General
MakSPH Celebrates Professor Bazeyo at 28 years of service
After an illustrious 28-year career, Makerere University School of Public Health’s Former Dean Dr. William Bazeyo officially retired from university service.
Dr. Bazeyo, a Professor of Occupational Medicine walked onto Makerere University in August 1993 after being appointed as a Lecturer of Occupational Health at the School of Public Health.
At a Dinner organised by the Makerere University School of Public Health’s Department of Disease Control and Environmental Health held on Tuesday August 9 at Skyz Hotel, Kampala, Makerere University Vice Chancellor Professor Barnabas Nawangwe said Professor Bazeyo has selflessly served and made “incredible contributions” to the century old institution and the country.
“Professor Bazeyo is one of the very few Ugandans with whom I have had a lot of pleasure to work with. He is one of the very few people who genuinely loves their country. He is a true patriot. One of the things I found pleasure in working with Prof. Bazeyo is he is very open,” said Prof. Nawangwe.
He adds that Professor Bazeyo was a true asset attesting to his leadership abilities during the time he worked as Deputy Vice Chancellor, Finance and Administration.
“In that very short time that we worked together, we gained so much as Makerere University. We did so many things that had failed Makerere University in over 30 years. One time he told me I never take a no for an answer. Every assignment he goes on, he comes with an answer,” Prof. Nawangwe.
Among some of the achievements credited to Professor Bazeyo according to the Vice Chancellor was his great negotiation skills with government and several stakeholders that saw reduction of a long-standing debt from Ugx120bn to now less than Ugx.10bn.
The vice chancellor also urged staff to emulate Professor Bazeyo by having a positive attitude.
“He [Prof. Bazeyo] has demonstrated how much he loved Makerere University. Even when he left, he still comes and offers guidance. Thank you very much for having that kind of heart. It is very important to have a positive attitude to serve humanity,” Prof. Nawangwe.
Mrs. Lorna Magara, the Makerere University Council Chairperson described Bazeyo as a “larger-than-life” figure with a kind and generous heart.
“On this day Professor Bazeyo we celebrate the man you are. We thank God for who He has made you to be. God packages us uniquely. Just hearing the impact, you have had on so many lives, we thank you!” Mrs. Lorna Magara said.
She further praised Prof. Bazeyo for being a down-to-earth person citing that that he easily identifies with ordinary people irrespective of his status in society.
“Professor dines with the rich and the top of the tops but he will know the name of the person who is at the door. He will know the lady in the kitchen. Thank you for a large heart and for knowing even those that are faceless,” says Mrs. Magara.
On her part, Dean, Prof. Wanyenze hailed Prof. Bazeyo for his significant contribution to Makerere University and particularly the School of Public Health.
“If you had not done your part, we couldn’t be where we are today. I picked on from you and everything you left I was able to move on with it because I was building on a strong foundation. I hope you will continue to support us,” said Prof. Wanyenze.
She emphasized that the School of Public Health has been privileged with successive strong and progressive leadership that has continued support the School even when they leave. She thanked the previous leadership of the School including Prof. David Serwadda, Prof. Fred Wabwire-Mangen, Prof. Kakitahi, Prof. Bukenya, Prof. Namboze, among others for their incredible leadership.
“People who have been part of MakSPH are always a part of us—please keep with us. We pray for excellent health for you and for a peaceful retirement.” Prof. Wanyenze said.
Representing the Principal, Professor Isaac Kajja, the Deputy Principal of the Makerere University College of Health Sciences urged the School of Public Health not to lose a person of Prof. Bazeyo’s stature.
Prof. Kajja praised Professor Bazeyo for his kindness and his passion for farming.
“I briefly interacted with Prof. Bazeyo as a Student in my 4th year medical school. But he left something to us. He was kind to us and I remembered how kind you are until I started working with you. Indeed, what these people from School of Public Health have said is right. He is a very kind gentleman. Sincerely that kindness, you will not go away. Even if you try to leave Makerere, with that kindness I know you will come back,” Prof. Kajja said.
He also requested Prof. Bazeyo to continue working and support the School of Public Health and the entire College of Health Sciences.
Prof. Kajja equated the gesture of thanking its staff and those retiring to his former Mentor’s advice the late Church of Uganda Archbishop Dr. Livingstone Mpalanyi Nkoyoyo who preached about thanking people always.
“It is extremely important to thank people in a timely manner. Immediately thank people when they are still available. That is what I learnt from Archbishop Mpalanyi Nkoyoyo. Why am I saying this? Professor Rhoda Wanyenze and your team, thank you for thanking Professor Bazeyo in a timely manner. When I also leave, the office of the Deputy Principal please thank me. Organize a thank you for me. Don’t wait to thank somebody when we are burying him. Let us develop a culture of thanking people when they are still alive,” Prof. Isaac Kajja appealed.
Professor Bazeyo has been instrumental in fundraising for the new building for MakSPH. Prof. Rhoda Wanyenze revealed at the function that she inherited approximately 1.9bn Uganda shillings from Prof. Bazeyo for construction of the MakSPH building at his handover. She says this money has now increased to more than 12 billion shillings, thanking Bazeyo and the former leadership for having the School at heart.
What staff say about Bazeyo
Prof. David Serwadda, a former Dean of MakSPH says the School has for long dreamed of having a spacious home. “Infrastructure was always on everybody’s mind right from Prof. Gilbert Bukenya’s time through to Prof. Wabwire’s time and to date. Dr. William was very proactive in building and going through various stages of designs and also fundraising for the School.”
Prof. Serwadda says Dr. William Bazeyo was his successor as the Head of Department of Disease Control, his Deputy Dean as well as Dean.
“The School of Public Health has been lucky. Every leader that has come on as far as I can remember builds on the previous leaders’ achievement and the School of Public Health is where it is now because of contribution from each of the previous leadership. Professor Bazeyo definitely did build on,” says Prof. Serwadda.
Associate Prof. John C. Ssempebwa, a former Head of Department of Disease Control and Environmental Health congratulated Professor Bazeyo on his retirement and cited that Department had benefited greatly from his contribution.
“It was an honor to work with a person who was committed to the success of their co-workers. I have learnt a lot from working with you over the years. I do remember when you used to come to our offices mainly in the mornings to check on us how we are doing socially but also professionally. We really loved that and it encouraged us,” Dr. Ssempebwa said.
Associate Prof. Esther Buregyeya, the Head of Disease Control and Environmental Health Department just like Professor David Guwatudde hailed Bazeyo for his great lobbying skills that have seen the Department, School and University benefit immensely from the networks.
“As you usually say, I negotiate till I get YES for an answer, indeed Professor Bazeyo that is what you are,” said Dr. Buregyeya.
According to Dr. Lynn Atuyambe, an Associate Professor in the Department of Community Health and Behavioral Sciences, Professor Bazeyo’s reign at MakSPH saw a log growth in the grant portfolio, academic growth and finance.
Mr. Amos Ashaba Dembe, the internal auditor at MakSPH hailed Prof. Bazeyo for his availability to offer quick solutions and being able to network the School in the entire Makerere and across the various government institutions.
“He would have right and valid contacts at any one time you approached him with a challenge. Sometimes when we are implementing the researches that we manage, you may get stuck either because of policy gaps but whenever you would call on Prof. Bazeyo, he would have the right contacts,” said Ashaba Dembe.
Dr. Fredrick Edward Makumbi, Associate Professor and former Deputy Dean thanked Bazeyo who through his ambitious targets nurtured and saw the establishment of the Staff SACCO which he said had benefited several staff.
In equal measure, Ms. Enid Kemari said; “I think this Sacco has not left us the same. Most staff who have joined this SACCO, their financial status has improved. We have been able to save, but also do some investments which I think is very good.”
Professor Christopher Garimoi Orach praised Prof. Bazeyo for being a result-oriented person; “Apart from fighting for what he believes in very firmly, William is a doer and focused on results. It is really very pleasant to work with him.”
Dr. Elizeus Rutebemberwa, Professor and Deputy Dean MakSPH says he learnt a lot during his time at the helm of the School as someone that wished to see everyone contribute.
“He once narrated how he went to China and visited a factory. In the evening as workers were leaving, each would say, I have been a contribution. And to me, the take home message was every day, one comes to work, one should not just take tea and breathe air but be a contribution to solving challenges facing our country,” Prof. Rutebemberwa.
Professor Bazeyo speaks out
While delivering his remarks, Prof. William Bazeyo thanked Makerere University for the opportunity to serve the nation. He also urged all university staff to always leave a trail in all their work so that they are remembered for their good deeds.
“I want to thank God for this time. I listened to the memory lane and I have listened to what a lot of people have said and it brings me a lot of memories. I want to thank God again for our institution. That you come into an institution, it nurtures you. When the Vice Chancellor talks about these negotiations, meeting donors and so on. Not that you go and say I must! But you have that inside power that it is not yours,” Prof. Bazeyo highlighted.
“It is what you decide to be that you become. I want to thank the university management and council for approving the Master of Environmental and Occupational Health which I for long has been passionate about. If I was allowed, I would come and give some introductory lectures.
I want to thank the university for nurturing me and accepting me. I am not very simple. Some of you know. As they said I don’t take no as an answer and I don’t believe in failure. And I don’t believe that we can’t do a lot. I thank the University for having been patient with me, especially the Vice Chancellor for accepting me to be his Deputy,” Bazeyo says.
He thanked the School of Public Health, his mother Department for nurturing him and equally urged the staff to build networks.
“Professor Rhoda said money or resources do not make everything. Indeed, they don’t. Because all those things come from partnerships and friends. If you don’t have them, you have nothing. She has told us the partnerships that the School has, and that is why the School is ranked high. Let your address be that that means something to communities, humanity, to donors and to other institutions,” Prof. Bazeyo.
Professor Bazeyo apologized for errors and mistakes that he could have made while at Makerere University and asked for forgiveness from those that were hurt by his actions.
“I want to sincerely apologize if in the time I was at the School, I could have offended you either in writing, talking Forgive me those whom I hurt,” Bazeyo remorsefully said.
About Bazeyo
Born on June 22nd, 1957, Professor Bazeyo clocked mandatory retirement age of Makerere University on September 22nd 2017 having joined the University in 1993. He was offered a post retirement contract for four years as a Professor, in the Department of Disease Control and Environmental Health running from June 2017 to June 2021.
In March 1998, Prof. Bazeyo was promoted to rank of Senior Lecturer, Makerere University and subsequently secured a promotion to the rank Associate Professor in 2011 and later Professor in 2015.
In September 2009, Professor Bazeyo was named Dean, a position he held until September 2017 when he handed over to the current Dean, Prof. Rhoda Wanyenze upon completion of his term of office.
Professor Bazeyo later rose through the university leadership ranks to become Deputy Vice Chancellor, Finance and Administration, Makerere University and later the Head, Grants Administration and Management Support Unit (GAMSU)
During his tenure in MakSPH, he served as the Head of Department of Disease Control and Environmental Health in 2003.
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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General1 week agoUNDP and JNLC hold training in Fort Portal: Participants equipped with skills in Advocacy and Gender Equality, Team Building, Inclusive Leadership, and Financial Literacy
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General1 week agoBreaking the Silence on Digital and Gender-Based Violence: Male Changemakers Lead Makerere University’s Strides for Change
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Health1 week agoMakCHS Strengthens Internationalization through Strategic Global Partnerships and Mobility