General
Prof. Serwadda’s Nostalgic Student Life, Impactful Research and Joy of Mentoring Leaders
When Prof. Serwadda travelled to universities in the USA and other countries in the 1980s, he realised that students struggled to buy books in those countries. “They work in restaurants to be able to buy books and then I said oh My God, we were so privileged,” he says.
When Prof. David M. Serwadda joined Makerere University as a student pursuing a Bachelor of Medicine and Bachelor of Surgery in August of 1977, the University was offering the best to its students.
This was both in terms of the institutional environment for academia, students’ basic needs, and the general eco-environment. Halls of residence were less congested, for instance, Prof. Serwadda, who was a Livingstone resident, says he only shared a room in the first year.
Like any other student of his time, Prof. Serwadda had an account in the bookstore that would guarantee the purchase of any book that he wanted. “I would just go there, I pick this book, they deduct from my account. I would have in my bookshelf very many books,” he says. “I would be a second-year student, but buying books for third year because if you didn’t finish your account that year, when you get into the following year, you forfeit it and reset the account to zero.”
In a wide-ranging interview, Prof. Serwadda, who is retiring this year after 31 years of teaching, discusses his time at Makerere, the challenges and opportunities for the institution that is celebrating 100 years. Prof. Serwadda was in 1985 the lead author of a research paper entitled “Slim disease; a new disease in Uganda and its association with HTLV-II infection” published in The Lancet, one of the global top medical journals that first confirmed HIV/AIDS in Uganda.
When Prof. Serwadda travelled to universities in the USA and other countries in the 1980s, he realised that students struggled to buy books in those countries. “They work in restaurants to be able to buy books and then I said oh My God, we were so privileged,” he says.
When Prof. Serwadda travelled to universities in the USA and other countries in the 1980s, he realised that students struggled to buy books in those countries. “They work in restaurants to be able to buy books and then I said oh My God, we were so privileged,” he says.
A medical doctor and professor of infectious diseases at Makerere University School of Public Health, Serwadda is a co-founder of the Rakai Health Science Program (RHSP) which has in the past three decades pioneered research on the HIV/AIDS epidemic. He was the first Ugandan academic coordinator of the Masters of Public Health program at Makerere University School of Public Health. He also served as Director of Makerere Institute of Public Health from 2003 and 2007 and Dean from 2007 to 2009 when the Institute became a School.
In December 2019, he was appointed to the Board of Trustees of the World Population Council and in the same month he was elected together with 36 others among the world’s most accomplished scientists living in or focused on the developing world by The World Academy of Sciences (TWAS).
1970 and today’s generation of students, lecturers
Contrasting students and staff activism of his time, Prof. Serwadda says it was the time of President Idi Amin, the third president of Uganda from 1971 to 1979 who had crushed Makerere’s activism spirit.
Prof. Serwadda says the current generation of students have more space for activism but also opportunities to succeed because they have more freedom, liberty, and multiple platforms through which to speak out and make their demands. “You have a highly energised and a much larger population of students that can easily be organised to rally against any grievance they have,” he says.
Whereas students of his generation seemed much more obedient, students of today know their rights and are likely to talk and make staff members and management more accountable which is good if it’s not disruptive.
Students of his time were always busy. They had many job offers. He mentions for instance that during his campus days, he would never have time to idle around. From first year, Prof. Serwadda says he was on study projects working, in laboratories and wards thus many students had no time to engage in activism. For instance in my fourth year of Medical School, under Professor Charles Olweny, I was a student during the day and a research assistant throughout the night and all weekends including Christmas at Uganda Cancer Institute. “It is my perception that we were much busier than students of today and I feel that current context has made students much more demanding and engaged in more advocacy,” he says.
Regarding research and funding, Prof. Serwadda says the current generation of students and lecturers have better prospects to succeed. The internet has levelled the communication space, and created huge opportunity for global networks for research and learning. For example, if an organisation sends out a research fellowship, or scholarship opportunity, any person across the world can access the call and apply. But in the old days, only those countries with a functioning post office would receive information in a timely manner. “A new journal would come in the library and we were all booking to read them. But now, you go on the internet and download your journal,” he says.
“The world is flatter for all of us than it was. There are more funding opportunities and much easier ability to access them,” he adds.
For lecturers, as they complain about salary increments, they also need to broaden their concerns and to talk about the need for resources for research, health insurance, and expanding facilities for teaching. “They are in large part always complaining about pay, pay, we need to systematically advocate for a more comprehensive research and learning environment,” he says.
Out of the gates of Makerere, beginning of research career
After graduation in 1982, Prof. Serwadda reminisced about his internship at Nsambya Hospital after which he later joined Mulago Hospital, a National Specialised Hospital which was and still is the teaching facility of Makerere University College of Health Sciences as a Medical Officer in the Uganda Cancer Institute, UCI, in 1983. In 1985, Dr. Serwadda enrolled as a Senior Health Officer (SHO), studying a Masters of Internal Medicine at Makerere University. He would later graduate in 1989. He says he had a dead year at Makerere which he spent in the United Kingdom, the UK studying Metabolic Medicine at Newcastle Upon Tyne Medical School.
Prof Serwadda’s research in HIV/AIDS began when he was working at the Cancer Institute between 1983 to 1985. The institute was receiving patients of “Kaposi Sarcoma,” a disease which causes plaque-like lesions on the upper arms and legs and also in aggressive form involves the lymph nodes, internal organs, and mucous membranes lining the mouth, nose, and throat as often is seen with individuals with immune deficiencies, such as AIDS. This was strange then because the clinical manifestations of Kaposi Sarcoma were at the time what was being seen in the United States of America where “men were having sex with men.”
More intriguing was, according to Prof. Serwadda, as time went on, almost all patients with aggressive Kaposi sarcoma that were admitted at UCI come from Masaka and Rakai districts.
“There used to be a surgeon called Mr. J.W Carswell, who linked us to a virologist in the UK called Dr. Robert Downing and we were able to send blood samples of some patients from Uganda Cancer Institute, some of whom were residents of Masaka and Rakai districts,” he says. “The results indicated that of the 25 samples I had sent, 4 were positive for HIV, which at the time was referred to as HTLV-III,” he adds.
Though the first cases of patients with Kaposi Sarcoma had first been identified in around 1982, these were the first blood tests to confirm HIV/AIDS in Uganda. Prof. Serwadda and his colleagues knew they were on to something big, hence they travelled to Masaka and Rakai–self funded–tested more blood samples which confirmed more positive cases, and then drafted a paper for The Lancet based on results from the tests. It would take months of back and forth communication with editors, through snail-mail given that there was no internet.
The paper was published in October 1985. The paper brought visibility for Prof. Serwadda which consequently had positive and negative impacts.
There was political resistance at the time from the Obote government when stories of patients with Kaposi sarcoma signs and symptoms started emerging. When local newspaper The Start, published on December 29, 1984, the headline “Mysterious disease Kills 100 people in Rakai” Ezra Nkwasibwe, the then minister of health in Obote II government sent out a team to investigate, they concluded that this was typhoid.
On the positive side, it brought recognition to the authors. Prof. Serwadda together with co-authors wrote a big proposal that was eventually funded to establish the Rakai Health Science Program (RHSP) in 1988. “It’s like when you have built a house, and you want to build another one, it’s easy to get funding,” he said, explaining how easy it becomes for researchers to get funding once they have established a reputation.
With significant funding over the years, he says they generated an impressive number of high-impact publications in the HIV/AIDS field which has enabled Uganda and the world to understand the dynamics of transmission better. But most importantly provided HIV prevention and care to over 200,000 clients in Rakai and the greater Masaka region.
Immense research output, nurturing leaders
During his three decades at Makerere University, Prof. Serwadda says he along with colleagues has contributed immensely to research, policy, and practice. This work has underpinned some of the significant contributions to the reduction of HIV transmission and acquisition, through treatment and prevention. Prof Serwadda has on several occasions been the recipients of annual awards from Makerere School of Public Health as the most prolific publisher. he says. “We have contributed our part in uplifting Uganda and Makerere University. Makerere University is known as a place one can do excellent medical research, however, we should and must increase our effort to invest in young researchers if it is to continue to have a top ranking.”
Prof. Serwadda says seeing his former students climbing ladders in academia and leadership gives him boundless joy. “Dean Rhoda Wanyenze was my student, I supervised her Masters of Public Health, we have done a number of projects together with her, and she is now the Dean, School of Public Health,” he says. Prof. Serwadda says there is no head of the Department at School of Public Health who has not been his student at the undergraduate, post graduate level. “Now they are my bosses and I like that. That is building for the future and that’s what Makerere is all about. Seeing my students in positions of effective leadership and being able to help where I can give me enormous satisfaction.”
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.
-
General4 days agoAdvert for the Position of the Second Deputy Vice Chancellor
-
General4 days agoUNDP and JNLC hold training in Fort Portal: Participants equipped with skills in Advocacy and Gender Equality, Team Building, Inclusive Leadership, and Financial Literacy
-
General4 days agoBreaking the Silence on Digital and Gender-Based Violence: Male Changemakers Lead Makerere University’s Strides for Change
-
Health4 days agoMakCHS Strengthens Internationalization through Strategic Global Partnerships and Mobility