Navigating Cultural Governance and Leadership Complexities: A Discourse Analysis of Ahmed Yerima at the National Theatre (2006–2009)

Abstract

Managing public theatre institutions in Nigeria is fraught with numerous challenges, ranging from political marginalisation to excessive bureaucratic interference. These interferences—often by multiple government arms and agencies—frequently result in the withholding of allocated funds, thereby undermining administrative efficiency. The National Theatre of Nigeria (NToN) exemplifies this dysfunction, struggling to meet its cultural and national mandates. This study critically examines the socio-political complexities involved in managing the NToN, with a specific focus on the leadership of Ahmed Yerima during his tenure as Director-General (2006–2009). Anchored in Downton’s theory of Transformational Leadership, the paper investigates Yerima’s leadership strategies and managerial style. Methodologically, it draws on data from in-depth interviews with Ahmed Yerima, focus group discussions with key stakeholders, and a review of relevant literature, all analysed using qualitative content analysis. Findings reveal that Yerima employed a transformational leadership approach characterised by professional consistency, strategic innovation, focused dynamism, and political diplomacy. These elements enabled him to mobilise a motivated and goal-oriented team, despite systemic challenges. The study concludes that Yerima’s leadership offers a replicable model for effective administration in Nigeria’s public cultural institutions, demonstrating that transformational leadership can reposition such agencies for socio-cultural and economic relevance, even within bureaucratically constrained environments.