Corporate governance leaders have called on African boards to move beyond compliance-driven governance and focus on building resilient institutions, saying long-term stewardship, ethical leadership and institutional integrity are critical to sustainable organisational success.
Speaking at the Namibia Institute of Corporate Governance’s (NICG) Leading the Board workshop and masterclass, governance expert Patrick Chisanga said boards should measure their success by the institutions they leave behind rather than short-term achievements.
“Our responsibility is not simply to protect today’s institutions before us. Our responsibility is to strengthen the institutions that we are custodians of today for tomorrow. We should be asking how today’s decisions will be judged 10 years from now. That strategic vision is the difference between administration and leadership,” Chisanga said.
He said Africa’s strongest boards consistently place institutional interests ahead of personal ambition, confront difficult issues, inspire stakeholder confidence and lead with integrity.
Chisanga argued that governance should evolve from a compliance exercise into a strategic tool for creating sustainable organisations.
“Outstanding boards ask what is best for the institution, not what is best for me. Strong institutions are built when directors place the mission of the organisation above individual ambition. Leadership is tested when someone is willing to ask the difficult questions that everyone else is avoiding. Many governance failures could have been prevented if just one director had chosen courage over comfort,” he said.
He urged directors to adopt a stewardship mindset by considering the long-term impact of board decisions, adding that Africa’s governance challenges stem less from a lack of governance frameworks than from shortcomings in leadership.
“Africa does not need more governance codes. We have enough. What Africa needs is more courageous governors of integrity and trust. The future of governance in Africa will be determined by the quality of leadership around our board tables and the institutions we leave behind,” Chisanga said.
Also addressing the workshop, Professor Thuli Madonsela said board chairpersons play a decisive role in shaping organisational culture and ensuring governance principles are embedded throughout institutions.
She said boards should serve as the conscience of organisations by promoting ethical leadership, accountability and effective oversight.
“If you have a conscience of the board, how you as the chairperson behave instils an ethos in the boardroom and throughout the organisation. We have got to walk the talk. The tone at the top is set not only by what leaders say but also by what they do,” Madonsela said.
Madonsela cautioned board chairpersons against becoming involved in operational management, stressing that governance and executive responsibilities must remain distinct.
She said chairpersons should focus on strategic leadership, overseeing board processes, allocating committee responsibilities, evaluating chief executives and ensuring board deliberations remain focused on long-term organisational objectives.
“The chairperson has to balance leadership with oversight. Do not compete with the chief executive. Leadership is about influencing and inspiring people to think and act in ways that achieve the desired goals. Governance is about ensuring the organisation remains aligned with its purpose and values,” she said.
Madonsela encouraged boards experiencing governance challenges to resolve disputes through dialogue, governance training and established governance frameworks rather than allowing divisions to weaken institutional performance.
