The role of Ghanaians in business leadership: A call to action

In recent years, there has been a noticeable shift in how businesses in Ghana are being managed, with an increasing number of local enterprises opting to hire foreign managers, particularly from European and Indian backgrounds. While this may be driven by business considerations, it also highlights a deeper issue of trust and confidence in Ghanaian managerial talent, despite the presence of highly trained professionals from reputable institutions like the Ghana Institute of Management and Public Administration (GIMPA).

The pressing question is not just about skills but about trust, responsibility, and the capacity for long-term vision. GIMPA graduates, and indeed other locally trained managers, should be viewed as a first choice for managing Ghanaian businesses. However, there is a growing perception that local managers often fall short in key areas such as accountability, loyalty, and the ability to safeguard the interests of business owners.

To aspiring Ghanaian managers, the time has come to step up and meet this challenge head-on. It is not enough to have a degree or managerial title—what is needed is a sense of duty, a deep-rooted commitment to the vision of the business owners, and a readiness to act as stewards of the businesses entrusted to them. Mismanagement, negligence, and the failure to uphold the trust placed in managers have contributed to a growing reliance on foreign expertise. This must change. Ghanaians in managerial roles must prove that they are capable not just of managing day-to-day operations, but of embodying the vision, values, and long-term goals of the businesses they lead.

To business owners and influential leaders, there must be a renewed effort to place trust in Ghanaian managerial talent. It is crucial to provide the necessary support, oversight, and resources to ensure that managers have the tools they need to succeed. However, this trust should be earned, and Ghanaian managers must show they are deserving of it through transparency, effective communication, and by sharing in the broader vision of business success. Hiring foreign managers may bring immediate benefits, but in the long term, this undermines the development of local talent and diminishes our capacity for home-grown leadership. If our businesses, properties, and other assets are constantly mismanaged, we must hold those in charge accountable and demand a higher standard of professionalism.

To the government, there is an urgent need to ensure that our institutions continue to develop not only academically trained managers but individuals with a strong sense of responsibility and ethics. Policy incentives for businesses that employ local managers, particularly those trained at GIMPA and other prestigious institutions, could be a step toward building greater confidence in home-grown talent. Additionally, there is a need for better governance and regulations to ensure that business managers are held accountable and responsible for their actions.

In conclusion, this is a call to all Ghanaians—whether as business owners, aspiring managers, or those in leadership positions. The future of our businesses and economy must not be left in the hands of outsiders due to a lack of trust or competence at home. We must cultivate a culture of responsibility, duty, and shared vision among our local managers. It is only by doing so that we can ensure the sustainability of our economy and safeguard the future of our nation. Let us rise to the challenge, take ownership of our roles, and prove that Ghanaian talent is not only capable but essential to the prosperity of our businesses and country.