents, skills, and experiences. We are all very different, even twins because we carry different DNA, fingerprints, and so on. However, we are all human beings who are generally gregarious, being together, working together, and solving problems together.
Research has shown that Africans, by nature, are a collectivist culture. That means our culture places emphasis on cohesiveness among individuals; we prioritize the group over the self. We find common values and goals in whatever we do. In a way, this is the fundamental of a participative leadership style, where the members of the team get together to solve problems. So, we have these participative leadership style traits in us, but the leader does not use the grouping ideology in collecting inputs, ideas, and experiences in the decision-making process.
I strongly believe the best way to systematize and combine efforts in implementing policies to the benefit of the population is to fall back on this collectivist culture that we embrace amongst the African people as a first step. This is the very foundation of making the change I have been talking about from the autocratic/directive leadership style to participative leadership style.
Next is to use cognitive behavioural techniques to change the mindset – a process of “melting” the autocratic/directive leadership style and refreezing into a participative leadership style mould. This creates a new mindset that allows us to seek inputs, ideas, and experiences from members of the team in decision-making and problem-solving.
Finally, this where I come in. I have about 15 different training lessons on the African Participative Leadership Training Program. These lessons are about 1 hour each, and they are online, on-demand at our website (www.iofal.org). The good news is these lessons are free and currently under construction; they should be ready to go by May 2021.
The training program is comprised of lessons on the rationale behind the change of autocratic/directive leadership style to the participative, and it runs through lessons like changing the current mindset of the African managerial leaders and the process for how to make this change work. Then there are also lessons regarding unethical behaviours. The beauty of this training program is how the change process incorporates the African culture, making it a very unique style of managerial leadership that we call the African participative leadership style.
Our plan is to secure location sites in every Black African country with representatives who will engage in the promotion of this program, advertising and running commercials and getting people to know about this free African participative leadership style training program. We want to make sure that every single African participative managerial leader gets access to this training no matter where they come from or their economic status. As long as they have internet access, whether through their phones or through their laptop computers, they can go through this training program successfully from anywhere.
Just to give you a clue as to how the program is laid out: First, participants take a pre-lesson assessment, then they start the very first Lesson 1. After each and every lesson, participants take a 10-question quiz to make sure that learning has taken place; if they pass, they jump on to the next lesson. Finally, after the 15 lessons, there is an exam of about 25 questions. Once they pass, an electronic certificate is emailed to them to show that they have gone through this training program and they are deemed ready to put what they have learned to practice.
In what ways would you argue that the Institute of African Leadership is an educational institution that provides the necessary skills for young aspiring leaders?
This is a very good question. First of all, my research study used the Path-Goal Leadership Questionnaire to measure the directive/autocratic leadership style of participants among four different age groups. The results show the 18 to 29 age group had a directive/autocratic style average score of 28.5, the lowest among the four groups measured: (a) 18 to 29 years, (b) 30 to 44 years, (c) 45 to 59 years, and (d) 60 and older.
The study also showed that the same 18 to 29 age group had a participative style average score of 24.8, the highest among the four groups measured. Thus, young aspiring African leaders between 18 and 29 years old are predominately participative-centric, and less likely to be so as they get older. This group of African leaders needs the training now to reinforce their current participative style before they age into the next group when it gets harder to change their mindset.
Entrepreneurship is very challenging. What keeps you personally motivated as a chief executive officer of the Institute of African Leadership?
I agree that entrepreneurship comes with a lot of challenges, and some are difficult to overcome, but I know I have to deal with it come what may. I have been teaching and working as a mechanical and manufacturing engineer for some 40 years now, and it seems almost impossible to manage another career – training and developing African managerial leaders. I have dropped that career and am currently pursuing a training and development career.
I have been an entrepreneur once before and failed, then I went back to my predictable career, working again for an organization as an engineer. I have learned my lessons, especially when it comes to funding. This time, I have a pool of capital that will lead me to establish the first phase of this training program, which is getting the website and the lessons fully completed and ready for the participants, and I am happy about that. However, the second phase, which entails the dissemination of the training program via advertising (e.g., radio, TV, billboards, and newspapers) throughout all the countries in sub-Saharan Africa, requires additional resources and funding to make it work. I am currently seeking help from monetary organizations.
There are numerous factors that keep me personally motivated as a director of the Institute of African Leadership: (a) my will to problem-solve, (b) my vision, and (c) my education. However, and like I said before, I continue to ruminate several years ago, when I was a teenager growing up in Ghana and watched various politicians talk about policies that they believed would help alleviate poverty. Yet, when they came to power, nothing really good happened for their people. I wondered why? During that same period of time, I also read in the newspapers many times how poor Africans were and how the leaders have mismanaged their countries’ resources. But these were intelligent people, so why? This is where my will to problem-solve comes in, wanting to at least contribute my share of solving the failed leadership in Africa. I believe, where there is a will, there is a way.
Also, like I said earlier on, my research found that Africans in US businesses have assimilated into the American system by practising participative leadership styles, finding success as managerial leaders in many organizations in corporate America. That tells me African managerial leaders are capable, but it seems the environment in Africa does not allow them and that environment needs to be changed. I’ve been told so many excuses and reasons why this cannot be done, but I still didn’t give up finding some solution to this problem. This is where my vision for Africa comes in, where one day through the African Participative Leadership Training Program (APLTP) we will discover our true selves just like that, embrace our problems, become capable to solve our own problems our own way, grab our power back, and the whole game changes. Africa will be economically free forever. Japan, Singapore and other nations did it, why can’t we?
Of all the ways, I describe myself – mechanical engineer, manufacturing and quality engineer, business manager, counselor, professor, professional consultant, author, and researcher – perhaps the most fitting is multipotentiality, which is defined as someone whose interests span multiple fields or areas rather than someone who is proficient in just one. I hold a Bachelor of Science, B.S., degree and Master of Science, M.S., degree in mechanical engineering, a Further Education Teachers’ Certificate, (F.E.T.C.), a Master of Business Administration, MBA, degree, a Doctor of Education, Ed.D., degree in organizational leadership, a Master of Arts, M.A., degree in clinical psychology, certification as a marriage and family therapist, MFT, and a Doctor of Psychology, PsyD. This is where my education comes in, an excellent corporate trainer, teaching African leaders to help their followers cultivate their skills and knowledge by providing complete training and sharing my rich and tremendous knowledge and expertise in ways that motivate them.
What is your vision for the Institute of African Leadership and where do you see this business of education and training in the next 5 years, especially clients from Africa?
My vision for the Institute of African Leadership is to create wholesale success and overperformance in organizations in Africa, and eventually decrease poverty, increase the standard of living, and change the way Africans think and act at the institutional and personal level. I know that as the founder I will be expected to generate ideas, and when a competitor emerges, it will be my responsibility to come up with a response plan. When I hit an impenetrable obstacle, my job will be to come up with an alternate plan to move forward. I am capable of moving this program forward because I have tremendous knowledge and rich experience that spans over 40 years as I indicated previously.
There are so many unknown factors that come along with any entrepreneurial venture. For example, how long a business will exist and whether it will be profitable. In this case, will these African managerial leaders like the training and development service that we are creating? There are no solid, reliable answers to any of these questions. However, one thing that I can assure you is the training, development lessons will be online in May 2021 and maintaining this program online will go on forever at no cost to the participants.
In the next 5 years, I see the Institute of African Leadership (IoFAL) will be in every organization, workplaces, everywhere in every sub-Saharan African country, training and developing African managerial leaders in the African Participative Leadership Training Program to achieve our own unique management philosophy, one that is deep-rooted in the African culture, like Japan and others.
Kester Kenn Klomegah is a versatile researcher and passionate contributor, most of his well-resourced articles are reprinted elsewhere in a number of reputable foreign media.
World
Mali, Burkina Faso, Niger Slam 0.5% Import Levy on Nigeria, ECOWAS Nations

By Adedapo Adesanya
Mali, Burkina Faso and Niger – all under military rule- have announced a new 0.5 per cent levy on imported goods from Nigeria and other Economic Community of West African States (ECOWAS) member-nations.
The development comes as they seek to fund a new three-state union after leaving the larger regional economic bloc, they said in a statement.
Recall that the West African regional bloc, in January, in the spirit of regional solidarity, said they will recognise the national passports of the three countries bearing the ECOWAS logo until further notice and will allow for free trade with the three states under military rule and free movement will happen without visas.
However, the three nations, according to an official statement, said the levy was agreed on Friday and will take effect immediately, noting that it will affect all goods imported from outside the three countries but will not include humanitarian aid.
Funds from the levy would be used to “finance the activities” of the bloc, the group said, without giving details.
The move ends free trade across West Africa, whose states have for decades fallen under the umbrella of the ECOWAS, and highlights the rift between the three states that border the Sahara Desert and influential democracies like Nigeria and Ghana to the south.
The three countries, each ruled by military juntas that came to power through recent coups in 2023, had established the Alliance of Sahel States as a security agreement following their exit from ECOWAS bloc.
Over time, this alliance evolved into an aspiring economic union with plans to promote deeper military and financial integration, including introducing biometric passports.
Last year, the three nations left ECOWAS, citing claims that the bloc had not sufficiently supported them in fighting Islamist insurgencies and addressing insecurity in their countries.
The three countries, which are former colonies of France, have lamented the excesses and involvement of the European country on its affairs and resources. It has since built new relationships with Russia, Turkey, and Iran.
The three Sahelian countries have teamed up to form a separate confederation called the Alliance of Sahel States (AES).
World
Explainer: Bashkortostan’s Modern Agricultural Technologies and Approaches Useful for Africa

By Kestér Kenn Klomegâh
The importance of introducing new technologies, the need for adopting innovative approaches as key drivers for the development of agriculture, as well as the need to develop an agricultural insurance system, in the context of climate change and global challenges, dominated discussions during the largest agricultural forum held in Ufa, a city in the Republic of Bashkortostan.
The main plenary session under the unique theme: “Agricultural Export: goals, trends and key development guidelines 2030” was opened by its moderator Louis Gouend, an expert of the Russia-Africa Cooperation Council under the State Duma of the Russian Federation and chairman of the commission for work with African diasporas of the Russian-African Club at Moscow State University named after M.V. Lomonosov, as well as president of the African Business Club.
Louis Gouend welcomed the participants and emphasized the importance of the issues discussed for the sustainable growth of the Russian economy. In the context of sanctions and global challenges, such as import substitution, Russia was able to maintain stability and even increase the total volume of exports.
Ilshat Ildusovich Fazrakhmanov, Deputy Prime Minister of the Government of the Republic of Bashkortostan, addressing the forum, expressed warm greetings to participants, and further emphasized the importance of international cooperation in the field of agro-export. Fazrakhmanov introduced Zalina Lerievna Aiba, Deputy Director of the Department of International Cooperation and Development of Agricultural Exports of the Ministry of Agriculture of Russia, for discussion of the federal agency’s strategies.
Zalina Lerievna Aiba singled out export growth as a key driver for the development of Russian agriculture. She noted the importance of Bashkortostan against this background and presented a program for the development of agricultural exports of the Republic of Bashkortostan until 2030, developed jointly with the Federal Center “Agroexport”. The program aims to give a new impetus to the development of the agricultural sector in the region.
Vitaly Yuryevich Nagalin presented promising areas for exporting Bashkortostan products, emphasizing the need for innovative approaches. In response to a question about products with high export potential, he emphasized the unique national products of Bashkiria that could interest the foreign market. Further, during the forum, the importance of introducing new technologies, such as digitalization and precision farming, to increase competitiveness was discussed.
The topic of supporting the agricultural sector was continued by discussing the role of Rosagroleasing. Pavel Nikolaevich Kosov spoke about the importance of material and technical equipment in the context of the Republic’s export potential. He emphasized that Rosagroleasing provides farmers with key tools for modernization, facilitating the renewal of the fleet of machinery and equipment, which is necessary for the effective use of innovations in agriculture.
Korney Datkovich Bizhdov presented a report on the importance of agricultural insurance as a mechanism for financial stability of the agricultural sector. He spoke about the support provided to Bashkortostan farmers last year, when the republic received 145 million rubles in insurance payments due to unfavorable weather conditions. Bizhdov emphasized the need to develop an agricultural insurance system in the context of climate change and global challenges. Promising development areas for the coming years were announced, including programs designed to protect agricultural producers and strengthen the position of the agro-industrial complex in international markets.
In her speech, Darya Vladimirovna Snitko emphasized the main trends in the Russian agro-industrial complex and the foreign economic challenges facing exports. She noted that it is necessary to adapt to rapidly changing global conditions and identified key strategies for strengthening the position of Russian agricultural products in the world market. Snitko also emphasized the importance of technological modernization and the need to invest in innovation to achieve a competitive advantage.
Sergey Vladimirovich Lakhtyukhov discussed the prospects for the export of poultry products, emphasizing the importance of international markets for the domestic sector. He spoke about the significant contribution of Bashkortostan to the production of poultry meat, where the region has increased production volumes by 153% over the past five years. Lakhtyukhov noted efforts in the field of import substitution of breeding material and highlighted areas that contribute to the growth of the export potential of Bashkir poultry farming, such as the production of commercial and breeding eggs.
In his speech, Roman Vyacheslavovich Kostyuk devoted attention to the strategic prospects of animal husbandry with an emphasis on export. He noted the leading positions of Bashkortostan in the production of milk and beef and emphasized that exports create new opportunities for Russian livestock breeders. In addition, Kostyuk focused on the need to increase production volumes, as well as on finding ways to successfully enter international markets, which will increase the income and competitiveness of domestic livestock farming.
At the end of the session, Louis Gouend, the African moderator and expert, invited all participants, entrepreneurs from the regions, to actively participate in the forthcoming Russia-Africa exhibition and forum in October 2025. The event will be held at the Chamber of Commerce of the Russian Federation in Moscow and expected to attract a large number of African entrepreneurs to interact with their Russian colleagues; this event is a unique platform for networking and exchanging experiences between Russian and African entrepreneurs. It is expected that the event will bring together a large number of representatives of business communities from African countries, which will create excellent opportunities for cooperation and the development of new business relations.
By participating in this forum, those present will be able to not only present their projects, but also learn about the latest trends and opportunities that the African market offers. It was strongly recommended that entrepreneurs take an active part in this significant upcoming corporate event.
In the final stage of the plenary session “Agro-Industrial Complex Export: Goals, Trends and Key Development Guidelines 2030” at the Agrocomplex Forum, Louis Gouend assertively noted that the entire discussion was a significant step towards building a sustainable and competitive agricultural export system. The meeting participants emphasized the importance of integrating new technologies and innovations that will help domestic producers take a strong position in the global market.
The future of the agro-industrial complex is mutually beneficial cooperation, sustainable development and confidence in the future, which became the main motive of the meeting. Continuing joint efforts and accumulating experience, were considered as conditions to achieve collective goals and ultimately contribute to global food security and population’s well-being.
The organizers in the Government of the Republic of Bashkortostan sincerely thanked all participants and partners for their active participation and look forward to next meetings to discuss further steps toward the successful development of agricultural exports!
World
US Coast Guard Lauds Nigeria’s Port Security Efforts

By Adedapo Adesanya
The United States Coast Guard has commended Nigeria for considerable progress in implementing the International Ships and Ports Facility Security (ISPS) Code.
The commendation came from Mr Joe Prince Larson of the US Coast Guard who led a team from the International Port Security Programme on a Working Tour of some Terminals and Ports in Nigeria to ascertain the level of implementation of the ISPS Code across Nigerian ports facilities.
The evaluations, which commenced last year as part of a three-year plan, are geared towards providing actionable insights and data-based decisions to lift the Condition of Entry (CoE) placed on vessels departing Nigeria for the US.
According to the Nigerian Maritime Administration and Safety Agency (NIMASA), the team had earlier conducted assessment visits to the Dangote Port and Lekki Free Trade Zones in Lekki, Lagos State, as well as private port facilities operated by Matrix and Julius Berger in Warri, Delta State.
While delivering an interim assessment report to NIMASA Management, Mr Larson noted that Nigeria’s compliance with the ISPS Code ranks amongst the best globally.
He added that his team would report their findings to the leadership of the US Coast Guard accordingly and expressed confidence that NIMASA had the capacity to maintain the high standards attained to date.
“We had the pleasure of visiting Matrix and Julius Berger in Warri, Delta State, before proceeding to the Lekki Deep Seaport and Dangote Port in Lagos, with the overall assessment being very positive.
“We noted that there is a clear and deep understanding on the implementation of the ISPS Code in Nigeria with the level of compliance observed to be at par with some of the best maritime nations globally. We would report our findings back to US Coast Guard headquarters accordingly.”
On his part, the Director General of NIMASA, Mr Dayo Mobereola, reaffirmed the agency’s commitment to maintaining the improved compliance standards at Nigeria’s ports.
He highlighted the positive impact of these efforts on the country’s international reputation, adding that the agency would continue to support efforts under the Minister of Marine and Blue Economy, Mr Adegboyega Oyetola, to improve standards in the Nigerian maritime industry.
According to him, “I must express my happiness at the positive feedback we have received from the USCG delegation as it serves as reward for the Federal Government’s commitment to the develop of the sector, and the work of the Agency, under the supervision of the Federal Ministry of Marine and Blue Economy, to ensure international standards are adhered to in the area of port security.”
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