Kabiyesism: Traditional Authority and Modern Management in Nigerian Organisations

Abstract

In a quest to understand the aversion to accountability and the quick-deification of leaders among certain parts of the led in Nigeria, this paper attempts an exploration of a concept called “Kabiyesism”. With it, we investigate how traditional authority structures, rooted in the Yoruba concept of Kabiyesi (“the one no one questions”), shape contemporary Nigerian workplaces, particularly in cultural and creative sectors. Drawing from Nigeria’s high power distance culture, as noted in Hofstede’s Cultural Dimensions, Kabiyesism reflects a management paradigm where deference to seniority, age-based decision-making, and limited upward feedback prevail, echoing the unquestioned authority of traditional rulers. The study employs a qualitative case study design, gathering data through semi-structured interviews and observations with 61 participants across five Nigerian cities—Abuja, Lagos, Iwo, Ibadan, and Ilorin—spanning public and private organisations. Findings reveal that Kabiyesism manifests strongly in public sectors with codified hierarchies, while private sectors exhibit adaptive forms influenced by market pressures and international exposure. Generational tensions emerge as younger employees challenge these norms, signaling a shift toward participatory practices amid global and digital transformations. This research challenges Western-centric management theories, highlighting the resilience of culturally specific organisational behaviour in Nigeria by conceptualising Kabiyesism. It advocates for management strategies that balance respect for tradition with modern efficacy, offering insights for cultural administrators navigating hierarchical dynamics. The study contributes to management literature by providing a culturally grounded lens to analyse organisational dynamics in non-Western contexts, emphasising the need for glocalised approaches that integrate traditional values with contemporary demands.