I’m Surprised and Disappointed — GTA CEO Maame Efua Houadjeto Responds to Abeiku Santana’s Letter

The Chief Executive Officer of the Ghana Tourism Authority (GTA), Maame Efua Houadjeto, has expressed surprise and disappointment over a letter from her deputy, Abeiku Santana, stating that the concerns raised do not reflect her position on accessibility and engagement with him.

Houadjeto maintained that she operates an open-door policy and was therefore surprised that Santana’s letter appeared to suggest difficulties in accessing her for official matters.

Her response brings renewed attention to the working relationship between the leadership of the Ghana Tourism Authority and its deputy chief executive, particularly regarding communication, accessibility and the handling of administrative responsibilities.

“I operate an open-door policy, and I’m surprised and disappointed that Abeiku Santana’s letter does not reflect my true availability to him,” Houadjeto stated.

The GTA CEO’s comments suggest that she does not agree with the impression created by Santana’s correspondence concerning his ability to reach her when official matters require attention.

An open-door policy is generally intended to encourage communication between leaders and their subordinates, allowing staff members to raise concerns, seek clarification and discuss issues that affect their responsibilities without unnecessary barriers.

In an institution such as the Ghana Tourism Authority, effective communication between senior executives is important for coordinating activities, implementing tourism policies and ensuring that decisions are made in the best interests of the organisation.

The authority plays a significant role in promoting Ghana as a tourism destination, supporting the development of tourism-related businesses and coordinating initiatives aimed at attracting visitors to the country.

Consequently, cooperation between its chief executive and deputy chief executive is essential to maintaining administrative efficiency and ensuring that institutional priorities receive the necessary attention.

Houadjeto’s response appears to challenge the suggestion that she has been inaccessible to Santana, emphasising that her approach to leadership is intended to facilitate engagement rather than prevent it.

Her expression of disappointment also indicates that she believes the contents or implications of the letter do not accurately represent the working arrangements she considers to be in place.

However, the disagreement highlights how differences in perceptions about accessibility can emerge within organisations, even where leadership believes communication channels are available.

Such situations may require further engagement between the individuals involved to clarify expectations, address misunderstandings and establish practical arrangements for handling urgent official matters.

For public institutions, resolving internal communication concerns is particularly important because disagreements among senior officials can distract from their core responsibilities if left unaddressed.

The GTA’s leadership will therefore need to ensure that communication between its executives remains effective and that any concerns about access or administrative coordination are handled professionally.

Although Houadjeto has publicly stated her position, the precise circumstances surrounding Santana’s letter and the specific difficulties he reported have not been detailed in the information provided.

The exchange nevertheless places the relationship between the two officials under public scrutiny, raising questions about how their respective concerns can be resolved while maintaining the authority’s operational effectiveness.

Ultimately, Houadjeto’s response centres on her insistence that she remains accessible to her deputy and her disappointment that his letter appears to communicate a different impression.

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