edited 11th news letter.final - Leadership Centre - Makerere ...

“Leading to serve”
LEADERSHIP
Newsletter
A quarterly publication of Makerere University Business School Leadership Centre P.O. Box 1337 kampala Uganda.
Tel: 0414-220818. Website: www.leadershipcentre.mubs.ac.ug Email: Leaderdershipcentre@mubs.ac.ug
April –June 2010 Volume xi
DEVELOPMENT DEVELOPMENT OF OF LEADERS LEADERS IS IS
IS
IMPORTANT IMPORTANT FOR FOR ECONOMIC ECONOMIC GROWTH GROWTH
GROWTH
Inside Inside Inside this this Issue
Issue
• The 1 st Annual Leadership Conference
• Women are better leaders
• A profile on Yusuf Kironde Lule
• A profile on Florence Nightingale
• Corporate governance
• Team work
• Leadership by Peter .F Drucker
• Leadership by Prof. Balunywa
• Leadership and self mastery
Prof. Waswa Balunywa,
(left)
Dr. Samuel Sejjaka
(behind)
Receive the Minister of
State for Higher Educ.
Hon. Mwesigwa Rukutana,
(Centre)
as he arrives at Imperial
Royale Hotel in Kampala
to attend the 1 st Annual
International Leadership
Conference
1 ST ANNUAL INTERNATIONAL LEADERSHIP CONFERENCE
Leadership avails the necessities for the economy and
society to be able to grow and develop into meaningful
and useful society. This puts them at the forefront of
economic growth and development.
This was said by Hon. Mwesige Rukutana at the recently
concluded international Leadership Conference. The 3
day Conference did not only bring together local Leaders
in the country but also scholars from all around the
World.
Continued to page 2
MUBS Leadership Centre, for research, training, developing leaders & best leadership and governance practice 1

1 st
Annual International Leadership Conference
Continued From page 1
Delegates sharing a light moment
with the Minister.
Active participants
Interacting, Hon. Matembe , centre
sharing a moment with Hon.
Ssebana, Right
DR. Samuel Sejaaka (right) Chating
with participants during a break
session.
The conference was officially opened by Hon.
Mwesige Rukutana Minister for Higher
Education who represented Hon. Apolo
Nsibambi the Prime Minister of Uganda.
In his opening remarks, read on behalf of
Prime Minister Nsibambi, Hon. Rukutana
commended MUBS efforts for developing
Leaders and governance practices, in the
country.
He remarked that the development of leaders
is important for consolidating democracy. The
Prime Minister also called for transparency
and accountability on the side of leaders since
they will in turn foster economic development
in the Country.
In his welcoming remarks the Principal MUBS
Prof. Waswa Balunywa thanked the
participants for coming and assured the them
that before they leave the conference, they
would have added to their existing knowledge
of leadership.
Among the notable figures who made
presentations at the conference were; Rt.
Hon. Kintu Musoke, Rt.Hon. Kirunda Kivejinja,
Lt. Col Felix kulaigye, Hon. Bidandi Ssali,Hon.
Rosemary Seninde, Hon. Miria Matembe, Hon
Margaret Zziwa, Hon. Gertrude Njuba,
various Professors and renown scholars.
In her presentation, Hon Margret Ziwa
Member of Parliament in the East African
community said that women should strive to
have stable incomes, budget and monitor
Dr. Abhijit Gandpadhyay presenting on
Leadership lessons from India.
Left-Right, Hon. Bidandi Ssali, Rt.
Hon Kintu Musoke, Major Felix
Kulayigye
Prof. Balunywa (2 nd right,) Rt. Hon.
Kivejinja (3 rd right) chat with some of the
international delegates.
At the opening,
Ready for the National Anthem
Hon. Sebana Kizito( Left ) and Hon.
Magaret Ziwa (Right)
MUBS Leadership Centre, for research, training ,developing leaders & best leadership and governance practice 2

1 st
Annual International Leadership Conference
their resources since this will improve their status quo in
this biased African society. She also said it would help
them to meaningfully participate in this “Man’s” world.
Hon. Njuba one of the few women who participated in
the NRM Liberation struggle which saw the current
Government come to power said, “We used strategy
and camped in areas where people were fed up of the
existing government and employed guerrilla warfare”
Pointing out that the NRM struggle was successful
because of the discipline of particular individuals.
She said their vision was and still is to improve the
economic development of Uganda with all people
through industrialization and pointed out that, that is
what had kept the current government in power.
Rt Hon Kintu Musoke discussed Kwame Nkurumah and
urged leaders to emulate his example “He was a
people’s person who fought for the rights of not only
Ghanaian people but all African.
Various scholars presented on various topics, and these
included issues like transformational leadership, social
networks and their roles in transformational leadership
in high performing organizations, Various papers that
focused on economic growth were presented. These
included leadership and economic development,
Effective leadership and sustainability of African states ,
the challenges of political leadership in Africa and its
resultant effects on retirement from power, this was by
by Zaidi Mpaata of MUBS.
Prof. Waswa Balunywa and Lt. Col Felix Kulaigye
presented a paper on President Museveni the
transformational leader. Prof. Waswa Balunywa noted
that president Museveni transformed this country and
created economic stability .Lt. Col Felix Kulaigye the copresenter
noted that president Museveni had been able
to sale his vision to others which has made him a
successful leader.
Hon. Kirunda Kivejinja who also closed the Conference
made a presentation on Jawaharal Nehru India’s first
Prime Minister, Hon Kirunda said that, Nehru linked
India to the entire World because he knew India
couldn’t work alone, he called upon leaders to emulate
Nehru’ work since this will help to develop their nations.
In the principal’s closing remarks he called upon
participants to use the additional knowledge they had
acquired in the conference to enhance their leadership
competences.
Hon. Kirunda Kivejinja closed the conference and
thanked MUBS and the Leadership Centre for the
continued effort of developing leaders and the best
leadership practices in the country and beyond.
Prof Balunywa (Centre) Receives
Major Felix Kulayigye as Fiona
Lukwago Prepares the visitors book
Director Leadership Centre Ms.
Regis Namuddu left) and MUBS
Bursar Ms Gorettie Kyeyune (Right)
Attentive ,Hon. Bidandi ssali (Right)
next is Rt. Hon. Kirunda Kivejinja
Samuel Dr. Ssejaaka (left)and Prof.
J.C Munene (Right) were among the
session Chairs
Some of the International participants in a
group photo with( R-L Seated) Prof. W.
Balunywa, Hon Bidandi Ssali and the Director LC
Participants get ready to sing the National
Anthem
Rt.Hon. Kirunda Kivejinja hands a token of
appreciation to conference presenter
conference.
Smartly dressed Ushers (MUBS Staff)
at the conference.
MUBS Leadership Centre, for research, training, developing leaders & best leadership and governance practices 3

Women have an important role to play in leadership
The Socialization process has disadvantaged
women and kept them out of not only ownership
of property but also in decision making and also
leadership positions. Efforts have been made to
help women out of that situation and the struggle
continues.
In Uganda, women have been encouraged to take
up top political positions, through different
programme including the affirmative action to
promote the girl child education among others.
However many women have not taken up the
leadership roles both in politics and organizations.
The Leadership Centre conducted Women in
Leadership training Programme at Dolphin suites
May 6 th -7 th , 2010. The training was meant to
address the challenges and way forward to women
empowerment. The participants were male and
female from parliament, Housing finance Bank,
Makerere University, MUBS, among others.
The Director Leadership Centre Ms. Regis
Namuddu Welcomed participants to the training
programme and introduced the Centre’s activities.
She encouraged women to take on Leadership
positions and also to encourage fellow women to
do so. She informed them that the challenges faced
by women can be handled and should not be taken
as a barrier to taking on leadership positions. She
gladly informed participants that practicing and
experienced women leaders were scheduled to
share their experiences during the programme and
that they will learn a lot about handling leadership
challenges as women leaders
She also shared with participants lessons from the
world icons; Mother Teresa, and Mahatma Gandhi.
She challenged the participants to identify the
leadership roles and qualities which those
prominent leaders had and to learn from them
more especially how to understand sharing a
vision as a Leader
Prof. Waswa Balunywa also facilitated on the
programme and encouraged women to take on
Leadership positions. He said, research revealed
that, women are better managers and good
decision makers. He told participants that women
can lead and cause positive change in the world. He
cited an example of Margaret Thatcher the Lady
who implemented policies that changed the
economy in Britain.
He told male participants that women need their
support to effectively take on leadership roles. The
male participants also conceded that they were not
a ware of the challenges women face and, that the
training made them aware and said it was very
Ms. Gloria Byamugisha HR, Zain was
among the key speakers.
Dr. Jane Mulemwa Deputy Chairperson
Education service commission facilitating
Team Building, Ahikiga (middle) gives a
practical experience of team work
The Principal MUBS,(2 nd right), Director Leadership
Centre (2 nd left),Christine Nanyombi of MUBS HRO in
a group photo with some of the participants.
Prof. Balunywa hands a certificate to one
of the participants Hon. Auru. Ann
MP. Moyo District
beneficial for them to attend and they were going
to start supporting women emancipation now
that they know the challenges women leaders
face.
Dr. Jane Mulemwa, Deputy Commissioner
Ministry of Education told participants that
women were traditionally relegated to home but
not any more. She urged women to take on the
challenges that come along with stereotype at
work places.
Gloria Byamugisha Human Resource Manager
Zain advised women to actively participate in
Leadership and to excel. She said that women
have natural strength women are multitask
managers which gives them a good foundation
to manage and lead.
She told participants that even when women
get to the top they find challenges that may
fail them to keep up there. She talked about
the causes and how they can be overcome. She
advised that Leaders’ focus should be based
on vision, communication exhibition of
integrity, team work, courage and character.
The training became even more interesting on
the last day when Prof. Balunywa again shared
with participants about what conflict is, type,
causes, and how conflict should be managed in
organizations.
He explained causes of conflict need for conflict
stimulation methods, conflict reduction methods
and conflict resolution methods. These were
expounded and participants were happy to learn
that conflict management is one of the major
leadership roles and were vital in building high
performance teams.
Mr. Duncan Ahikiga of Sky net demonstrated the
practical lessons on how to build a team. In the
practical exercise the participants learnt that
effective accomplishment of goals can only be
achieved through team work.
At the end of the training participants
commended the Leadership Centre for the
Women in Leadership Training programme and
suggested that more men should be brought on
board in the forth coming Women in Leadership
training programmes so that they appreciated the
role of women in society and the need to support
them.
Do not miss the next Women Training in October
this year.
MUBS Leadership Centre, for research, training developing leaders &best leadership and governance practices 4

Yusuf Yusuf Yusuf Kironde Kironde Lule: Lule: (1912- jan 21, 1985)
Yusuf Kironde Lule (1912 -1985)
Born January 21, 1912 Yusuf Kironde Lule was a provisional
president of Uganda between April 13 and June 20, 1979. Lule
was born a Muslim and his father Abdullah Kironde was close to
Buganda Kingdom back in the days and they would go hunting
with the King of Buganda. He went to school at Kings College
Budo.
On April 11, 1979 Professor Yusuf Kironde Lule was sworn as
President of Uganda. Yusuf ruled for only 69 days to be deposed
by his colleagues commonly referred as the "Gang of Four".
A month before the liberation of Kampala, representatives of
twenty-two Ugandan civilian and military groups were hastily
called together at Moshi, Tanzania, to try and agree on an
interim civilian government once Amin was removed, called the
Unity Conference in the hope that unity might prevail, it
managed to establish the Uganda National Liberation Front
(UNLF) as political representative of the UNLA. Dr. Yusuf Lule,
former principal of Makerere University, became head of the
UNLF executive committee.
As an academic rather than a politician, Lule was not regarded
as a threat to any of the contending factions. Shortly after
HAPPIER DAYS: Binaisa (R) with Yusuf Lule on the left
Amin's departure, Lule and the UNLF moved to Kampala, where
they established an interim government. Lule became
president, advised by a temporary parliament, the National
Consultative Council (NCC). The NCC, in turn, was composed of
representatives from the Unity Conference
Lule was installed as President with help of neighboring
Tanzania who had toppled Idi Amin with help from the UNLF
after his failed attempt to annex portions of Tanzania. Lule was
the first of a swift succession of Ugandan leaders before the
eventual return of Milton Obote in 1980.
Lule's government adopted a ministerial system of
administration and created a quasi-parliamentary organ known
as the National Consultative Council (NCC). The NCC and the
Lule cabinet reflected widely differing political views. In June
1979, following a dispute over the extent of presidential
powers, the NCC replaced Lule with Godfrey Binaisa.
Yusuf Yusuf Kironde Kironde Lule Lule swearing swearing swearing in
in
as as President President of of uganda
uganda
Out of office, he led the Uganda Freedom Fighters (UFF), a
resistance group which joined with Yoweri Museveni's
Popular Resistance Army (PRA) in 1981.
The combined National Resistance Army (NRA) eventually
succeeded in overthrowing Tito Lutwa Okello and taking
power in 1986.
Prof. Lule later died of kidney failure in London where he
had exiled himself in 1985.
MUBS Leadership Centre, for research, training ,developing leaders &best leadership and governance practices 5

Florence Florence Nightingale Nightingale English English nursing nursing reformer
reformer
Florence Nightingale was a celebrated English
nurse, writer and statistician. A Christian
Universalist, Nightingale believed that God had
called her to be a nurse. She came to prominence
for her pioneering work in nursing during the
Crimean War, where she tended to wounded
soldiers. She was dubbed "The Lady with the
Lamp" after her habit of making rounds at night.
Nightingale was born of William Edward
Nightingale and Frances ("Fanny") Nightingale née
Smith in Florence current day Italy
She was born into a rich, upper-class, wellconnected
British family at the Villa Colombaia,
near the Porta Romana at Bellosguardo in
Florence, Italy, and was named after the city of
her birth. Florence's older sister Frances
Parthenope had similarly been named after her
place of birth, Parthenopolis a Greek settlement
now part of the city of Naples. On February 7,
1837, Florence Nightingale heard, by her account,
the voice of God telling her that she had a mission
in life. It took her some years of searching to
identify that mission. This was the first of four
occasions where Florence Nightingale said she
heard the voice of God.
By 1844, over parental objections, Florence
Nightingale chose a different path than the social
life and marriage expected of her by her parents
she chose to work in nursing, which was then not
quite a respectable profession for women then.
Florence Nightingale went to Kaiserwerth in
Prussia to experience a German training
programme for girls who would serve as nurses.
She worked briefly for Sisters of Mercy hospital
near Paris. Her views began to be respected.
In 1853, Florence Nightingale became the (unpaid)
superintendent of London's Institution for the
Care of Sick Gentlewomen.When the Crimean
War began, reports came back to England about
terrible conditions for wounded and sick soldiers.
Florence Nightingale volunteered to go to Turkey,
Florence Nightingale tends the wounds of a
soldier in the Crimea.
Florence Nightingale
1820-1910
and at the urging of a family friend, then
secretary of state at war, she took a large
group of women as nurses
Thirty-eight women, including 18 Anglican and
Roman Catholic sisters, accompanied Florence
Nightingale to the warfront.
Florence Nightingale left England on October
21, 1854, and entered the military hospital at
Scutari, Turkey, on November 5, 1854. From
1854-56, Florence Nightingale headed nursing
efforts in English military hospitals in Scutari,
Turkey. She established more sanitary
conditions and ordered supplies, beginning
with clothing and bedding. She gradually won
over -- at least enough to get cooperation --
the military doctors. She used significant funds
raised by the London Times.
Soon, Florence Nightingale focused more on
administration than on actual nursing. But she
continued to visit the wards, and to send
letters back home from injured and ill soldiers.
Her role being , she was the only woman in the
wards at night earned her the title "The Lady
with the Lamp." The mortality rate at the
military hospital fell from 60% at her arrival to
2% six months later.
Florence Nightingale applied her education and
interest in mathematics to develop statistical
analyses of disease and mortality, inventing the
use of the pie chart.
Florence Nightingale fought both a not-toowilling
military bureaucracy and her own illness
with Crimean fever to eventually become
general superintendent of the Female Nursing
Establishment of the Military Hospitals of the
Army (March 16, 1856). Florence Nightingale
was already a heroine in England when she
returned, though she actively worked against
the adulation of the public. She helped to
establish the Royal Commission on the Health
of the Army in 1857, and gave evidence to the
commission and compiled her own report
published privately in 1858. She also became
involved -- from London -- in advising on
sanitation in India. Florence Nightingale was
quite ill from 1857 until the end of her life,
living in London, mostly as an invalid. Her
illness, never identified, may have been
organic or psychosomatic -- some have even
suspected it was intentional, to give her the
privacy and time to continue her writing. She
could choose when to receive visits from
people including her family members.
In 1860 she founded the Nightingale School
and Home for Nurses in London, England,
using funds contributed by the public to honor
her work in the Crimea. In 1861, she helped
inspire the Liverpool system of district
nursing, which later spread widely.
Nightingale laid the foundation of professional
nursing with the establishment in 1860, of her
nursing school at St Thomas Hospital in
London, the first secular nursing school in the
world. The Nightingale Pledge taken by new
nurses was named in her honour, and the
annual International Nurses Day is celebrated
around the world on her birthday. Florence
Nightingale received the Order of Merit in
1907 and in 1908 she was awarded the
Freedom of the City of London. She had
already received the German order of the Cross
of Merit and the French gold medal of Secours
aux Blessés Militaires making Florence
Nightingale the first woman to receive that
honor. On 10 May 1910 she was presented
with the badge of honor of the Norwegian Red
Cross Society.
Nightingale died in South Street, Park Lane,
London, on 13 August 1910 at the age of
ninety and was buried on 20 August in the
family plot at East Wellow, Hampshire after
she declined the offer of a national funeral and
of burial at Westminster Abbey, requesting
that her grave be marked simply. Memorial
services took place in St. Paul's Cathedral and
Liverpool Cathedral, among many other
places.
The Collected Works. Ed. Lynn MacDonald.
The Florence Nightingale Statue
MUBS Leadership Centre, for research, training, developing leaders & best leadership and governance practices 7

Leadership and Self Mastery
By Mariam Nansamba MUBS Student MBA
Mariam Mariam Nansamba
Nansamba
The The spirit spirit of of Team Team work
work
Usually at the Leadership Centre residential training programmes the Centre organises a cultural troupe entertainment.
At one of the trainings a participants was asked how the entertainment was and the conversation went as follows
Organiser: How did you find the cultural dance?
Participant : It was so entertaining I enjoyed it
Organiser : what exactly amused you?
Participant: The formations, the smartness in uniforms , the passion
and joy exhibited
Organizer: : what could have been the reason for the output you saw.
Participant : These dancers seemed to have organised themselves
prior to the performance.
Organiser : Oh yah that is definite If an organization has to succeed
there must be prior arrangements or planning on how their common
goal shall be achieved. This time round the cultural Troup’s goal was to
entertain and see the audience happy, which they successfully achieved.
Participant : So is it the planning that brought success to their
performance?
Organizer: No there are many factors besides planning, planning is
preliminary stage. After that they hey had to implement through practice
and the implemeation process involves a number of issues issues.
Participant These are just cultural performers what extra effort do they
need apart form being happy while dancing.
Organizer: Did you notice there was a leader among the dancers?
Participant: Oh yes, the other short boy seemed to be the leader
Organiser: you are right. That young man played the managerial and
leadership role, he coordinated, guided, inspired and encouraged the
team to achieve the goal.
Organizer: What did you notice of the other dancers and drummers?
Participant: They were changing movements in an organised manner
and innovative gestures
Man has to learn that he cannot
command others until he can command
himself, that he cannot coerce the will
of others till he can mould and master
his own will. People seek guidance of
him who is a master of self, therefore
leaders ought to look inward if they are
to succeed outwards.Self Mastery,
alone, sounds like a selfish term; but if
you cannot help yourself, you will have
limited ability to help others. Self
mastery is the ability to make the most
out of your physical, mental, and
spiritual health. In other words, to be
the best you can be.
As a result of your efforts, you will be
able to help everyone around you. In
order for you to change the world
around you, for the better, you have
to change yourse yourself for the better, along
the way. Lao Tzu put it bluntly, that
knowing others is intelligence, knowing
yourself is wisdom , mastering others is
strength but mastering oneself is true
power
He further says that he who controls
others is powerful but he who masters
himself is mightier still.
So go ahead, reshape yourself through
the power of your will. Know who you
really are and what you stand for. Those
who have conquered themselves live in
peace alike in cold and in heat, pleasure
and in pain, in praise aand
in blame. To
such people, a clod of dirt, a stone or
gold is the same and because they are
impartial, they rise to great heights
Organizer. Yes those are all attributes of leadership and team work.
Teams must be guided, inspired, influences and motivated There is alot
of body language communication, listening, observing and each
member has an individual role to play but all have a common goal
which is to produce a dance that is co co-odinated and gives satisfactory
entertainment
Lessons
Lessons
• Working as a team gives better results.
• Everyone has a different talent talent- everyone is important
• We need each other’s support support-one person cannot do
everything
Improve Improve Improve Improve Improve Improve organizational organizational organizational organizational organizational organizational performance performance performance by by by building building building effective
effective
teams
teams
MUBS Leadership Centre, for research, training ,developing developing leaders &best leadership and governance practices 8

Corporate Corporate Governance
Governance
Promoting Promoting Competent Competent Boards
Boards
The Key Findings refer to competence of
the board, including skills, and placed the
debate in terms of board composition as a
whole.
The Principles do deal with the issue but
in scattered places and often only in
annotations and not in a principle. The
Principles recommends that disclosure
should include information about the
qualifications of board members but it is
not in a whole board context.
The principle covering the responsibilities
of the board states that “the board should
fulfill certain key functions including
ensuring a formal and transparent board
nomination and election process”.
The annotations state that in this context
“… the board has a key role in identifying
potential members for the board with the
appropriate knowledge, competencies
and expertise to complement the existing
skills of the board and thereby its value
adding potential for the company”.
This is almost a principle in itself that is
often overlooked in practice in favour of
an excessive focus on board
independence. What is meant here is a
balanced board with some non-executive
board members bringing key capacities to
the board with independent nonexecutive
board members bringing other
capacities essential for some duties. The
view of the board as comprising only two
classes of members is not a correct
interpretation of the Principles.
The annotation of principle covering
independence also touches on
competence noting that “…while
establishing necessary conditions, such
“negative” criteria defining when an
individual is not regarded as independent
can usefully be complemented by
“positive” examples of qualities that will
increase the probability of effective
independence”.
A principle that deals with an important
contemporary issue: “Board members
should be able to commit themselves
effectively to their responsibilities” and
The The Punch Punch: Punch : Building Building sound sound sound corporate
corporate
governance governance structures.
structures.
The annotations recommend the
publication of attendance records to
facilitate legitimacy, especially seeing
that those with intensive
commitments such as being on the
audit or risk committees might require
significant compensation.
Tucked away at the bottom of the
annotation is another key
contemporary issue: “in order to
improve board practices and the
performance of its members, an
increasing number of jurisdictions are
now encouraging companies to
engage in board training and
voluntary self-evaluation that meets
the needs of the individual company.
This might include that board
members acquire appropriate skills
upon appointment, and thereafter
remain abreast of relevant new laws,
regulations and changing commercial
risks through in-house training and
external courses”. A number of
companies go beyond this compliance
oriented annotation to include
training seminars and courses
covering the evolution of the
competitive landscape, industry trends
and visits to various company
facilities. Visits and discussions might
also be organized with customers,
suppliers, analysts etc.
Board evaluation is also evolving and
becoming good practice although
there are also cases of flattering
evaluations.
Anecdotal evidence (e.g. interviews
with chairmen) indicates that when
conducted in a robust professional
manner, board evaluation can be an
effective tool to improve board
performance.
It provides an opportunity for board
members to set collective and
individual goals and subsequently
measure their performance against
them in a constructive and reflective
manner. In addition, the use of an
external facilitator can improve board
evaluation by bringing an objective
perspective and sharing best practices
from other organisations.
An experienced facilitator can also
help identify important “people and
behavioural issues that would
otherwise remain hidden and
unaddressed” (Wong, 2009a). To
promote competent boards, it is good
practice especially in larger
enterprises for board members to
have access to training programmes,
complemented by periodic, externally
facilitated board evaluations. The
process and general results of
evaluations should be disclosed to
shareholders.
From Emerald Articles
MUBS Leadership Centre, for research, training ,developing leaders & best leadership and governance practice 9

Leadership definition.
Peter Peter Drucker Drucker Drucker (RIP (RIP) (RIP
For Drucker there is little (if any) difference between
leadership and management by definition. Leadership
is not about a list of attributes as no two leaders will
exhibit the same list, nor is it about charisma or some
king-like quality.
It is all about delivery of performance. Just like
management.
Leadership by Peter F. Drucker
The Foundations
Effective leadership for Drucker is
thinking through the organisation's
mission and defining it. Then clearly
and visibly establishing it.
It is the leader who sets the goals and
priorities with total clarity. Likewise it is
up to the leader to define and maintain
standards.
Leadership Responsibility
Effective leaders do not blame others.
Because the leader is all too aware that
ultimately it is they that take
responsibility he (or she) does not fear
powerful independent thinking
subordinates.
Instead the strong leader does
whatever they can to encourage and
champion their team to become
stronger themselves. The leader's task
is to create the energy and vision where
others might flourish.
Prof. Prof. Waswa Waswa Balunywa Balunywa
Balunywa
influence people out side the formal authority
and the ability to inspire others.
You do not need a position to be a leader and
this has been demonstrated by many of the
leadership icons, Nelson Mandela, Mahatma
Gandhi, Martin Luther King. They did not
occupy official positions to create that
overwhelming influence they had over people.
Leadership Trust
“Effective
leadership for
Drucker is
thinking through
the organisation's
mission and
defining it.”
Without trust the leader will not have any
followers. Trust must be earned. This
doesn't mean that the leader must be
loved and nor does it mean that the
followers must agree with everything the
leader says or does.
Instead the followers must believe that the
leader means what they say. That is
Churchill and leadership trait of Integrity.
There must be congruency between a
leaders belief, his words and his actions.
And these must be consistent.
SOURCE : Inside the mind of Drucker
Fame Fame Vs Vs Leadership Leadership by by PProf.
P rof. Waswa Balunywa Balunywa
Some time back in the newspapers
there was a list of Uganda’s most
influential persons and now and again
you have a list of Uganda’s influential
people and others.
The US president is said to be the
most powerful man on earth. Michael
Jackson and indeed many of our
artists grab headlines when they break
their legs or when they fight. The
newspapers will give two pages to
Miss MUBS contest. Many Business
organizations will sponsor events like
PAM Awards, Miss Uganda, Goat races
among others. Many of these people
are famous they are not necessarily
leaders. Looking at the past American
Presidents, there are some whose
names we do not remember. Yes they
were leaders with formal positions but
they lacked key attributes of
leadership. Mainly the ability to
Unfortunately we tend to mistake
wealth with influence of course those
with money can buy many things and
can indeed influence one another but
in most cases do not have the ability
to inspire others and have no long
term effect on the individuals.
Influence comes from knowledge,
knowledge comes from the ideas that
an individual develops as a result of
experiences, desires, drives and
ambitions.
But most important inspiration comes
from the good ideas individuals have
that are bought by others.
These ideas usually impact on a
greater number of people and benefit
equally a greater number. Do not
confuse fame with leadership. It may
be in some case, but not always.
MUBS Leadership Centre, for research, training, developing leaders & best leadership and governance practices 10

GET GET INSPIRED INSPIRED AND AND LEARN LEARN LEARN FROM FROM QUOTATIONS QUOTATIONS QUOTATIONS BY BY BY THE
THE
GREAT GREAT MEN
MEN
“He who has never
learned to obey
cannot be a good
commander.”
Aristotle
Freedom is not worth
having if it does not
include the freedom
to make mistakes
Mahatma Mahatma Gandhi Gandhi
Gandhi
No general can fight his
battles alone. He must
depend upon his lieutenants,
and his success depends
upon his ability to select the
right man for the right
place.
Philip Philip Armour
Armour
Never tell people
how to do things.
Tell them what
to do and they
will surprise you
with their
ingenuity.
George Patton
The best executive is
the one who has sense
enough to pick good
men to do what he
wants done, and selfrestraint
to keep from
meddling with them
while they do it.
Theodore
Roosevelt
If If your your actions
actions
inspire inspire inspire others others to
to
dream dream more, more, learn
learn
more, more, do do more more and
and
become become more, more, you
you
are are a a leader.
leader.
John John John Quincy Quincy Adams
Adams

The MUBS Leadership Centre Programmes for 2 nd half 2010
YOU ARE ENCOURAGED TO CHOOSE WHERE YOUR INTEREST IS, REGISTER AND ALSO INFORM
OTHERS TO ATTEND THE LEADERSHIP AND GOVERNANCE PROGRAMMES
Month Activity Duration
June International Leadership Conference
July 8 th Leadership Seminar
Head Teachers Training Programme
August Bank of Uganda Leading in changing times Training for Executive
Directors and Directors
September
9 th Leadership Seminar
October Leading in Changing times for Bank of Uganda Top Managers
November 10 th Leadership Seminar
December USE Selected schools Training for Top Managers (Eastern Region)
Students Leadership Conference
Research Grants
3days (16-19 th )
½ day
2days
2days (Aug 28 th -29 th )
½ day
2days (28-29 th )
½ day
2weeks (6 th -19 th )
3days (6 th -8 th )
Applications are invited from scholars researchers interested in the study of leadership and governance. MUBS
Leadership Centre offers small grants up to 5 million to successful applicants. The proposals should be sent to the
Director Leadership Centre.
The proposal should follow the MUBS research proposal format. The format is available on our Website at the
leadership Centre office MUBS Annex Bugolobi or at the Principal’s office Makerere University Business School
Nakawa
For more information visit our website: www.leadershipcentre.mubs.ac.ug, Email: leadershipcentre@mubs.ac.ug
A genuine leader is not a searcher for consensus but a moulder of consensus. Martin Luther King, Jr
SEEKING SEEKING DONATIONS DONATIONS FOR FOR FOR THE THE LEADERSHIP LEADERSHIP CENTRE CENTRE LIBRARY LIBRARY
LIBRARY
The Leadership Centre is a non- profit organization committed to improving leadership and governance
practices in Africa. We would like to invite you to donate generously to the Centre’s library. Please send us a
book(s). You may send using ordinary mail.
You will then be contributing to improving training and research programmes for the Centre
Join Join us us by by becoming becoming a a Member Member of of the the Centre Centre and and enjoy enjoy the the membership membership benefits
benefits
You You You may may register register on on-line on line or or at at our our offices offices MUBS MUBS Annex Annex Faraday Faraday Road Road Bugolobi
Bugolobi
MUBS Leadership Centre, for research training developing leaders & best leadership and governance practices 12