There is a popular Akan saying: “Sɛ ɔpanyin dware wie a, na nsuo asa.” This means that when an elder finishes bathing, there may be no water left. The proverb shows the great respect traditionally given to elders and people in authority. Their opinions, judgement, and decisions are often treated with high regard.
Another Akan saying suggests that when an adult and a child have a disagreement in public, society is more likely to blame the child than the adult. The lesson is that age and authority deserve respect and should not be challenged carelessly.
These values have helped maintain order in society for many years. However, when they are misunderstood, they can sometimes make people in authority feel protected from criticism and accountability.
In some workplaces in Ghana, this attitude can be seen. Some leaders expect their decisions and opinions to be accepted without questions. Employees who share different views or challenge decisions respectfully may be criticised, embarrassed, or labelled as disrespectful.
The recent protest by students of the Krobo Nursing and Midwifery Training College over allegations concerning the conduct of the college principal brought this issue into the public discussion. While some people believed the students went too far and should have acted with more emotional control, others felt they were expressing concerns they believed had not been addressed.
Although some actions by the students, such as hooting, may not represent the best way to show disagreement, the situation raises an important question:
Should organisational leaders be beyond criticism and accountability?
Leadership experts argue that the answer is no.
A Professor of Leadership and Organisational Development at the University of Ghana Business School has explained that effective leadership in Ghana must combine cultural values with innovation and emotional intelligence to succeed in today’s changing world.
He also warned that organisational politics, favouritism, and power struggles can damage teamwork and productivity. Prof. Dartey-Baah stated that leaders must move above internal politics and create workplaces built on fairness, inclusion, and trust (University of Ghana, 2025).
His views remind us that leadership is not about avoiding criticism. Instead, good leadership requires fairness, accountability, and respect for everyone in the organisation.
Organisational leadership
Over the years, some workplaces in Ghana have seen leadership as simply giving orders, giving instructions, and expecting people to obey. In such situations, leadership becomes about doing what the leader wants instead of encouraging teamwork and shared decision-making.
In conversations with colleagues, many shared experiences from different organisations where team leaders, heads of departments, and even chief executive officers did not involve others in important decisions. Even when employees were invited to meetings, some felt their opinions did not matter because the leader’s view usually became the final decision.
Some even questioned why they were invited to meetings if their contributions would not influence the outcome.
More worrying is the situation where some leaders easily criticise others but struggle to accept criticism themselves. They quickly blame employees for mistakes but become defensive or even punish those who question their own decisions. Such leadership reduces trust and prevents people from openly sharing ideas.
The recent protest at the Krobo Nursing and Midwifery Training College shows some of the concerns people raise about leadership and accountability. During the protest, one student alleged:
“We are being treated like slaves. Other tertiary institutions have cleaners, but we don’t. Our voices are not heard. The principal has already made up her mind before listening to us. She speaks to us disrespectfully whenever we raise concerns.”
Whether all the allegations are later proven or not, the issue raises an important question: What happens when people under a leader feel ignored?
Organisations succeed when leaders listen, communicate, and remain accountable to those they lead. But what makes some organisational leaders believe they are beyond reproach?
Character flaws
Some leaders have personal weaknesses that affect their leadership. One example is being overbearing. Such leaders believe their opinions and decisions are always better than those of others. They may reject different views and see criticism as an attack on their authority.
Decision-making powers
Leadership positions come with the power to make decisions. This is necessary for organisations to function well. However, when too much power is placed in one person’s hands, some leaders may begin to believe that nothing can happen without them.
Absence of operational manuals
Policies, guidelines, and standard procedures help organisations make fair decisions. When these documents are missing, outdated, or ignored, leaders may depend only on their personal judgement. This can create a situation where a leader’s personal wishes become more important than organisational rules.
Consequences
The effects of such leadership can be serious. When leaders ignore the ideas and concerns of others, employees may become silent and less willing to contribute.
Innovation reduces, morale declines, and productivity suffers. In the long term, the organisation may struggle to grow because too much depends on one person’s decisions.
An organisation may appear to have a strong leader, but in reality, it may be weakened by depending too much on one individual’s judgement.
Way forward
The recent events at the Krobo Nursing and Midwifery Training College provide an opportunity for leaders to reflect on the importance of listening, accountability, and respect.
Regardless of the final outcome of the matter, it reminds leaders that leadership must be built on openness and transparency.
Institutional heads, managers, and team leaders must value the ideas, contributions, and presence of those they lead. When leaders encourage participation, accept constructive criticism, and make fair decisions, they build trust and create peaceful and productive workplaces.
Leadership is not measured only by the power to command. It is measured by the humility to listen, the courage to accept responsibility, and the willingness to learn from others.
No organisational leader is beyond reproach.
WRITTEN BY:
Henry Atta Nyame
Institutional Assessment Practitioner
