UONGOZI Institute has announced no winners for its 2020 Leadership Essay Competition today.

The 2020 Competition marked the eighth since inception (2013) and similar to previous years, it was organised as a component of the Institute’s African Leadership Forum. Young Africans between the ages of 18 and 25 years were asked to respond to the following question: 

If you were an African leader, how would you promote African intra-trade to unlock agricultural potential in the Continent?

Explaining the rationale behind the Institute’s decision, the Acting Chief Executive Officer, Kadari Singo, said:

“Our Leadership Essay Competition provides a space for young Africans and the next generation of leaders in the region to contribute to important discussions on leadership as well as sustainable development. In a way, it allows them to improve their independent research and writing skills. This year, we received about 1,300 entries, a 45% decrease compared with 2,400 entries in 2019. We attributed this decrease to the changes and challenges brought about by COVID-19.” 

He added that the essays were rigorously evaluated on the basis of originality, organisation, creativity, appropriateness to contest theme and the use of language. While some of them were presented in an interesting fashion, they were unable to score sufficient points to be included as finalists. According to him, the most common mistakes that held back the youngsters from scooping the top accolades include: Lack of originality, failure to stick with the theme of the contest as well as organise ideas in a clear and engaging manner, spelling and grammatical errors, and late submission.

Singo went on to commend and thank each one of the young African citizens who participated in the 2020 Competition, and encourage them to take this as an opportunity to try again, but this time in the most brilliant way. He concluded his remarks by sharing tips on winning the Institute’s essay contest with future contestants. He said:

“Contestants have more chances to win if they select powerful titles that give the judges a general understanding of what their essays are about whilst grabbing their attention. Furthermore, if they are authentic, demonstrate creativity, proofread their essays several times prior to submitting them, and submit their essays before the deadline.”

Uhusiano wa Taasisi ya UONGOZI na Mhe. Benjamin William Mkapa unafahamika sana kwa sababu ya nafasi yake kama Mlezi wa Kongamano la Kikanda la Viongozi wa Afrika. Mhe. Mkapa, aliyekuwa Rais wa Awamu ya Tatu wa Jamhuri ya Muungano wa Tanzania, alikuwa mtu aliyefanya kazi kwa bidii na kujituma sana na kwa tabia yake alikuwa mkweli. Hakuwa Mlezi kwa jina tu bali alikuwa mlezi kwa vitendo. 

Tangu mwanzo, lilipoibuka wazo la kuanzisha Kongamano, alishiriki katika kuandaa matukio akianzia kwenye kuandaa mada kuu  ya kila mwaka  kwa kuzingatia masuala muhimu katika maendeleo ya Afrika; akawahimiza viongozi wenzake wastaafu kushiriki katika Kongamano hilo, akawa mwenyekiti wa kila mkutano wa Kongomano na kushiriki kikamilifu katika mijadala ya Kongamano hilo. Alijulikana kwa udadisi wake, na licha ya kuwa mstaafu, alikuwa anajituma kweli kweli. Hakika, wafanyakazi wote wa Taasisi  ya UONGOZI walijisikia kama watu waliopendelewa sana kuwa naye.  

Kiongozi hana budi kuendana na mabadiliko ya mazingira. Kwa kawaida, jambo hili linahitaji ujasiri.  Hili ni eneo ambalo Mhe. Mkapa alidhihirisha uwezo wake waziwazi kama kiongozi. Alibaki mwaminifu kwa mafundisho ya Mwalimu Julius Kambarage Nyerere, Rais wa kwanza wa nchi yetu. Mwalimu alikuwa hasa mlezi wake kiuongozi. Mhe. Mkapa alimuenzi na mara zote  alisema mawazo ya Mwalimu yalikuwa kielelezo kwake. Lakini hakusita kuyaacha au kuyaboresha baadhi ya mawazo ya Mwalimu kulingana na mabadiliko yanayotokea kwa kasi duniani. Kufanya hivyo kulihitaji ujasiri na utayari wa kukubali mabadiliko. 

Kuelewa hisia za wengine ni sifa nyingine ya kiongozi bora. Mhe. Mkapa kamwe hakusahau shida za watu maskini na watu walio pembezoni, aliendelea kuwatetea ili wapate haki zao na thamani yao ya utu. Vilevile, aliunga mkono ushiriki wa vijana na wanawake katika maendeleo ya Tanzania. Ushiriki wake katika usuluhishi wa migogoro ya kimataifa ulidhihirisha uwezo wake wa kujali taabu za wengine. Mhe. Mkapa alikuwa muumini mkubwa wa uongozi bora. Mfano wa hivi karibuni unaoonyesha imani yake kwa uongozi bora ni pale alipotenga nafasi maalumu katika kitabu chake cha maisha yake na kutoa taarifa na ushauri kwa vijana. Ushiriki wake katika kazi za Taasisi ulianza wakati wa muhula wake wa pili kama Rais wa Jamhuri ya Muungano wa Tanzania, pale wazo la kuanzisha taasisi yenye lengo la kuendeleza uongozi lilipoibuka na yeye akaliunga mkono. Hatimaye, Rais wa Awamu ya Nne wa Tanzania, Mhe. Jakaya Mrisho Kikwete akaianzisha rasmi mwaka 2010.

Tukiwa tumepata heshima ya kunufaika na msaada na ushauri kutoka kwa viongozi mbalimbali wastaafu na waliopo kutoka Tanzania na sehemu mbalimbali duniani, Mhe. Mkapa alionyesha kuzipenda sana shughuli zetu tangu mwanzo na kila wakati alikuwa tayari kututia moyo na kutupa mawazo yake. Kwa sababu hiyo, sisi tunamchukulia Mhe. Mkapa kama ‘babu’ wa Taasisi yetu.

Mwaka 2019, Taasisi ilishiriki kuchapisha kitabu cha maisha yake kiitwacho: Maisha Yangu, Dhamira Yangu. Rais wa Tanzania Akumbuka (My Life, My Purpose. A Tanzanian President Remembers). Anamalizia kitabu chake kwa maneno yafuatayo:

‘Namwachia Mungu na ninyi mnihukumu kuhusu mchango nilioutoa kwa dunia hii.’

Bodi ya wakurugenzi, menejimenti na wafanyakazi wa Taasisi yetu wanashudia ukweli usiopingika kwamba Mhe. Mkapa aligusa maisha ya watu wengi. Matendo yake mema na mfanikio yake kwa Tanzania na Afrika, pamoja na mchango wake katika kuimarisha viongozi vitaendelea kuishi nasi kupitia wale ambao wameishi kwa kumtazama, na wale aliowashauri na kuwasaidia. 

UONGOZI Institute’s association with H.E. Benjamin William Mkapa is best known because of his role as the Patron of our African Leadership Forum. H.E. Mkapa, who was the third President of the United Republic of Tanzania, was a man who worked hard and demonstrated commitment, and, true to his character, he was not a Patron in name only.

Right from the concept of this unique Forum he was involved in shaping the event, from determining each year’s theme based on an issue of Africa’s development, encouraging participation by fellow past-presidents, chairing each Forum, and taking an active part in the discussions during the Forums. He was well known for his inquiring mind and, despite being ‘retired’, he demonstrated commitment in every interaction staff members of the Institute were privileged to have with him.

A leader must be willing to adapt to changing environments and this often requires courage. This is one area H.E. Mkapa clearly demonstrated his ability as a leader. He remained loyal to the teaching of Julius Kambarage Nyerere, our country’s first president. Mwalimu was his mentor, H.E. Mkapa cherished him and was continually influenced by his thoughts. However, he did not hold back from stepping away from, or adapting, some of Mwalimu’s tenets when he saw that they could not be applied in the fast-changing world. This took courage and open mindedness.

Empathy is another quality of a good leader. H.E. Mkapa never forgot the struggles of the poor and marginalised, continually advocating for their rights and seeking to encourage their dignity. He also supported the involvement of youth and women in Tanzania’s development. His valued involvement in international peace mediation showed his empathy for the suffering of people. H.E. Mkapa was a strong advocate for good leadership. A recent example of his belief in the importance of good leadership is that he included information and advice helpful to young and aspiring leaders in his recently published memoirs. His involvement with the Institute began during his second term as President of the United Republic of Tanzania, when the seed of the idea arose to form an organisation which advanced leadership and he endorsed this concept. Tanzania’s fourth President, H.E. Jakaya Mrisho Kikwete then brought the Institute to existence in 2010.

While we have been honoured to receive the support and guidance from several former and current presidents from Tanzania and around the world, H.E. Mkapa, showed a keen interest in our activities right from the beginning and was always available to offer encouragement and ideas. Because of this we regard H.E. Mkapa as the ‘grandfather’ of the Institute.

During 2019, the Institute co-published his memoirs: ‘My Life, My Purpose. A Tanzanian President Remembers.’ He ends his book with:

‘I will leave it to my God and you to decide what difference I have made in this world.’

The board of directors, management and staff of the Institute bear witness to the undeniable truth that H.E. Mkapa did make a difference to the lives of many. His good deeds and achievements in Tanzania and Africa, as well as his contribution to sound leadership will live on through those he has inspired, guided and helped.

In many organisations at all levels, it is common to hear comments such as: “We must achieve our goals!” or, “We want to improve results!” The question comes relating to “How?” Effective leadership – along with people and resources ‒ undoubtedly plays a vital role. Building teams of any size to deliver success relies upon strong leadership. Drawing upon UONGOZI Institute’s training and research experience, five key skills form part of effective leadership for team building: Applying Emotional Intelligence; Building trust and respect; Listening to everyone; Giving and receiving feedback; and Taking time for reflection. 

Applying Emotional Intelligence

During a two-week leadership retreat for the senior officials of the Office of the Treasury Registrar, in June 2020, one participant remarked, “I am pleased that this programme incorporates a session on emotional intelligence, which allows us to reflect on our emotions as well as emotions of others and how they affect performance in our office.” At UONGOZI Institute, EQ remains the most popular course. Recognising that leaders with high emotional intelligence create more connected and motivated teams, we work to integrate EQ into other courses as well.

Building trust and respect

The building of trust and respect as a leader and throughout a team is vital. They are vital for building an effective team as they help create team cooperation, unity, openness and loyalty. 

Trust and respect are commonly linked to ethical leadership qualities shaped by respect for ethics and values. The more the leader demonstrate these qualities the higher level of trust and respect they generate from teams who will also reflect them. Our Acting CEO, Kadari Singo, says “Ethical leadership is about acting right and making value-driven decisions. It inspires trust and team success. People are more likely to invest time and take risks when they have a sense a leader is worthy of their trust.” 

Listening to everyone

Leaders who are able to listen can build trustworthy relationships that nurture loyalty and transparency. Listening is accompanied by being aware of non-verbal cues if it is to be a really effective leadership tool for building teams. 

In his book, My Life, My Purpose: A Tanzanian President Remembers , H.E. Benjamin Mkapa  describes Mwalimu Nyerere  as an “exceptional communicator” skilled in being open to listening to discover new ideas or perspectives. He reflected: “His [Mwalimu’s] capacity to listen, even to the dullest member of the gathering, was extraordinary. He listened because something of value might emerge from whatever the speaker was saying, that person’s florid presentation style might be obscuring some useful knowledge, so he would patiently wait.” 

Giving and receiving feedback

Leaders learn and grow through giving and receiving feedback. Cultivating this within a team of any scale will also foster a growth mindset in them. A leader relies on accomplished communication skills and emotional intelligence to understanding how to use feedback as a tool for empowering those they lead. 

Taking time for reflection 

It is easy to become caught up in completing tasks and meeting deadlines. Effective leaders create opportunities to learn how to reflect on accomplishments and setbacks. Team retreats are ideal opportunities for leaders to help teams to reflect on how to increase future learning and performance.  

Our executive education approach includes leadership retreats for senior management teams as well as technical personnel in the public and regional institutions. We tailor each retreat programme to fit a client’s needs. To learn more about this and our executive education programmes, please email info@uongozi.or.tz

Do you think that your approach to tasks, as well as your interactions with others, affects your ability as a leader? ‘Emotional Intelligence’ addresses these questions and more. This learned skill enables leaders to shape the best performance from themselves and encourage their staff to do likewise. It helps a leader to augment strengths and mitigate potential problems in peers and subordinates.

‘Emotional Intelligence’ is a vital leadership competency,’ says Mr Kadari Singo, Acting CEO of UONGOZI Institute ‘any successful leader must be self-aware and empathetic to others.’ He adds, ‘It is naive to think that the workplace is an environment free of emotions. We are not robots. Any person, however professional they regard themselves, has aspects of their personality which can help or hinder their performance. Thus, this competency helps a leader to manage their own emotions and recognise emotions of team members, thereby managing workplace relationships. Healthy workplace relationships are the foundation of sound performance.’

Author and consultant Victor Cheng describes IQ (intelligence quotient) as ‘… the intellectual ability to manage ideas, knowledge and thoughts’, and ‘Emotional Intelligence as ‘…the ability to manage relationships with other people’. He notes that ‘The more senior your position, the less you’re evaluated on what you produce, and the more you’re evaluated on what everyone around you produces’. Thus, a leader’s ability to work with peers and colleagues is a crucial factor in overall performance, as well as advancing your career.

A successful leader desires to have people with differing approaches in thought and action, for this ensures that creativity and innovation are coupled with careful planning and practical implementation. So, a leader should seek to work with a variety of people who use different emotional approaches to their tasks.

UONGOZI Institute provides a three-day course on ‘Emotional Intelligence’ under its Executive Education Programme. This course follows the Genos model. Course participants learn about their own leadership style and how this can affect or complement the performance of others. They also learn how they can aid others to work together to achieve the best.

‘Emotional Intelligence’ is not limited to the workplace; it also belongs in a national context. Tanzania’s Vision 2025 is for a well-educated and learning society living in a country which has graduated from a least developed to a middle-income country with a high level of human development. This is defined as a people’s ability to decide who to be – integrity; what to be – ambition, and how to live – self-awareness. Self-awareness is a crucial component of ‘Emotional Intelligence’. ‘Research indicates that the greatest obstacle to learning and growth is not intellectual; rather, it is emotional’[i] observes Mr Singo.

1,087 leaders have already attended UONGOZI Institute’s course on ‘Emotional Intelligence’. Senior staff from the Dar es Salaam Institute of Technology (DIT) attended this three-day course during June 2020. Mr Daudi Mboma, Assistant Lecturer at DIT said, ‘Going through the DiSC tool, it is clear that my leadership style of ‘Steady’ has a strong correlation with the performance of my peers and subordinates.’ He added, ‘I need to remember that the different personalities within my team can complement each other to achieve a common objective.’

This course will equip leaders with a key leadership competency. Each course participant will understand better their leadership style and know-how to adapt to differing personalities. To learn more about this advantageous course please email info@uongozi.or.tz.

Reading material on ‘Emotional Intelligence’ is available from our resource centres in Dar es Salaam and Dodoma, as well as via our online library catalogue.

[i] Brownwell, J. (2006, Fall). Meeting the competency needs of global leaders: A partnership approach. Human Resources Management, 45(3), 309-336.

UONGOZI Institute recognises that knowledge and learning is necessary for the progress of youth in Africa. Therefore, we consciously provide opportunities for the “future generation” to grow and develop through various regional initiatives. In April 2019, we challenged young Africans between the ages of 18 and 25 years to write and submit essays on the following topic: 

“If you were an African leader, how would you promote sustainable use of the renewable natural resources for fostering socio-economic transformation in Africa?”

This was organised as our seventh African Youth Leadership Essay Competition: A component of our flagship forum (African Leadership Forum), chaired by H.E. Benjamin Mkapa, former President of the United Republic of Tanzania. 

Similar to previous contests, our aim was to provide a space for the youth of Africa and the next generation of leaders from the region to contribute to important discussions on leadership for sustainable development, and suggest solutions that would resolve the issues identified. 

“Knowledge and talent are valuable resources that African nations can possess,” says Kadari Singo, Acting CEO of UONGOZI Institute. He adds, “The progress of future generations has implications on the sustainability of natural resources. Therefore, it is necessary to harness and cultivate today’s youth by setting impactful foundations for them.”

We received over 2,000 essays from young Africans. A panel of judges rigorously evaluated these essays on the basis of originality, organisation, creativity, appropriateness to contest theme and the use of language. Finally, four winners were announced in early August. 

The overall winner was Panashe Gombiro, a 22-year-old Zimbabwean pursuing a Bachelor of Law at the University of Zimbabwe. His essay, “The Educating, Adjudicating, Communicating and Executing Ants” depicted good principles for sustainable use of natural resources, as well as his ability to see things from a different perspective and spice it up with humour. 

In an interview with UONGOZI Institute, Gombiro revealed that the missed opportunity to take part in previous competitions inspired him to enter the 2019 contest. He said, “I had learnt about the competition in 2017 but failed to participate due to some chronic procrastination issues. In 2019, when I received an email about the competition from my brother, I knew I had to participate.”

The 22-year old recalled the urge to check his email every few minutes around the time that results were set to be released. He said taking the top prize reassured him of his competence among other young and gifted Africans.  

In recognition of their achievement, Gombiro and three runners-up from Tanzania, Nigeria and Ivory Coast were invited to attend the plenary session of African Leadership Forum on August 29. The four also attended the Forum’s Gala Dinner, where they were presented with their prizes by H.E. Thabo Mbeki, former President of the Republic of South Africa. 

Apart from receiving a certificate and cash prize of $2,000, Gombiro had the opportunity to present his essay before an audience of about 100 high-level African leaders, including the Vice President of the United Republic of Tanzania, H.E. Samia Suluhu Hassan, and former Presidents of Madagascar, Tanzania, Somalia and South Africa.

Gombiro used two words to describe his experience at the Forum, “Captivating” and “Unforgettable”. 

“The most outstanding part was the plenary session, where former African Heads of State shared their thoughts on managing natural resources above the ground. It was gratifying to note the wisdom, candour and ingenuity in their suggestions,” he added.  

The 22-year old later admitted that contemplating the importance of preserving natural resources and its connection with empowerment was something he had never done before. He said the research he conducted when preparing his essay “awakened” him to the centrality of natural resources to development.

“I believe that all young Africans should take part in the contest. The research and preparation involved in writing your essay is the most rewarding part of it. Through this, we gain knowledge, awaken to and engage with the realities of our Continent. The contest becomes a sustainable pedestal to equip youth to take the action needed,” said Gombiro. 

Gombiro’s advice to all young Africans interested in participating in the contest was: 

“Be you, it is your essay after all but never ever write without planning. Read widely, and think about your essay over time and jot down the ‘little’ ideas you may think of on the bus or whilst having a meal. Chill and rest in the ever-helpful advice to any writer: It always gets better after editing, so just write. Lastly, proofread and revise your work. You may request someone to proofread and seriously consider their suggestions.”

Gombiro aspires to pursue a master’s degree in criminology, and become an advocate in his country. He is passionate about writing good stories, ending poverty, and justice. 

Designed for emerging leaders and executives working in any function or industry across Africa, the self-paced programme provides tools for leaders to effectively manage their resources to achieve sustainable development.

Module 1: Strategic Leader

Succeeding in today’s rapidly changing and challenging organisational environment requires leaders with strategic thinking and the ability to make strategic and financially sound choices. This engaging module helps equip leaders with these crucial leadership attributes. The module expands participants’ understanding of sound strategic management techniques and financial initiatives to allow them to excel as truly strategic leaders in their line of work.

Module 2: Service and Process Development for Executives

This Module focuses on innovative process development and the development of efficient public service delivery, as well as their implications for the customers and citizens’ satisfaction. It provides a toolbox for the leaders to better understand the most useful approaches for efficiently blending services with technology, as well as delivering and managing services successfully.

Module 3: Driving Change

Change is inevitable. This module is designed to expose participants to concepts and best practices of managing and leading change in their organisations. The module also touches on modern technologies such as Artificial Intelligence and Blockchain to help leaders plan for the future when grasping the changes that these technologies may bring into the organisational environment.

Selection Criteria

• Minimum 3 years of work experience in a supervisory or managerial position.
• Bachelor’s degree or equivalent
• Good command of written and spoken English
• Good computer skills

How to apply

Complete and submit the UONGOZI Certificate Programme in Leadership application form. Female candidates are strongly encouraged to apply.

Programme Details

Start Dates: September 2020

Duration: 6 months (2 months per Module)

Commitment Estimate: 2-4 hours a week

Tuition Fee: Euro 880 per person (Group packages are negotiable)

After completion of this programme, participants will receive a Certificate in Leadership Development. Qualified participants will also have additional advantage/consideration into the UONGOZI Executive Programme. Female candidates are strongly encouraged to apply.

The outbreak of the novel coronavirus, also known as COVID-19, has left almost no nation or organisation untouched. Across the globe, governments have been implementing significant interventions in response to COVID-19. Since Tanzania confirmed its first case on 16 March 2020, the Institute has witnessed, among others, schools and universities closed, public gatherings banned and mandatory self-quarantine for incoming travellers imposed.

Amidst these unprecedented times, the Institute remains resilient. Our first and foremost priority is the safety and health of our staff, clients and stakeholders; following that, business continuity.

We continue to embrace technology to ensure core activities and operations continue. The executive education programmes are being delivered remotely through virtual platforms and where social distance can be maintained. For example, our last Postgraduate Diploma in Leadership module on ‘Leading Change’ was conducted through a virtual class. The two-day module was facilitated by Dr. Pekka Mattila from Aalto University in Finland, with participants based in Dodoma, Arusha and two locations in Dar es Salaam. The Institute will also be introducing an online Certificate in Leadership in August 2020. Plans are underway to organise upcoming policy dialogues through virtual platforms as well.

Digital accessibility also encouraged the Institute’s staff to avail themselves for Emotional Intelligence training via zoom. The topics covered were; how emotional intelligence skills can help reduce the fear of the unknown, and how to prepare for the unknown.

Indeed, the pandemic has changed our way of life as well as attitudes and behaviours. But we embrace the opportunity to accelerate in digital approaches to reach clients and stakeholders within and outside the country.

UONGOZI Institute in collaboration with Aalto University Executive Education (Aalto EE) completed its 3rd Postgraduate Diploma in Leadership Programme (PGD), for Senior Leaders on 31 March 2020.

Introduced in 2017, the UONGOZI PGD Programme is designed for leaders whose desire is to propel their professional development without putting their careers on hold. The programme, undertaken on an annual basis, has a total of 10 modules facilitated through in-class and online workshops, as well as individual or group assignments.

Thirty-two candidates have just completed their studies and joined the PGD alumni of sixty-four, making a total of ninety-six candidates. Although the official commencement ceremony, along with the first class of the 4th Cohort, have been postponed due to the COVID-19 pandemic, it is still important to celebrate our candidates’ achievement. This year’s PGD graduates are from the public and private sectors, as well as civil society organisations.

During these unpredictable times, the Institute has introduced teaching methodologies that will allow certain Executive Education Programmes to continue through distance learning. The 4th Cohort classes (with thirty-four candidates) have been postponed until the COVID-19 situation is improved.

As the Institute celebrates its 10th Anniversary in Leadership Development, we are delighted to introduce an online Certificate in Leadership scheduled to start in July 2020. More information and the application will be made available through our website.