FG trains senior officers to improve public service delivery

Group photography of participants and the facilitator at the leadership ascending workshop held in Abuja on 10 November 2026

The Federal Government has trained more than 80 senior civil servants in transformative leadership as part of efforts to improve public service delivery and strengthen institutional performance across government agencies.

The Federal Ministry of Art, Culture, Tourism and Creative Economy disclosed this in a statement on Thursday, saying the half-day workshop was organised to help senior officers identify personal and professional limitations that could affect their leadership effectiveness and ability to deliver results.

The training, held in Abuja on November 10, was facilitated by the Ascend Identity Group through its Chief Identity Officer, Allan Akinradewo, under the theme, “The Identity Ceiling: Elevate Who You Are to Lead at the Next Level.”

Speaking at the opening of the workshop, the ministry’s Permanent Secretary, AbdulKarim Ibrahim, represented by the Director of International Tourism Relations and Cooperation, Dorothy Duruaku, said effective leadership required more than professional knowledge and technical skills.

He noted that civil servants must overcome self-imposed limitations and develop the capacity to take on greater responsibilities.

“You cannot lead beyond the person you think you are,” Ibrahim said.

He explained that the arts, culture, tourism and creative economy sectors required public officers who could adapt to changing demands, embrace innovation and improve institutional performance.

The permanent secretary urged participants to apply the lessons from the workshop in their respective departments, adding that stronger leadership capacity would contribute to improved service delivery and national development.

In his presentation, Akinradewo stressed the importance of continuous personal development among leaders, noting that the growth of an organisation depended largely on the willingness of its leaders to develop themselves.

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“As a leader, if you are not growing, your team is not going to grow,” he said.

He challenged the participants to move beyond established working patterns, delegate responsibilities effectively and focus on achieving measurable results.

The workshop examined four behavioural patterns that could limit leadership effectiveness in public institutions: the Expert, who feels compelled to have every answer; the Executor, who measures personal value by the volume of work completed independently; the Protector, who seeks to control every process; and the Perfectionist, who delays decisions because work never appears sufficiently ready.

According to Akinradewo, although these behaviours may arise from a desire to maintain high standards, they could undermine teamwork, delegation, innovation and organisational efficiency.

He also introduced the AIM Framework, which stands for Awareness, Insight and Mastery. The framework encourages leaders to identify their behavioural patterns, understand how these influence their performance and develop more effective approaches to managing people and responsibilities.

Participants also engaged in self-assessment exercises, interactive discussions and practical case studies based on the Nigerian Public Service to evaluate their leadership approaches and identify areas requiring improvement.

Some participants described the training as timely, noting that the discussions had provided fresh perspectives on personal accountability, professional development and teamwork.

They pledged to apply the knowledge gained to improve productivity and service delivery in their respective offices.

The workshop was part of efforts to strengthen the leadership capacity of senior public officers, particularly in the arts, culture, tourism and creative economy sectors, where innovation, adaptability and effective institutional management remain important to achieving organisational goals.