Business & Management
School of Business Conducts Strategic Leadership Training for Makerere University Managers
Makerere University School of Business under the College of Business and Management Sciences (CoBAMS) is conducting a five-day strategic leadership training for the first cohort of University managers.
The Executive training (7th to 11th July 2025) for middle and top level managers seeks to foster leadership capacity in line with the University’s strategic goals. The participants nominated from the different units within the University include: Deputy Principals, Deans, Heads of Departments, and Heads of sections in Administrative Units.
The Strategic Leadership course covers critical areas such as Strategic leadership overview and contemporary issues, Driving strategic leadership to promote organizational performance and success, Leading people in Organizations, Organizational culture and productivity, Strategic Communication, and Organizational change and development.
The course is delivered by seasoned facilitators from the School of Business, the private sector, industry and business community namely Associate Prof. James Wokadala, Associate Prof. Godfrey Akileng, Dr. Martin Bakundana, Dr. Sam Eyamu, Dr. S.B. Wanyama, Ms. Irene Nayera, Mr. Henry Rugamba, and Mr. Ronald Bbosa.
Addressing the participants, the Dean-School of Business, Associate Prof. Godfrey Akileng pointed out that learning was a continuous process, stating that the training was aimed at fostering professional leadership development and lifelong learning.
He elaborated that the training brings on board university leaders who are entrusted with managing people. Emphasizing that people are the most important resource in an organization/institution, the Dean highlighted the need to train and equip those managing offices, with strategic leadership knowledge, skills and values.
Unpacking the concepts of leadership and management, Associate Prof. Akileng revealed that most organizations need leaders, and not managers. In light of this, he stated that most business schools in the world were emphasizing leadership more than management. He explained the paradigm shift from traditional management practices to leadership-focused training, with a special call to leaders to always adapt and navigate complex organizational environments.
The Principal of the College of Business and Management Sciences, Prof. Edward Bbaale, represented by the Deputy Principal-Associate Prof. James Wokadala underscored the College’s pivotal role as a hub of excellence in Business, Economics, and Management. The Principal highlighted the growing significance of strategic leadership in today’s academic and professional landscapes, noting that even seasoned leaders must continue evolving in their leadership practices.
Sharing his lived experience, Associate Prof. James Wokadala, disclosed that a significant number of people entrusted with offices or managerial positions fear to make decisions. “One of key challenges faced by several organisations and universities is the fear by leaders and managers to take bold decisions. To address this challenge, this strategic leadership training conducted by the School of Business has been designed to empower you, with knowledge and skills in strategic decision making,” he stated.
The Coordinator of Partnerships and Collaboration, Dr. Martin Bakundana highlighted the importance of the program in developing leadership skills in a dynamic business environment. He acknowledged the growing relevance of leadership concepts such as transformational and thought leadership.
“We are at a turning point in the world of leadership, and it is essential for Makerere University to prepare its leaders for the challenges ahead,” Dr. Bakundana said. He encouraged participants to engage with the support team throughout the training, reinforcing the collaborative nature of leadership development. Dr. Bakundana is a Lecturer in the Department of Accounting and Finance, School of Business, at the College of Business and Management Sciences.
The remarks from the aforementioned University officials, set the pace for the training sessions. The first day featured two topics: Strategic Leadership Overview and contemporary issues by Associate Prof. Godfrey Akileng, and Driving Strategic Leadership to promote Organizational performance and success by Dr. Sam Eyamu.
Presenting the Strategic Leadership overview and contemporary issues, Associate Prof. Akileng tackled the following: The concept of change and the need to adapt, disruption being the new normal, strategic leadership styles, strategic leadership skills, as well as the principles of strategic leadership.
He kicked off his presentation by a powerful quote that enabled the audience to understand and appreciate the current business terrain. “We stand on the brink of technological revolution that will fundamentally alter the way we live, work, relate to one another. In its scale, scope and complexity, the transformation will be unlike anything humankind has experienced before,” Klaus Schwab Founder and Executive Chairman World Economic Forum.
Associate Prof. Akileng stated that change is a fact that is inevitable in our lives, with the landscape in which we work, constantly changing. He mentioned that organizations/institutions as well as Organizational settings do change, which necessitates leaders and staff to adapt to the trends by doing things differently. “I implore the leadership and staff to change the way they do things, if we are to survive,” he said.
Acknowledging that disruption is the new normal, he encouraged the participants to confront VUCA situations through strategic decision making. Coined in the early 2000’s, the military-derived an acronym-VUCA, which stands for Volatility, Uncertainty, Complexity and, Ambiquity.
Cognizant that change is inevitable, and that VUCA situations are prevailing in most organizations and business settings, Associate Prof. Akileng introduced the different strategic leadership styles namely transformative, visionary, transactional, and collaborative. He challenged the participants to apply the best leadership style or a blend of them.
For instance, Associate Prof. Akileng advised the middle and top level managers to utilize the collaborative leadership style when marketing a brilliant idea or an innovation. “You must work with others or behind the scenes to ensure that those in authority understand and support your idea.”
Drawing on lessons from past industrial revolutions, Associate Prof. Akileng emphasized that embracing technological advancements is critical for staying relevant. “History shows us that industries that failed to adapt to new technologies inevitably failed to compete,” he remarked.
Specific to education, he explained that COVID-19 disrupted teaching and learning. He added that most of the Universities in Africa that were pre-dominantly delivering lectures through physical interaction had to change and adapt to the terms and conditions dictated by the new normal. Universities embraced blended learning in order to overcome the disruption that threatened their comfort zones and preferred way of doing things.
He cited Makerere University, which deployed a blend of transformative, participant, and collaborative strategic leadership styles to rejuvenate its online learning systems/platforms. The Office of the Deputy Vice Chancellor (Academic Affairs), the College of Education and External Studies through its Institute of Open, Distance and e-Learning (IODel) worked with Colleges and the Directorate of ICT Support services (DICTS) to bring on board academic staff.
The Dean, School of Business indicated that the new normal in university education involves integration of online teaching, digital pedagogies, artificial intelligence (AI), Virtual Reality (VR), and Augmented Reality (AR) in teaching and learning, research and community engagements.
He called upon the participants to take into account the following strategic leadership skills: Foresight, curiosity, decisiveness, active listening, communication and diplomacy. He stressed that active listening is a key skill for a strategic leader.
Tackling the principles of Strategic leadership, the Dean-School of Business pointed out that strategic leaders are always on the top. He added that strategic leaders are innovative individuals, who are always pushing through brilliant ideas.
He notified the participants that strategic leaders take on the format of an eagle. “You must have a great vision with ability to navigate stormy turbulence, exhibit fearlessness, take the initiative, and have a high sense of self determination.”
Presenting to the participants, Dr. Sam Eyamu, from School of Entrepreneurship and Management at Kyambogo University, provided insights into strategic leadership with an emphasis on organizational performance. He defined leadership as the ability to create a lasting legacy through collaboration. “Effective leadership inspires and unites teams, ensuring that their collective efforts have a long-term impact,” he said.
Dr. Eyamu guided that strategic leaders must work with others, be able to influence, and must create change. He articulated that strategic leaders should embrace Artificial Intelligence (AI). He advised university leaders and staff to accept that AI is the new normal, and work together to come up with policies and approaches on the integration of AI in the university systems and processes.
He added that strategic leaders should be resilient with ability to survive and lead the team to the desired goal. He called upon the participants to set goals, use key performance indicators, come up with work plans, score cards, and among other methods that measure performance. He introduced several tools designed to align strategy with performance, including the Balanced Scorecard, Objectives and Key Results (OKRs). Dr. Eyamu disclosed that celebrating small successes can accumulate into significant organizational momentum.
Dr. Eyamu highlighted two distinct leadership approaches: Rapid Fire Leadership, which encourages trying multiple strategies quickly and the Sniper Leadership that focuses on a more deliberate and calculated approach.
He argued that both approaches are valid depending on the available resources, with resilience and persistence being key to success in either model. He also emphasized the importance of clear strategic direction, ensuring that all team members understand their roles in achieving organizational goals.
Additionally, Dr. Eyamu stressed the critical importance of performance measurement tools, such as Key Performance Indicators (KPIs), work plans, and the Balanced Scorecard, to track progress toward strategic goals. He introduced performance dashboards, which provide real-time data, and benchmarking, which allows organizations to compare their performance with industry best practices.
Dr. Eyamu introduced the Triple Bottom Line (TBL) framework, which balances social impact, environmental sustainability, and financial performance. He said that organizations must take a holistic approach to success, considering more than just the financial outcomes.
Presenting the practical tips for success, he encouraged the participants to; adopt a performance measurement framework and tool, foster and reward a culture of accountability and results, lead by example, be transparent by ensuring a consensual decision-making process, and empower team members through delegation of duties and trusting them to deliver.
The first day of the Strategic Leadership Training ignited the strategic leadership potential of the participants, which involves getting out of the comfort and safe zone, to champion the transformation at the institutional or Unit levels. The University leaders and participants in general, were encouraged to take charge by being alert, studying the times and trends, as well as coming up with innovations and strategies to create a positive difference.
The Strategic Leadership Training was moderated by Dr. Martin Bakundana-Coordinator of Partnerships and Collaboration assisted by Ms. Ritah Namisango-Principal Communication Officer.
Kampala, Uganda – December 19, 2025 — The Environment for Development (EfD) Uganda Centre at Makerere University has taken stock of its 2025 achievements and outlined its strategic direction for 2025–2029, with a strong focus on energy transition, climate change, and sustainable natural resource management.
The reflections were shared during the Centre’s annual end-of-year celebration, which brought together members of the EfD Steering Committee, deans from the School of Economics and the School of Agricultural Sciences, government officials, private sector actors, civil society organisations, researchers, and students.
Interdisciplinary Foundation Strengthens Impact
Addressing stakeholders, EfD Uganda Director, Professor Edward Bbaale, highlighted the Centre’s progress in institutional development, research, policy engagement, and capacity building. While acknowledging challenges encountered during the year, he noted that these provided valuable lessons as the Centre transitions into a new strategic phase under the EfD Strategic Plan (2025–2029).
Prof. Bbaale underscored the Centre’s unique positioning within Makerere University, noting that it is jointly anchored in the School of Economics and the School of Agricultural Sciences. This interdisciplinary foundation, he said, enables EfD Uganda to address complex development challenges such as energy transition, climate change, water resources, forestry, biodiversity, and agriculture from a holistic perspective.
“This approach aligns with Makerere University’s policy on research institutes and reflects global trends that increasingly demand cross-disciplinary collaboration,” he said.
He further highlighted existing academic synergies, with PhD students in Economics and Agricultural Economics sharing coursework, and announced the launch of a Master of Science in Environment and Natural Resource Economics, recently approved by the National Council for Higher Education. The programme, jointly developed by faculty from both schools, is expected to strengthen training in environmental economics and natural resource management.
Strategic Direction for 2025–2029
Prof. Bbaale unveiled the Centre’s strategic plan for 2025–2029, anchored on six thematic areas: energy transition; climate change adaptation and mitigation; climate-smart agriculture; water resources management; forestry and biodiversity; and environmental quality.
He noted that climate change remains a cross-cutting issue across all themes, adding that EfD Uganda will continue to work closely with stakeholders to ensure its research informs national policy and practical interventions.
Over the next five years, the Centre’s research will focus on land use and biodiversity conservation, climate-smart agriculture, climate change adaptation and mitigation, and energy transition-areas expected to generate evidence-based solutions for Uganda and the wider region.
Key stakeholders identified for collaboration include the National Planning Authority, the Ministry of Finance, Planning and Economic Development (Climate Finance Unit), the Ministry of Agriculture, Animal Industry and Fisheries, the Ministry of Water and Environment, the Ministry of Energy and Mineral Development, and district local governments.
Major Achievements in 2025
Prof. Bbaale reported that the Centre concentrated its efforts on the three pillars of Makerere University: research, policy engagement, and training.
Policy Engagement
The Centre organised two high-level dialogues on climate-smart agriculture and a policy dialogue on e-mobility under the Inclusive Green Economy (IGE) programme.
“We chose e-mobility because it is a green mode of transport,” Prof. Bbaale said. “Through the IGE programme, we worked with senior civil servants and policymakers to explore how Uganda can transition to a greener economy.”
The programme also facilitated cross-country peer learning among Ethiopia, Tanzania, Kenya, Rwanda, and Uganda. He cited Rwanda’s rapid electrification of motorcycles through taxation and subsidies, and Tanzania’s success in universal rural electrification, as key lessons.
Capacity Building
The Centre conducted more than ten training sessions for fellows, researchers, policymakers, and graduate students. It also recruited a funded postdoctoral fellow Dr. Gemeda Olani Akuma. from Ethiopia, to work on natural capital issues.
“Postdoctoral fellows are critical to knowledge generation,” Prof. Bbaale noted. “If Makerere strengthens its postdoctoral programme, our research output will more than triple.”
He referenced benchmarking visits to South African universities with strong postdoctoral systems, noting that Makerere is steadily moving toward becoming a research-led institution.
New Projects and Institutional Growth
EfD Uganda launched five new projects and expanded its institutional partnerships during the year. These included Sida-funded initiatives, a consultancy with GIZ, the Centre’s first MakRIF-funded project, and grants from the Gates Foundation and the Carnegie Corporation.
In institutional development, the Centre inaugurated 13 new advisory board members, strengthening governance and oversight. Prof. Bbaale also introduced the Centre’s core staff, praising their dedication and commitment to capacity building, including the mentorship of interns and teaching assistants some of whom have since joined institutions such as the Bank of Uganda.
Strengthening National and International Engagement
The Centre deepened collaboration with national institutions, including the National Planning Authority, the Ministry of Finance, Parliament, and the National Water and Sewerage Corporation. Among ongoing initiatives is a study aimed at improving bill payments at the utility to unlock new investments and service improvements.
EfD Uganda is also working with district local governments to build capacity in environmental valuation and natural capital accounting, supported by MakRIF funding from the Government of Uganda.. Trainings were conducted for districts in central Uganda and in Fort Portal.
At the international level, the Centre hosted visiting scholars, including Prof. Edwin Mchapondwa from the University of Cape Town, who trained government officials on community-based conservation, and Prof. Mark Purdon from the University of Montreal, who launched a book on carbon markets.
EfD’s Natural Capital Accounting Model Adopted by Government
A major highlight was the development of a natural capital accounting model, supported by GIZ and now adopted by the Ministry of Water and Environment. The Excel-based MoneyCap model, developed in collaboration with the Ministry of Finance, UBOS, and the National Planning Authority, supports policy assessment by comparing investment scenarios in natural capital.
“This places us at another level,” Prof. Bbaale said, noting that the model aligns with global climate finance discourse and Africa’s emerging coalition of finance ministers for climate action.
Prof. Bbaale warned that Uganda’s agriculture sector must urgently adapt to climate realities, citing erratic rainfall and rising temperatures. He stressed that climate-smart agriculture is critical to safeguarding livelihoods and food security.
The Centre also celebrated the graduation of a new cohort of Inclusive Green Economy Fellows, supported by Sida, and announced five new grants, including a Carnegie-funded project on household and SME energy efficiency and a grant for climate-sensitive macroeconomic modelling and the Makerere Research and Innovation Fund (MakRIF) from the Government of Uganda
Commitment to Policy-Relevant Research
In his concluding remarks, Prof. Bbaale reaffirmed EfD Uganda’s mission to generate research that delivers practical solutions for policymakers and communities.
“Our work asks a fundamental question: how much natural capital are we depleting in the pursuit of growth?” he said. “That is the frontier we are working on.”
He thanked the Centre’s team for their dedication and contributions throughout the year.
Centre Reaffirms Commitment to Collaboration
Dr. Peter Babyenda, Policy Engagement Specialist, reaffirmed EfD Uganda’s commitment to collaboration with policymakers, academia, civil society, and the media.
“Policy engagement includes working with the media,” Dr. Babyenda said. “We remain open to partnerships and invite stakeholders to engage with us.”
He thanked participants for attending the annual reflection event and encouraged continued networking.
Jane Anyango is the Communication Officer, EfD-Mak Centre
December 18, 2025 – Coming after the successful completion of the examination season, and as the year comes to an end, the afternoon, evening and night hours of 18th December 2025, presented the best opportunity, to staff to reflect on the 2025 College of Business and Management Sciences (CoBAMS) achievements in a relaxed environment.
The ever-green Makerere University Guest House gardens provided comfort as staff continued to enjoy this lovely space situated on the Makerere University Main Campus.
The event brought together the Principal, Deputy Principal, Deans of the respective Schools, Heads of Department, academic, administrative, technical and support staff, as well as guests, in a mix of celebration, networking, and recognition.
The end of year staff get-together provided a platform to strengthen collegial relationships, and reflect on the College’s future direction. In the true sense of networking, the event also featured dance competitions amongst staff.
Recognition of CoBAMS staff who received the Vice Chancellor’s Excellence Awards 2025
A key highlight of the event featured recognition of the ten (10) members of staff from CoBAMS who received the Vice Chancellor’s Excellence Award 2025. These included: Early Career Scholar Category-Namugenyi Christabellah and Dr. Richard Ssempala, Mid-Career Scholar Category-Dr. Peter Kisaakye, Dr. Anthony Tibaingana, Dr. John A. Mushomi, and Dr. Kasimu Ssendawula, Senior Career Scholar Category-Dr. Stephen O. Wandera, and the Best Teachers Category-Dr. Patricia Ndugga, Dr. Faisal Buyinza and Mr. Fred Kasalirwe.
Presenting the CoBAMS Awards amidst applause from members of staff, the Deputy Vice Chancellor (Academic Affairs)-Prof.Sarah Ssali flanked by the Deputy Principal of the College, Associate Professor James Wokadala read a special message: “Your dedication elevates the standards of the College of Business and Management Sciences and brings distinction to Makerere University.”
Collective Achievements and Strategic Priorities
Professor Edward Bbaale, Principal of CoBAMS, in his end-of-year message, acknowledged the dedication of all staff and their contributions to the college’s success. “I sincerely thank all colleagues across our academic, research, administrative, and support units for your relentless dedication to advancing the mandate of the College. Your collective efforts remain the backbone of our success and institutional resilience,” he said.
Prof. Bbaale highlighted notable achievements in research and publications, congratulating staff who received the Vice Chancellor’s Excellence Awards and Best Teacher Awards. “These achievements reflect individual distinction and collective pride for our College. I encourage you to sustain this excellent performance,” he said. He further recognised faculty who secured research grants from Mak-RIF, international development partners including the Gates Foundation, UN-PAGE, GGGI, the World Bank, and Erasmus+, noting that such successes reflect growing global trust in CoBAMS scholarship.
The Principal underscored the college’s role in fostering institutional growth and partnerships. “I appreciate colleagues who have initiated and advanced Memoranda of Understanding with domestic and international partners. These platforms strengthen relevant academic training, impactful research, and policy engagement,” he said.
He highlighted new academic programs responsive to Uganda’s economic and societal needs, emphasising the college’s forward-looking and development-oriented approach.
Prof. Bbaale praised initiatives promoting staff welfare and cohesion, including the CoBAMS Physical Fitness Programme and the Mak-CoBAMS SACCO.
On infrastructure development, the Principal noted, “Government has allocated resources to commence the CoBAMS Infrastructure Expansion Project, and the University Council has approved two strategically located plots of land for its implementation. We shall actively engage the design consultant to ensure the buildings meet our teaching, research, innovation, and policy-engagement needs.”
He concluded his remarks by acknowledging life’s challenges alongside successes, extending condolences to staff who lost loved ones in 2025 and seasonal greetings: “As we step into 2026, I wish you and your families a year filled with God’s abundant blessings, good health, professional fulfilment, and personal joy. Merry Christmas and a Happy New Year to all.”
DVC Academic Affairs praises Research, Innovation, and Integrity
The Deputy Vice Chancellor for Academic Affairs, Professor Sarah Ssali, praised CoBAMS for its contribution to Makerere University’s strategic goals.
She extended warm greetings from the university management, including the Vice Chancellor, and underscored the importance of every staff member’s role. “Whatever role you play, you are adding a brick to this institution, just as those before us did,” she said.
Prof. Ssali highlighted the college’s research-led initiatives, emphasizing the importance of postgraduate and doctoral programs as a pipeline for academic excellence. “I commend CoBAMS for taking this seriously. Your work reflects the university’s strategic direction and internationalisation,” she said.
She noted the recent launch of the CoBAMS Working Paper Series and encouraged its development into four journals in economics, business, statistics, and planning in the near future. “This will allow graduate students to actively contribute, mentoring the next generation of scholars while strengthening Africa’s knowledge production and decolonising knowledge,” she explained.
The DVC Academic Affairs acknowledged CoBAMS for innovative approaches to research and value addition. “During the Entrepreneurship Expo, your work with coffee demonstrated how one thematic area can generate multiple products—from coffee oil to bath scrubs—showing creativity and value addition. Similarly, demography and population studies contribute crucial expertise, from census data to electoral processes,” she said.
Prof. Ssali encouraged the college to document and develop indigenous knowledge systems. “Your role as a college is to study local economic models, explore African-informed business and economic practices, and produce scholarship that reflects local realities,” she said.
She congratulated faculty members who secured research grants, published in peer-reviewed journals, or served as editors, noting that these achievements reflect both individual excellence and the academic culture of CoBAMS.
Reflecting on the Professor Emmanuel Tumusiime-Mutebile Centre of Excellence at Makerere University and the research promoted by the Tumusiime Mutebile Foundation, Prof. Ssali called for rigorous development of the initiative. “While research chairs focus on individual scholarship, Centres of Excellence build pipelines of knowledge for future generations, preserving the legacy of scholars namely Dr Mutebile in monetary policy, finance, and banking,” she said.
Networking and Teamwork
In his address, Associate Professor James Wokadala, the Deputy Principal of CoBAMS, emphasized the importance of networking and teamwork. “Today is a day for networking. This is a time to connect socially, celebrate, and reaffirm our commitment to serve Makerere University and, specifically, our College.”
He applauded staff for supporting the college’s teaching, learning, research, and student mentorship activities. He highlighted CoBAMS’ innovative initiatives, including the CoBAMS SACCO and the CoBAMS fitness club, which promote teamwork, wellness, and collegiality.
He thanked the event organisers for their efforts and acknowledged those who have supported administrative processes, such as fast-tracking promotion applications. He called upon staff to continue collaborating to serve Makerere University, the nation, and humanity.
Staff Appreciate the get-together moments
Charmed by the spirit of celebration, dance competitions amongst staff, and the choice of trending music, a significant number of staff stayed at the venue until the party came to a complete stop at 10:00p.m.
The following day (19th December 2025), the rejuvenated staff took to the College WhatsApp platform, and wrote messages, acknowledging being refreshed, feeling nice and young again. They requested the College leadership to plan for more of such engagements that promote teamwork, collegiality and good health.
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