By KINGSLEY LARBI (Rev. Prof)
Leadership is both a privilege and a responsibility. I have always believed that the development of any nation is inextricably linked to the quality of its leadership, whether in government, academia, or corporate institutions.
This belief was reinforced through my leadership journey, particularly during my sabbatical leave in 2001 and my subsequent return to Ghana.
The world has changed significantly since then, but the principles of national progress remain unchanged. As I reflect on my experiences, juxtaposing the leadership and institutional growth narratives from Born to Win with contemporary realities, one thing stands clear: success is driven by determination, strategic vision, and an unwavering commitment to human capital development.
Leadership Beyond Titles: A Critical Element in National Development
In Chapter 37 of Born to Win, I stated emphatically that leadership is not merely about titles, qualifications, or positions. While these are necessary, they are not sufficient to drive meaningful change. Leadership is about vision, resilience, and execution. This was a lesson I learned firsthand when I assumed the role of Vice-Chancellor of the University College. It was a pioneering effort that required more than academic knowledge, it demanded courage, negotiation skills, and the ability to navigate institutional bureaucracy.
Countries such as Singapore, South Korea, the United Arab Emirates, and Rwanda have demonstrated that determined leadership can transform a nation within a generation. Singapore, under Lee Kuan Yew, moved from a developing nation to a global financial hub within three decades. Rwanda, led by President Paul Kagame, has transformed from a genocide-ravaged country into one of Africa’s fastest-growing economies, with a GDP growth rate averaging 7.2% over the last decade. Ghana, on the other hand, has had moments of promising growth but has struggled with sustainability due to inconsistencies in leadership vision and execution.
Sabbatical Leave: Rest, Reflection, and Renewal
By the end of 2001, after six intense years of pioneering work at the university, I felt the pressing need for rest and reflection. The opportunity to take a sabbatical leave at Fuller Theological Seminary in Pasadena, California, under the Langham Writers Project, provided me with the necessary respite. This experience was more than a break; it was an opportunity to think critically about my leadership journey, academic responsibilities, and the broader challenges facing Ghana’s educational landscape.
Looking back, the importance of sabbaticals in leadership development cannot be overstated. In many developed nations, executives and professors are encouraged to take time off to research, write, and gain fresh perspectives. However, in many African institutions, leaders often work themselves into exhaustion without taking time to rejuvenate. This is a cultural and institutional gap that needs to be addressed. The cost of leadership burnout is far greater than the cost of a well-planned sabbatical.
Institutional Growth: Building a Legacy Beyond One’s Tenure
One of the most defining moments of my return from sabbatical in September 2002 was resuming my role as Vice-Chancellor. However, I quickly realised that during my absence, significant administrative changes had been made, without formal communication with me. This experience underscored the importance of succession planning and institutional continuity.
During my tenure, we prepared for our first graduation ceremony, which was held at Christ Temple, Accra, on May 24, 2003. This was a landmark event that honored those who contributed to the university’s foundation. Recognising faculty members, administrators, and donors with awards such as the Distinguished Visiting Faculty Award and the Technical Committee Award was not just a ceremonial gesture, it was a statement about the value of intellectual capital in national development.
In contemporary Ghana, higher education institutions continue to play a critical role in national development. However, they face challenges such as underfunding, outdated curricula, and the disconnect between academia and industry needs. The Ghanaian government allocated GHS 15.6 billion ($1.3 billion) to education in the 2023 national budget, yet funding gaps persist in research and faculty development. Universities must find innovative ways to attract funding, foster collaborations with industry, and develop curricula that meet global standards.
The Economics of National Development: Leadership in the 21st Century
Leadership in national development is ultimately about resource management. Ghana, like many African nations, is rich in natural resources but continues to struggle with economic sustainability. Our public debt stood at GHS 658 billion ($55 billion) as of December 2023, with inflation hovering around 26%. This economic reality underscores the need for prudent leadership, innovation, and investment in human capital.
If Ghana is to achieve sustainable economic growth, it must embrace leadership that prioritises strategic investments in education, entrepreneurship, and technology. For example, Rwanda has invested heavily in ICT, positioning itself as a regional technology hub. Ghana must follow suit by enhancing STEM education, supporting startups, and creating policies that attract investors to critical sectors.
Conclusion:
Reflecting on the themes in Born to Win, I recognise that leadership is a continuous journey, not a destination. My experiences as a Vice-Chancellor, the sabbatical at Fuller, and the institutional transformations at the University College have all reinforced this reality. Leadership, whether in academia, government, or business, requires vision, resilience, and adaptability.
As Ghana navigates the complexities of national development in the 21st century, it must prioritize strong leadership, sustainable policies, and investments in education and innovation. The lessons from history, my journey, and contemporary global examples all point to one truth: nations do not develop by accident. It takes deliberate, strategic, and visionary leadership to win. And for those of us born to win, the task remains, lead, inspire, and build for the future.
