Prof. Lilian Salami’s appointment as the second female Vice-Chancellor and the 10th substantive leader of the University of Benin was celebrated as a milestone in the institution’s history. Her extensive career as Dean of the Faculty of Education and chairperson of several committees had positioned her as a leader capable of driving transformation. Yet, her tenure failed to meet the high expectations that came with this historic opportunity.
Unprecedented Support, Squandered Opportunity
It is doubtful if any Vice-Chancellor in the history of UNIBEN has received the level of support that Prof. Salami did. Her appointment was widely celebrated, with stakeholders, staff, and students optimistic about her ability to steer the institution forward. This widespread goodwill was an invaluable asset, one that could have been leveraged to address longstanding issues and foster unity within the university community.
However, instead of building on this support, Prof. Salami’s leadership alienated key stakeholders. Her micromanagement style, refusal to engage in meaningful dialogue, and derogatory remarks about students eroded the trust and confidence placed in her.
Refusal to Move: A Symbol of Disconnection
Her decision to avoid the Vice-Chancellor’s lodge, citing fears of physical and spiritual attacks, was not only symbolic of poor leadership but also a clear signal of disconnection. The official residence serves as a hub for dialogue and accessibility, allowing the Vice-Chancellor to remain engaged with the university community.
By isolating herself in her private residence, Prof. Salami made herself inaccessible, shutting down opportunities for direct communication with students, staff, and other stakeholders. This absence further deepened the divide between her administration and the university community, turning what should have been a collaborative environment into one marked by distrust and detachment.
Student Concerns Dismissed
Prof. Salami’s leadership was tested during the electricity crisis, where power bills rose astronomically, plunging students into unbearable conditions. Her administration’s decision to ration electricity to just a few hours a day, rather than finding sustainable solutions, highlighted a failure to prioritize student welfare.
Worse still, her comments comparing students to “motor park youths” were not only offensive but also deeply unprofessional. Protests by students are often a response to neglect and unaddressed grievances. Instead of working to resolve these issues, she chose to dismiss their concerns and undermine their right to advocate for better living conditions.
A Micromanagement Leader
Prof. Salami’s micromanagement style stifled progress and created inefficiencies. Instead of empowering her team to act decisively, she centralized decision-making, leading to delays and frustration among staff. This approach undermined the collaborative spirit necessary to tackle the university’s pressing challenges.
Missed Opportunities for Legacy
Prof. Salami had every opportunity to leave an indelible legacy as a trailblazer. Her historic appointment, coupled with the immense support she received, positioned her to be a transformative leader. Yet, her tenure will be remembered for fear-driven decisions, an inability to connect with the university community, and a failure to address fundamental issues.
Conclusion
Leadership is not about occupying a position but about delivering meaningful impact. Prof. Salami’s tenure at UNIBEN is a sobering reminder of how a lack of courage, accessibility, and accountability can squander unprecedented support and goodwill.
As the university moves forward, it must prioritize leadership that embraces inclusivity, transparency, and bold decision-making. The new Vice-Chancellor Professor Edoba Omoregie must restore trust, foster collaboration, and deliver on the promise of academic excellence that UNIBEN deserves.
Victor Arigbe
From the Heartland Province
