This article draws inspiration from recent events at a prominent health institution in Ghana, as well as a slide shared by Eric Partaker on LinkedIn, circulated in a WhatsApp group of doctors in Ghana.

The slide outlined the “7 Signs of a Great CEO,” highlighting traits such as prioritizing people, fostering strong cultures, and leading by example. Regrettably, the individual at the center of this article failed all seven traits.

In an ideal world, leadership inspires, nurtures, and empowers. Effective leaders prioritize their people, build strong cultures, and foster environments where individuals and collective goals thrive.

They understand that a supportive workplace boosts morale and drives results. Yet, the reality in many organizations, including this health system over the past nine to ten years, has been starkly different. When leaders resort to cruelty—through demeaning language, unreasonable demands, intimidation, threats, or obstructing promotions—the consequences are devastating, both personally and organizationally.

I have witnessed the profound impact of destructive leadership firsthand. For nearly a decade, a leader of medical services systematically dismantled the spirit of dedicated health professionals, turning a team of talented individuals into a demoralized and embittered workforce.

Upon assuming the role, this leader was met with goodwill from staff across all facilities, eager to support his vision. What followed, however, was a tenure marked by frustration and obstruction.

Qualified individuals were denied promotions or opportunities for advancement for unclear reasons. Staff were coerced into giving up one opportunity only to be denied both. Disrespect and intimidation became commonplace, eroding morale and undermining a once vibrant team.

The consequences extended beyond individuals. Innovation and enthusiasm waned, morale plummeted, and the organizational atmosphere became one of frustration and resentment. This decline affected productivity and the overall performance of all facilities under the health system.

Ultimately, the leader’s approach proved unsustainable. Many staff, particularly from satellite facilities, resigned or sought unpaid leave to pursue opportunities abroad. This leader has since left the position, a reminder that leadership based on suppression is both destructive and short-lived.

The lesson is clear: true success is built on respect, integrity, and the nurturing of talent—not on intimidation or cruelty. Poor leadership carries a heavy human cost, with repercussions that can linger long after the leader departs.