Opinion
Why Do So Many Incompetent Men Become Leaders? | By Adediji Wasiu
During my undergraduate study, Mr X was recruited by my department as a senior lecturer based on his foreign credentials, but when he was expected to perform the role he was employed for, he was found wanting of ingenious ideas.
When our choice of recruiting, electing or selecting leaders either in political or business circle is strongly influenced by how good we think people are through the aura of confidence ( self contradicting) they bring to light without the system carrying out a proper evaluation to determine their true competence, we end up killing the system.
In a logical way, the world has been made to believe that there is relationship between confidence and competence. Alas, in the real sense, confidence is seldom sign of competence; that someone is charismatic, humble, incorruptible, well educated, religious savy etc is not a sign of competence rather confidence. That people are hankering to be noticed through politically correct statement or contestto bring nurturing ideas to light is enough to turn off such persons, because this model has shown to have failed us countless time.
Competence is how good a person is at something (evidence based ) while on the other hand confidence is how good the person think is good at something (lack evidence). Competence is an ability; confidence is the belief in that ability. Such belief or self-evaluations can refer to learned skills (e.g., singing, kissing, and managing people) or to personality traits (e.g., smartness, likability, persistence, and creativity).
For instance, many political aspirants will makes all sort of eye catching, highly valued promises and political correct statements, the kind of what people want to hear in order to arouse thier interests . That’s where it all ends, to get the job done when given the mandate becomes a huge problem.
And, this leads to the reasons why incompetent men assumed leadership, that someone is smart with huge followership both online and offline with persistence use of social media is not enough to assume the person is competent enough to assume leadership, but because our likability or choice of leader depends on all of these things, we end up making error in our choice. That someone made a politically sound decision or proposed politically driven correct statements without any evidence of how the person plan to go about it is not enough to cheer him or her up for leadership. That’s simply confidence and not competent.
For instance, sometimes , in 2015/2019 general election, President Muhammadu Buhari made many politically sound proposals on how he will end insurgency, corruption and reduce inflation, no one bother to ask him how he intends to get theses jobs done, today Nigeria is battling not only with Boko haram, ceaseless pool of corruption but with additional problem like bandit, kidnappers among others.
Competence is not what any one think of you or his/er self but how he or she can get the difficult task done in a shortest possible time.
We sometimes mistaken huge followership on social media or ability of someone to toast well crafted words as competence. What we fail to realise is that this is just the mastering of language rules, it doesn’t in anyway translate to competence.
For clarity sake, that someone becomes succefull or known all over the world through skilled competence is not an evidence that he or she when selected or elected to lead will make a good leader, that Professor Wole Soyinka succeeded as Nobel Laurette through his literacy compentece is not enough reason to say he would succeed if elects as a democratic leader. Leadership skill is a special skillset that’s beyond numerical and literacy compence, if not our schools NBA should be a model for leadership.
Our selection processes must recognize talent and skills (competence) and not confidence. Anyone could master confidence but not everyone can master competence.
That someone appears daily on different TV shows or has hundreds of invitation across the world as a guest speakers or appear daily on wall street magazine as opinion leader is not enough to think such person will perform creditably when elected or selected as a leader.
For me, I will rather vote a competent leader than confidence leader. Till date, late Umaru Yar’Adua remains the most competent leader Nigerian has ever elected even though he lacks confidence.
Confidence doesn’t corresponds with talent or abilities to lead. We can’t measure accurately or assess the abilities of a person by his charismatic posture. When people simply suit up or speaks queens english, we assumed they are leadership material, but the result we get over the years through this kind of thinking, shows this model is not working.
That’s how good we think people are is the reflections of their social skill effects on us (confidence) but how good they actually are can only be measure by their perfomance (competence).
For example, in the last National Assembly, the common sense senator represented Bayelsa East Senatorial district, Ben Bruce is a self-rated intelligent man, with huge social Media followership, but when the results of his stewardship at National Assembly was revealed there is no translated gains between his social skills and his performance at the hallow chamber of the National Assembly. This shows that there is huge difference between how smart we people think they are (confidence) and how smart they actually are (competent).
In that sense, confidence has been equated to mean competence. Whatever confidence people display or charisma it’s not enough to think such persons will come up with ingenious solution when put in leadership position.
Regardless of how smart we think people are and how smart they are really is not a measure of their look. Naturally, when we put competent person in a position of authority, the effects of his leadership tends to cascade down to the rest of the organization, turning the organization into genuine role models. For instance, Babatunde Irukere, has been applauded as a competent leader at consumer protection unity, thus the mere mentioned of this unity, organization treat people nicely.
Also, scientific evidences had revealed that quite people tends to be driven relentless desire to achieve, a rather more astonishing organizational goal than individual success, this is because calm people are high intelligence quotients and goal driven than confidence people who researcher has described as narcissist or psychopath.
Let us compare two powerful women in the world (competent)Vs (confidence).
Mary Barra is the CEO of General Motors, despite being the most powerful female executive in the world and the first female CEO of any car company, consensus driven and team oriented, and having accomplished more in three years than any CEO, she is notoriously media shy.
Alision Madueke, Nigeria former petroleum minister and defacto president.
She’s arguably the most powerful woman during President Goodluck Johnathan’s administration. Her reign as petroleum minister plunged Nigeria into energy crisis, she’s a narcissistic kind of person. The effects of her being narcissist was felt across the entire oil and gas industry, making all sort of agreement that further plunged the country into more debit. Her behavior and display of extravagance lifestyle, in turn, made her to deep her hands into national treasure awarding crooked contacts to friends and family.
When we choose humble, unassuming people as our leaders, the world around us becomes a better place. Paradoxically, when our search for leaders appear hardwired to saint, superheroesover-glorifying individuals who exude charisma and confidence in disguised as competence, the world around us becomes baldly affected with policy and framework that lacks real progress.
Growing support has continued to trail a youthful politician and technology advocate, Hon. Khalil Mustapha Adegboyega, popularly known as Repete, as many youths in Ibadan North Federal Constituency expressed confidence in his leadership style and vision for development.
Across several communities within the constituency, residents, particularly students, artisans and young professionals, described Repete as one of the emerging political figures with strong grassroots appeal and a passion for youth empowerment.
Supporters said his growing popularity stems from his consistent advocacy for innovation, entrepreneurship and skills development aimed at addressing unemployment and creating opportunities for young people.
As an engineer and technology enthusiast, Repete is also said to possess a deep understanding of the evolving digital economy and the need to position youths for global competitiveness.
Many of his supporters noted that his approach to leadership focuses on practical solutions, mentorship and capacity-building initiatives capable of helping young people become self-reliant and economically productive.
Some community stakeholders who spoke on his rising profile said his humility, accessibility and relationship with the grassroots have continued to endear him to many residents within the constituency.
They added that Repete’s engagement with youths and community groups reflects his commitment to inclusive governance and people-oriented representation.
Observers within the constituency also maintained that the increasing support for the politician reflects a growing desire among residents for a new generation of leaders driven by innovation, competence and accountability.
According to them, many young people see Repete as a symbol of hope and progressive leadership capable of contributing meaningfully to the development of Ibadan North Federal Constituency.
The All Progressives Congress (APC) in Oyo State stands on the edge of a consequential decision—one that may define not only its fortunes in Ibadan North Federal Constituency but also its broader political relevance in the state.
As the countdown to the party primaries intensifies, the question before APC leaders is no longer routine. It is strategic. It is urgent. And it is decisive: will the party align with the clear preference of the people or risk repeating costly political miscalculations?
At the centre of this debate is Hon. Khalil Mustapha Adegboyega, widely known as Repete—a name that has, over time, evolved from a political identity into a grassroots phenomenon.
A Candidate Rooted in the People
In contemporary Nigerian politics, where voter awareness is rising and expectations are shifting, candidates are increasingly judged not by promises but by presence. On this scale, Adegboyega stands tall.
His political journey is marked by consistent engagement with constituents—far beyond the optics of election seasons. From youth empowerment initiatives that provide practical skills and startup support, to sustained interventions in healthcare access for the elderly and indigent, his footprint across Ibadan North reflects a model of leadership anchored on service.
Unlike the transactional approach that often defines political relationships, Adegboyega’s connection with the people appears organic—built on trust, accessibility, and continuity. These are not mere campaign attributes; they are political assets.
The Danger of Political Disconnect
History offers the APC a clear lesson: parties that ignore grassroots sentiment often pay a heavy electoral price. The imposition of candidates perceived as distant or untested has, in several instances, resulted in voter apathy, internal dissent, and eventual defeat at the polls.
Ibadan North presents no exception.
With opposition parties closely monitoring the APC’s internal dynamics, any misstep in candidate selection could provide a ready opening. A divided house, coupled with a candidate lacking widespread acceptance, is a formula the opposition is well-positioned to exploit.
The implication is straightforward: this is not merely about party loyalty; it is about electoral viability.
Echoes from the Grassroots
Across the length and breadth of Ibadan North—markets, motor parks, religious centres, and community gatherings—a consistent pattern emerges in political conversations. The name “Repete” resonates with familiarity and acceptance.
Such organic support is not easily manufactured. It is cultivated over time through visible impact and sustained presence. For a party seeking electoral certainty in a competitive environment, this level of grassroots validation is not just desirable—it is critical.
A Test of Leadership and Judgment
For the APC leadership in Oyo State, the moment calls for clarity of purpose. Decisions driven by narrow interests, personal alignments, or short-term calculations may carry long-term consequences.
The task, therefore, is to balance internal considerations with external realities. Elections are ultimately decided by voters, not by party caucuses. A candidate who commands public confidence offers the strongest pathway to victory.
The Stakes Are Clear
Ibadan North is too strategic a constituency for experimentation. The cost of error is not limited to a single seat; it extends to party cohesion, credibility, and future positioning within the state’s political landscape.
In this context, the argument for Adegboyega is less about sentiment and more about strategy. His visibility, acceptability, and record of engagement place him in a strong position to consolidate support and mobilise voters effectively.
Conclusion: A Choice with Consequences
As the APC moves closer to its primaries, the decision before it is both simple and significant: align with a candidate who reflects the mood of the electorate or risk conceding advantage to a watchful opposition.
In politics, moments such as this often separate foresight from hindsight.
For APC in Ibadan North, this may well be one of those defining moments.
Aderibigbe Akanbi, a political analyst, writes from Ibadan.
As the road to 2027 gradually unfolds across Oyo State, political conversations are shifting from routine permutations to deeper questions about competence, generational leadership, and measurable impact. In Ibarapa East, that conversation has found a new voice in Yusuf Abiodun Ramon — a Lanlate-born technocrat whose entry into the race for the State House of Assembly is redefining what representation could mean for the constituency.
In a political environment often dominated by familiar faces and conventional calculations, Ramon presents a profile shaped by technical discipline, structured thinking, and solution-driven engagement. His professional background, anchored in analytical precision and systems management, forms the foundation of his public service aspiration.
For him, representation must move beyond ceremonial presence to practical responsiveness — laws that reflect local realities, oversight that protects public resources, and advocacy that translates into visible development.
Ramon argues that the future of Ibarapa East lies in leadership that listens deliberately, plans strategically, and delivers measurably. He speaks of strengthening rural infrastructure, expanding youth-driven economic opportunities, and institutionalising transparency as core pillars of his agenda. In his view, governance must not merely be symbolic; it must be structured, accountable, and people-centred.
Rooted in Ile Odede, Isale Alubata Compound, Ward Seven of Ibarapa East Local Government, and maternally linked to Ile Sobaloju, Isale Ajidun Compound, Eruwa, Ramon’s story is not one of distant ambition but of lived experience. He is, in every sense, a son of the soil — shaped by the same roads, schools, and economic realities that define daily life in Ibarapa East.
“I was born here. I grew up here. I understand our struggles, our strengths, and our untapped potential,” he says. “Representation must go beyond occupying a seat; it must translate into preparation, competence, and genuine commitment to development.”
His academic journey mirrors that philosophy of steady growth. He began at Islamic Primary School, Lanlate (1995–2001), proceeded to Baptist Grammar School, Orita Eruwa (2001–2007), and later earned a National Diploma in Mechanical Engineering Technology from Federal Polytechnic, Ilaro, between 2009 and 2011. Refusing to plateau, he advanced his intellectual horizon and is now completing a Bachelor of Science in Business Administration at the University of Lagos. “Education,” he reflects, “is continuous capacity building. Leadership today requires both technical knowledge and administrative insight.”
That blend of engineering precision and managerial training has defined a professional career spanning more than a decade. Shortly after his diploma, Yusuf joined Mikano International Limited as a generator installer, gaining hands-on experience in industrial power systems — a sector central to Nigeria’s infrastructural backbone. He later transitioned into telecommunications at Safari Telecoms Nigeria Limited, where he received specialized training in Industrial, Scientific, and Medical radio bands, strengthening his expertise in network operations.
In 2013, he became a Field Support Engineer at Netrux Global Concepts Ltd., then a leading ISM service provider in Nigeria. Over four formative years, he immersed himself in telecom infrastructure deployment and maintenance, mastering field coordination, logistics management, and real-time technical problem-solving.
Since July 2017, he has served as a Field Support Engineer with Specific Tools and Techniques Ltd., a power solutions firm providing services to major operators including MTN Nigeria and Airtel Nigeria. In that capacity, he operates at the frontline of ensuring energy reliability and network uptime — responsibilities that demand discipline, accountability, and systems thinking.
For political observers in Ibarapa East, this trajectory matters. It reflects more than résumé credentials; it speaks to a mindset anchored in efficiency, coordination, and measurable outcomes — qualities increasingly demanded in legislative representation.
Beyond the private sector, Ramon’s political exposure is neither sudden nor superficial. A loyal member of the progressive political family in Lagos, he once served as a personal assistant to a former lawmaker, gaining practical insight into legislative procedure and constituency engagement. Within his community, he has quietly extended financial support to small-scale entrepreneurs and students — modest but consistent interventions rooted in personal responsibility.
“My interest is my people,” he states firmly. “Ibarapa East deserves strategic, responsive, and capable leadership at the State Assembly. We must move from rhetoric to results.”
Across the constituency — from Lanlate to Eruwa — development priorities remain clear: youth employment, vocational empowerment, rural road rehabilitation, stable power supply, agricultural value-chain expansion, improved educational standards, and stronger lawmaking that directly reflects community needs.
Political analysts argue that Ramon’s technocratic background positions him uniquely at the intersection of policy formulation and practical implementation. At a time when national discourse increasingly favours competence over grandstanding, his profile resonates with a broader generational shift toward performance-driven governance. His engineering discipline reinforces problem-solving; his business training strengthens administrative understanding; his grassroots roots anchor his empathy.
For Ibarapa East, the 2027 election cycle may represent more than a routine democratic exercise. It may mark a recalibration of expectations — a demand for representation that understands both the soil beneath its feet and the systems that drive modern development. As political alignments gradually crystallize in Oyo State, Yusuf Abiodun Ramon’s declaration signals the arrival of a candidate seeking to translate private-sector structure into public-sector impact.
One thing is clear: the conversation about the future of Ibarapa East has begun — and it is now framed around competence, credibility, and capacity.
Oluwasegun Idowu sent in this piece from Eruwa, Ibarapa East LG, Oyo State
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