At a time when Africa stands at the intersection of demographic opportunity and governance uncertainty, a powerful question is emerging across the continent: what kind of leadership will define Africa’s future?

This question took centre stage at the 2026 Julius Nyerere Leadership Lecture and Youth Conversations, held on April 13, 2026, at Makerere University. Convened by the Julius Nyerere Leadership Centre in partnership with the Council for the Development of Social Science Research in Africa (CODESRIA), the event brought together policymakers, scholars, diplomats, and youth leaders from across East Africa under the theme: “Africa’s Next Generation: Youth Agency and the Leadership Africa Needs.”

Held on the birth anniversary of Mwalimu Julius Kambarage Nyerere, the gathering was not merely commemorative. It was deliberately forward-looking—an effort to reinterpret Nyerere’s legacy in light of contemporary realities and to position young people as central actors in shaping Africa’s political, economic, and social trajectory.

A Defining Moment for Leadership in Africa

Opening the event, Dr. Nansozi K. Muwanga, Executive Director of the Julius Nyerere Leadership Centre, framed the conversation within a broader continental context marked by a rapidly expanding youth population, rising political awareness, and increasing demand for accountability.

“Africa is not short of potential,” she noted. “What is at stake is whether that potential is matched by the kind of leadership required to transform it into sustainable development and inclusive progress.”

Her remarks underscored a critical shift: young Africans are no longer passive participants in governance processes. Across communities, institutions, and political spaces, they are organizing, contesting, innovating, and demanding accountability. The challenge, she argued, is to ensure that this energy is channelled into ethical, competent, and service-oriented leadership capable of transforming institutions and delivering long-term change.

Reclaiming Unity as a Strategic Imperative

The importance of unity—long championed by Mwalimu Nyerere—featured prominently throughout the discussions. Representing Tanzania, Major General Paul Kisesa Simuli emphasized that Pan-Africanism must evolve from a historical ideal into a practical framework for cooperation and development.

“Africa’s unity is not optional,” he observed. “It is a necessity for survival in an increasingly competitive and interconnected world.”

He pointed to education, language, and shared values as critical foundations for building a cohesive regional identity, highlighting the need for deliberate investment in systems that strengthen cross-border collaboration. His intervention reinforced a central theme of the lecture: that regional integration and collective action are indispensable to Africa’s long-term stability and prosperity.

Leadership in Transition: From Authority to Influence

The keynote address by Israel Laryea provided a compelling reflection on how leadership itself is evolving. Drawing from Africa’s political history, he argued that the continent has moved through distinct phases—from liberation-era “builders,” to “controllers,” and now to a generation navigating democratic transitions that remain incomplete.

Yet, despite these transitions, a fundamental gap persists.

“Africa has never lacked leaders,” he remarked. “The real question is the kind of leadership each generation chooses to tolerate.”

In today’s context, he argued, leadership is increasingly shaped not only by formal authority but by influence, credibility, and the ability to mobilize and organize. Digital platforms have expanded access to information and participation, but they have also introduced new complexities—where visibility does not necessarily translate into power.

For young Africans, this presents both an opportunity and a challenge. While they are more connected and engaged than ever before, their influence in formal decision-making spaces remains limited. Bridging this gap requires a shift from digital engagement to structured political and institutional participation.

The Knowledge Question: Leadership and Intellectual Responsibility

A recurring theme across the lecture was the centrality of knowledge in shaping effective leadership. Scholars warned against the risks of historical distortion, shallow engagement with complex issues, and leadership divorced from intellectual grounding.

Discussions emphasized that Africa’s development challenges are not simply technical—they are deeply political and ideological. Addressing them requires leaders who are not only well-intentioned but also analytically grounded, historically informed, and ethically driven.

The idea that “ignorance remains one of the greatest obstacles to progress” resonated strongly, reinforcing the need for continuous learning, humility, and critical reflection as essential components of leadership.

Youth Leadership in Practice: From Ideas to Implementation

Beyond theory, the lecture provided a platform for young leaders to demonstrate how leadership is already being exercised in practical and impactful ways.

Across panel discussions, participants shared experiences in governance, entrepreneurship, and community development. These contributions highlighted a growing shift toward solution-oriented leadership, where young people are not waiting for opportunities but actively creating them.

Key insights emerging from these engagements included:

• The importance of policy reforms that enable youth participation, particularly in economic and governance spaces
• The role of innovation and technology in addressing local challenges and expanding opportunities
• The need for community-centred approaches that prioritize inclusion and social impact

What became evident is that Africa’s youth are not merely a demographic category—they are an active force shaping new pathways for development and leadership.

Intergenerational Dialogue: Bridging Legacy and Aspiration

The Ekyooto fireside conversations provided one of the most reflective moments of the event, bringing together seasoned leaders and emerging voices in an open and candid dialogue.

These conversations explored the deeper questions of identity, purpose, and responsibility. Participants emphasized that the future of Africa will depend on a generation that understands not only the challenges it faces but also the values and principles required to address them.

Lena Nyerere, representing the Nyerere family, highlighted the enduring relevance of Pan-Africanism as a vision rooted in unity, dignity, and collective progress. Her presence served as a symbolic bridge between legacy and the future—reminding participants that leadership is both inherited and redefined across generations.

From Reflection to Action

As the day concluded, a clear consensus emerged: Africa’s transformation will depend on the ability of its young people to move beyond participation toward active leadership and institutional influence.

This transition requires:

• Strengthening leadership development pathways
• Investing in education and critical thinking
• Expanding opportunities for meaningful participation in governance and policy processes
• Building a shared sense of Pan-African identity and purpose

Equally important is the need to move beyond episodic conversations toward sustained programmes, structured mentorship, and institutional support systems that enable young leaders to grow, collaborate, and lead effectively.

Looking Ahead: Reimagining Leadership for Africa’s Future

The 2026 Julius Nyerere Leadership Lecture and Youth Conversations ultimately served as more than a platform for dialogue—it was a strategic intervention in shaping Africa’s leadership trajectory.

As the Julius Nyerere Leadership Centre continues to expand its work in youth leadership training, regional engagement, and policy dialogue, the challenge ahead is clear: to translate ideas into action, and action into lasting institutional change.

Africa’s future will not be determined by its challenges alone, but by the quality of leadership that emerges to confront them. In this regard, the legacy of Mwalimu Julius Nyerere is not a static memory—it is a living framework for leadership grounded in service, unity, and responsibility. The task for this generation is to reimagine that legacy in practical terms, and to carry it forward with clarity, courage, and purpose.

The Makerere University School of Public Health (MakSPH) has honored Ms. Gladys Khamili for her 12 years of service as Registrar, as she transitions to a senior role in the Senate Division of Makerere University.

During the School’s 239^th Management Meeting, colleagues recognized her contribution to academic administration and formally handed over the office.

Ms. Khamili assumes the role of Deputy Academic Registrar in charge of the Senate Division, where she will oversee academic standards, policy, and governance at the University. She replaces Mrs. Patience Rubabinda Mushengyezi, who officially retires after 26 years of dedicated service.

At the ceremony, Dr. Rhoda Wanyenze, Professor and Dean, together with members of MakSPH management, presented Ms. Khamili with a plaque in recognition of her service, noting that she “served the School of Public Health with distinction, demonstrating exceptional dedication, professionalism, and commitment to excellence,” and that her contribution strengthened academic administration at the School.

Dr. Wanyenze described Ms. Khamili as a steady and dependable presence. “She’s been with us and supported us in many ways. We thought we should meet here together to see her off. And I wish her the very best… we shall continue to work with her. She will continue to serve us in a different capacity,” she said.

Ms. Khamili joined the School of Public Health on March 15, 2012, from the College of Computing and Information Sciences, where she served as an Assistant Registrar.

Over the years, she has been central to the School’s academic operations—coordinating student admissions, managing records, overseeing examinations, and serving as secretariat to key governance structures, including the Academic Board, Examinations and Results Committee, and Appointments and Promotions Committee. Her role also involved handling student matters and ensuring compliance with University policies and Senate decisions.

Reflecting on her tenure, Ms. Khamili pointed to improvements in registration systems, records management, and examination processes. “In my tenure, I have had some achievements that have improved efficiency in the students’ registration processes and strengthened records management and data accuracy… and coordinated successful university graduation ceremonies,” she said.

She also highlighted areas for further strengthening, including improving documentation and follow-up of pending tasks, enhancing coordination across departments, and decentralising selected services, including transcript issuance.

The handover process was overseen by Internal Auditor Amos Dembe, who emphasized the importance of continuity in such a critical office. “The office of the registrar is very sensitive… It is at the core of what we do and what we stand for as a school. It calls for integrity and professionalism,” he said, adding that Ms. Khamili’s handover report provides “a strong body of knowledge for Ms. Annet Khabuya to build on and to hit the ground running.”

Mr. Dembe also commended Ms. Khamili’s professional and ethical record. “We have not had student issues of marks, money, or related concerns as a School… Thank you for making my work easier. That is not always the case. Some people make it hard for us, but this has not been the case here,” he noted.

Colleagues described her as thorough and dependable in a role that often operates behind the scenes. Dr. Joan Mutyoba, Head of the Department of Epidemiology and Biostatistics, said the incoming Registrar would be stepping into a demanding position. “The shoes you are stepping into are really big. I have seen her work… She is extremely professional, one of the most professional people I have worked with. She takes her work very seriously and goes beyond the line,” she said.

In her farewell remarks, Ms. Khamili spoke candidly about her experience at the School. “My work has been with everybody… everything here is different—the people, the work culture—it has been very, very worthwhile,” she said, thanking colleagues for their support.

“If I had a choice, I would stay… but I don’t have that choice. Thank you so much for the support and for the love,” she added, acknowledging the demands of her role. “In my line of work, like in any space where you work with people, you certainly step on some toes… I ask that you find it in your heart to forgive and forget where necessary.”

The meeting also marked the official handover to Ms. Annet Khabuya, who takes over as Registrar. She commended the School’s approach to transition and organization.

“I have seen the systems, I have seen the organization, and I can confidently say there is continuity. I look forward to building on this work and working with all of you,” she said.

Ms. Khabuya joins MakSPH from the Examinations and Transcripts Division of the Senate and brings experience from the College of Natural Sciences and the School of Statistics and Planning.

Ms. Khamili’s transition marks a shift from School-level administration to University-wide academic governance, extending her impact beyond MakSPH to the broader Makerere system.

View on MakSPH

_{By Moses Lutaaya}

KAMPALA, April 17, 2026 — The College of Humanities and Social Sciences (CHUSS) at Makerere University has taken a decisive step toward strengthening graduate training and accountability following a comprehensive hands-on Research Information Management System (RIMS) training by a team from the Directorate of Graduate Training (DGT) and Directorate for ICT Support (DICTS)  held yesterday, April 16, in the CHUSS Smart Room.

Opening the session, the Director of Graduate Training, Prof. Julius Kikooma, underscored CHUSS’s central role in producing graduate students and contributing to Uganda’s development agenda. He cautioned that the college’s leading position could easily be overtaken if vigilance wanes.

“I’m glad we are back here to focus on something that can propel CHUSS to its rightful position,” Prof. Kikooma said. “Your contribution to graduate student production is highly envied across the university, but if you sleep even briefly, that position can be taken.”

He emphasized that beyond competition, the real goal is national transformation. According to Prof. Kikooma, increased graduate output directly supports Uganda’s Fourth National Development Plan (NDP IV), which prioritizes building relevant human capital.

“More than ever before, the country needs human resources from the humanities and social sciences,” he noted.

Prof. Kikooma explained that the RIMS platform builds on CHUSS’ pioneering cohort-based PhD model by introducing a digital solution to track student progress, enhance supervision, and improve completion rates. The system, developed in collaboration with the Directorate for ICT Support, allows both supervisors and students to log and monitor academic activities in real time.

“This is not optional,” he stressed. “By the end of this month, we must report on who is using the system. It is a strategic priority of the University Council.”

Welcoming participants, the Deputy Principal of CHUSS, Assoc. Prof. Eric Awich Ochen, described the training as timely and necessary in a rapidly digitizing academic environment.

“Makerere today is very different from the Makerere of 15 or 20 years ago,” he said. “We are moving from an analogue past to a digital future.”

He noted that while the college has improved its graduate output in recent years, gaps in tracking student progress remain a concern.

“We celebrate the numbers we graduate, but we may still have many students in the pipeline whom we cannot fully account for,” he said. “This system will help us track supervision and improve accountability.”

The training drew participation from the CHUSS Principal and Deputy Principal, senior lecturers, lecturers, and registrars from the School of Psychology, School of Social Sciences, School of Liberal and Performing Arts, and the School of Languages, Literature and Communication.

In an interview after the session, Dr. Jim Spire Ssentongo offered a more reflective perspective, welcoming RIMS as a timely innovation while highlighting key realities in graduate training.

“I think RIMS is a good idea with strong potential,” he said, noting that the system could help address long-standing supervision gaps by ensuring that interactions between students and supervisors are tracked and visible.

However, he pointed out that delays in graduate completion are not solely the fault of supervisors. According to him, student-related factors—particularly lack of consistency and self-discipline during the research phase—play a significant role.

“At the coursework level, students are guided by timetables and structured assessments, which keeps them active,” he explained. “But once they transition to research, much depends on their own discipline. Some students simply become unresponsive.”

Dr. Ssentongo observed that RIMS could help counter this by introducing a level of accountability on both sides. If properly used, the platform would enable students to track feedback from supervisors while also making it clear when they themselves have delayed progress.

He also noted that the system’s monitoring aspect could encourage improved completion rates, as both supervisors and students become more conscious of timelines and expectations.

At the same time, he cautioned that implementation would be key. He explained that while systems that enhance accountability are beneficial, they must be introduced in a way that supports rather than intimidates users.

“There is an element of monitoring, which is good,” he said, “but it should be balanced so that it does not create an environment where people feel over-policed.”

Dr. Ssentongo further emphasized that RIMS should be seen as part of a broader strategy to strengthen research culture at the university. Beyond improving completion rates, he said, there is need to encourage publication, collaboration between students and supervisors, and greater visibility of research outputs.

“If it is implemented well and supported by other initiatives, it can contribute not just to completion, but also to improving research productivity and impact,” he added.

The RIMS training marks a significant step in Makerere University’s efforts to modernize graduate education, improve accountability, and align academic output with national development priorities.