REPORT ON THE TRANSFORMATIONAL LEADERSHIP
TRAINING HELD AT KENYATTA UNIVERSITY, KENYA
13 - 19 SEPTEMBER 2015
NAIROBI , KENYA
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INTRODUCTION
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The Zimbabwe Women’s Parliamentary Caucus underwent training in Transformative
and Inclusive Leadership at Kenyatta University in Kenya from 13 – 19 September 2015. The training was funded by UN Women under their Gender Peace and Security (GPS) Project, a five year initiative running from December 2012 – January 2017. The objective of the training programme is to support efforts of the Government of Zimbabwe and other partners on strengthening capacities of women to respond to gender, peace and security concerns in Zimbabwe. The programme is also aimed on focusing women’s participation at all levels of peace and security and policy making. 1.2
The delegation comprised of twenty (20) members from the Zimbabwe Women's Parliamentary Caucus (ZWPC) namely, Hon Mangwende, Hon Jenia Manyeruke,
Hon Maidei Mpala, Hon Lucia Chitura, Hon Molly Mkandla, Hon Lillian Zemura, Hon Tambudzani Mohadi, Hon Melania Mahiya, Hon. Goodlucky Kwaramba, Hon Angeline Chipato, Hon Keresencia Chabuka, Hon Maragret Matienga, Hon Teti Banda, Hon Concilia Chinanzvavana, Hon Jane Chifamba, Hon Fanny Chirisa, Hon Siphiwe Ncube, Hon Jane Watson and Hon Jasmine Toffa. The delegation was headed by Chairperson of the ZWPC Hon. Monica Mutsvangwa. Three members of the secretariat accompanied the delegation, Mr Nesbert Samu (Parliamentary Programmes Coordinator), Ms Farai Hondonga (Secretary to the ZWPC) and Ms Linda Manyemba (Principal Public Relations Officer). 2.0 Opening Remarks Training commenced on Monday 14 September 2016 with welcome remarks from Professor Saudi Swale who highlighted that the same programme had been held with Somalia, South Sudan and Tanzania and that training was meant to enhance leadership skills that will be useful to Zimbabwe and beyond. 2.1 The UN Women Regional Advisor of Peace and Governance, Mrs J Odera In her remarks, she informed participants that UN Women was a firm advocate in women leadership, and in particular, to empower women for political leadership. She emphasised on the need to overcome some negative narratives on women such as “Women are their own enemies”. Members were urged to look at the positives and build on them. The Israeli motto which is known as the DNA, meaning “Develop, Nature and Accelerate” was encouraged. 2
Ms D Nhengu from the UN Women Zimbabwe Country Office, noted the historical challenges Zimbabwe has experienced and the importance of the workshop in meeting regional and global initiatives on gender equality. The Chairperson of the ZWPC also highlighted the positive strides Zimbabwe has made in terms of Women representation in Parliament, that is , from 18- 34%, as well as gains obtained in the new Constitution. 2.2 Remarks by the Regional Director UN Women, Ms Christine Musisi Ms Musisi highlighted that Africa was the largest growing continent with a growth rate of. 5% higher than the global average of 3%. In terms of minerals resources Africa was said to have 30% of the world’s reserves but is not benefiting from them due to leadership deficit, hence the need for transformation.
3.0 Transformational Leadership The training was divided into seven modules and covered the following aspects: 3.1
Module I: Leadership and Leadership Styles
The facilitator defined leadership as the ability to influence, to have followers and doing the right things. This was explained in terms of the various Theories of Leadership such as the Traits Theory which has to do with one’s personality, the Great Events theory which implies someone rising as a leader in crisis and bringing out leadership qualities and, the Transformational leadership theory which explains that people can learn leadership skills. The facilitator noted that in life, there are different groups of people, the introverts and the extroverts, the sensors and the intuitive, the thinkers and the feelers, the judges and the perceivers and every person belonged to either of the highlighted two groups. 3.2
Transformative Leadership
Professor Catherine Ndungo defined Transformational leadership as a leadership style focussed on revolutionary change in organisations through a commitment to the organisation’s vision. To this end, she noted 5 types of leadership styles, namely, the Engaging, the Autocratic, the Democratic, the Laisse faire and the Narcissistic leadership. Types of leaders were also discussed which included the autocratic, entrepreneurial, motivational, inspirational and directional leaders.
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Gender and Leadership
This was also part of the course where key gender concepts were discussed as well as the triple roles of women that affect their participation in governance. The need to have tools of assessment for self examination was emphasised such as the 360 degrees cycle and Johari’s Window. Indicators of women empowerment were also discussed as self-worth, self-confidence and self-reliance, solidarity voice and action with likeminded people to determine rights, economic independence, influence over decisions and freedom from abuse or exploitation. The training was characterised by group work where members applied the various skills acquired during training to practice at the end of each day.
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Module II: Transformed mind sets for leadership.
Transformed minds for transformed leadership was also discussed and the butterfly scenario of transformation was given. Attitude was noted as the main pillar affecting one’s way of thinking. Mindset was highlighted as having implications in both politics and governance. Members were advised to be good politicians who are open minded and not open mouthed, transparent, accountable and should utilise reason always as a tool. Participants were reminded that in politics, one does not need to work hard but to work SMART. Challenge was made for politicians to engage in SWOT and PESTLE analysis as leaders. 4.2
Module III: Gender and Governance.
The reason for understanding gender and governance were given as the need for equal participation and recognition of their right to speak and be heard. This was noted as a means of transformation. Decisions made were noted as having a huge impact on the ways in which women and men lead their lives. Governance decisions were noted as shaping how public resources are allocated and whether services take into account both women's and men's needs and interests. Good governance was encouraged and the results were noted as poverty reduction, equality, democracy, corruption free societies, promotion of social justice and gender equality and further realization of the rights of all citizens, accountability, transparency and inclusivity. Enabling more women to participate in governance will lead to gender responsive governance institutions and processes, with stronger systems of accountability and honouring international commitments such as CEDAW.
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Module IV: Gender Mainstreaming in Electoral Processes
Merits of mainstreaming women's roles in electoral processes were noted as strengthening democracy, better observance of human rights, creation of equity and equality and providing transformative leadership. Members were also challenged to rope in professionals into politics as well as those from religious sects. The roles of political parties were discussed as governing, conducting oversight and representative. Challenges on institutionalizing affirmative action were also discussed which included, rooted patriarchal ideology, structures that have often supported the status quo, misinformation, misinterpretation of issues and lack of proactive and progressive strategies involving younger men, adult men and young women. The term gender equality was discussed and realized that the term was now changing from gender equality to gender fairness / justice.
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Module V: Conflict Resolution
Training in conflict resolution centred on cognitive and affective conflict. Cognitive conflict was defined as, disagreement about ideas and approaches and affective conflict being personal antagonism fuelled by differences of opinion and destructive to group performance and cohesion. Members were urged to avoid affective but focus more on cognitive conflict. Challenge was made to think outside and inside the box as the box provides the frame work for one to become a reflective leader. Module VI: Resource Mobilization and Financing in Election Campaigns Mr B Nyukuri presented on resource mobilization and financing in election campaigns in which resources constituted human, financial, material and technical resources. All these were noted as key in an election campaign. He further presented on the 10 principles of power namely, keeping sight of the end, collaboration, servant leadership, the quest to learn, charting one’s cause, principle of reinvention, focus, taking the initiative, fighting for a good cause and principle of being a change agent. These Principles were defined as higher than goals and are derived from values. Members were challenged to have a vision which was defined as a dream that summarises one’s intentions and is driven by passion to keep one focused. A leader without a vision was noted as useless and having no value of life. Leaders were also challenged to have a purpose, a reason for living and existence which will enables one to live a legacy.
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Self-assessment and Self-discovery Towards the end of the training, members were requested to do action plans and guided by the tool of self discovery known as the 5”Ws” and “H” of self discovery, that is, why, when, where, who, what and how. Other tools given for self-discovery were, the Johari's window, Edward De'Bornos six hats and Goalman’s five discoveries.
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Module VII: Leadership and Communication
Members were also taken through a session on communication which was noted as an indispensable leadership discipline. Communication is a double edged sword which could be used to build or destroy oneself and has to be effectively utilised to avoid significant selfinflicted harm. Emphasis was on the fact that the power of communication must be strategic, deliberate, thought through, key messages well directed, target audience noted, using relevant and efficient channels with clearly spelt out M & E for it to deliver. 6.1
Non verbal communication discussed included facial expressions, intonations and
gestures which makes up what is known as body language, and amounts to 93% of communication. Members were urged to ensure that they are not misunderstood as a result of their non-verbal communication. The need to connect and feedback with the people was emphasized and to adopt the mood of the environment. Damage control was noted as necessary but advice if one is not effective, it would be best to retreat and re-strategize. Advice was also given on public speaking, firstly the need to ask who you are to the people, the source of information, the information you are passing, relevance of the message to the target group and the feedback you are getting. 7.0 7.1
Closing ceremony In closing the training session, His Excellency, the Zimbabwe Ambassador to Kenya,
Mr. Kellebet Nkomani urged Members to embrace the knowledge acquired for the growth of not only Zimbabwe, but Africa as a continent. He applauded the women for their participation in governance in Zimbabwe and their outstanding performance as illustrated in the 2013 Constitution, especially with regard to the 50/50. He however, challenged members to ensure that aspirations in the Constitution are translated into action. The Ambassador noted that after training, the key responsibility is to develop clear mechanisms of implementation and achieving this can be done through cross party platforms with common agenda items. He 6
encouraged women to be more aggressive and to encourage young women and the girl child to take up politics as careers. The Regional Advisor on Peace and Governance Mrs. Odeira challenged members to implement the skills they had acquired during the training in their work as leaders. The Vice Chancellor of ACTIL challenged Members to change their mindset and become transformative leaders and lead Africa’s growth as a continent. On that closing note, Members were awarded their Certificates of Participation. 8.0
Recommendations
To set up a committee to establish implementation mechanisms to ensure members trained become pioneers of transformational leadership.
Training to be extended to all members of the ZWPC and also other male MPs
Engage more men in issues pertaining to Gender justice
Members to develop action plans as transformative leaders
A follow up to be made to monitor implementation by ACTIL
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