In Ghana, the fight against malaria is not just a public health battle—it is also a test of leadership, management, and governance (LMG). In the spirit of transforming Africa and realizing the impact of the work we do, I had the privilege of speaking with Mr. Evans Opata, the former General Secretary of the Ghana Coalition of NGOs in Malaria. An alumnus of the Leadership, Management, and Governance (LMG) Programme housed under the ELEMMINATE Project, which is implemented by the Institute of Healthcare Management at Strathmore Business School, Evans’s journey reflects how visionary leadership and structured governance can transform not only institutions but entire networks working toward better health outcomes.
When Evans began his work with the Coalition, he encountered an organization full of dedicated people but limited by weak systems. The Coalition, which brings together civil society organizations working to combat malaria across Ghana, faced significant hurdles—poor data management, inadequate financial record-keeping, and inconsistent monitoring of member activities. These weaknesses had created barriers to transparency and accountability, making it difficult to measure progress or build trust among partners.
As he shared his journey, Evans spoke about how the Leadership, Management, and Governance training became a turning point. “The LMG training provided a structured framework for problem-solving and team engagement,” he told me. “It helped me see leadership not as an individual role, but as a shared responsibility.” This mindset shift became the foundation for a transformative process within the Coalition.
Guided by what he learned, Evans and his team introduced structured data collection and reporting templates to bring consistency and accuracy to how member organizations shared information. They implemented a financial accountability framework that enhanced transparency and built confidence in how resources were managed. Most importantly, they established regular performance monitoring mechanisms and review meetings that fostered a spirit of openness and collective learning.
As Evans described these changes, what stood out was how the reforms went beyond systems—they changed people. “After these interventions, we saw a real transformation,” he explained. “Member organizations became more accountable, collaboration increased, and our leadership team became proactive rather than reactive.” What had once been a loose network of independent actors began to function as a cohesive movement, united by shared values and a common vision.
For Evans, the governance component of the LMG framework made the biggest difference. “Understanding the importance of systems, policies, and accountability structures reshaped how I guided the coalition’s operations,” he said with conviction. Through participatory governance, he ensured that decisions were transparent and inclusive—everyone had a voice, and that voice mattered.
What makes Evans’s story so powerful is how its impact has extended beyond the Coalition itself. The systems he helped put in place have attracted the attention of other civil society networks and coalitions, eager to learn from Ghana’s experience. Neighbouring organizations have begun studying the Coalition’s accountability model, seeking to adapt its principles to strengthen their own governance frameworks. In this way, Evans’s leadership has contributed to a ripple effect of transformation—an expanding circle of transparency, collaboration, and performance across the broader health ecosystem.
Listening to him, I was struck by how the lessons of LMG are as much about mindset as they are about management. Evans’s journey is a reminder that true leadership begins when individuals step up to align vision with action, and systems with people. He shared how the experience also reshaped him personally – making him a more strategic and inclusive leader. “I learned to align teams around a common vision and to delegate effectively,” he reflected. “It also boosted my confidence to lead multi-stakeholder initiatives.”
His motivation remains grounded in purpose. “I am driven by the belief that strong leadership and governance are essential for sustainable health outcomes,” he said. “Seeing communities benefit from improved systems and realizing the impact of well-managed partnerships keeps me motivated to continue contributing to healthcare improvement.”
Evans also emphasized that true leadership is measured not only by the systems one builds but by the leaders one nurtures. “True leaders train and groom the next generation to take up the mantle of leadership,” he reflected. “They do not wait until they are exhausted or pressured to step aside, but rather bow out gracefully in their prime, confident in the capacity of those they have prepared.”
This principle of succession was exemplified by the past leadership of the Coalition, which, in a remarkable display of integrity and foresight, organized a smooth and transparent election to usher in new leaders. Although the Coalition’s constitution permitted them to seek re-election for a second term, they chose instead to hand over power, demonstrating a deep commitment to renewal, mentorship, and institutional sustainability.
Evans’s story embodies what transformation in Africa looks like when leadership, management, and governance come together with passion and vision. Through the LMG programme, leaders like him are not only strengthening institutions but also building a culture of accountability and excellence that transcends borders.
As our conversation ended, his words lingered with me—a powerful reminder of what purposeful leadership truly means: “Leadership is not about position; it’s about vision, collaboration, and accountability that inspire lasting change.”
Article by: Judith Adhiambo Amolo
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