By Emmanuel Frimpong
Ghana’s tourism industry stands at a critical crossroads. At a time when the country should be consolidating its tourism potential, strengthening destination competitiveness, attracting investment and creating opportunities for local businesses, concerns about leadership and institutional coordination within the Ghana Tourism Authority (GTA) have become a matter of public discussion.
The recent exchange of correspondence between the Authority’s Chief Executive Officer, Maame Efua Houadjeto, and her Deputy Chief Executive Officer responsible for Marketing and Special Duties, Gilbert Abeiku Aggrey, popularly known as Abeiku Santana, has brought these concerns into sharper focus.
In a letter dated October 22, 2026, the Deputy CEO reportedly raised concerns about difficulties in securing timely access to the Chief Executive Officer for consultations on operational matters. He indicated that the situation was affecting the timely execution of responsibilities relating to domestic tourism, marketing, special events and stakeholder engagements.
The Chief Executive Officer, in her response dated October 24, disputed the account, maintaining that she operated an open-door policy. She nevertheless acknowledged the importance of effective communication and proposed measures to strengthen executive coordination, including scheduled meetings, clearer escalation procedures and improved delegation of responsibilities.
On November 4, 2026, the Minister for Tourism, Culture and Creative Arts, (Hon.) Abla Dzifa Gomashie, confirmed that the matter had been referred to the Presidency for intervention.
It is important to approach this development objectively. The correspondence does not, by itself, establish misconduct on the part of either official. However, the fact that such a disagreement has reached the ministerial and presidential levels raises legitimate questions about the effectiveness of the Authority’s leadership and internal governance arrangements.
The question we should be asking is not simply who is right or wrong. The more fundamental question is: What does this situation reveal about the leadership, direction and future of Ghana’s tourism industry?
The Problem May Be Deeper Than a Disagreement Between Two Executives
The Ghana Tourism Authority is not an ordinary public institution. It is one of the most important agencies in the country’s tourism ecosystem. Its responsibilities include tourism promotion, regulation, licensing, research, product development and the implementation of government tourism policies. The performance of the Authority therefore has direct implications for hotels, tour operators, travel agents, attractions, restaurants, event organisers, tourism professionals, local communities and investors.
When the leadership of such an institution experiences difficulties in communication and coordination, the consequences can extend beyond the offices of the individuals involved. It can affect institutional morale, slow down decision-making, weaken stakeholder confidence and create uncertainty about the execution of important programmes.
This is why the current situation should not be reduced to a personality clash. It should be treated as an opportunity to examine the broader governance and leadership structures of the Authority and possibly the ministry itself. A public institution must be able to function effectively regardless of the personal relationships among its senior officials.
Leadership Is About Direction, Not Just Administration
One of the fundamental challenges facing tourism in Ghana is the need for a clear, consistent and measurable strategic direction. Leadership is not simply about occupying an office, issuing directives, attending programmes or organising promotional events. Leadership is about establishing a vision, defining priorities, mobilising resources, building institutional capacity and ensuring that every part of an organisation works towards a common objective. The tourism industry needs to know where Ghana is going.
Are we positioning Ghana primarily as a cultural and heritage destination? Are we building a strong domestic tourism economy? Are we investing sufficiently in ecotourism, business events, medical tourism, marine tourism and community-based tourism? Are we deliberately developing tourism products beyond Accra, Cape Coast, Kumasi and a handful of established destinations? These questions require answers that go beyond individual initiatives.
The Ministry of Tourism, Culture and Creative Arts must provide the overarching policy direction. The GTA must translate that direction into practical, measurable programmes. The Board must provide strategic oversight, while management must ensure effective implementation.
When these responsibilities are not clearly understood or consistently exercised, institutions risk becoming preoccupied with administrative activities rather than transformational outcomes. The real test of leadership is not how visible an institution becomes, but how much progress it makes towards its mandate.
The Ministry Must Provide the Strategic Compass
I strongly believe that the broader leadership question in Ghana’s tourism sector must be addressed at the ministerial level. The Ministry of Tourism, Culture and Creative Arts is responsible for policy formulation, sector coordination, monitoring and evaluation. It must therefore ensure that the agencies under its supervision operate within a coherent national tourism development framework.
The Ministry cannot afford to be merely a supervisory institution that intervenes when disagreements emerge between agency executives. It must be the strategic compass of the sector. There should be a clearly articulated tourism development agenda with defined priorities, timelines, institutional responsibilities and performance indicators.
For instance, if Ghana intends to become a leading tourism destination in West Africa, what specific interventions are required? What infrastructure must be developed? What investment is needed? What reforms are necessary? What role should the private sector play? How will progress be measured? The Ministry must ensure that these questions are addressed systematically.
It is encouraging that the Ministry has undertaken leadership and governance orientation programmes for agency heads and board chairpersons in 2026. However, such initiatives must translate into measurable improvements in institutional performance and collaboration. The sector needs more than orientation. It needs effective leadership alignment and sustained accountability.
Personal Interests Must Never Supersede Institutional Interests
Another important concern in public sector leadership is the possibility of personal ambitions, individual interests and internal power struggles taking precedence over institutional objectives. This is not an allegation against any particular individual at the GTA. Rather, it is a broader governance concern that applies to all public institutions. Public office is a responsibility, not a platform for personal advancement at the expense of the institution.
When individuals become more concerned about their positions, influence, recognition or authority than the objectives of the organisation, institutional progress becomes difficult. The tourism industry cannot afford such a culture. Whether one is a Chief Executive Officer, Deputy Chief Executive Officer, Board Member, Director or staff member, the overriding responsibility must be to advance Ghana’s tourism development agenda. Leadership positions must be understood as complementary, not competitive.
The CEO and Deputy CEOs should operate as a coordinated executive team, with clearly defined responsibilities and mutual respect. Differences in opinion should be resolved through institutional processes rather than allowed to undermine the organisation. The Board must also ensure that governance mechanisms are effective and that accountability is applied fairly and consistently.
The Cost of Leadership Uncertainty to the Tourism Industry
Tourism is a highly interconnected industry. It depends on confidence, coordination, investment, service quality, marketing and the ability of institutions to respond to changing market conditions. Leadership uncertainty within a key tourism institution can create several risks.
First, it can affect staff morale. Employees need a stable environment in which they can perform their duties without uncertainty about management direction.
Second, it can weaken stakeholder confidence. Tourism businesses and industry associations expect the Authority/the ministry to provide consistent engagement, timely decisions and reliable institutional support.
Third, it can undermine programme implementation. Tourism marketing campaigns, stakeholder partnerships, regulatory activities and destination development initiatives require effective coordination.
Fourth, it can affect Ghana’s destination image. International partners and investors assess not only the attractiveness of a destination but also the strength and reliability of its institutions.
The timing of the current situation is particularly important, given the approaching December in GH tourism season. This period presents an opportunity to attract visitors, generate revenue and strengthen Ghana’s international tourism profile. The Authority must not allow internal leadership challenges to distract it from delivering on these objectives.
What Must Be Done to Restore Confidence and Protect Tourism
The way forward requires decisive but measured intervention.
1. The Ministry Must Conduct a Governance and Leadership Review
The Ministry should facilitate a structured review of the GTA’s leadership and governance arrangements. This should not be a witch-hunt or an exercise in assigning blame. It should examine communication systems, executive decision-making, delegation of authority, reporting relationships and the effectiveness of the Board’s oversight. The objective must be to identify institutional weaknesses and address them permanently.
2. Clarify the Roles of the CEO and Deputy CEOs
The responsibilities of the CEO and each Deputy CEO must be clearly defined and documented. There should be an established framework specifying which decisions require the CEO’s approval, which matters can be handled independently by Deputy CEOs and which issues must be referred to the Board.
The Tourism Act, 2011 (Act 817), provides for the Chief Executive’s responsibility for the day-to-day administration of the Authority, including the possibility of delegating functions. This legal framework should be translated into practical administrative arrangements that enable the executive team to function efficiently.
3. Establish a Performance-Based Leadership Framework
The GTA’s leadership should be assessed against clear and measurable performance indicators.
These should include:
Growth in domestic and international tourism.
Tourism product development and diversification.
Improvement in tourism standards and regulatory compliance.
Stakeholder satisfaction and engagement.
Effective utilisation of tourism development resources (Tourism Development Fund).
Growth in investment and private sector partnerships.
Improvement in visitor experience and destination competitiveness.
Leadership assessment should be based on institutional results rather than personal relationships, political considerations or public visibility.
4. Strengthen the Role of the GTA Board
The Board must exercise its oversight responsibilities efficiently and effectively. It should provide strategic direction, monitor executive performance, address governance concerns and ensure that management operates within its approved mandate.
However, the Board must also respect the distinction between oversight and day-to-day administration. A strong Board should prevent governance problems from escalating into public controversies by ensuring that appropriate mechanisms exist for resolving disputes and managing institutional risks.
5. Develop a Unified Tourism Sector Development Agenda
The Ministry must bring together the GTA and other tourism-related institutions under a common strategic framework. Ghana’s tourism development cannot be driven by isolated initiatives. We need a coordinated agenda that connects destination marketing with infrastructure development, tourism investment, heritage preservation, skills development, domestic tourism, digital transformation and private sector participation. Every agency must understand its contribution to the national objective.
The Ministry should regularly review the performance of these institutions and publish meaningful progress reports to promote transparency and accountability.
6. Build a Culture of Professionalism and Institutional Discipline
There must be a clear expectation that senior officials resolve operational disagreements through appropriate channels. Internal correspondence should be handled responsibly. At the same time, legitimate concerns must not be suppressed simply because they are uncomfortable.
A healthy institution is one in which employees can raise concerns, management can respond constructively and governance structures can resolve issues fairly. Professionalism must be demonstrated by all parties.
7. Put the Tourism Industry at the Centre of Every Decision
Ultimately, the most important stakeholder in this entire discussion is not the CEO, the Deputy CEO, the Board or the Ministry. It is the tourism industry and the people whose livelihoods depend on it. Hotels, restaurants, tour operators, guides, transport providers, artisans, cultural practitioners, destination, creative arts, communities and tourism investors need an effective and responsive GTA.
The institution exists to serve the industry and the national interest. Every leadership decision must therefore be evaluated against one fundamental question: Does this decision advance the development of Ghana’s tourism sector?
We Must Not Allow Institutional Challenges to Destroy Tourism’s Potential
Ghana has enormous tourism potential. Our cultural heritage, historical attractions, natural resources, hospitality, creative arts and diaspora connections provide a strong foundation for growth. However, potential alone does not guarantee success. Tourism requires deliberate leadership, strategic investment, strong institutions, policy consistency and effective collaboration between government and the private sector. The current concerns at the Ghana Tourism Authority should therefore serve as a wake-up call.
We must resist the temptation to treat this situation as merely a dispute between two public officials. It presents an opportunity to examine how our tourism institutions are led, how decisions are made and whether the existing governance structures are adequate to support the sector’s ambitions.
The Ministry must take the lead in providing strategic direction. The GTA Board must ensure effective governance. Management must demonstrate professionalism, unity of purpose and accountability. And all individuals entrusted with public office must recognise that the interests of the institution and the sector are greater than their personal ambitions. Ghana’s tourism industry cannot afford leadership that is disconnected from its strategic objectives. Neither can it afford prolonged institutional uncertainty.
The time has come to move beyond personalities and focus on performance, beyond internal disagreements and focus on institutional strengthening, and beyond isolated initiatives and focus on a coherent national tourism development agenda.
The future of Ghana’s tourism industry depends not merely on who leads our institutions, but on how they lead, what direction they provide and the results they deliver. Let us protect the institution. Let us strengthen the Ministry’s leadership. Let us restore confidence in the Ghana Tourism Authority. And above all, let us ensure that the interests of Ghana’s tourism industry remain paramount.
The sector is bigger than any individual. Ghana’s tourism future must be bigger than today’s leadership challenges.
Emmanuel Frimpong
Tourism Analyst | Researcher | Consultant
Founding President, Africa Tourism Research Network (ATRN)
