Get Guardian on GoogleAyisat Agbaje is a public servant and development professional with experience spanning law, international development, youth engagement and governance. She began her career in the United Kingdom as a Legal and Administrative Assistant before moving into project management and youth development. She later served as Special Assistant to the Governor of Kaduna State and Senior Special Assistant for Development Partnerships and Economic Planning to the Governor of Lagos State. She is currently involved in leadership development at the Lateef Jakande Leadership Academy, where she contributes to preparing young Nigerians for public service and governance. Through her work, she advocates ethical leadership, institutional development and greater opportunities for young people to contribute to Nigeria’s future. In this interview with MOYOSORE SALAMI, she speaks about the power of leadership reproduction, the necessity for every sector in the country including the government to provide opportunities that develop a generation of ethical, informed, and purpose-driven leaders.
In your career journey, which experiences shaped the woman you are today?
My career journey was shaped by legal training, international development, public service, and a deep interest in people and the systems that shape their opportunities. I have worked with young people, local authorities, and community organisations to strengthen youth participation and civic engagement. Those experiences helped me understand that development is not just about policies or programmes; it is ultimately about people and the opportunities available to them.
My decision to work in public service was also an important turning point. I made the conscious decision to pursue a career in public service, driven by a sense of purpose and a desire to contribute to Nigeria’s development. These experiences deepened my appreciation of what it means to prepare people for responsibility and the importance of equipping young Nigerians with the knowledge, exposure, and values required to serve effectively.
Looking back, each stage of my journey has shaped who I am today. They have taught me that leadership is not simply about the position you occupy, but about the people you impact, the systems you strengthen and the opportunities you create for others. Those lessons continue to inform my work.
What attracted you to the role at the Lateef Jakande Leadership Academy?
What attracted me was the chance to build something that would extend beyond individual achievements. It was an opportunity to help create an environment where young Nigerians could learn how government works, understand the complexities of policymaking, engage with experienced leaders, and develop the competence and character required to serve.
For me, it was not simply an appointment or a career opportunity. It aligned with a conviction I had developed over time: if we want better outcomes for our country, we must deliberately invest in the people who will shape its future.
My journey to the Lateef Jakande Leadership Academy was, in many ways, a natural progression of the work I had already been doing and the questions I had become increasingly interested in answering. Having worked in public service and experienced leadership development programmes myself, I became particularly interested in how we deliberately prepare people for leadership. We often talk about the need for effective leadership in Nigeria, but we don’t always give enough attention to the structures, experiences, and opportunities required to develop it.
The Academy offered an opportunity to contribute to that process in a more intentional, institutional way.
I believe leadership is most powerful when it is reproduced. The opportunity to help develop a generation of ethical, informed, and purpose-driven leaders was therefore deeply meaningful to me.
Tell us about the core of your role in the academy?
My role ensures leadership development goes beyond theory and becomes a practical, transformative experience for our Fellows. Leadership cannot be fully understood from books, lectures or motivational conversations alone. You must understand how institutions operate, how decisions are made, how competing interests are managed and how policies translate into outcomes for ordinary people. At the Academy, we approach this through structured learning, mentorship, public-service immersion, executive engagements, leadership seminars, policy conversations, and experiential learning.
Our Fellows have opportunities to engage with ministries, departments and agencies. They interact with senior public officials and other experienced leaders, and gain a better understanding of the realities of governance. We also encourage them to reflect critically on what they observe and to connect their learning to the challenges facing their communities and the country.
In my role, a significant part of my responsibility is building the partnerships and institutional relationships that make these experiences possible. It is also about creating an environment where our young people can ask difficult questions, learn from their mistakes, challenge their assumptions, and build the confidence to take responsibility.
Beyond the programmes and activities, however, I see my role as helping to shape a culture of leadership. We want our young people to understand that competence must be accompanied by character, that ambition must be guided by purpose, and that leadership requires a willingness to learn continuously.
Ultimately, success is not simply completing the programme. It is that they leave better equipped to contribute meaningfully wherever their careers and responsibilities take them.
What are the challenges you have encountered as a woman building a career in leadership and public-service development?
Like many women building careers in leadership, I have had to navigate expectations about how women should lead, how they should express themselves, and the standards by which their competence is sometimes judged.
Sometimes women feel they must work harder to establish credibility, demonstrate competence, or ensure their contributions are taken seriously. There are also expectations around how women balance ambition, responsibility and the different roles they may occupy in their personal and professional lives.
My experience has taught me the importance of being grounded in my values and clear about the contribution I want to make. I have learnt that I cannot build my professional identity entirely around other people’s expectations. I must be willing to learn, do the work, take responsibility for my decisions and remain confident in the value I bring.
My work around gender equality has also shaped how I think about these issues. In my writing and advocacy, I have focused on the structures that shape women’s access to opportunities and how laws, institutions, and social expectations can enable or constrain their participation.
For me, the conversation must go beyond encouraging individual women to be confident. Confidence matters, but so do the environments in which women are expected to operate. We must keep building workplaces and institutions where competence is recognised, opportunities are accessible and women can contribute meaningfully without negotiating unnecessary barriers.
These experiences have made me more intentional about the spaces I occupy and the opportunities I help create for others. They have also reinforced my belief that leadership comes with a responsibility to make the path a little more accessible for those who come after us.
What does the legacy of late Lateef Jakande, whose public service was strongly associated with people-centred development, mean, in the work you do in the academy?
The legacy of the late Alhaji Lateef Kayode Jakande reminds us that public service must ultimately be measured by its impact on people’s lives.
His approach to governance, particularly his commitment to expanding access to education, housing and other essential services, reflects an understanding that leadership carries a responsibility to improve the conditions in which people live. His legacy challenges us to think beyond the visibility of leadership and focus instead on the substance of what we deliver.
At the Academy, that principle matters because we are not simply preparing young people to occupy positions of authority. We are preparing them to understand the responsibility that comes with those positions.
We want our young people to appreciate that public service is not a privilege to be enjoyed; it is a responsibility to be carried. They must understand the people behind the policies, the communities affected by government decisions and the importance of ensuring that institutions work for the people they are designed to serve.
For me, honouring Alhaji Jakande’s legacy means translating the values of his public service into how we prepare the next generation of leaders. It means helping young people develop the competence, empathy and sense of responsibility required to make a meaningful difference.
Young people make up nearly half of Nigeria’s population, but they represent 100 per cent of our future. If we are serious about that future, then we must be equally serious about the quality of leadership we nurture today.
Having worked with fellows from different backgrounds and cohorts, what have you observed about the young people coming into leadership today?
One thing that continues to encourage me is the depth of talent, curiosity, and ambition among young Nigerians. Our Fellows come from different backgrounds and bring different experiences, perspectives and ideas to the table. What they share, however, is a desire to contribute and an interest in understanding how they can become more effective in their respective fields.
I have observed that young people are often more willing to engage with difficult questions than we sometimes give them credit for. They want to understand why certain things work the way they do, why some systems deliver better outcomes than others, and what they can do to influence change.
I have also seen how exposure can expand a young person’s understanding of what is possible. When young people are given access to experienced leaders, practical learning opportunities and environments that encourage critical thinking, they begin to see leadership not as something distant or reserved for a select few, but as a responsibility they can prepare themselves for.
At the same time, potential alone is not enough. Young people need opportunities, mentorship, exposure and the confidence to translate their ideas into action. They also need to develop patience, discipline and an understanding that meaningful change often requires sustained effort.
I do not believe young Nigerians lack the capacity to lead. The more important question is whether we are creating the right structures to identify, develop and support that capacity. This is why leadership development matters. We must move beyond celebrating young people’s potential to deliberately invest in preparing them.
What are the qualities you believe a young person must develop before stepping into public service?
I believe there are several qualities that are essential, beginning with integrity, a genuine sense of responsibility and a willingness to put the public interest above personal gain. Public service places you in a position where your decisions can affect people’s livelihoods, opportunities and quality of life. That responsibility requires more than good intentions. It requires character, sound judgement, and an understanding of the consequences of your choices.
Competence is equally important. You must be willing to learn, understand policy, engage with evidence and develop the technical skills required to solve problems. Good intentions cannot compensate for a lack of preparation, particularly when you are responsible for decisions that affect many people.
I would also emphasise empathy. Effective public servants must understand the realities of the people they serve. It is easy to discuss policy in abstract terms, but leadership requires an appreciation of how decisions affect individuals, families and communities.
Another important quality is humility. No one enters public service knowing everything. You must be willing to listen, learn from others, accept constructive criticism and acknowledge when you are wrong.
Finally, young people must develop resilience and patience. Public service can be complex, and meaningful change is not always immediate. There will be constraints, competing priorities and moments when progress is slower than expected.
What matters is the ability to stay principled, learn from setbacks, and keep working toward the desired outcomes.
Ultimately, I believe young people should enter public service with a clear understanding that leadership is not about what they stand to gain from a position, but what they are prepared to contribute through it.
From your experience what would you say is the role of mentorship in leadership?
Leadership is about creating the conditions in which others can grow and succeed. Sometimes, we place so much emphasis on individual leaders that we overlook the systems and opportunities that help people become effective leaders. We celebrate the person who has reached a particular position without always asking who mentored them, what experiences prepared them or what structures supported their development.
At the Academy, I see the importance of those investments every day. Exposure can change how a young person understands a problem. Mentorship can help them navigate a difficult decision. Practical experience can reveal the complexity of a responsibility they may previously have viewed in simple terms.
That understanding also influences how I approach my own role. I see my responsibility not just as leading the Academy, but as a mentor, contributing to an environment where future leaders can emerge, develop, and eventually take on responsibilities of their own.
Tell us about memorable experiences in the academy?
One of the most rewarding aspects of this work is seeing our Fellows move from having a general interest in leadership to developing a more grounded understanding of what it actually requires. Through their engagements with public institutions, interactions with experienced leaders and exposure to the realities of governance, they begin to think more critically about the problems they want to solve.
I find the community-impact projects particularly meaningful because they challenge Fellows to move beyond discussing problems and begin thinking about practical responses. When young people are encouraged to identify a challenge, understand the people affected by it, and work towards a solution, they begin to appreciate the relationship between leadership, responsibility, and impact. Sometimes, the most meaningful progress is reflected in a Fellow’s changing perspective, their willingness to take responsibility or the way they begin to approach a challenge differently.
How does it feel to be a huge part of the academy’s growth and what lessons have you learnt across cohorts?
Being part of the academy’s growth has taught me a great deal about institution-building, patience and the importance of remaining committed to a vision while continually improving how it is delivered.
When you are building an institution, you are not simply organising programmes or managing activities. You are developing systems, building relationships, shaping culture, and creating structures that can continue to deliver value beyond the individuals currently involved.
The Academy’s journey across its cohorts has reinforced the importance of listening, learning and adapting. Every cohort brings different perspectives, needs and experiences. We must therefore reflect on what is working, identify areas for improvement, and ensure our approach remains relevant to the young people we are preparing.
It has also taught me the value of collaboration. No single institution can develop future leaders in isolation. It requires the involvement of experienced public servants, private-sector leaders, academics, mentors, development partners, and other stakeholders willing to share their knowledge and create opportunities for young people.
Another important lesson is that institutional growth must be matched by institutional depth. Expanding the number of people we reach is not enough. We must also pay attention to the quality of the experience, the strength of the systems supporting it and the long-term outcomes we hope to achieve.
I am proud of the progress the Academy has made, but I also recognise that institution-building is an ongoing process. The work requires continuous reflection, commitment and a willingness to think beyond immediate results.
For me, the real measure of our progress will be the strength of the leadership pipeline we help build and the contributions our Fellows make to society over time.
What did you wish you knew earlier in your career as a woman about workplace polity?
I wish I had understood earlier that I did not have to have everything figured out before I could step into an opportunity.
At the beginning of one’s career, it is easy to feel that you must know everything, prove yourself constantly or wait until you meet every requirement before putting yourself forward. Over time, I have learnt that growth often happens when you take on responsibility, ask questions, learn from others, and stay open to experiences that stretch you.
I would also tell my younger self not to underestimate the importance of relationships and mentorship. The people you learn from, the conversations you have and the professional relationships you build can shape your perspective in ways you may not immediately appreciate. Seek out people who challenge you, support your growth, and are willing to share what they’ve learned.
Another lesson is that you don’t need to diminish yourself to make others comfortable. You can be respectful and collaborative while still expressing your ideas, asking difficult questions and taking ownership of your work.
I have also learnt that success does not have to follow a perfectly linear path. Different experiences can equip you with different skills, and sometimes the value of a particular opportunity becomes clearer only when you look back.
Above all, I would tell young women to stay anchored in their values and not let external expectations define the limits of what they believe they can achieve. Be prepared, be willing to learn, do the work, and understand that your voice and perspective matter. You do not have to become someone else to be an effective leader. Keep developing into the most capable and purposeful version of yourself.
Looking back at the woman you were in the outset of your career and who you have become, what are you most proud of?
I am most proud of becoming a woman who is increasingly clear about her purpose and the responsibility that comes with the opportunities she has been given. Looking back, I see a journey that has taken me through different countries, institutions, professional experiences, and seasons of growth. Each stage has taught me something about people, leadership, resilience and the importance of understanding the wider impact of the work we do. I am grateful for the opportunity to build a career that allows me to contribute to public service and the development of young Nigerians. Through my work at the Lateef Jakande Leadership Academy, I have the opportunity to contribute to something I believe is vital to our country’s future: deliberately preparing people to lead with competence, integrity, and a genuine commitment to service.
I am also proud of the work I have done through the AA Initiative, particularly supporting vulnerable children and underserved communities. That work reflects another part of my conviction that leadership must remain connected to humanity and that our responsibility to others should not be limited to our professional positions.
On a personal level, I am proud to be more grounded in who I am, my heritage, my values, and my faith. My journey has reinforced my belief that success is not simply about how far you go or the positions you attain. It is also about whether your journey remains connected to something meaningful and whether you use your opportunities to make a positive difference. I am still learning, and I do not consider the journey complete. There is much more to contribute and much more to understand. But if one thing continues to define the woman I am becoming, it is my willingness to serve, develop others, and help build institutions and opportunities that will outlive my individual role.
