By Mary Gloria C. Njoku

ACCORDING to researchers, ethical leaders who exhibit empathy, trustworthiness, selfless attitude, and focus on collective mission tend to maintain optimal leader-follower relationships. One wonders whether these types of leaders exist in Nigeria and if they do, whether optimal leader-follower results will be obtained in this country, Nigeria. The attributes of an ethical leader suggest that the followers will be more likely to imbibe the vision of the organisation as interpreted by the leader and achieve the group goals as a result of intrinsic motivation.

Having worked in Nigerian for the past five years, I am challenged to believe that the cultural milieu or mindset of the average Nigerian in the workforce seems to be primarily centered on personal rather than group goals. It almost feels as though many followers perceive an empathetic, selfless and considerate attitude as weakness. Imagine working with a staffer who seeks permission for a three-day off-duty to take care of personal health. You grant the request and four hours or a day later, you get a report from other workers that the staff is busy selling goods, commuting people with motorbike, keke, taxi or bus. In the spirit of empathy, you call the staffer to order for engaging in such a dubious behaviour but the employee continues to seek and obtain extra work days off duty with fictitious or flimsy excuses. Health matters and death are very serious matters but many workers often do not reflect on the implication of misleading their leaders by lying about such matters in order to obtain some days off.

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