Leaders above the law: How power corrupts and erodes integrity

The recent scandal involving Baltasar Engonga, the Director of the National Financial Investigation Agency in Equatorial Guinea, has once again shed light on a deeply ingrained issue that continues to plague African leadership—Bigmanism. Engonga, who was arrested after the leak of over 400 explicit videos featuring him with various women, including colleagues’ wives and relatives, has sparked a wave of public outrage and debate. While the scandal itself is shocking, it is not an isolated incident. Rather, it is a glaring example of how power, unchecked authority, and the belief in one’s invincibility can corrupt even the highest echelons of governance. This phenomenon, referred to as Bigmanism, is a silent cancer in many African nations, where leaders and officials often believe they are above reproach, driven by a sense of entitlement to act with impunity.

In the case of Engonga, what is particularly troubling is not just the breach of trust or the moral outrage but the sheer audacity with which individuals in positions of power abuse their influence. Engonga’s actions were not only a betrayal of his official responsibilities but also a display of how far unchecked power can go. His position as a government official should have come with the highest standards of integrity, yet his disregard for ethical boundaries underscores a broader problem in governance—leaders often see themselves as “untouchable.” The “bigman” mentality, a symptom of corrupt leadership, leads individuals to behave as though they can get away with anything simply because they hold an influential title.

This Bigmanism syndrome, where authority is abused for personal gain, is not unique to Equatorial Guinea. Across the African continent, similar stories have emerged. In 2018, the corruption scandal in South Africa, involving former president Jacob Zuma, highlighted how a leader’s sense of entitlement and disregard for the law can lead to widespread abuse of office. Zuma’s administration was marred by allegations of state capture, where he and his associates were accused of using their positions to benefit personally from state resources.

Similarly, in Nigeria, the Dasuki arms deal scandal involved the alleged misappropriation of billions of dollars meant for purchasing military equipment. Sambo Dasuki, the former national security adviser, and several other top officials were implicated in the embezzlement of funds meant for the country’s defense. Once again, this scandal reflected the Bigmanism mentality—an overestimation of one’s invincibility and a belief that power protects against accountability.

At the core of this issue lies the lack of integrity among those who hold power. When leaders believe they are above the law, they set a dangerous precedent for the entire nation. The office becomes a tool for personal indulgence rather than public service. Bigmanism feeds this unchecked sense of entitlement, where personal desires overshadow the needs of the people.

However, it is not just the leaders who suffer from this distorted sense of authority. The people they serve often bear the brunt of such behavior. The erosion of public trust, the weakening of institutions, and the stalling of development are all consequences of a culture that promotes Bigmanism. The consequences are felt not just in the pockets of citizens but in the wider fabric of society, where corruption becomes normalized and integrity is seen as a relic of the past.

The Baltasar Engonga scandal presents a stark reminder of the need for stronger checks and balances in leadership. African nations must address the root causes of Bigmanism, holding leaders accountable and ensuring that power is exercised with integrity. Institutions such as the judiciary, media, and civil society must be empowered to challenge abuses of power and demand transparency from those in authority.

Bigmanism is a reflection of a broader problem within African governance—a problem that breeds corruption, weakens institutions, and undermines the very fabric of democracy. If we are to move forward, African leaders must shift their mindset from seeing their positions as privileges to be exploited, to viewing them as responsibilities to be honored with integrity. The people deserve more than just leaders who are not afraid of accountability; they deserve leaders who hold themselves to the highest moral standards.

The Engonga case is just one of many that exposes the dark side of leadership in Africa, but it also serves as a wake-up call for change. We must tackle the disease of Bigmanism head-on if Africa is to rise.