Uplifting Nigeria: We have a role model problem

At the recent Platform event, Tosin Eniolorunda, CEO of Moniepoint Ltd, stated that Nigeria has a role model problem. Using the rise of hookup and Yahoo culture as examples, he questioned the kinds of individuals many young Nigerians now emulate. What should have provoked honest national reflection instead triggered defensive reactions from some commentators who appeared more interested in disputing the messenger than engaging the substance of the message.

Too often, we listen emotionally rather than logically. We rush to defend society like a sacred cow that must never be questioned, even when uncomfortable truths are staring us in the face. It is similar to a parent angrily confronting a teacher for disciplining a child without first asking what the child did wrong.

Tosin’s position may sound uncomfortable, but it deserves serious engagement because every society eventually becomes the average of the examples it celebrates. Nigeria’s challenge goes beyond policy failures or infrastructural deficits. We are dealing with a role model crisis that has become a strategic developmental issue. In a society struggling for survival, many people now celebrate outcomes without questioning the values, competence, discipline, or work ethic behind the success. Everyone wants visibility, recognition, and applause. Consequently, desperation to “make it” has gradually fuelled the erosion of values among many young people.

 “Naturally, many begin to view political office as an opportunity to perpetuate the same culture of power, patronage, and personal enrichment. In leadership, behaviours that are rewarded or left unpunished are eventually repeated.”

I have read articles by some self-proclaimed experts challenging Tosin’s position. At times, I wonder whether some of these commentators, particularly within the human resources space, are living in a different reality. About five years ago, I led an outsourcing company in Nigeria. I participated in numerous recruitment exercises across various levels, interviewing and deploying candidates to different organisations. From those experiences, I can confidently say that the ratio of truly quality candidates was alarmingly low.

Imagine interviewing a graduate of accounting with a strong degree classification who cannot adequately explain the double-entry system, the foundational principle of the profession studied for four years. One is compelled to ask: what exactly shaped the academic and professional aspirations of such a graduate? Who were the role models?

At the executive level, the story is often no different. Some highly qualified professionals still display alarming leadership deficiencies. How do you explain recruiting a director-level executive who immediately begins violating organisational policies, disregarding internal controls, changing vendors without due process, approving transactions for personal interests, and treating institutional governance with contempt? Such individuals often see leadership positions not as platforms for stewardship, but as licences for self-serving conduct. Again, the question arises: what examples shaped their understanding of leadership?

The political space presents an even deeper reflection of this challenge. When young politicians observe mentors purchasing nomination forms for outrageous sums, mismanaging public funds without accountability, and imposing successors based on loyalty rather than merit, what lessons do they internalise? Naturally, many begin to view political office as an opportunity to perpetuate the same culture of power, patronage, and personal enrichment. In leadership, behaviours that are rewarded or left unpunished are eventually repeated.

The same pattern is visible in corporate institutions. How do we explain a young executive who becomes abusive, arrogant, title-obsessed, ethically reckless, and destructive to workplace culture within a short period of assuming office? Such behaviours rarely emerge in isolation. More often than not, they are learned responses copied from previous leaders who modelled toxicity while still achieving success or recognition.

I identified this growing leadership gap in my book, Uplifting Leadership, where I argued that societies must place greater emphasis on teaching values at every level of leadership rather than merely celebrating positions and titles. Leadership should not only be measured by visibility or authority but also by character, discipline, accountability, and the ability to build enduring institutions.

In many ways, Tosin Eniolorunda demonstrated courage by speaking honestly from his observations and experience. Rather than responding defensively, we should appreciate the opportunity for reflection and collectively examine how to rebuild cultures that reward competence, integrity, innovation, and responsible leadership.

No society advances sustainably when flamboyance is consistently rewarded above substance. When attention becomes more valuable than competence and character, young people naturally begin to pursue visibility instead of value creation. If we fail to correct this imbalance, the consequences will extend far beyond moral decline. We will ultimately reap weakened institutions, declining professionalism, fragile leadership systems, and a dangerous erosion of societal values.

The future of Nigeria will not merely be determined by policies or economic reforms but by the examples we elevate, the behaviours we reward, and the values we choose to institutionalise. Every generation eventually mirrors the role models it celebrates.

Babs Olugbemi, FCCA, is the Chief Vision Officer at Mentoras Leadership Limited and the founder of Positive Growth Africa. He can be reached at [email protected] or 07064176953 or on Twitter @SuccessBabs.