Easter, one of the sacred moments for Christians, the world over, signifies sacrifice, hope, and renewal. Beyond its spiritual depth, Easter offers enduring principles of leadership and governance that remain relevant nearly 2,000 years after Christ’s death.
Being in the Boardroom of a public institution in Ghana as a Board Secretary, I have seen firsthand how governance can either empower institutions or undermine them. Too often, we rely heavily on laws and frameworks, forgetting that ethical leadership, integrity, transparency, and accountability are the true anchors of effective governance.
As the world paused to reflect on the resurrection, we are reminded that the success of any institution lies not only in what is written on paper but also in the values and leadership that bring those documents to life. The apostolic model and leadership of Christ offer timeless governance insights for Boards, institutions, and leaders seeking to be efficient, effective, and enduring.
Clarity of Vision
Jesus Christ demonstrated clarity of vision. He remained mission-focused and refused to be swayed from the goal. An institution is bound for failure when it has no clear vision to chart the course of the organisation. The lack of a clear vision creates confusion and inefficiency. Sooner, it topples. The vision of the institution must dictate the programmes of the organisation and not the other way round, where institutions engage in programmes that derail from their mission. Mission drift, often caused by interference from the powers-that-be and sometimes short-term goals, is a recipe for institutional failure.
Composition of Boards
Christ’s appointment of his twelve disciples was masterful. He was particularly intentional about the selection of persons of diverse backgrounds. He was deliberate about his selection. For instance, he selected Matthew, who was a tax collector, Peter, a renowned fisherman, and Thomas, who was believed to be a trades man had varied experiences. He also appointed Simon, a Zealot (member of the political class), Bartholomew, who was believed to be a traditional scholar and the others. They embodied practical leadership skills.
For institutions to thrive, the composition of the Board is critical. It is important that a high-performing Board reflects diversity, merit, and alignment with the institution’s purpose. Familiarity and convenience must never override strategic value.
Conflict of Interest
Judas Iscariot’s betrayal is a stark example of conflict of interest. Entrusted with a leadership role, he allowed personal interest to compromise the mission. While Theologians would strongly argue that his betrayal to sell out his leader for thirty pieces of silver fulfilled prophecy, his action also highlights a core governance failure of conflict of interest.
Our institutions suffer when those in leadership roles have interests that conflict with their duties. Good governance demands that personal interest must never override institutional responsibility in Board deliberations, procurement decisions or executive roles. Conflict of interest is not just about having competing interests but also failing to disclose them. When disclosure is treated lightly, transparency suffers, and trust begins to erode from within.
Micromanagement
Jesus Christ, the son of God, recognised the importance of delegating power instead of centralising it. He consciously avoided the risk of micromanaging the disciples, giving them the authority to act. More often, our public institutions fail because of micromanagement by Boards or persons in authority. The role of the board in providing strategic direction for the organisation is distinct from management’s responsibility of implementing strategy. Quite clearly, the Board is to provide strategic direction and not to run day-to-day operations. Distinctions must be respected for growth to occur. Micromanagement stifles innovation and demoralises capable leaders.
Transparency and Accountability
The mission of Christ was not conducted in secrecy. He taught in synagogues, challenged systems openly, and submitted to public scrutiny. Good governance requires the same. Transparency must be the standard, not the exception. Accountability must be both internal and external, with leaders willing to acknowledge mistakes, take corrective action, and uphold the integrity of their institutions.
Continuous Capacity Development
After the resurrection, Christ re-engaged his team, appearing to them over 40 days to reinforce the mission and prepare them for leadership. This model highlights the importance of structured induction and continuous capacity development. It is not enough to appoint competent individuals. The Board must be equipped, oriented, aligned, and continuously trained to deliver on its mandate.
Transformative Leadership
The cross represents the ultimate sacrifice. Christ gave up comfort, status, and life for the greater good. True leadership, especially in the public service, must reflect this ethos. Our institutions must embrace transformative leadership which prioritizes outcomes over optics and service over self. When leaders serve sacrificially, institutions gain credibility and the public regains trust.
Nearly 2,000 years later, Christ’s governance model remains instructive. The true test of leadership is not just in personal legacy, but in building resilient institutions that succeed beyond tenure. Let us commit to building transparent, accountable, and mission-driven institutions that truly serve the people.
