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Figure 1.1 Relationship between values, leadership challenge and management tools
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Key to valu es.

1 = Open-mindedness. 2 = Getting things done. 3 = Strategic thinking. 4 = Grounding in reality.
5 = Analytical skills. 6 = Afro-centric confidence. 7 = Realised potential. 8 = Multi-skills.
9 = Articulate communicator 10 = Personal Commitment.

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Rea lity ch eck

The organisers of a Leadership Seminar had arranged that Fellows stayed for six days and had given them daily allowances for
the whole period. It was later agreed that the seminar should end one day earlier to allow Fellows to be home for the weekend
and spend time with their families. Fellows worked in the evening, and it was possible to leave one day earlier. Just before
departure, the organisers wanted Fellows to either return a day’s allowance or accept that an adjustment would be made during
the next module. A heated debate followed: ‘we worked late at night and in fact the organisers owe us more money as overtime’
said some Fellows. Others were upset that this request for a refund had not been made when the discussion on ending the
seminar early had been discussed. Only one Fellow boldly asserted ‘I am ready to hand back money for the day in question’. As
one facilatator later observed, ‘changing twenty years of training in the bureaucracy will take more than a seminar’.
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Ap p roac h to Lead e rship Ch all enge Ses sions

1 Short lectures (mainly using overheads).
2 Exercise sessions where each Fellow works alone.
3 Group discussions where Fellows can challenge each other, using their notes from (2) above.
4 Reviews to synthesise key concepts from group discussions, and
5 Case studies to expose Fellows to real-life experiences.
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Rea lity ch eck
During the 2000 Food and Nutrition Policy Seminar, a topical issue was the debate on land in Zimbabwe. Fellows acknowledged
that the problem was one of unemployment rather than of land ownership. It was suggested that the current leadership had all
along been driven by the need to distribute land (from the days of anti-colonial struggles). The leadership had failed to recognise
that the new followership was less interested in land and were interested in industrial jobs that offered a better life than farming.
The charge that the new generation (referred to as ‘born frees’ to underline that they were born after independence in 1980)
wanted to go back to colonialism was attributed to the failure by leaders to change in tune with the changing followership.
Mugabe (like Kenyatta before him and later Mandela) had recognised the need to retain all the skilled personnel at
independence and had advocated for reconciliation. These were the nationalist leaders who recognised the need for land as the
basis of economic development in Africa. Unlike Kenyatta, Mugabe has ruled for longer and is therefore coming face to face with
changed followership; while Mandela handed leadership to a younger generation better able to confront the new followership.
Political and social reconciliation at independence had not been popular with the African followership, who felt that some
kind of redress was needed then. The nationalist leadership had prevailed in pushing through the vision of reconciliation, with
the proviso that ‘we should forgive, but not forget’ – Kenyatta. In the case of Mandela, his successor (Mbeki) had pacified the
followership by pointing out that ‘there can be no reconciliation without transformation’. In Kenyatta’s case, he had dismissed his
vice-president (Odinga) and ex-freedom fighters like Kaggia in 1965 for expressing precisely the same sentiments. Similarly,
Mugabe had a difficult time with some of the former combatants, especially people like Tekere and the late Herbert
Ushewokunze, who had called for an early and concrete redress of the colonial legacy – like employing all the ex-combatants in
the new State apparatus. In Zambia and Malawi, the nationalist leadership had stayed on longer, and had finally been dismissed
by the followership (through elections).
Support given to the opposition parties by White Farmers in Zimbabwe during 2000 has been particularly painful for
Mugabe, who has seen it as a stab in the back by those he had defended in the 1980s, only to be his opponents two decades
later. With a changed followership and environment, Mugabe resorted to the vision he understood – the nationalist struggle for
land rights – to deal with the sense of betrayal and to confront the socio-economic problems created by two decades of policies
pursued without sufficient attention to the economic reality.
The prophetic words from one of Mahoso’s poem have come to haunt the post-colonial leadership –
Shall the stump reconcile itself to the bulldozer

while the bulldozer is only refuelling?6
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Figure 2.1 Individual as leader and follower within an organisation
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in upper triangle
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Leader
in lower triangle
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Figure 2.2 Place of Leadership Challenge
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Government stakeholders in Food and Nutrition Policy

Organisational Opportunity Leadership Problem
Ministry of Health and Child Welfare
• Has sensitised many sectors on nutrition and the need • A reduction in number of nutrition cadres.
to reduce malnutrition.
• Decentralisation of services can mobilise other • Leadership is no longer supportive of food and nutrition
supporters for nutrition activities. policy.
• It is the current promoter of food and nutrition policy. • Reduction in number of nutrition cadres in provincial
office.
• Existence of food and nutrition teams in Mashonaland • Reduced budget and personnel for nutrition at all levels.
Central Province and Districts.
National Economic Planning Commission
• Its housing of FNC allows NEPC to be better-informed. • Failure by Government sectors to prioritise nutrition in
the face of dwindling resources.
Ministry of Agriculture
• Existence of country-wide staff and farmer literature in • Inadequate food and nutrition documents in local
Agritex. languages for use by farmers.
• Adequate data on food and security. • Poor access to market information for different crops
(local and imports) by stakeholders.
• Poor access to market information for different crops • Inadequate resources for data collection.
(local and imports) by stakeholders.
Ministry of Labour and Social Welfare
• Compatibility between Nutrition policy with Poverty • Low capacity in partner institutions for the Poverty
Alleviation Programme and policies. Alleviation Programme.
• Co-ordination mandate given to the Department of • Inadequate human resources to co-ordinate
Social Welfare (DSW). programmes for orphans and pensioners.
• Availability of urban green-belts and reclaimed water to • Increased numbers of orphans and retired persons
promote household food security for DSW without pensions.
Ministry of Information, Posts and Telecomms
• Extensive print and electronic infrastructure exists. • Threat to advocacy sustainability due to high cost of air-
time, especially with electronic media.
• Existence of strong advocacy skills to reach smallholder • Food security is not a topical issue at household and
farmers in MIPTC. policy levels.

Non-Government stakeholders in Food and Nutrition Policy
Organisational Opportunity Leadership Problem
Consumer Council of Zimbabwe
• Harsh economic situation favours consumer education. • Lack of resources for consumer education.
• There is an adequate national infrastructure. • Communication Officers lack information and budget
for food and nutrition programmes.
Zimbabwe Farmers’ Union
• Desire by small-holder farmers to become rich. • Lack of resources to train farmers on food processing
and preservation.
• There is a diverse and large production base among • Lack of information on food and nutrition.
membership.
• There is a good membership structure. • Lack of appropriate technologies and resources.
• Commitment to food security, with clearly stated • Lack of qualified personnel and budget for food and
objectives. nutrition work.
Food Manufacturers
• Export markets created for companies by SADC trade • Negative impact of high input costs on product
protocol. competitiveness.
• Existence of food fortification and distribution policies in • Lack of access to modern technologies for Food
the country. Manufacturers.
Non-Governmental Organisations
• The existence of broad-based NANGO membership. • Lack of confidence among members in its capacity in
food and nutrition issues.
• Adequate access to donor resources by Christian Care. • Weak teams without enough understanding of issues.
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Table 3.1 Three relationships to manage the Leadership Challenge
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Af ric an L ead e r sh ip C re ed
I shall follow and lead,
from my African reality,
with justice
and with pride in my African inheritance.
This Leadership Creed captures five elements:

1 Personal commitment to good leadership.
2 The dual position of individual as leaders and followers.
3 A grounding in reality (as leader and follower).
4 A need to see justice done at all times.
5 Pride in the incorporation of African inheritance into leadership.
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African inheritance, reality and justice
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