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LEADERSHIP:
TIMES AND CHALLENGES
By
Dr. Usman Kabir, BSc, MSc, PhD, Cert Ed, PGCE, TDLB, MBA
Presented at the
ALL ADMINISTRATORS NATIONAL CONFERENCE 2013
organized by
Chartered Institute of Administrators
Thursday, 4th and Friday, 5th July 2013
At the International Conference Centre, Abuja

INTRODUCTION
The rapid environmental changes have presented incessant challenges for leadership in Nigeria
with the attendant effects of the good, the bad and the ugly situations. According to Epia (2007);
Leadership exits not only in human kingdom but as well as in animal kingdom. He opined that in
the animal kingdom leadership belongs to the strong and valiant, to the daring and
courageous, but behind these attributes is always the need to protect the weak of the clan, to
hold and defend territory, to feed and train the young and to promote discipline and well being
among the herd. Whereas in the human society the burden of leadership naturally falls upon a
charismatic, selfless and service driven individual whose power is rooted in the transparent
determination to use individual strength and wisdom, unity of purpose and the entrenchment of
group order for the benefit of human race.
The human being has impacted negatively or positively on this social balance by the manner in
which he applies his innate endowments to his environment. A wicked and roguish disposition
produces despots and tyrants. A sensible, compassionate and judicious inclination yields the
charismatic type of leader and cultivates a loyal and loving following. An inept, lack-lustre and
passive leader erodes confidence and elicits ridicule and opprobrium.

INTRODUCTION (cont’d.)
The gregarious nature of man underscores the constant interplay of human forces and interests
in the unending search to fill leadership roles. Leadership is therefore not anything anyone is
born with nor anything thrust upon anyone. Authentic leadership in the human society is not
anything to be obtained through conquest or by the use of all available instruments of coercion.
Authentic leadership is something to merit and earn, something that carries with it certain basic
qualities accruing from latent and discernible abilities.
The good leader bears an acute sense of sacrifice and always shows a bias for the care and
concern of the people. The good leader has an uncanny sensitivity to people's needs and a
veteran's ability to manage the people's resources. In time of crisis the good leader is an agent
of reconciliation, one who shows unlimited commitment to reconciling disparate and
contradictory forces. The good leader does not demand loyalty but is one whose charisma,
candour and moral standing attract popular acclaim. A good leader does not predicate his
reputation on propaganda nor on the patronising efforts of sycophants and hirelings. What is
then leadership?

WHAT IS LEADERSHIP?
Leadership has a range of definitions, but at its simplest it is concerned with the ability to
influence others to achieve goals. The process and attributes required to effectively influence
others are central to an understanding of leadership. The personal attributes of leaders including
having a big picture vision that is effectively shared and decision making that is clear and decisive
based on assessment of available information. Leaders have a commitment to capacity building
and empowering others, are respectful and consultative but willing to make tough decisions
when required. At the core of leadership is the attribute of credibility, usually earned by
demonstrated ethical and transparent approaches to practice. (Huges 2009).
Leaders take calculated risks when required, speak out against the status quo and step forward to
take responsibility and show initiative when needed. This type of behaviour in practice requires
good strategic thinking, interpersonal communication skills and emotional intelligence. In reality
we all show and need leadership skills to be effective in our daily practice, whether that be in
academia, communities or organisations. We all work to influence others to achieve our
objectives, irrespective of the level at which we operate in society. Leadership is not confined to
the top of the decision-making tree, but instead is often required at lower-down levels to ‘shake
the branches’.

THE CHALLENGES OF LEADERSHIP
Leadership constantly presents challenges, being a leader is in itself a challenge. Things change;
change brings challenge, and no matter how good a leader is, no leader can stop that from
happening. Some challenges come in the form of people or problems that present obstacles to
reaching a goal. Far more come from within the leader himself or from the situation of simply
being a leader. Every leader must face many of them and learn to deal with them in some way.
It may seem like "challenges" is another word for "problems," but that's not necessarily true.
Sometimes positive situations present the greatest challenges, testing how well you can use your
opportunities. A challenge is an invitation to rise to another level, to test yourself and improve in
the process, to show that you can accomplish something that may seem difficult, or even
impossible. It is important to appreciate that there are very few born leaders, almost all leaders
are made by recognizing, learning from, and rising to the challenges of leadership.
The challenges of leadership are really of three kinds: external, coming from people and
situations; internal, stemming from within the leader himself; and those arising from the nature
of the leadership role.

THE CHALLENGES OF LEADERSHIP (cont’d.)
(I) External challenges
It's almost impossible to imagine a situation where a leader doesn't have to cope with external
challenges. In an organization, such issues as lack of funding and other resources, opposition
from forces in the community, and competitors often rear their heads. Social, economic, and
political forces in the larger world can affect the organization as well. To some extent, the
measure of any leader is how well he can deal with the constant succession of crises and minor
annoyances that threaten the mission of his group. If he is able to solve problems, take advantage
of opportunities, and resolve conflict with an air of calm and a minimum of fuss, most of the
external issues are hardly noticeable to anyone else.
If the leader doesn't handle external challenges well, the organization probably won't, either. We
have all seen examples of this, in organizations where everyone, from the director to the
custodian, has a constantly worried look, and news is passed in whispers. When people feel that
leaders are stressed or unsure, they themselves become stressed or unsure as well, and the
emphasis of the group moves from its mission to the current worrisome situation. The work of
the group suffers.

Some common external situations that call for leaders to use their resources include:
Public criticism, especially uninformed criticism of your team or mission.
Flare-ups of others' interpersonal issues, especially outside the organisation.
Crises, which could be tied to finances, program, politics, public relations (scandals), legal
concerns (lawsuits), even spiritual issues (loss of enthusiasm, low morale).
Disasters which are different from crises, in that, in a crisis, something important (usually
negative, but not always) seems to be happening, and you are trying to control the situation. In a
disaster, the worst has already happened, and you are trying to deal with that in some way.
Opposition and/or hostility from powerful forces (business groups, government, an influential
organization, etc.)
A financial or political windfall - Sometimes an unexpected benefit can be harder to handle than
a calamity.
Collaboration with another group or organization may call upon a leader to define clearly the
boundaries within which he can operate, and to balance the needs of his own group with those
of the collaborative initiative as a whole.

(II) Internal challenges
While leadership presents to each of us the opportunity to demonstrate the best of what we
are, it also exposes our limitations. In many cases, good leaders have to overcome those
limitations in order to transmit and follow their vision. Fear, lack of
confidence, insecurity, impatience and intolerance all can act as barriers to leadership. At the
same time, acknowledging and overcoming them can turn a mediocre leader into a great one.
It is often very difficult for people, especially those who see themselves as leaders, to admit that
they might have personality traits or personal characteristics that interfere with their ability to
reach their goals. Part of good leadership is learning to accept the reality of those traits, and
working to change them so they don't get in the way.
Sometimes, what seems to be an advantage may present a challenge as well. A leader who’s
extremely decisive may alienate followers by never consulting them, or by consistently ignoring
their advice. A leader who’s terrific at developing relationships with others in the organization
may be unable to tell someone when he is not doing his job. Some characteristics can be double
– edged swords, positive in some circumstances and negative in others. The real challenge is in
knowing the difference and adapting your behaviour accordingly.

Leaders are human. That's hardly news, but it means that they come with all the same problems
and failings as everyone else. One of the greatest challenges of leadership is facing your own
personal issues, and making sure they don't prevent you from exercising leadership.
Acknowledging the attitudes and tendencies that get in your way, and working to overcome
them, is absolutely necessary if you're to become an effective leader.
Among the most common personal traits that good leaders have to overcome or keep in check
are:
Insecurity. Many people feel, at least some of the time, that they're not up to the tasks they face.
They may even believe that they're fooling people with their air of competence, when they know
they're really not very capable at all. Insecurity of that sort keeps them from being
proactive, from following their vision, from feeling like leaders. It can be crippling to both a leader
and her group or organization.
Defensiveness. Also born of insecurity, defensiveness shows up most often as an inability to take
criticism (other people might catch on to the fact that you're as incompetent as you know you
are), and continuing hostility to anyone, even an ally, who voices it. Defensiveness often also
includes a stubborn resistance to change ideas, plans, or assumptions, even if they've been
shown to be ineffective.

Lack of decisiveness. Sometimes it's hard to make a decision. The reality is that leaders are called
on to make decisions all the time, often with very little time to consider them. It is important to
have as much information as possible, but at some point, you just have to make the decision and
live with it. Some decisions are reversible, and some are not, but in either case, it's important to
learn to make a decision when necessary and understand that living with the consequences is
part of being a leader.
Inability to be direct when there's a problem. Many people want so badly to be liked, or are so
afraid of hurting others, that they find it difficult to say anything negative. They may be reluctant
to tell someone he's not doing his job adequately, for instance, or to address an interpersonal
problem. Unfortunately, by letting these things go, they only make them worse, which makes
them still harder to address. It's essential to learn when firmness is necessary, and to learn how
to exercise it.

Inability to be objective. Neither looking at situations through rose-colored glasses
nor being always on the edge of hysteria is conducive to effective leadership. Just as
objectivity is important in dealing with external issues, it's important to monitor your
own objectivity in general. There's a difference between being an optimistic individual
and being unable to see disaster looming because it's too painful to contemplate. By
the same token, seeing the possible negatives in an apparently positive situation are
not the same as being paralyzed by the assumption that calamity lurks around every
corner. The inability to accurately identify the positive and negative in any situation
and react appropriately can create serious problems.
Impatience - with others and with situations.
It may seem, given the importance of decisiveness and firmness, that patience is not a
virtue a leader needs. In fact, it is perhaps the most important trait to develop.
Situations do not resolve themselves instantly, and anyone who's ever been involved
in an organization knows that everything takes longer than you think it will. Leaders
who are impatient may make rush decisions, may alienate staff members or
volunteers or allies, and can often make situations worse rather than better. It's hard
to be patient, but it's worth the effort.

(III)Challenges Arising From Leadership Itself
Real leadership makes great demands on people. As a leader, you are responsible for your group's vision
and mission, for upholding a standard, often for being the group's representative to the rest of the
world and its protector as well. These responsibilities might be shared, but in most organizations, one
person takes the largest part of the burden.
In addition to its responsibilities, leadership brings such challenges as motivating people. Leaders also
have to motivate themselves, and not just to seem, but actually to be, enthusiastic about what they're
doing. Leaders can be looked on as authority figures, as saviours, as fixers of things that are broken, as
spiritual guides, as mentors, as models, as inspirers, as teachers as well. This in itself carries a set of
challenges, in addition to those posed by what all leaders indeed have to do in order to keep things
going. Some of the issues that leaders have to cope with specifically because they're leaders are:
Keeping an eye on, and communicating, the vision. As the guardian of a group's vision, it's up to the
leader to remind everyone of what that vision is, to keep it in mind in everything the organization
does, to protect it from funders or others who would try to change it and to make sure it does change, if
necessary, with changes in circumstances, the needs of the target population, or the available
information. That means not being distracted from the bigger picture by day-to-day issues as well as not
substituting another, lesser goal that may be contrary to the true vision of the organization.

Keeping the everyday under control while you continue to pursue the vision. You can't maintain
the vision without making sure that there's paper in the printer, that you understand the legal
implications of an action you plan to take, that people know what they're supposed to be doing
on a given day, that there's enough cash in the bank to meet payroll, and that there's someone
there to answer the phone, to pay the bills, and to look for funding. These aren't necessarily all
things a leader has to do himself but he's responsible for making sure they get done, and that
things run smoothly. No matter how transformative he is, no leader can accomplish much if the
infrastructure doesn't work.
Setting an example. If you want others in the group to show mutual respect, to work hard, to
embrace the vision and mission of the organization, to include everyone in their thinking and
decisions, you have to start by doing those things yourself, and behaving in the ways you want
others to behave. A leader who yells at people, consults no one, and assumes his word is law will
intentionally or unintentionally train everyone else in the group to be the same way. A leader
who acts collaboratively and inclusively will create an organization that functions similarly.

Maintaining effectiveness over time. One of the hardest lessons of leadership is that you're
never done. No matter how well things go, no matter how successful your group or organization
or initiative is - unless it's aimed at accomplishing a very specific, time-limited goal - you have to
keep at it forever. Maintaining effectiveness is a matter both of monitoring what you do and
working to improve it, and of keeping up enthusiasm for the work within the group.
Avoiding burnout. This is a challenge not only for leaders, because a burned out leader can affect
the workings of a whole organization. Leader burnout is a product of being overwhelmed by the
workload, the frustrations, the stress, and the time demands of the position, multiplied by the
number of years spent in it. It's crucial that leaders learn to recognize the signs of burnout and -
depending on where they are in their lives and a number of other factors - either find ways to
renew their commitment or leave.

OVERCOMING THE CHALLENGES
(a) How to Cope With External Challenges
Be proactive. Regardless of the situation, it's important for leaders to do something. Waiting is
occasionally the right strategy, but even when it is, it makes a group nervous to see its leader
apparently not exercising some control.
Be creative. Try to think "outside the box," i.e. in unexpected but effective ways. Don't just look
at the obvious, but consider a situation from all perspectives, and search for unusual ways to
make things work.
Face conflict squarely. This doesn't mean come out fighting, but rather identify and acknowledge
the conflict, and work to resolve it. This is true both for conflict within your group, and conflict
between the group and others outside it. Far too many people, leaders included, act as if conflict
doesn't exist, because they find it difficult or frightening to deal with. As a result, it only grows
worse, and by the time it erupts, it may be nearly impossible to resolve. If it's faced early, nearly
any conflict can be resolved in a way that is beneficial for everyone involved. It's a function of
leadership to have the courage to name the conflict and work on it.

OVERCOMING THE CHALLENGES (cont’d.)
Always look for common ground. If there's opposition to what you're doing, it may only be to
one specific part of it, or may be based on misunderstanding. There are few groups or individuals
who don't have some common interests. If you can find those, you may have a basis for solving
problems and making it possible for people to work together.
Retain your objectivity. If you're mediating a conflict within the organization, don't take
sides, even if you think you know one side is right. That will come out if you mediate objectively
and well.
Look for opportunities to collaborate. This is important both within and outside your group or
organization. Within the group, involve as many people as possible in decisions, and make sure
they have control over what they do. The more they own their jobs and the organization, the
more enthusiastic they'll be, the more effective the organization will be, and the more effective
you'll be as a leader. Outside the organization, try to forge ties with other organizations. Let them
know what you're doing, get and give support, and work with them to the extent you can. Make
common cause with other groups that have similar interests. In numbers, there is strength, and
you'll be stronger as an alliance of groups than any one of you could be individually.

(b) Coping with Internal Challenges
Listen. Listen to people's responses to your ideas, plans, and opinions. Listen more than you talk.
Listen to a broad range of people, not just to those who agree with you. Probe to find out why
they think or feel the way they do. If they're about things you do that you can change, you might
give it a try.
Ask for 360-degree feedback and use it. This is feedback (people's views of you) from everyone
around you and other stakeholders to the organisation. As with listening, if you hear the same
thing from a lot of different sources, it's probably true and then act on it. All the feedback in the
world won't do you any good unless you do something with it.
Look at what's going on around you. Are you the centre of controversy and chaos? Or do calm
and good feeling seem to reside wherever you go? The chances are that the answer lies
somewhere in between these extremes, but it probably should be closer to the calm and good
feeling side. Even if you're involved in a battle with the forces of evil, you can foster calm in
yourself and those you work with. Another question to ask is whether the people you work with
are happy and enthusiastic. Taking a look around will tell you a lot about what - and how - you're
doing as a leader.

Reach out for help in facing internal challenges. Most of us find it difficult to change entirely on
our own. A psychotherapist, a good friend, a perceptive colleague, or a trusted clergyman might
be able to help you gain perspective on issues that you find hard to face. Many people find
meditation or some form of self-discovery helpful in understanding themselves and in getting
through change. Don't feel you have to do it all on your own.
(C) Coping with Challenges Stemming From the Nature of the Leadership Role
These are some of the things you can do to retain both your sanity and your competency.
Create mechanisms to revisit your vision. Hold occasional meetings and at-least-yearly retreats
to discuss vision and renew commitment. These will serve both to review the vision to see if it
still resonates (and to rework it if necessary), and to renew your and others' purpose and pursuit
of it. They'll help to remind you of why you're doing this in the first place, give you an opportunity
to work on group solidarity, and - ideally - leave you feeling refreshed and ready to carry on.

Share the burden. Surround yourself with good people who share your vision. If you can find
others who are competent and committed to whom you can delegate some of the tasks of
leadership, it will both remove pressure from you, and make your group stronger. One of the
greatest mistakes a leader can make is to be threatened by others' abilities. In fact, sharing
responsibility with capable people makes all of you more effective, and strengthens your
leadership.
Find an individual or group with whom you can discuss the realities of leadership. In many
organisations, the heads meet on a regular basis to talk about the difficulties and rewards of their
situations with others who truly understand. Some such arrangement can be a valuable hedge
against burnout, and can also help you gain insight into how you function as a leader.
Make sure you have personal time. In order to maintain perspective and to keep yourself
fresh, you need to take time away from being a leader, and away from your organization or
initiative. It's important to have an activity that gets you away from your daily concerns, and to
take days off from time to time. Some people meditate every day, others play music
regularly, and others participate in sports or fitness activities. It may be as simple as taking a walk
with your kids for an hour every evening - whatever it is that relaxes your mind and feeds your
soul. Rather than detracting from your effectiveness, your time off will increase it.

LEADERSHIP IN CHALLENGING TIMES
The challenging period of leadership is “all the time," but in fact some times are more likely
than others. Leadership is usually the most difficult when the situation is changing or
unstable. Some particular times when challenges may arise are:
When something new is about to start. When you're beginning a new intervention, trying
something different in a program that's been running for a while, stepping up to another
stage in your initiative, or hiring a new leader, no one is quite sure what's going to happen.
Systems and relationships can break down, and it's often a matter of leadership as to
whether the new situation is successful or otherwise.
When something is about to end. When something is coming to an end and things are, by
definition, about to change - times get difficult. That may be because of a big push to get
finished, or because it's tough to tell what's coming next. Whatever the reason, it often
takes leadership skills to make sure that the project ends successfully, and everyone moves
on to the next phase, whatever that is.

When times are tough. If there's not enough funding, or an organization or group is being publicly
criticized, for instance, its leader usually has to try to solve the problem in some way: find money, reduce
expenses, and defuse the attacks. Leaders are tested when times are difficult.
During transitions. There are many ways in which a group can be in transition. It may go - because of a
grant or because of other circumstances - from a loosely organized, grass roots collective to a much more
formally structured organization. It might grow quickly, even too quickly. It might be losing some key
people, or changing leaders. One of the most difficult tasks a leader faces is trying to keep a group stable
through a period of change.
The challenges of leadership are ongoing and occur daily. Knowing when the greatest challenges are likely
to arise, however, can prepare you to meet them successfully. In Nigeria, the challenges of our time
include:
(i) The Challenge of Corruption
Nigeria requires an all-out war against this number one enemy of our nation, and not some token gestures
that are simply meant to appease friends in the international community, or even to punish political
opponents. But the next generation of Nigerian leaders shall have to make the war against corruption a
number one priority if it is to carve an enviable place for itself in the history of this nation. Public officers
and politicians in Nigeria must begin to reject the politics of the belly, and be prepared to make the
necessary sacrifices towards building a new Nigeria. The situation in our country today calls for a
communal cleansing, or more appropriately, a communal exorcism to get rid of the demon of greed and
avarice whose offsprings are a legion.
LEADERSHIP IN CHALLENGING TIMES (cont’d.)

Strategies for Fighting the War against Corruption
We need a multi-pronged, multi-faceted, multi-sectoral and multi-dimensional approach to
the fight against corruption in Nigeria since the disease itself comes in many shapes and
forms. The following strategies are hereby proposed:
Strengthening of our democratic structures - Nigerians must work hard to strengthen
democratic structures in the country, for our fight against corruption will not succeed under
the present system that is only one step away from military dictatorship. The general
public, particularly the civil society must be on the alert to ensure that our elected
representatives operate with the highest standards, accountability and stewardship.
Observing the Criminal Code - Nigerians should get familiar with the provisions of the Criminal
Code against the various shades of corruption, especially those involving public servants. The
government and the agencies responsible should ensure that these provisions are rigorously
applied to all and sundry without fear or favour.

Obedience of the rule of law - The judicial system must be strengthened and the rule of law must
be entrenched. We cannot make progress with the fight against corruption as long as there is so
much impunity in the land, with many seemingly operating above the law.
Restructuring of law enforcement Agencies - The law enforcement agencies must be thoroughly
cleansed, re-structured, re-orientated and highly motivated to make them more efficient in
detecting, investigating and prosecuting cases of corruption.
Unlimited Access to information - We must insist that the Freedom of Information Bill be signed
into law, no society can truly fight corruption when there is very limited access to
information, and when whistle blowers are not protected by law.
Adequate salaries and wages to workers - Employers of labour should be constantly encouraged
to pay adequate salaries and wages to workers, and make provision for their retirement benefits.
Workers should not be paid such slave wage as to make them easily susceptible temptation.
Government and corporate organisations should do more towards making Nigeria a welfare state
where basic infrastructures are in place that will make life tolerable for even the least paid worker
and his family.

Code of Conduct - Nigerians need to insist that the declaration of assets by public officers should
be a public thing. The present practice of secret declaration of assets is of no use in our fight
against corruption.
Removal of immunity clause - - The section 308 of the 1999 Constitution which guarantees
immunity from prosecution for our President, Vice President, Governors and their Deputies, even
on account of criminal charges, must be expunged from our law books, if we are serious about
the fight against corruption.
Unexamined ethnic loyalty - This is an obstacle on our way to a truly transparent society with
accountable leadership. Right thinking Nigerian individuals and groups must work hard against
that form of ethnic bigotry by which acts of corruption are condoned or tolerated if committed by
an individual from one’s ethnic group. Corrupt officials have often used the ethnic card when
their atrocities are exposed, and in many instances their kith and kin have rallied round to defend
them.
Religious Bodies - Religious bodies should see it as their principal role to inculcate the fear of God
and the values of honesty, probity, hard work, accountability and concern for the common good
in their members. Nigerians are notorious for their religiosity, and no religion encourages
corruption, so religious leaders must demonstrate to their members that vibrant religiosity and
rampant corruption cannot exist side by side.

Traditional Rulers – Our traditional rulers should help identify the many faces of corruption in the
society. They should exercise utmost caution in conferring honours on people, because such people
automatically become role models for the younger generation.
(ii) Nigeria’s Security Challenges
No nation is free of security challenges. These challenges also vary from one country to the other.
Threats/challenges to a country’s security may range from low level civil disorder, large scale
violence, even armed insurgency or terrorism. These threats may be directed against citizens or the
organs and infrastructure of the state itself. The current security challenges facing Nigeria as a nation
include the following:
Terrorism
No doubt, the most predominant security challenge in the country today is terrorism. The Jama’atu Ahlis
Sunnah Lida’awatih wal- Jihad, a religious group popularly known as Boko-Haram is the harbinger of
terrorism in Nigeria today. The sect, which is predominantly based in the North Eastern part of the
country, has an ideology that is averse to western education and anything it represents. They have
bombed their way to the police headquarters, Abuja; the United Nations building, Abuja and made a
mincemeat of persons who were relaxing at a spot in Mogadishu cantonment in Abuja in December
2010; on Christmas day 2011 went to Saint Theresa’s Catholic Church Madala, Niger state, where they
killed over 40 worshipers. It has become an unending assault on the sovereignty of the country. ( Dasuki;
2013)

They carried out routine raids on defenceless communities, killing scores and hundreds in
Southern Kaduna, Plateau, Adamawa, Gombe and other vulnerable places in the North. They also
carried out many deadly attacks in Kano before they returned to lay permanent siege in the
entire Northeast where life has become brutish and short for the citizens. The recent killings in
Baga and Bama towns in Borno state remain the most audacious affront to the sovereignty of
Nigeria.
However, Mr. President’s strategy for dealing with the Boko Haram threat is based on a multi-
dimensional approach involving all elements of national power. While security forces operations
dominate the media headlines, government has also embarked on other activities spanning
across legal reforms, de-radicalization programme and strategic public communications.
Additionally, the Federal Government, in conjunction with State Governments, is making efforts
to tackle the issue of unemployment in the affected states as joblessness has been identified as
one of the drivers fuelling terrorism in the country. Also, Federal Government inaugurated
committee on Dialogue and Peaceful Resolution of Security Challenges in the North (also known
as Amnesty committee) that comprise twenty-five eminent Nigerians in an effort to find solution
to this unsavoury development. The most recent being the declaration of state of emergency in
three northern eastern states namely Adamawa, Borno, and Yobe while the committee subsists.

(b) Maritime Security
Another major challenge is the insecurity in Nigeria’s maritime environment. This occurs in many
forms, such as, piracy, illegal oil bunkering, oil theft, illegal fishing and hijacking. It has caused the
Government loss of revenue and making our ports unattractive to foreign shipping lines. Efforts
are being made by government to put a stop to various maritime security challenges.
The Nigerian Navy has statutory responsibility for security in Nigeria’s maritime environment.
Interestingly, the Navy is being strengthened through training, capacity building and purchase of
new platforms to adequately cope with the tasks of policing Nigeria’s maritime environment. The
Nigerian Maritime Security and Safety Administration (NIMASA) is another body set up by the
government to deal with problems of safety and security in Nigeria’s harbours and coastal area.
Recently, NIMASA entered into agreement with Global West, a private security company to
ensure security of Nigeria’s coastal waters and prevent piracy and illegal oil bunkering.
At the sub-regional level, Nigeria is partnering with other countries in the West African sub-
region, through the auspices of ECOWAS to forge collaboration, security and legislative efforts to
combat piracy and other illegal maritime activities.

(c) Porous Borders
One of the main security challenges in the country is the wide expanse of Nigeria’s porous
borders with contiguous countries. Many border communities have over time, out of
practice, come to depend on the proceeds of smuggling and consequently, have come to see such
practices as a way of life. Porosity of the borders has many implications, apart from revenue lost
to smuggling, small arms and light weapons are brought into the country in large numbers.
To avoid this frightening possibility, the government has taken steps to firm up border security, by
opening up more border posts and increasing the manpower of the various security agencies at
the borders. Nigeria has also signed joint border patrol agreements with some of the contiguous
countries having land borders with Nigeria. There is now provision for aerial surveillance of the
border with helicopters and planes, as well as electronically aided security checkpoints to capture
biometric data of those coming in and exiting the country through the land borders. These
measures when firmly in place will go a long way to help secure Nigeria’s land borders.

(d) Niger Delta Militancy
At the peak of the militancy in the Niger Delta, crude oil production which is the mainstay of the
country went as low as 700,000 bpd against over 2million bpd. This adversely affected Nigeria’s
economy as the revenue accruable from oil dwindled. However, with the granting of amnesty to
the Niger Delta militants, threats posed by the militants to oil production and oil facilities have
virtually disappeared (Dasuki; 2013).
However, there are still some residual threats being posed by those claiming to be remnants of the
Niger Delta militants seeking to benefit from the FG Amnesty Programme. They seek to be
included in the third phase Amnesty Programme. On a number of times they disrupted peace and
tranquillity in Abuja and other cities in the Niger Delta.
(e) Kidnapping
Kidnapping started initially as part of methods used by Niger Delta militants to attract attention of
oil companies and the government to their struggle for resource control. However, with the FG
Amnesty Programme in place, Niger Delta militants have abandoned the crime but criminal
elements, especially in the South-Eastern part- of the -country, have adopted the kidnapping
strategy, .believing that kidnapping is a less risky and more lucrative venture than armed robbery.

Currently, cases of kidnapping that are concentrated and frequent in the South-East, have gradually
spread to other parts of the country and the phenomenon is now regarded as one of the main
security challenges confronting the country. Prominent Nigerians, lawmakers and traditional rulers
have fallen victims. Kidnapping gives the impression that lives of oil workers, prominent citizens and
ordinary Nigerians are not safe and consequently portrays Nigeria as insecure, with attendant
consequences.
(f) Illegal Bunkering
Nigeria has long been confronted with challenges of illegal bunkering and oil theft during which both
crude and refined products are stolen on a regular basis. This development not only creates serious
economic problems for the country in terms of loss of revenue, it also gives the impression that the
main foreign exchange earner on which the country depends cannot be effectively secured.
(g) Pipeline Vandalisation
Pipeline vandalisation is closely related to illegal bunkering, though not the same. Nigeria loses
about N105 billion (one hundred and five billion naira) to pipeline vandalisation annually. Most of
the vandals puncture or blow up pipelines to siphon crude or finished products while some others
cause damage so as to get oil companies to engage them in the repairs of such damaged pipelines
or engage them for the security of the pipelines. They both constitute a big drain to the country’s
revenue.

Huge sums of money are also spent in repairing damaged pipelines. Loss of lives and
environmental degradation are other negative impacts. The Arepo pipeline vandalisation in Ogun
state which has become a constant phenomenon is instructive.
(h) Armed Robbery
Armed robbery has been a long standing security issue in Nigeria, especially after the 1967-70
Civil War, when arms became widely available in the country. It has persisted despite many
efforts to tackle the root causes of this particular security challenge. It is generally believed that
youth unemployment, and the culture of get-rich-quick based on greed, which pervades our
society today are responsible. Proliferation of small arms and light weapons as well as inadequate
policing of our borders and maritime environment are other inducing factors.
(i) Youth Unemployment
Unemployment is one socio-security challenge that successive governments over the years have
identified and acknowledged. Unfortunately, government’s efforts appear not to be making the
desired positive impact. The engagement of these unemployed into criminality is a matter of
concern for the government. In Nigeria, on many occasions many youths have been used as thugs
during political campaigns and in time of crisis.

Government is very concerned about this problem and had taken several steps in the past, and
currently, to train youths in relevant skills in order to generate employment.
(j) Communal Crashes
Since the advent of civilian regime, the rate of communal violence among communities has been
on the increase. This perhaps suggests that so many things were wrong during the military
regime that was forcefully suppressed by the military. Democracy gives some level of
freedom, therefore serves as an opportunity for people to address the hitherto silent issue and
more often than not leads to unsavoury situation. The cases of Jos and Nasarawa are good
examples.
(k) Climate Change
With the depletion of the ozone layer and the resultant consequences of global warming, there
has been significant climate change, which is now a major problem for many parts of the world.
The recent heavy rains and associated flooding in many parts of the country has brought the
issue of climate change as a security threat to the fore. Efforts are being made to study the
pattern of climate change in a comprehensive way so as to predict weather patterns. All the
relevant security and environmental agencies have been summoned for a comprehensive
assessment of the problem, as it pertains to Nigeria, towards advising the government on the
best approach at minimizing the effect of climate change and other natural disasters. This will
allow government to provide early warning to farmers and those living in flood-prone areas.

To overcome the security challenges facing Nigeria and Nigerians is for the country to re-double
its efforts at nation-building, take a critical look at the root causes of the problems that lead us to
the current situation and possibly find lasting solutions. The following are some of the measures
that may be adopted to alleviate the effects of the security challenges we are currently facing:
Establishment of Data Base: A comprehensive of data base to capture relevant data which would
aid documentation and monitoring of the population is essential requirement in addressing
security issues in any country. Nigeria, as it is in other countries, must have a computerized data
base, not only of criminals but of everybody within the country, including visiting foreigners. The
data base, ideally, need to capture the date of birth, death certificate, photograph, finger-
print, car registration data, travelling passport number, tax identification number, and other
important details, such as house address, details of owners of each house located in any local
government area, records of building approval, and other details necessary for
planning, monitoring and development.
Such data base needs not to be in one single place, it could be established at both the state and
federal levels and by each security organization. The important thing is for such data to be linked
together and must be accessible to security/intelligence agencies that rely substantially on data
bases to do their work and use them to crack crime cases.
THE WAY FORWARD

Development of Infrastructure: The level of infrastructure in the country needs to be improved
significantly. Infrastructures such as housing, power and energy, roads and rail transportation. It is
imperative that these infrastructure are not only present but of high quality to ensure adequate
welfare, safety and security of the general populace and to give the people the feeling of
satisfaction regarding access to the dividends of democracy.
Improvement in Quality of Education and Health Services: The role of education in national
building can never be over emphasised. The quality of education has dropped to its lowest ebb as
evidence in the quality of our graduates who are mostly not employable and thus pose a serious
security threat to the nation. There is an urgent need to address this ugly development. Another
social menace that has posed danger to the national security is the appalling state of our hospitals
that have become a mere consulting clinics. We must give this urgent attention as health is wealth.
Public Enlightenment: There is need for enlightenment of the public to make them aware that
security agencies alone cannot fight crime or terrorism. It appears that the Nigerian population is
not security conscious. This has to change dramatically and fast, for Nigeria to confront many of the
security challenges being experienced at present. Introducing security awareness curricula in our
schools is one way to address this menace. Also adverts and publications issued in the media on
security related issues is another way out.
THE WAY FORWARD (cont’d.)

Strengthening Police – Public Relation: The general public must be made to have confidence in
the Police and other security agencies. Security agents all over the world rely on the people for
relevant information which provides leads that could solve security related problems and must be
re-assured that the source of information being provided remains confidential and protected.
There should be police community relation committee in every local Government Areas to
facilitate this process.
Restructuring of Security Agencies: Another area where government would need to focus on is
capacity building among security agencies, especially the police. Professionalism must be
improved, recruitment and training need to be overhauled and the curricula reviewed to ensure
that policemen and other security agents are in tune with modern technology and devices that
can measure up to the standards of their counter-parts in more developed countries.
Intelligence Liaison: Intelligence is crucial in tackling most security related challenges. All the
security agencies established by the Government need to observe inter-agency cooperation in
their relationship by sharing relevant intelligence amongst them.

Collaboration with other countries: Some of the security challenges have external dimensions. For
instance, it has been established that the Boko Haram set has links with AQIM, AQIAP and EI-Shabab -from
which it receives training and funding. This link has to be severed, to deny it weapons, funds, training and
other logistics. This is being done through collaboration with foreign intelligence and security agencies. In
addition, security personnel need to be adequately trained in counter terrorism and other security related
relevant skills in order to be more effective in tackling terrorism and other related security challenges.
Generation of Employment: Job creation is the solution to youth unemployment. The government has
taken many laudable steps to create jobs. But to really achieve an enviable level of job creation, it is
necessary for government to provide the enabling environment and infrastructure, such as, stable
electricity, good roads and schools amongst others. This would make our alien industries to bounce
back, increase their capacity utilization and engage more hands and thereby reducing the unemployment
rate.
Poverty Alleviation: Poverty alleviation is being tackled by the government from many dimensions. This
includes job creation, investment in agriculture, and increase in local content of manufactured
products, power generation, and improvement in quality of infrastructure. But efforts being made in this
area take time to come into fruition, given that many aspects of infrastructure development have been
neglected for a considerable period of time in years past. But the foundation for gradual improvement in
different areas of the economy, and of our daily lives, is being laid gradually, towards the eventual
achievement of a reasonable level of poverty alleviation and attainment of sound economic status.

CONCLUSION
Leadership poses a host of challenges. They come in three categories:
external (from people and situations); internal (from within the leader
herself); and stemming from the circumstance of being a leader. They often
arise in periods of instability or change, such when a program or period of
work is beginning or ending, or when a group or organization is in transition.
Some are concrete and limited - dealing with a particular situation, for
instance - but many are more abstract and ongoing, such as keeping your
group focused on its vision over the long term.

REFRENCES
Dasuki, Sambo (2013): “Nigeria’s Security Challenges: The way Forward;
The Speech Delivered at the 3rd Seminar Held at the
National Defence College, Abuja.
http://wwwthisday/online.com/articles,Nigeria.
Oke Epia (2007): The Challenge of Leadership in the Contemporary Nigeria;
An Address Delivered at the Gathering of the Friends of the
Lagos Resource Centre on Tuesday March 20th, 2007;
published by Thisday Newspaper.
http://wwwthisday/online.com/articles,Nigeria.
Roger Hughes (2009) “Time for Leadership Development Interventions in the
Public Health Nutrition Workforce”, Public Health Nutrition
Journal, 12(80), 1029.
Warren Bennis (2007): The Challenges of Leadership in the Modern World –
Introduction to the Special issues, University of Southern
California, USA.

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