The Mirror of Leadership: How Ghana’s leaders reflect our collective character

In Ghana today, the quality of our leadership is a direct reflection of who we are as a people. The politicians who siphon public funds, abuse their offices, and engage in rampant corruption are not anomalies; they are products of the very society that empowers them. We often decry the state of our leadership, yet, as a nation, we must confront the uncomfortable truth that these leaders are emboldened by our own actions—or, more accurately, our inactions.

Many Ghanaians sit on the fence, assuming the posture of neutrality, as though indifference absolves us of responsibility. We pretend not to care, or worse, we convince ourselves that our actions are insignificant in the grand scheme of things. Yet, in reality, our collective complacency fuels the very corruption we claim to despise. Far too many of us sell our votes during elections, swayed by small tokens or empty promises. And when we do demand accountability, it is often not out of a genuine desire for good governance, but rather because it aligns with our political, tribal, religious, or personal interests. These narrow loyalties and biases cast a long shadow over the common good, undermining the foundations of a just and prosperous society.

Corruption, as we know all too well in Ghana, is not confined to the halls of power in Accra. It permeates every level of our society. The mate who overcharges passengers, the mechanic who inflates repair costs, the civil servant who demands a bribe before rendering a service—these are not isolated incidents. They are symptomatic of a broader moral decay that runs through the fabric of our nation. If you have ever cheated someone in your small corner of the world, you are no different from the politician who embezzles state funds. The scale of the theft may differ, but the underlying betrayal of trust is the same. The only difference is that you have not had access to the kind of opportunity that tempts those in higher offices. But if given that opportunity, would you act any differently?

Consider the ordinary Ghanaian who mistreats those under their authority—a manager who exploits employees, a teacher who abuses students, or even a religious leader who takes advantage of congregants' faith. These individuals, when placed in positions of political power, would likely exhibit the same corrupt behaviour as the politicians we criticize. Power does not corrupt in isolation; it simply amplifies the character of the individual. If our society tolerates and even encourages small-scale corruption and abuse of power, can we really be surprised when our leaders act in the same way on a larger scale?

In Ghana, the phenomenon of “kalabule”—a term that originated during the economic hardships of the 1970s and 80s to describe dishonest profiteering—remains relevant today, albeit in different forms. Whether it’s the businessman who cuts corners, the contractor who uses substandard materials, or the public officer who demands “something small” to expedite a process, kalabule is alive and well. And as long as we continue to condone these practices in our daily lives, we cannot expect to see a transformation in our national leadership.

The call for accountability and transparency must begin with us. We cannot demand clean governance when our own hands are dirty. The fight against corruption and bad leadership starts in our homes, our workplaces, and our communities. We must cultivate and embody the values we wish to see in our leaders—integrity, fairness, and a genuine commitment to the common good. This means rejecting the culture of impunity, standing up against corruption in all its forms, and prioritizing the collective well-being of our nation over personal gain.

Ghana’s destiny is not solely in the hands of those in power; it is in the hands of every Ghanaian. The character of our leaders is a mirror that reflects our collective character as a nation. If we desire leaders who are honest, transparent, and dedicated to the welfare of the people, we must first embody these qualities ourselves. Only then can we hope to cultivate a new crop of leaders who truly reflect the best of who we are as Ghanaians.

In the end, the solution to our leadership crisis lies not in pointing fingers, but in introspection. It requires each of us to ask ourselves difficult questions: Are we contributing to the very corruption we abhor? Are we complicit in creating the conditions that allow corrupt leaders to thrive? The path to a better Ghana starts with each of us. If we change, our leaders will have no choice but to change with us.