Ghana’s nursing and midwifery landscape presents a startling paradox. On one hand, we see a cadre of leaders who are nothing short of formidable.
Through the Ghana Registered Nurses and Midwives Association (GRNMA), these advocates have fought tooth and nail to secure better conditions of service and a seat at the policy table. Yet, step into the wards of our polyclinics or the corridors of our teaching hospitals, and a troubling reality emerges: the foundation is cracking.
While the leadership is vision-driven, the teams they lead are increasingly fractured, siloed, and exhausted. We are witnessing a silent crisis where the strength of the “general” is being undermined by a divided “army.”
The Anatomy of a Divided Front
Nurses and midwives are the undisputed backbone of Ghana’s healthcare system. However, the cohesion required to sustain this burden is failing. In many facilities, teamwork has been replaced by professional friction. This isn’t just about “workplace stress”—it is a deeper, more systemic rot characterized by:
The Credentials Gap: A simmering rivalry between diploma and degree holders that creates an “us vs. them” mentality.
Hierarchical Rigidities: An antiquated culture where senior-junior dynamics stifle innovation and open communication.
Professional Silos: Nurses and midwives often operate as competitors for recognition rather than partners in patient care.
The Cost of Disunity
A great leader without a unified team is like a captain steering a ship while the sailors refuse to row in unison. When teamwork erodes, the first casualty is always the patient.
When communication breaks down between a midwife and a nursing officer due to professional ego or exhaustion, the risk of clinical error skyrockets. Beyond the bedside, this lack of unity weakens the profession’s bargaining power. Advocacy loses its sting when the voices reaching the Ministry of Health are discordant.
“Patients do not care whether their care comes from a diploma holder or a degree nurse; they care only that the care is safe, compassionate, and effective.”
Breaking the Cycle
The irony is that nurses and midwives are the primary teachers of “holistic care.” They preach unity to their patients but struggle to practice it among themselves. To fix this, we must move beyond the “Strong Leader” model and focus on Team Resilience. This requires:
Intentional Mentorship: Seniors must transition from “supervisors” to “mentors,” actively bridging the gap with the younger generation.
Systemic Reform: Addressing the chronic understaffing that fuels workplace frustration. It is hard to be a “team player” when you are doing the work of three people.
Cultural Shift: Healthcare administrators must begin rewarding collaborative outcomes rather than just individual clinical brilliance.
The Bottom Line
Leadership alone will not carry the profession into the future. The gains made by the GRNMA and other bodies can only be sustained if there is a disciplined, unified front at the ward level.
Nurses and midwives have already proven they can lead. The challenge now is much harder: they must prove they can unite. Without a shift from “me” to “we,” the silent crisis in our wards will eventually loud enough to drown out even the strongest leaders.
Feature By Desmond Yaani, Upper East GRNMA Public Relations Officer
Writer’s email: desmondyaani@outlook.com
Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy, position, or editorial stance of this publication.
