By KINGSLEY LARBI( Rev. Prof.)
Leadership is not just a title, it is a responsibility to inspire, transform, and create lasting impact. When I returned to Ghana in January 1996 after completing my doctoral studies, I was stepping into more than a role.
I was embarking on a mission to transform an institution that held immense potential but needed a cultural and structural overhaul to achieve its vision. What unfolded over the next few years was a story of persistence, innovation, and the power of disciplined leadership.
This narrative from Chapter 29 of my book Born to Win captures the essence of transformational leadership and the steps required to inspire change in systems and people. It reflects the broader lessons of building sustainable institutions, reshaping cultures, and overcoming challenges with foresight and tenacity.
Day One: A Culture of Excellence
Returning as Principal, my first day on campus was eye-opening. Arriving at the office before 8 a.m., I was met with a stark reality, staff members strolled in after 9 a.m., casually justifying their tardiness by pointing to the parent organization’s relaxed standards. This complacency wasn’t unique to the institution; it reflected a broader issue of workplace attitudes in Ghana and across much of Africa.
Determined to make a difference, I began with a thorough inspection of the facility. Maintenance issues, untidiness, and a lack of urgency in the workplace were glaring problems. I implemented immediate changes, setting a tone of accountability and excellence. To succeed, I believed we needed to elevate our standards in every aspect of our operations.
Academic Restructuring and Accreditation
One of my earliest priorities was to enhance the academic credibility of the institution. I spearheaded efforts to revamp curricula for the Diploma and B.A. Theology programs, aligning them with global standards and new institutional objectives.
Additional faculty members with extensive expertise, including Rev. Dr. Abraham Akrong and Rev. Dr. Frimpong Manso, were brought on board. Their contributions not only strengthened our programs but also laid the groundwork for launching postgraduate studies in 1998.
Accreditation was another critical milestone. We partnered with the International Correspondence Institute (ICI), enabling students to pursue degrees recognized internationally. Although logistical challenges eventually ended this affiliation, the effort positioned us for future success as we transitioned into a broader liberal arts institution.
Financial Reforms: Building Accountability
A sustainable institution requires financial discipline. Upon my return, I introduced accounting records in the institution’s history. These records enhanced transparency, enabling us to account for subventions from the Church, student fees, and donations from well-wishers.
The financial landscape was challenging. In the 1990s, Ghana experienced rising utility costs, with electricity tariffs increasing by nearly 50% between 1995 and 1997. Despite these pressures, we managed to clear overdue bills and address pressing maintenance needs. Engaging skilled individuals like Pastor Simon Tinglafo to maintain our accounts was a strategic move that ensured professionalism during this transitional phase.
Leadership and Team Building
Transforming an institution requires not just systems but also people. I prioritized building a team of visionaries who shared the commitment to excellence. Scholars from across Africa, including Dr. Livingstone Buama and the Venerable Dr. A.O. Nkwoka, brought their expertise, elevating the institution’s academic standing.
Their support was instrumental in establishing a vibrant academic environment. For instance, Rev. Dr. Frimpong Manso’s contributions to Old Testament studies and his leadership experience added depth to our programs, reflecting our growing reputation as an institution of choice.
Overcoming Cultural and Operational Challenges
Cultural change is one of the hardest challenges in any transformation. Shifting attitudes around punctuality, accountability, and attention to detail requires consistent effort. Operationally, the transition from a Church-managed entity to an autonomous institution came with growing pains. Yet, by establishing systems and fostering a culture of excellence, we laid the foundation for long-term success.
Conclusion
Leadership is often about challenging the status quo, envisioning a better future, and committing to the hard work of change. My journey of transformation from 1996 reflects these principles. It underscores the importance of setting high standards, building capable teams, and instilling discipline as the foundation of success.
This narrative isn’t just about an institution; it’s about the power of visionary leadership to inspire change in people, systems, and society. As Ghana continues to grow and navigate its development journey, these lessons remain relevant. They remind us that true leadership is about creating a legacy of excellence that outlives the leader.
This story from Born to Win is more than a personal account, it is a blueprint for transformational leadership. It is a call to action for anyone aspiring to lead with purpose and impact.
