TRADITIONAL LEADERSHIP AS A TOOL FOR SUSTAINABLE DEVELOPMENT IN GHANA

Background:

Development is a process, not a program. Development can be stimulated, directed or assisted by government policies, laws and special programs, but it cannot be compelled or carried out by administrative or external agencies on behalf of the population. Development strategy should therefore aim to release people’s initiative, not to substitute for it.

Traditional authorities are considered as the heads of communities in Ghana and have diverse roles to play in development. Long before the formation of modern-day nation states, Africans had their own governance systems which met the needs of the people. To some people, the African chieftaincy institution is archaic, autocratic and irrelevant in contemporary polity. In Ghana, the chieftaincy institution is not a “one-man creature”; however, its leadership is selected by an authorized means. Precisely, in the Akan communities, the processes of nomination, election and enstoolment are a family matter.

It is because of the immense influence chiefs wield over their people that the constitution places them above partisan politics. Although the 1992 constitution requires that traditional authorities be consulted on the composition of the one-third government appointees to the district assemblies, they are normally ignored. It is essential for chiefs to be accorded the necessary recognition because they are the rallying platform to plan, initiate and execute policies and projects in respect of all matters affecting people in order to deepen the decentralisation process.

Good governance and sound public management are preconditions for the implementation of development policies. These preconditions include efforts to ensure an ethical and more transparent government process, as well as decision-making practices sufficiently open to citizens. Good governance therefore seeks to satisfy economic, political and administrative demands of a society. Traditional leaders, if well engaged and managed, can contribute effectively to state governance through effective economic, political and administrative policies.

The role of traditional authorities in Ghana, as can be observed, has been undergoing change (gradually diminishing) as the democratic dispensation within the country develops. However, traditional authorities as an institution are important to the design and implementation of development projects within their areas of jurisdiction. It is generally held that multi-sectoral development strategies usually need to include traditional leadership as one of the key sectors in order to increase the likelihood of success. Indeed, traditional rulers perceive their role as being primarily initiators of development or catalysts of development processes. They are aware of the fact that their functions have been transformed from serving in merely political, military and ritual capacity that derives from their traditional role as moral and social leaders.

Challenges:

Traditional authorities face a variety of challenges in their attempt to embark on development projects and programmes. The challenges include:

• Ill-defined relationship between chiefs and local government units. A review of the 1992 Constitution of Ghana shows that there is lack of specificity in the nature of consultations with chiefs. There is institutional weakness in institutional anchoring of chiefs. Also, relationship is restricted to consultations on land release and participation in ceremonial functions;

• Non-existence of structured and formalised arrangement to foster partnership between traditional councils and the local government units;

• Lack of political will and commitment on the part of government. Perhaps the inadequate provision from the side of law was as a result of lack of the will from the side of central political authority (governments) since they see chiefs as competitors rather than partners; and

• Chieftaincy disputes.

The Way Forward:

The turn-around in Ghana’s fortunes which has come about with the new century, offers the opportunity to achieve faster the goals of development policies. But the march of history and ideas also moves us to consider whether the entirely goals have come within our grasp, or that our priorities should be substantially re-ordered. In resolving this, the following recommendations are presented:

• Development should factor into account recommendations and demands of local authorities. The inputs of traditional societies should be sought before development projects are institutionalized as this would ensure a fuller corporation of the communities. This obviously would lead to development by, for and with the people.

• Achieving development should see political leadership adopting an all inclusive governance system that integrate all including and not limited to traditional leadership and societies, civil societies and development partners.

• Government should strengthen traditional leadership through the regional and national houses of chiefs to ensure the promotion of peace and settlement of chieftaincy disputes. The judiciary can also be tasked to deal effectively and quickly with chieftaincy disputes in order to safeguard the chieftaincy institution. This would facilitate the existence and effectiveness of the institution.

• Government should properly define the relationship between chiefs and local government units in the Constitution of Ghana to foster development in sustainable way;

• Traditional leadership should not meddle in politics but rather in effective governance of their communities and the state. Chiefs and their council of elders should not be seen in party paraphernalia as well as partaking in party political campaigns. By respecting their boundaries in politics would prevent situations where they fall into the dark side of parties in power. The chief’s authority is primarily vested in his people and he should therefore be primarily responsive to the needs of his subjects. When such a desirable interface between traditional leadership and state machinery is created, it would further enhance strides for cooperation, growth and development of human societies; and

• Traditional authorities, for them to be effective and productive, should be fair and honest in dealing with their people. 

Conclusion:

Traditional leadership in Ghana has survived into the modern era and is guaranteed by the constitution. Although as an institution it seems to have lost aspects of its power. There is therefore the need to modify itself and adapt its functions in order to play a key role in providing the developmental needs of the communities where it operates. This can be done through advocacy, collaboration with donor agencies, central government organs as well as identifying innovative usage for revenue generated within the community. Traditional leadership, when properly exercised, will provide extra security in guaranteeing the fundamental human rights, particularly of the marginalized members of the community. Thus it is a useful model that could be adopted, appropriately adapted and deployed in the quest for alternative methods for development.