As the first woman in the top role at the University of Ghana, Professor Nana Aba Appiah Amfo has not merely assumed an office – she has shown what is possible. This linguist and DAAD alumna represents a leadership culture that understands gender equality not as a goal, but rather as a structural principle – and is thus initiating genuine change.
Interview: Gemma Pörzgen
Ms Amfo, you’re the first female Vice Chancellor of the University of Ghana. How significant is that in your country?
The University of Ghana is the country’s oldest higher education institution. It is to this day the leading university in Ghana with some 70,000 students. It was in this respect a significant moment when a woman was awarded the top position for the first time in more than 70 years. It signified hope for many girls and young women. It showed them that they too can achieve such leadership positions with hard work and favourable career progression. My inauguration in 2021 came at a time when a female Vice Chancellor was also appointed at the leading technical university in Ghana. That was a positive signal.
Our country has had a female Vice President, Jane Naana Opoku Agyemang, since early January 2025. She was the very first female Vice Chancellor of a Ghanaian higher education institution. This is all good news for the representation of women in leadership positions.
What challenges did you face when you assumed this position?
There were already strong expectations that major changes would occur with me in this position. Yet I did also encounter some scepticism as to whether I could even perform the duties of the office. A few people were waiting for something to go wrong – which can happen to anyone.
I saw first-hand as Vice Chancellor that there are many talented women at the university who are suitable for leadership roles.
Some people accused me of favouring female applicants. Yet all I did was initiate a natural process which gave women equal opportunities. It was the right approach.
Which topics are especially important to you?
One of the most important topics directly after my inauguration was the university’s use of modern technologies. We as a higher education institution need to be innovative in our research and teaching. An approach that puts people first is also important to me.
We shouldn’t forget that, as universities, we primarily exist to promote humanism.
How would you describe your leadership style and does it differ from that of your male predecessors?
I’m not certain there is such a thing as a male or female leadership style. We all have different personalities. I think it always depends a lot on the situation. A somewhat more authoritarian leadership style is called for at times, at others a more cooperative style is appropriate. You should certainly be decisive and able to set a direction. Albeit a university is an academic institution which requires collegial leadership. That’s why it’s important for me to involve as many people as possible in my decisions and ideas.
I gained my position because I had a vision and was able to convince others of that vision.
How important is international exchange in strengthening women in academia and research?
International exchange and partnerships with other universities are extremely important. The academic sphere is a global business. That’s why it’s so important to learn about other perspectives and contexts to be able to align yourself with them. Then you can decide what applies to your own situation and what doesn’t. It’s helpful to speak with other women and visit other places. Their experiences and challenges are often similar.
You’re an alumna of the International Deans’ Course (IDC) Africa – practical continuing professional development as part of the DAAD programme ‘Dialogue on Innovative Higher Education Strategies’ (DIES) which strengthens leadership skills at higher education institutions in the Global South. What role did this training play in your career?
IDC Africa is one of the professional development courses from which I really benefited a lot. It was a multi-faceted programme, initially in Osnabrück, then in Berlin, subsequently in Accra and Addis Ababa.
It helped me develop more self-confidence and opened up a whole network of interesting contacts which I could continue to expand.
I recently gave a presentation at a conference where I again met two colleagues from the training course. I’m still in contact with many people from this network, or collaborate with them.
Were there any aspects which you found especially interesting and useful?
I found the content on leadership and change management to be especially interesting, but also other topics such as soft skills and conflict management.
The DIES Programme is a unique offering that has also enabled us to interact and cooperate more closely on the African continent. It was a superb learning experience for me.
It’s very important for us as a university to develop partnerships with the West, although they’re just as important on our own continent. Only in this way can we jointly address challenges in Africa and find solutions to them.
When you observe the USA and developments at many universities there, for example, are you concerned about a regression in terms of gender equality and academic freedom?
We as academics must always be prepared for anything. Such developments are sadly possible at any time. There are people who believe that women talk too much or say things that aren’t welcome. We need to defend ourselves against this. There should be a common effort to support women so that they can develop freely. Women must be encouraged and advised to assume leadership roles. They need to be told: You can do it! There’s ultimately nothing wrong with a woman being ambitious and wanting to progress. This requires institutional support. Although role models in top positions who do their job well are also important.