General
Universities need to generate Entrepreneurs & Innovators – Ramathan Ggoobi, Permanent Secretary & Secretary to the Treasury
By Our Writer
Ggoobi said a young Mutebile was conscious enough to comprehend Amin’s economic distortions and human rights violations, and risked to oppose them. Yet, like many budding economists of the time, Mutebile started as a socialist. He quickly mutated into a liberal thinker and went on to help Uganda to get rid of economic distortions.
Universities should also play a key role in economic and social planning. Enterprise incubators and start-up support should be scaled to boost local job creation and competitiveness of small businesses, Ramathan Ggoobi the Permanent Secretary and Secretary to the Treasury in the Ministry of Finance, Planning and Economic Development Uganda has said.
Ggoobi also said as hosts for the country’s young generations, universities should think about practical ways of averting the growing boomerang generation—young adults who return to their parents’ home after university because they’ve failed to live on their own.
Delivering his keynote speech at the inaugural Tumusiime Mutebile Memorial Lecture under the theme, ‘Economic recovery and resilience in a post Covid-19 world-The role of Higher Institutions,’ Ggoobi said the key to economic recovery now is in the ability of our university to generate the kind of human resource that ultimately will translate into entrepreneurship and innovations
“Apart from promoting greater productivity and work efficiency, education is the primary opportunity equalizer. Probably the key to economic recovery is in the ability of our universities to generate the kind of human resource that ultimately will translate into entrepreneurship and innovations.
Ggoobi said during the pandemic Makerere set up a University Scientific Advisory Committee which was key in advising the Government.
“Universities need to relax a bit on the requirements – both academic and financial – to take on more students and reduce the dropout rate, one of the effects of the pandemic. Please do everything possible not to leave any student behind, particularly those who belong to the most vulnerable socioeconomic backgrounds. Remember, families are going through a very difficult time. So, develop timely, student-centric responses,” Ggoobi said.
Ggoobi said as government, they were committed to continue enhancing funding for universities to support the transformation of higher education in the face of tectonic, long-term shifts in demographics, technology and competition. We shall invest more in online, hybrid and competency-based learning, improved infrastructure, student sponsorship, and most importantly research and innovation.
Ggoobi said that it was an immense pleasure to return to this intellectual powerhouse to honor one of the greatest economists and reformers of our time, and also to talk about economic recovery efforts.
“On behalf of the Ministry of Finance, Planning and Economic Development, and specifically the hundreds of fellow alumni of this great institution working in the Ministry, I am delighted to congratulate Makerere upon reaching 100 years of Building for the Future,” Ggoobi said.
Ggoobi said Makerere University was one of the world’s most prestigious universities. “Its alumni include world leaders, top notch intellectuals, leading business executives, and many other impactful human beings, both living and dead. I thank you for inviting me and enabling me to return to Makerere for the first time as the Secretary to the Treasury of the Republic of Uganda. I started my journey of training as an economist here,” he added.
Ggoobi noted that there were a number of things he was scheduled to do, “but I honestly can’t think of one that would make me happier and proud, than one for the promotion of economics. Until recently, my life’s work (my teaching, my research, my public writing, my community work, and even my twitter and Facebook posts) has been all about trying to demonstrate to fellow Ugandans what I learnt while in the gates of Makerere – that economics is not common sense per se.
Ggoobi said the Covid-19 pandemic had greatly affected the country and the entire world.
“In any case the entire world has been a laboratory and us all the specimens for its torment. From the anguish of losing our loved ones (a world total of 6.23 million souls – and still counting; of whom 3,597 were Ugandans) to a disrupted recovery and higher inflation, the pandemic has plagued the human race at unprecedented scale,”
Ggoobi noted that at its peak the global economic growth declined to minus 3.1 percent in 2020, from 2.9 percent in 2019. “In Uganda’s case, economic activity was cut by more than half. The services sector was most affected, in particular education, transport, hospitality and entertainment activities. The size of the labour force declined with many workers moving from modern and semi-modern sectors into subsistence agriculture.”
He also said the share of working persons in subsistence agriculture increased from 41% to 52% before and after the outbreak of the pandemic. “As we talk now, 6.8 million people (housed in 3.5 million homes) are in subsistence. We have also experienced revenue shortfalls in the past two years yet expenditure needs increased to finance the fight against Covid-19, enforcement of Covid-19 SOPs to keep Ugandans alive.”
On commodity prices, Ggoobi said, “Economists know that it takes time for external shock to manifest themselves. In this case, they have started with prices of essential items, particularly laundry bar soap, fuel, cooking oil, building materials like cement and steel, some food items, and education services.”
He admitted that these had significantly increased in recent months. “As a result, inflation has risen to 3.7% in March 2022. The causes are largely external and supply-side related, key of which is the effect of Covid-19 restrictions which disrupted supply-chains worldwide leading to higher transport costs, shortage of shipping containers, shortage of raw materials, and higher fuel prices. This cocktail has curtailed smooth manufacturing/production and movement of goods and services, leading to increased commodity prices.”
He also attributed the increase in prices to the full opening of economies globally and the Russia-Ukraine war “After Covid had lessened, it led to a swift rise in aggregate demand for a number of goods and services such as fuel, transport, education etc. This has further increased prices. Since crises are like taxis; another one is often the way as one leaves the stage, the Russia-Ukraine conflict emerged as Covid left the stage and has further disrupted supply of goods such as oil, wheat, maize, and sunflower oil, as well as raw materials. The two countries are major producers and exporters of these commodities.
On what the Government was doing, Ggoobi said the causes of the current spike in prices were as a result of; Supply related; External; and Global. “Government policy response, therefore, must focus on addressing the supply constraints most of which are external and affecting the entire world. Anything else implemented would be a wrong medicine to a known ailment.”
He outlined some of the measures being undertaken by the Government to include; “Ensuring that we maintain a competitive environment to support a continuous supply of the goods and services whose stream is currently constrained – that is, fuel, soap, cooking oil, cement, steel, etc.- and avoid creating more shortages. We cannot afford to make demand outstrip supply. Most of the things some people want us to do are good common sense but very bad economics.”
Ggoobi also noted that they were supporting farmers to grow more food to ensure we do not suffer food shortages since food is the main driver of Uganda’s inflation.
“We are also facilitating more exports to take advantage of the shocks, and earn more foreign exchange to pay for the now expensive imports.
On what Mutebile would have done had he still been around, Ggoobi noted Mutebile was the grandfather of the economy we have today.
“Mutebile liberated Uganda from the ‘control model’—the practice of using administrative controls to keep the prices low and revaluing the shilling to make imports cheap. Beginning in 1966 the State of Uganda had assumed a lead in all the major economic activities. The leaders then and the people they led thought this was the best way of ensuring making the economy work for everyone,” Ggoobi said.
He said in 1969, in the bid to enable indigenous Ugandans to “have a say in the economic affairs of their country,” which at the time was dominated by Asians and British immigrants, and “for the realization of the real meaning of Independence”, President Apollo Obote announced a “Move to the Left”, culminating into the infamous 1970 Common Man’s Charter.
“This was the beginning of the control model in Uganda. When Idi Amin took power in 1971, economics was replaced by flawed common sense. As we heard in the numerous eulogies by his contemporaries, Prof Mutebile took the risk to remind the brash and unapprised Amin how economics works, and paid a huge price. Yet many Ugandans then considered him a nationalist.”
Ggoobi noted that even today, many Ugandans silently support Amin’s expulsion and expropriation of Asian property, price and foreign exchange controls and many other economic distortions.
“Generations of my students, none of whom was born by 1972 when Amin executed the economic war, as well as various groups of people I have taught Uganda’s economic history during my, often expressed support and silent admiration of Amin’s ‘nationalist credentials’”.
Ggoobi said a young Mutebile was conscious enough to comprehend Amin’s economic distortions and human rights violations, and risked to oppose them. Yet, like many budding economists of the time, Mutebile started as a socialist. He quickly mutated into a liberal thinker and went on to help Uganda to get rid of economic distortions.
He outlined some of the economic distortions Mutebile helped Uganda get rid of;
“First, Mutebile helped this country to get rid of price control. It resulted in an emergency of black markets (magendo) involving hoarding of basic groceries and other essential commodities.”
He also noted that Mutebile kicked out smuggling in Uganda. “Due to economic mismanagement, the past governments were unable to collect enough tax revenue to finance government expenditures. To deal with this challenge, the governments resorted to levying exorbitant import tariffs to raise revenue. The high tariffs forced traders to engage in smuggling,” Ggoobi said.
He further noted that Mutebile, “helped Uganda to stop printing money to finance budget deficits. The Bank of Uganda had been turned into a printing press for money. Consequently, inflation had galloped into triple digits.
Mutebile also saved Uganda from black markets. “These used to emerge as a result of fixed exchange rates. For example, the official exchange rate in 1986 was fixed at sh14 and sh50 per US dollar for essential and non-essential imports respectively. Fixing of the exchange rate led to shortage of foreign exchange and emergence of black markets (the Kibanda market) for foreign currencies. International trade was severely affected leading to a shortage of imported goods and services.
Ggoobi also said, Mutebile helped Uganda to restore fiscal discipline. “He re-established the discipline of government, maintaining a fiscal position that is consistent with macroeconomic stability and sustained economic growth. Government avoided excessive borrowing and debt accumulation; committed more spending of the national budget on productive activities in the economy.
“It was Mutebile who masterminded the merger of the Ministry of Finance (MoF) with the Ministry of Planning and Economic Development (MoPED) in March 1992. This improved coordination of macroeconomic management. Within one fiscal year, inflation reduced from 54.5% in 1992/93 to 5.1% in 1993/94,” Ggoobi said.
Ggoobi further said that as pioneer PS/ST, Mutebile implemented three basic principles: Prudence by ensuring that expenditure by government was in line with revenue, and limiting borrowing strictly to necessary needs; Sustainability insisting no expenditure commitments that couldn’t be sustained over the medium and long term; and Consistency: all expenditures in line with the government’s long-term goal of building an independent, integrated and self-sustaining economy.
Ggoobi said Mutebile jealously defended the independence and authority of BoU over monetary policy (BoU Act); regulation and supervision of banks (FIA); and performance of its functions without subjecting it to the direction or control of any person or authority (Constitution). This transformed the bank into a credible institution with the prime objective of maintaining price stability.
“Mutebile led the crusade of private sector development to reduce government and its inefficiencies in doing business. All these reforms enabled Uganda recover and sustain growth at an impressive average annual rate of over 6.5% per year; maintained single-digit inflation averaging 5% for much of the period Mutebile was in charge at the Treasury and BoU; and facilitated poverty reduction from 56% in 1992 to 19.7% in 2014.
He also talked about the unfinished business Mutebile would want us to address saying the Government was now focused on the unfinished business not only to maintain Mutebile’s legacy but to propel Uganda to the level he and all of us want it to get to.
“In the medium term our efforts and resources will be concentrated on addressing the following: A large subsistence economy that has crippled household incomes and the purchasing power of the population; High unemployment and underemployment of the young people; High cost of credit, electricity and transport, which lower competitiveness of Ugandan products in regional and international markets; Low investment in scientific research and development to inform innovation and policy.
He also noted that they would focus on; Low level of industrialization; Land ownership and security, land use and land fragmentation; High levels of corruption in government and private sector; Limited export markets; and Quality of healthcare and education services.
The Tumusiime Mutebile Public Lecture will be an annual event which will serve as an intellectual rallying point for scholars, students and the general public by drawing eminent scholars and government representatives from across Africa and the globe in intellectual conversation and discourse that will proffer solutions to crucial issues in building a recovering and resilient economy in Uganda.
General
Breaking the Silence on Digital and Gender-Based Violence: Male Changemakers Lead Makerere University’s Strides for Change
By Eric Tumwesigye and Cynthia Ayaa Komakec
Introduction
Gender-based violence (GBV) remains one of the most pervasive and entrenched human rights violations in Uganda. Within institutions of higher learning—spaces intended to cultivate intellectual rigor, ethical leadership, and civic responsibility—GBV persists in both visible and covert forms, often sustained by silence, stigma, and institutional inertia. As Uganda’s oldest and most influential public university, Makerere University bears a dual responsibility: to respond decisively to these challenges and to model transformative, ethical leadership for the nation.
It is within this context that the Strides for Change walk, led by 16 male changemakers during the global 16 Days of Activism against Gender-Based Violence, emerges as a strategic and symbolic intervention. The initiative addresses both digital and offline forms of violence against women and girls and aligns with the 2025 global theme, UNiTE to End Digital Violence Against All Women and Girls. It reflects a growing recognition that gendered harm increasingly transcends physical boundaries, manifesting in digital spaces in ways that exacerbate the vulnerabilities of female students, staff, and young women across Uganda.
Linking Digital Violence with Physical and Psychological Harm
As Uganda’s digital ecosystem continues to expand, emergent forms of violence have surfaced that intersect with, reinforce, and intensify established patterns of gender-based violence (GBV). Research undertaken by the Makerere University Institute of Gender and Development Studies (IGDS), in collaboration with the Women of Uganda Network (WOUGNET), documents the breadth and complexity of online GBV practices prevalent within the Ugandan context. Their study identifies a wide spectrum of digitally mediated abuses, including the non-consensual dissemination of intimate images (commonly referred to as revenge pornography), online sexual harassment, cyberbullying, stalking, hacking, doxing, digital surveillance, sexist and degrading commentary, trolling, impersonation, identity theft, and threats circulated through social media platforms (IGDS and WOUGNET, 2021, p. 18).
Crucially, these manifestations of digital violence are not confined to virtual environments. Rather, they produce tangible and often severe consequences that extend into survivors’ offline lives. Empirical evidence indicates that women are disproportionately targeted by online GBV compared to men, reflecting entrenched gendered power asymmetries that are reproduced and amplified within digital spaces (IGDS and WOUGWET, 2021, p. 34). Survivours frequently experience profound psychological harm, including heightened anxiety, depression, chronic fear, and diminished self-esteem (Monteagudo Martinez et al, 2020). In response to persistent victimisation, many withdraw from social, academic, and professional spheres as a protective strategy, while others face significant economic repercussions, such as job loss or reduced income, arising from stigma, reputational damage, and trauma.
Within university settings, the consequences of digital violence may escalate further, in some instances culminating in threats of, or exposure to, physical harm (Pew Research Center, 2014). Oksanen et al. (2022) demonstrate that online hostility and harassment within academic environments are associated with acute psychological distress and deteriorating social relations at work. As the authors observe, “victims experienced higher psychological distress and lower perceived social support at work—indicative of social isolation and disengagement in academic roles” (Oksanen et al., 2022, pp. 541–567). Such findings underscore the manner in which sustained online harassment undermines not only individual well-being but also academic participation and institutional belonging.
Similarly, Cassidy, Faucher, and Jackson’s (2017) examination of cyberbullying in higher education institutions highlights the pervasive sense of insecurity engendered by digitally mediated abuse. Their study reports that “victims reported stress, anxiety, and threats to safety, reinforcing that harassment in academic settings is not merely emotional but also threatens well-being” (Cassidy, et al, 2017, p. 888). These dynamics contribute to academic disengagement, social isolation, and long-term reputational damage, with potentially enduring implications for future employment and career trajectories. Taken together, this body of evidence illustrates that digital violence functions as an extension of physical and emotional abuse, forming part of a broader continuum of harm. By eroding women’s psychological health, social participation, academic engagement, and professional prospects, online GBV undermines women’s safety, dignity, and capacity to participate fully in public and academic life. Addressing digital violence, therefore, is not merely a matter of regulating online conduct but a critical component of broader efforts to combat gender-based violence in all its interconnected forms.
The Role of Male Changemakers: Transforming Culture and Accountability
The Strides for Change campaign strategically positions men as visible allies in gender equality advocacy—not to displace women’s lived experiences, but to confront and dismantle patriarchal norms from within. Male changemakers play a pivotal role in advancing cultural transformation and accountability through three interrelated contributions.
First, they reframe gender-based violence (GBV) as a structural and societal concern rather than a “women’s issue,” underscoring its profound implications for human rights, social justice, and national development. This perspective is exemplified by Dr. Jimmy Spire Ssentogo, one of the 16 male changemakers commemorated during the 16 Days of Activism Against Gender-Based Violence. Drawing on his experience as an active social media user, he highlights the increasing prevalence of body shaming, slut shaming, and other forms of online abuse that silence girls and women and undermine their meaningful digital participation. He calls on all social media users to recognise, challenge, and reject such harmful language, emphasising that the creation of safe and inclusive online spaces for women is a shared societal responsibility.
Second, male changemakers model positive and accountable masculinities by publicly rejecting norms that equate masculinity with dominance, entitlement, or complicity in abuse. Ugandan musician and producer Navio articulates this stance by acknowledging the cultural power of artistic expression, stating that his lyrics will not perpetuate harm and that consent represents “the rhythm of respect”—not only in creative spaces, but in everyday life. Such public commitments challenge harmful gender norms while offering alternative, ethical frameworks for masculine identity.
Third, male changemakers broaden the reach and effectiveness of advocacy by engaging other men in critical dialogue, often within spaces that women may be unable to access safely or strategically. This engagement is strengthened through intellectual and academic platforms, including presentations at the Makerere University Men’s Forum, where evolving scholarship on masculinity is examined and translated into practical strategies for social transformation. Through this combination of peer engagement, cultural influence, and scholarly reflection, male changemakers contribute meaningfully to the collective effort to prevent GBV and advance gender justice.
Institutional Commitments to Gender Equality and the Elimination of Sexual Harassment
Through the Gender Mainstreaming Directorate (GMD), Makerere University continues to demonstrate institutional leadership in advancing gender equality and addressing sexual harassment. The launch of the Strides for Change campaign reaffirmed the University’s commitment to the following priority areas:
Strengthening Reporting and Accountability Mechanisms
Makerere University has established confidential, survivour-centred reporting and redress systems to ensure the timely investigation and adjudication of GBV cases. These mechanisms enforce stringent sanctions, including disciplinary action, against individuals who engage in sexual exploitation, harassment, or the solicitation of sexual favours in exchange for academic or professional advancement. The GMD supports the continuous operationalisation and improvement of these accountability frameworks.
Expanding Psychosocial and Legal Support for Survivours
The University is committed to enhancing access to high-quality psychosocial care, legal aid, and referral services for survivours of GBV. The GMD coordinates capacity-building initiatives for service providers and strengthens partnerships with relevant institutions to ensure comprehensive and survivours-centred support.
Institutionalising Male Allyship and Transformative Engagement
Makerere University is advancing a structured approach to male allyship by formalising male and female champion networks that collaborate in dialogue, advocacy, and behavioural change initiatives. This includes integrating men into gender training programmes and encouraging visible public commitments, such as participation in the Strides for Change walk. The GMD leads the design, implementation, and evaluation of these transformative engagement strategies.
Conclusion
Makerere University’s Strides for Change walk and the male changemakers programme, implemented in partnership with the Embassy of Sweden and the United Nations Population Fund, represent a significant milestone in the fight against gender-based violence. By confronting the interconnected realities of digital and physical violence, addressing entrenched patterns of sexual harassment, and mobilising male allies as agents of change, the University sets a compelling precedent for institutional and national transformation.
Ending GBV is not solely a policy imperative; it is a cultural, structural, and ethical commitment. These initiatives align with Makerere University’s broader strategic commitment to inclusive excellence, ethical leadership, and safeguarding the well-being of its academic community.
When men stand in solidarity with women, when institutions centre survivours voices, and when society collectively rejects the normalisation of violence, Uganda moves closer to a future in which every woman and girl can pursue her aspirations free from fear, intimidation, and harm. The Strides for Change campaign is therefore more than a march—it is a call to conscience, a model for action, and a promise of a safer and more just society for generations to come.
Acknowledgement
The Gender Mainstreaming Directorate, Makerere University, extends its appreciation to the Embassy of Sweden in Uganda, the United Nations Population Fund (UNFPA), and all development partners who participated in the Strides for Change walk and the series of activities conducted during the 16 Days of Activism against Gender-Based Violence. Together, we reaffirm our commitment to a comprehensive, 360-degree approach towards achieving zero tolerance for gender-based violence.
References:-
- Cassidy Wanda, Faucher Chantal and Jackson Margaret (2017): Adversity in University: Cyberbullying and Its Impacts on Students, Faculty and Administrators, International Journal of Environmental Research and Public Health journal, Article 14(8) page 888
- Institute of Women and Development Studies and Women of Uganda Network (2021): Not Just a Trend: Assessing the Types, Spread and the Impact of Online Gender Based Violence in Uganda, Research Report.
- Monteagudo Martinez (2020): Cyberbullying in the University Setting. Relationship With Emotional Problems and Adaptation to the University, Frontiers in Psychology journal, Article: 10:3074
- Oksanen et al. (2022) — Hate and harassment in academia: the rising concern of the online environment, Vol. 84, pages 541 – 567
- Pew Research Center (2014): Part 4: The Aftermath of Online Harassment, Pew Research Center, Published on October 22, 2014
Eric Tumwesigye and Cynthia Ayaa Komakec are the Senior Gender Officer and Gender Officer respectively at the Gender Mainstreaming Directorate, Makerere University
General
UNDP and JNLC hold training in Fort Portal: Participants equipped with skills in Advocacy and Gender Equality, Team Building, Inclusive Leadership, and Financial Literacy
By Charles Iga
Fort Portal-Uganda: On 5th December 2025, more than 70 emerging leaders convened to participate in the second day of the United Nations Development Programme (UNDP) and the Julius Nyerere Leadership Centre (JNLC) comprehensive leadership training for youth, young women and local councilors.
Hosted at Mountains of the Moon University (MMU) in Fort Portal, the training focused on deepening the leadership skills of young leaders as they navigate the increasingly complex governance and development landscape.
Building on the knowledge acquired during the first day of the workshop, on the second day (5th December 2025), the participants engaged in interactive sessions covering problem-solving, team building, advocacy, gender equality, media literacy, self-marketing, and financial literacy in leadership.
The discussions challenged the young leaders to sharpen their mindsets, broaden their spheres of influence, and strengthen their capacity to champion inclusive and sustainable community development.
Advocacy and Gender Equality: Understanding gender dynamics and women acceptance in leadership
Delivering an informative presentation titled, Advocacy and Gender Equality: Understanding Gender Dynamics and Women’s Acceptance in Leadership, the Guest Speaker- Professor Consolata Kabonesa highlighted that women remain underrepresented in leadership due to entrenched power structures shaped by societal norms and cultural traditions.
Professor Kabonesa emphasized that leadership depends not only on individual ability, but also on the systems that determine who is recognized and legitimized as a leader.
“The roles of women in leadership remain under-represented because power is shaped and perpetuated by societal norms and traditions that socialize women and men differently. These norms influence how leadership roles are assumed and who is considered legitimate to lead,” she explained.
How Socialization Shapes Leadership Pathways of Boys and Girls
Professor Kabonesa highlighted that socialization shapes leadership opportunities, with boys typically encouraged to be assertive, while girls are guided towards empathy and collaboration. This unequal conditioning reinforces gender stereotypes, often undermining women’s authority and sustaining male-dominated leadership structures. She advocated for mentorship as a vital tool, illustrating how role models help girls balance assertiveness with empathy.
She noted that early participation in councils, debates, and leadership roles develops skills, challenges biases, and empowers girls to pursue leadership in traditionally male-dominated fields. She articulated that integrating discussions on gender dynamics into educational curricula equips young girls to recognize and challenge societal norms that limit their potential, while fostering resilience against the discouragements they may face.
Inclusive Leadership: Engaging both Women and Men
Professor Kabonesa articulated that achieving gender equality in leadership is not solely an issue for women, but a collective responsibility. She underscored that balancing participation between men and women fosters mutual understanding, shared accountability, and collaborative problem-solving. She pointed out that inclusive leadership models prevent the isolation of women’s perspectives, ensures all voices are heard, and ultimately contribute to stronger, more equitable, and sustainable leadership that reflects the diversity and potential of society.
“Balancing participation across genders is critical. It helps us understand gender issues collectively, prevents the isolation of women’s experiences, and encourages men and women to address biases together. This approach will ensure that women are not left behind and will foster inclusive leadership models that benefit society as a whole.”
Leading within the Existing Leadership Structures
Expounding on the existing leadership structures and the power of relationships, Mr. Henry Kasacca, the Director of Dialogue and Democracy, explained that people support leaders not for their titles, but for the meaningful connections they build. He stated that effective leadership depends on listening, connecting, and collaborating across diverse spaces. “Leadership is not about the title you hold; it is about the relationships you build. There are people who will support you simply because you have invested time in connecting with them,” he said.
Mr. Kasacca stressed that leaders must navigate the organizational power structures by understanding where influence lies and how decisions are made. He noted that strategic thinking, long-term planning, and aligning ideas with action are key to effective leadership, while qualities such as listening, collaboration, kindness, and clarity of purpose are essential for achieving meaningful organizational and community impact.
He urged participants to maintain a clear vision, develop well-crafted plans addressing both immediate and long-term needs, and combine relationship-building with an understanding of power dynamics to become effective, and inclusive change-makers.
Strategic Thinking: Decision making and Problem Solving Techniques
Guiding participants on strategic thinking for decision-making and problem-solving techniques for effective leadership, Ms. Allen Baguma, a facilitator at JNLC and Founder of the Future Learning Centre (FLC) emphasized that strong leadership is anchored in intentional thinking, clear judgment, and the ability to translate vision into well-considered action.
“A strong team is built on clearly defined roles, an understanding of team dynamics, and psychological safety. When people feel safe to speak, contribute ideas, and make mistakes without fear, teams perform better,” she said.
Building Strong Teams through Clarity and Trust
Ms. Baguma emphasized the importance of clearly defined roles within teams, explaining that role clarity enhances accountability, minimizes conflict, and boosts overall performance. She observed that effective leadership requires understanding of team dynamics and fostering psychological safety, where members feel valued, respected, and confident to share ideas without fear of judgment.
She added that effective team building fosters social interaction, a sense of belonging, and a shared pro-social purpose. She noted that teams perform best when individuals are united by common goals and mutual trust.
Leadership growth across the five (5) levels
Citing John Maxwell’s five levels of leadership namely position, permission, production, people development, and pinnacle, Ms. Baguma explained that leadership growth is a progressive journey, moving from reliance on position to influence built through relationships, results, people development, and ultimately, value-based leadership that inspires others beyond formal structures.
Applying Strategic Thinking to Real-Life Challenges
Ms. Baguma guided participants through a practical exercise on strategic thinking, tasking them to identify personal challenges, explore innovative solutions, and evaluate their feasibility and impact. The exercise highlighted the importance of strategic decision-making in enabling leaders to address both personal and community challenges effectively.
Team Building for Effective Leadership
Mr. Ronald Ssazi, a facilitator and leadership trainer revealed that leadership extends beyond authority and depends on creating genuine connections. He stressed that building a strong and committed team involves engagement of members, which emotionally sparks curiosity and draws people in.
Mr. Ssazi explained that storytelling bridges attention to understanding. He illustrated this with the story of the youngest king of the Toro Kingdom, crowned at the age of three and now navigating life as a father at 33. Such narratives, he observed, showcase growth, resilience, and cultural awareness, humanizing leaders and making leadership relatable. “Leadership is not merely a title, but a journey of responsibility and influence,” he said.
He emphasized that leadership thrives in communities. Effective leaders, he explained, consistently share updates, insights, and experiences with their teams. Strategic use of social media, for example, allows leaders to post short, regular updates capturing daily activities, which builds a loyal and engaged audience that evolves into a network supporting initiatives, sharing knowledge, and amplifying impact.
“Leadership is not solitary; it thrives in communities. Effective leaders consistently share updates, insights, and experiences with their teams and followers. When used strategically, social media becomes a powerful tool for team building,” he said.
Preserving Culture while embracing modernity and team building
Mr. Ssazi highlighted that modern leaders have unprecedented resources at their disposal. He explained that tools such as Artificial Intelligence (AI), social media analytics, and online platforms can be used to strengthen teams. AI, he noted, can help craft content that resonates with audiences and analyze engagement to refine communication strategies. He stressed that leaders who effectively harness these tools can expand their reach and influence while remaining authentic and true to their values.
Mr. Ssazi emphasized that effective leadership balances modern strategies with cultural preservation, using community history and traditions. “Team building and leadership are about values and vision, balancing modern strategies with cultural heritage to foster pride, cohesion, and inspired and well-rounded teams.”
He stated that whereas true leadership is demonstrated through action, effective team building requires creation of genuine opportunities for participation and contribution. “Leaders who share opportunities, invite collaboration, and encourage feedback, transform their teams into active contributors,” he said. He added that assessing engagement, adapting strategies, and celebrating achievements fosters a culture of involvement and accountability.
Media Literacy: Promoting and Marketing Leadership through Social Media
Describing digital competence as an essential leadership skill, Mr. Ivan Ssegawa Sebastian, rallied participants to effectively utilize social media to promote and market their leadership roles and activities. He observed that most of the participants had smartphones, and were using social media platforms such as Facebook, WhatsApp, LinkedIn, X, Instagram, and TikTok. Noting that the key challenge was not access, he challenged the participants on the intentional, responsible and strategic use of social media tools.
Mr. Ssegawa underscored the influence of social media, citing its vast global and national reach and its role in driving social and political movements. He described the Internet as a new battleground for leadership visibility, and provided guidance on the ethical use of artificial intelligence. He tipped the participants on authentic personal branding and effective content creation using emotion, story-telling, and a clear call to action.
Financial Literacy in Leadership: Managing financial resources for Effective leadership
Mr. David Nyaribi, Specialist at ActionAid International, explored the vital connection between financial literacy and effective leadership. During this session, Mr. Nyaribi focused on equipping participants with essential skills to manage financial resources effectively, both at a personal level, and in leadership roles.
He reminded participants that every leader must navigate the reality of unlimited wants and limited resources—especially time and money. “You may acquire more possessions in life,” he cautioned, “but time once lost is gone forever.”
He described the four dimensions that every human being must manage namely physical, cognitive, spiritual, and socio-economic. He emphasized that the socio-economic aspect, which includes financial capacity, is inseparable from leadership. Quoting Tony Robbins, he reiterated: “You either master money, or money masters you.”
The Flight Analogy: How Financial Choices Shape Life Stages
Mr. Nyaribi used a flight analogy to indicate how financial decisions shape life’s stages. From Preparation (0–20 years), building values, skills, and education, to Take-off (20–30 years), where career choices and earnings begin. Stability (30–50 years) is for investing and building systems, Descent (50–60 years) for consolidating and planning succession, and Landing (70+ years) for reflection and enjoying the results.
Impressed that most of the participants in the UNDP-JNLC leadership training workshop were in the preparation or take-off stages, Mr. Nyaribi advised them to invest in education, skills, and self-development. “Many people struggle later because they wasted their take-off stage,” he revealed.
Pillars of Personal Finance every leader must master
Mr. Nyaribi reminded the participants that financial literacy is not just a personal asset, but a leadership necessity. Underscoring the power of discipline and mindset, he urged young leaders to focus on both earning money and building true wealth-assets that empower them to uplift their communities. Mr. Nyaribi highlighted five (5) core financial principles that are essential for responsible leadership:
- Earning through either services or products;
- Saving first as a disciplined priority rather than keeping what remains after spending;
- Investing to turn savings into income-generating assets;
- Spending wisely to avoid living beyond one’s means; and
- Protecting gains through careful planning and accountability.
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Health2 weeks agoMakerere University and Tsinghua University Launch Landmark China–Uganda Joint Laboratory on Natural Disaster Monitoring and Early Warning
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Education2 weeks agoFacilitating Access and Participation through Higher Education Access Programmes and Connected Education for Students with Refugee Backgrounds: A Global South Delphi Study
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Business & Management2 weeks agoMakerere University CoBAMS Staff celebrate 2025 achievements