EXPANDING WOMENS TERRITORY File - 2020 PDF

Expanding Women's
territory in Leadership
and Nurturing the Nation
A GUIDE TO WOMEN'S LEADERSHIP

EXPANDING WOMEN’S TERRITORY IN LEADERSHIP AND NURTURING THE NATION
Expanding
Women’s territory
in Leadership and
Nurturing the
Nation
A Guide to Women’s Leadership
A PROJECT OF MINISTRY OF PUBLIC SERVICE

AND GENDER AFFAIRS
Women’s Leadership Technical Committee

8/29/2020
A GUIDE TO WOMEN’S LEADERSHIP 1

FOREWORD
W
omen’s leadership emanates from inherent and environmental
factors that contribute to her success, chief among them being
her agency. A woman’s intrinsic ability or belief in herself and
awareness of her rights ‘power within’, as well as her ability to affect her life by
having power to make choices and to control acquired resources. Women’s
collective agency is transformative, promoting change in society and policy.
While individual women might have limited voice, acting together, groups of
women and girls can exert much more pressure to overcome constraints to
womanhood leading to outcomes on structural, legal and practice barriers
to meaningful gender parity.
REINVENT has been privileged to walk with the Women in leadership

Working Group as a member as well as partner whose purpose is to
strengthen the agency of women in securing the peace, safety and security
of Kenya. At REINVENT we believe that strengthening women’s collective
agency is central to achieving greater voice and power to leverage gender
justice in peace, security. Unfortunately, the everyday experience of insecurity,
negative normative values, dominating masculinities and societal construct
undermines women’s ability to participate and determine the course of justice
in a community. Working with this Women in Leadership caucus, through this
book, we challenge and hold to account all sectors of society to commit to
promotion of opportunities for women leadership and decision making.
REINVENT sees this book, as a major milestone in the journey towards

strengthening women’s agency, power and voice because it is written
by versatile women who are leaders in their own right, leading in various
spaces, as academics, development strategists and practitioners, all deeply
committed professionals with a vision to see more women in all sectors of
2 A GUIDE TO WOMEN’S LEADERSHIP

society (Governance, Peace, Security, Economy, Education, Media, Arts and

Entertainment, Religious, Family, literally across the board arise and lead.
Through this book, women are encouraged to build on the foundations of
other women who pushed open the leadership doors by challenging deeply
rooted cultural, patriarchal and structural barriers, norms and practices that
otherwise deny girls and women opportunities to lead and contribute to a
safe, secure, healthy and balanced nation. In such a nation, every citizen
male, female, young and old, have equal opportunities to dream, and blaze
new trails with boldness and courage.
“Expanding our territory” is a must read for all women (and men) who aspire
to lead, from the very basic level, to the highest office in the land. I exhort
you to learn from these pioneering women and be inspired to take women’s
leadership a notch higher. To believe in the possibilities of Women Leadership!
Jacqueline Mbogo
Chief of Party, REINVENT Programme,
Tetratech International Development

ACKNOWLEDGMENTS
T
he Women in Leadership and Decision-Making committee thanks
the State Department for Gender for giving the women a platform to
harness and enhance women leadership at all levels hence expanding
women territories
The working group is mandated by the State Department for Gender affairs to
co-ordinate all efforts by stakeholders, both State and Non-State, including
development partners in the gender sector towards enhancing women’s
participation in leadership and decision making at national and county
levels through the existing policy structures. This entails working to synergize
formulation and review of national priorities, policies, and strategies that
promote women’s participation in leadership and decision making and
tracking progress in implementation of agreed actions and their impacts.
It also involves establishing and strengthening linkages among partners
within the gender sector; creating a platform for information sharing and
joint knowledge management within the sector and beyond; coordinating
mapping of partners’ areas of work for effectiveness and non-duplication of
efforts; coordinating funding mechanisms of development partners to the
sector and promoting joint initiatives amongst stakeholders in the sector,
all aimed at promoting, enhancing and tracking women’s participation in
leadership and decision making.
The writing of the material was coordinated by Prof Wanjiku Mukabi Kabira
who is the chair of Women in Leadership and Decision-Making Technical
Committee. Prof. Kabira coordinated the team that wrote the different sections
of the manuscript. We gratefully acknowledge the role of Masheti Masinjila,
the Director CCGD, who took time to review the drafts. The committee of
Women in Leadership and Decision-Making Technical Committee is grateful
to its members for their dedication to generating the content in this book. We
are also grateful to the Ministry of Public Service and Gender Affairs for their
support and contributions that saw the completion of this work.

The booklet is an initiative of Women in Leadership and Decision-Making

Committee which is one of the task forces of the Ministry of Public Service and
Gender. The following are the members of this Committee: Beatrice Kamau
from the Women’s Political Alliance-Kenya, Jane Gitonga of Independent
Electoral and Boundaries Commission, Milka Kariuki of the Collaborative
Centre for Gender and Development, Wambui Kanyi of the African Women
Studies Centre at the University of Nairobi, Julia Nyokabi Chege of Premier Peak
Leadership Foundation, Mercy Mwangi of Kenya Women Parliamentarians,
Annastacia Mwangi of the Office of Registrar of Political Parties (ORPP), and
Jacinta Makokha from the Tetra Tech International Development / REINVENT
Programme. The editorial input into the manuscript provided by Dr. Wanjiku
Ngunjiri is gratefully acknowledged.

Table of Contents
FOREWORD 2
ACKNOWLEDGMENTS 4
ACRONYMS 8
PREFACE 9
CHAPTER 1: UNDERSTANDING WOMEN’S LEADERSHIP 11

Introduction 11
Key issues in women’s leadership 12
The need to create new leadership models 12
Political leadership, women and leadership theory 13
Patriarchy 13
Politeness 14
Perfectionist 14
Women adapt to societal changes 15
Proclaiming women’s special attributes 16
Self-pride 16
Power 16
Passion 17
Proactive 17
Women’s Alternative Leadership Models 18
Women leading has made gradual progress 18
CHAPTER 2: WOMEN’S LEADERSHIP MODELS. 20

Introduction 20
Cultural Change 20
Matriarchal contexts 21
Women’s leadership from women’s perspective 22
Women in traditional power systems 22
Motherhood as an alternative leadership model for African women 23
President Ellen Sirleaf-Johnson 23
Phoebe Asiyo 25
Charity Ngilu – Governor Kitui 26
Wangari Maathai 27
Alice Wairimu Nderitu; 28
Winnie Madikizela-Mandela 29
Women’s Consultative Leadership 30
African Women’s Religious Leadership Models 30
Conclusion 31

CHAPTER 3: WOMEN IN POLITICAL LEADERSHIP AND

DECISION MAKING: A HISTORICAL APPROACH 32
Women Leadership in Elective and Appointive Positions 34
Women and elective Leadership 34
The rise of women political leaders 34
Specific strategies of Promoting women’s participation along the
Electoral Cycle 37
Conclusion 40
Appointive Leadership. 41
Expanding our territories 42
Women in Decision Making Positions 43
CHAPTER FOUR: CELEBRATING WOMEN’S LEADERSHIP

IN OTHER FRONTIERS 45
Emerging context of leadership in academia 45
Cultural Context of Women Leadership in Kenya 45
Economic Context of Women Leadership in Kenya 46
Religious Context of Women Leadership in Kenya 47
The often-Forgotten Categories of Women’s Leadership 48
Women’s organizations and women’s movement 48
Leadership in Women Self Help Groups 48
Celebrating Women’s Leadership in other Frontiers 49
Case Studies of Women Leaders 50
Grace Onyango 50
Conclusion 62
CHAPTER 5: TRANSFORMING WOMEN’S LEADERSHIP

IN KENYA: OPPORTUNITIES & STRATEGIES 64
Introduction 64
Recreating a women’s philosophy of leadership 64
Documenting their experiences 64
Knowledge of what women want 65
Transforming hidden leaders into visible leaders 65
Space for women’s innovation 66
Develop a common women agenda 66
Building Strong Women Negotiations Teams 67
Strong Networking and Collaboration Among Women 68
Conclusion 69

ACRONYMS
AWSC African Women Studies Centre
BBI Building Bridges Initiative
CA Cabinet Administrative Secretary
CCGD Collaborative Centre for Gender and Development
CEDAW Convention on the Elimination of All Forms of Discrimination
against Women
CECs County Executive Committees
CEO Country Executive Officer
COK Constitution of Kenya
COVAW Coalition on Violence Against Women
CRDM Child Rights Defenders Movement
CTWOs Come Together Widows and Orphans
ECWD Education Centre for Women in Democracy
FAWE Foundation for African Women Educationalists
FEMNET African Women’s Development and Communication Network.
FGM Female Genital Mutilation
ICCPR International Covenant on Civil and Political Rights
ICJ International Commission of Jurists
IEBC Independent Electoral and Boundaries Commission
KANU African National Union
KCA Kikuyu Central Association
KEWOPA Kenya Women Parliamentary Association
KNCHR Kenya National Commission on Human Rights
KWFT Kenya Women Finance Trust
LKWVs League of Kenya Women Voters
MCA Member of County Assembly
MHM Menstrual Hygiene Management
MPSGA Ministry of Public Service Youth and Gender Affairs
MYWO Maendeleo Ya Wanawake Organization
NCWK National Council of Women of Kenya
NGOs Non-Government Organizations
PLWDs Persons Living with Disabilities
SRC Salaries and Remunerations Commission
YES Youth Employment Summit
UoN University of Nairobi
WA Ward Administrator
WPA-K Women Political Alliance - Kenya

PREFACE
T
his guide is the product of consultations among the members of the
technical team of the Women’s Leadership Taskforce under the Ministry
of Public Service Youth and Gender Affairs (MPSGA) Gender Sector
Working Group initiative. The members realized that though there have been
a lot of literature and initiatives for promoting women’s leadership, there still
exists a gap in defining women’s leadership. As such, there is no consensus
on what women’s leadership consists of among the various stakeholders.
This prompted the members to start exploring and documenting the unique
characteristics of outstanding African women leaders who have exhibited
models of leadership that differs from the conventional masculine leadership
characteristics. The guide aims to redefine leadership from a women’s
perspective, a departure from the conventional masculine perspective of
leadership, often marked with violence and intimidation.
The authors have identified various models of women’s leadership, such as

motherhood and sisterhood, in various sectors including political, cultural,
economic, civil society as well as emerging leadership areas such as peace
mediation. The guide presents17emerging women leaders, who represent
various areas of leadership from mayors, younger women in civil society, peace
negotiators, those in the arts and culture, women in media and educationists.
We take note of women who took advantage of their circumstances to
positively transform the lives of other women, such as Kenya’s First Lady H.E
Margaret Kenya and county first ladies. The guide has briefly illustrated the
type of leadership demonstrated by each of these women, which can be
emulated by other women.
The leadership model presented in this guide provides guiding posts for
young women who have passion and have taken their position in the line of
women’s struggle. It comes at a moment when women leaders who were in
the forefront in the women’s struggle during the second liberation struggles
and in the making of the constitution are gradually handing over the baton
to the younger generation of women. The guide also discusses the need to

infuse women’s leadership at all levels in order to develop a new type of

leadership of nurturing and humanizing institutions of governance at all levels
including Nyumba Kumi, Ward Committees, and County Administration,
which includes Chiefs, Sub County and County Commissioners. This is in line
with the “utu” philosophy1 .The guide provides useful strategies for promoting
this new type of leadership and changing mainstream politics.
Women, who aspire to get into leadership in any sector, will find this guide
useful in providing alternative leadership models that they can emulate, in
order to restore ‘Ubuntu’ and create a healthy society.
1
Mary Kinyanjui (2019) A lone ranger: My journey towards becoming a feminist geographer in Nairobi,
Kenya,Gender, Place & Culture, 26:7-9, 1159-1169, DOI: 10.1080/0966369X.2018.1556616

CHAPTER 1
UNDERSTANDING WOMEN’S LEADERSHIP
Introduction
T
his chapter explains some key concepts in relation to women’s leadership.
The concepts shed light into the invisible, dynamic and always evolving
attitudes and competencies that shape women’sleadership.The journey
of women’s leadership in Kenya can be traced back to the pre-colonial and
colonial era with the legendary figures such as Mekatilili wa Menza among the
Miji-Kenda community to Wangu wa Makeri in Central Kenya (Kamau, 2010).
Mekatililiwa Menza and Wangu wa Makeri represent the first generation of
women leaders in Kenya. This struggle has continued into present day Kenya
as women struggle to take up leadership in the different social, political and
economic forums. These demonstrate that women are not just wives and
mothers but leaders in their own right. This appreciation of leadership models
will inform and encourage readers to understand their leadership disposition,
its potential and then leverage on it to become better leaders.
Oxfam defines transformative leadership as: “A social change strategy

which focuses on providing an enabling environment for the actualization
of the leadership potential of individuals; influencing others to bring about
fundamental change and facilitating the empowerment of others ... it includes
every act of leadership identified in all arenas, including the home, formal
and informal milieus, among others.”4 Leadership starts with oneself. From
there it ripples outwards to the home, the community and beyond. (Kabira
2018).

Key issues in women’s leadership
The need to create new leadership models

Women are equally interactive in their leadership. They have demonstrated
high organizational skills in villages and churches. But these skills have not
been acknowledged, in the tradition of men’s world and men’s definition
of leadership. It is these observations that call on the need to redefine
leadership, to the kind that includes women’s experiences as seen across the
globe. Leadership that stand out and is demonstrated through excellence in
politics and business.
Political leadership, women and leadership theory

Early philosophers such as Plato and Aristotle2 justified why women should
not be and could not be leaders. They developed theories about the nature
of politics and leadership and their views on why women should not, and must
not lead because they had no capacity to lead and because they were never
meant to lead. These early classical scholars created theories that excluded
women from leadership, as illustrated in the text below:
“Wherefore women are more compassionate and more readily

made to weep, more jealous and querulous, fonder of railing,
and more contentious. The female also is more subject to
depression of spirits and despair than the male. She is also
more shameless and falser, more readily deceived, and more
mindful of injury, more watchful, more idle, and on the
whole less excitable than the male. On the contrary, the male
is more ready to help, and, as it has been said, braver than
the female; and even in malaria, if the sepia is struck with
a trident, the male comes to help the female, but the female
makes her escape if the male is struck”, (Aristotle, (History of
Animals, Book IX).
Arguments have been peddled that Jesus was a man and he only chose male
disciples, applying biblical justifications in support for male leadership over
that by women. This view completely ignores female leaders in the bible such
as Queen Esther, the wife of King Xerxes, Hannah the mother of Samuel,
Abigail the wife of Naboth, among others who provided leadership at different
2
Borghini, Andrea. “Plato and Aristotle on Women: Selected Quotes.” ThoughtCo, Jul. 24, 2020,
thoughtco.com/plato-aristotle-on-women-selected-quotes-2670553.

times. Drawing on these examples, women’s leadership philosophy needs to

be understood from this resilience exemplified by women in all religious texts
including the Quran, and from African traditional contexts where women
served as healers, prophetesses and community leaders.
There are African proverbs that have also been used to disparage women
as leaders, and are often quoted to justify why women should not lead. A
selection of these is listed below:
‘A woman is like the sky; she is not predictable’(Gikuyu)
“Don’t marry a woman with big feet”.
“ A woman is a goat, a man bright red cola nut” (Zaire).
“A woman is like a guard, she cannot balance” (Gikuyu).
“ There are no secrets before a woman” (Zimbabwe).
Attention should now shift to new perspective of women’s leadership, that
peels beneath the myths of masculine leadership to expose models that have
been demonstrated by women leaders such as: Ellen Sirleaf Jonson, the former
President of Liberia, Phoebe Asiyo, Kenya’s former Member of Parliament and
a leader of women’s movement for over six decades, Wangari Mathai, the
Green Belt Movement leader and the Nobel Peace Prize winner in 2004,
Eddah Gachukia, a thought leader in education, Field Marshal Muthoni, a
leader in the liberation movement of Maumau, Winnie Byanyima, a leader in
the liberation movement of Uganda, and currently a leader in international
development and humanitarian response, among others.
Patriarchy
Patriarchy has been variously defined as a social system, where the role of the
male as the primary authority is at the centre of the human ecosystem. When
men have the overarching authority over women, children, resources and the
natural environment, and it thrives on female subordination to this authority,
(Walby, (1990)3 . As already noted, the Aristotelian philosophy perceived
women as inferior to men in all possible attributes, which justified male
domination of women, (Johannsdottir, 2009)4 . Notably, Aristotle believed
that, ‘… women were the defective part of humanity, having developed as a
mistake when the temperature during conception was too low’, (Weitz, 2003)5.
Discussions around patriarchy explains the thinking behind conventional
3
Walby, Sylvia (1990). Theorizing patriarchy. Oxford: Blackwell.
4
Johannsdottir, Nina Katrin (2009). Patriarchy and the subordination of women. From a radical feminist
point of view.
5
Weitz, Rose (2003). The politics of women’s bodies: sexuality, appearance and behaviour. New York:
Oxford University Press.

subordination of women, and how it determines their self-realization. Thus, in

patriarchal thinking, women are not expected to be leaders, as it is a system
of power that assigns roles to men and women, and women do not qualify
for leadership within that set up.
It rationalizes why women must occupy the low status positions and then
creates structures and value systems to keep them in that place. Because of
the socialization process, many African women have taken over both their
roles and those assigned to men in the structural arrangement of society. For
example, among some communities, dowry is still paid for women. Some
unmarried women even pay dowry for themselves either to their brothers,
fathers or uncles to be free to then receive dowry paid by their daughters’
in-laws. The language used, the symbols, clothes and the toys bought for
girls and boys all indicate that patriarchy still dictates the management of
day-to-day life.
When women become leaders, they join patriarchal leadership ideologies,

where they do not challenge the entrenched political systems. Instead they try
to become like men in order to fit into the limited spaces allowed for women.
Women socially conform to roles, even those that are implicit. For instance,
they constantly self-sacrifice, remain restrained in their approach, are often
passive and modest, to fit into the expected behaviour. They prefer looking
dignified and accept narrow roles because that is what the society expects of
them.
Politeness
Society demands that women never show anger, always smile. Mary Njeri
Kinyanjui in her ‘Utu feminism’ acclaims her right to be angry with society,
she will not say ‘thank you’ when she is ignored, insulted, if she is sat on,
so she will not keep quiet6 . She is right. While politeness is a virtue, you
need to think about the context and what it does to us. We are polite, yes
but we cannot allow our politeness to be misunderstood for foolishness. This
virtue in the context of patriarchy, the masculine leadership negates women’s
interests and values. Women should claim the space to define politeness for
themselves. Not the politeness that reflects a patriarchal philosophy, but one
that demonstrates their power.

6
Mary Kinyanjui (2019)

Perfectionist
The society expects that women do everything right for everybody, including
cooking. Nobody wants to imagine that cooking is an art and it requires
resources and skills. This expectation makes some women feel immobilized.
They are afraid of being seen as imperfect. Sometimes women in trying to
beautify themselves do things that are detrimental to their health, the face,
the eyes and hands. They think they are valuable if they decorate themselves
and look pretty. This happens a lot with women from urban centres and elite
classes. It is much less prevalent among peasant or a slum dweller, who have
neither the time nor the resources, as they tend to be too busy making ends
meet. Gender trainers and workers tell us they have been analyzing what men
and women do in a 24-hourday. Women in most cases wake up earlier than
the men and sleep later. As one-woman trader from Kariobangi, Wanjiru wa
Kaguru said, “were it not for darkness, women would never rest. They would
work for the full 24 hours”.
They have no word for leisure and the men cannot understand what women
would do if they were not busy working. This is despite the fact that human
beings need to reflect and to rest their body and enjoy wellness. Gender
division of labour is key to women’s leadership, and where it is skewed in
favour of men, it significantly affects women’s entry into leadership. This
overbidding of women should be reviewed. Women will tell you that they
leave leadership to men because they are too busy, while men have more
time to spare. The truth is that this is not a coincidence but patriarchal by
design.
Women adapt to societal changes

African women often make decisions where they have space and often create
their own networks to help them meet their own needs, this is particularly so
now when even land is scarce and demands for their children are many and
men seem to have been dislocated from their old traditional roles where
they had power. Society is changing and women have had to adjust to
changes including occupying the spaces that were traditionally defined as
male spaces. In many cases women have taken over men’s roles. They offer
security at home, they pay rent, they ‘put ugali on the table’, pay school fees,
guide male and female children on career paths and goals. They have taken
up roles viewed as traditionally men’s. They are security officers, touts, armed
forces, truck drivers, pilots, in addition to being parents. In their groups, they
create their own structures, their philosophy and leadership styles. The men

who are retiring seem lost when they go home and have no job to return to
but their wives are busier in the community than the men can ever be.
Proclaiming women’s special attributes
As leaders, we need to build on some areas that will help us become feminist/
women centered leaders. Below is a list of core attributes that women must
uphold:

Self-pride
a) We must be proud that we are women and acknowledge that our
experiences as women are unique and will contribute significantly to
building our societies, to nurturing the Nation and humanizing the
state. These experiences are legitimate.
b) The reason why we are not automatically in elective leadership and
appointive leadership is by design. We know this. We must change it
and we are doing it. We are entitled to be leaders
c) Women have to be proud that they are women, whether we are career
women, working at home or ‘kibarua’. We must be proud of the fact
that we are women at whatever age. We must not internalize the
negative definitions of woman. Self-pride is crucial for women
leaders. We must speak for women and all other groups we take care
of such as the elderly, children and marginalized groups.
d) We must acknowledge that this has been a man’s world where women
have no place. We are not there because we do not qualify. This is a
fallacy. It is by design and this too must change because we are not
children of a lesser God.
e) We should not aspire to be like men. It is absolutely unnecessary,
instead, women should utilize their uniqueness to improve leadership.
f) We are enough. We must be proud of our womanhood and claim our
place in this God given world.
Power
a) We must know that we are the majority and that in itself is power.
b) If we are organized as women, we will change this world, we will
improve our society. We will create a new society.
c) Even if we are older women, we must know that if we turn mom upside
down, it will spell WOW, wonderful older women, wise older women,
witty older women.
d) We must claim the power we have, which is based on our knowledge of

and our nations and our constituents for this is our mission, whether we are
Members of Parliament (MPs), Senators, Members of County Assembly
(MCAs), Cabinet Secretaries (CSs) Cabinet Assistant Secretaries (CASs)
Permanent Secretaries (PSs) chiefs, Regional Commissioners, heads of
Nyumba Kumi, head teachers, business leaders etc. This is our mission
as women! Transforming our societies.
the world and our experience, with the world.
e) We must walk in pride like Akoko the daughter of Chief Ogni of “The
River and the Source” Margret Ogolla’s story7.
Passion
a) We must move away from being sleep walkers. If we do, we shall have
a passion for life and our cause.
b) Let us have passion to transform our societies for ourselves, our families
c) Let us be proud African women at whatever age. Passion gives you a
drive. We must tell our story as women and tell it passionately. Listen
to other women, they will tell you how happy they are, you are their
leader. (Kabira 2018)
d) The starting point for knowing about what women think about
themselves as leaders is women themselves. Ask them but use
the language they understand.
Proactive
a) Women can take charge of their lives and their destiny wherever they are.
b) Older women have experience and knowledge. Other women can
build their experiences and knowledge. This gives them hope that they
can bring the change they want in politics, the economy and culture.
This includes both living such as Jael Mbogo, Eddah Gachukia, Juliah
Ojiambo, Micere Mugo, Margaret Ogola, Asenath Odaga, Wanjiku
Mukabi Kabira, Grace Onyango, Phoebe Asiyo, and those who have
passed on such as, Wambui Kenyatta, Marjorie Oludhe, Prof. Grace
Ogot , among many others on whose shoulders you stand. This is why
you can see further. Being proactive in building knowledge on women’s
leadership and learning from our history is very critical.
c) Let us learn from women who retire and go back to their homes and join
chamas, women’s guild, catholic women’s association, among others.
Why do women elect them there? What about those women who have
been leaders in the women’s movement?
7
Ogola, M.A (2004). The River and the Source. Focus Books.

d) This is what our mothers have done in the past. They have come together
to assist each other. We can do the same. Through collective action we
must; Change our identity from the one we were given by society to that
one we want to be.
Women’s Alternative Leadership Models
We must think about how women get to leadership and what they do when
they get there. We must challenge the gender-blind notions of leadership. We
have to learn how to conceptualize leadership of women.
Some of the ideas that we need to focus on include;
i. Changing the narrative. We must tell our story of women’s leadership
from women’s knowledge and experiences. We must theorize on
women leadership based on women’s practical experiences. Let us ask
our leaders, “why do you succeed”? Let them tell us their stories.
ii. Creating new tools for feminist theorizing, where women’s reflections on
their lives and leadership begin to inform feminist leadership theory.
iii. Countering leadership stereotypes that continue to be perpetual.
Reject the stereotypes of Wangu wa Makeri, where women’s leadership
was portrayed negatively.
iv. Dismantling “masters” house, male leadership must be humanized. It
must introduce feminist perspectives.
v. Make meaningful description of women leadership. We must review our
notions of leadership.
vi. Research on all aspects of women leadership. Develop a body of
knowledge on women’s leadership, replete with case studies of
instances of struggles and excellence.
vii. Generate woman-centered case studies. These would be useful in
creating women’s leadership models.
viii. Women shouldidentifyothers to standsofleadership where leaders are
chosen by other people.
Women leading has made gradual progress
a) When we look back there are changes that have taken place. We
should be slow in condemning women for not being in leadership
positions because we do not understand the structural and systemic
problems they have had to overcome.
b) We do not hear people using the old clichés such as, “women are their
worst enemies”, but nevertheless you hear young women saying “there

are no problems”. They think it is normal that things have gone awry.
In some cases, they will even say, “we don’t need affirmative action”,
“my husband has no problem with cooking”, forgetting that others
have gone before them and fought for these spaces.
We must use cumulative knowledge of past analysis of the present
and chat the path for the future of women as leaders.
c) Some young women however, have passion and are positive about the
future. They know there is much more fought for and they have taken
their positions in the line of women’s struggle.
d) We have to be aware of other stories of women in our lives and how
they have shaped the struggle and this will guide our future.
e) Not many women reach leadership by pure coincidence. Research shows
that women’s progress in Africa has made strides because women have
taken the responsibility to make it happen. They have taken the lead.
They are the leaders not only of the struggle for women’s liberation,
but they are leading in Africa’s liberation. These are exemplified by
Winnie Mandela (South Africa), Ellen Johnson Sirleef (Liberia), Wangari
Maathai (Kenya), Winnie Byanyima (Uganda), Dlamini Zuma (South
Africa), Gertrude Mwongela (Tanzania), Joyce Banda(Malawi), and the
following women, all from Kenya: Eddah Gachukia, Martha Karua,
Phoebe Asiyo, Jael Mbogo, Field Marshal Muthoni, Charity Ngilu and
many others both from Kenya and around the African region.
In this chapter,the context for women’s leadership has been explored, where
critical concepts and analysis on why women’s leadership has been slow are
explained. The next chapter broadens our perspective on the contexts that
have defined women leadership in Kenya

CHAPTER 2
WOMEN’S LEADERSHIP MODELS
Introduction
T
he history of Africa has had women in various spheres of leadership
most notably as; queens, queen mothers, prophetesses and even
warriors. Notably, women leaders were acknowledged and wielded
power as life-givers, carriers of homes and nurturers of off-springs. Today
however, many have missed the mark when they are insensitive to the powerful
symbols of women’s leadership as anchored in our African norms and values.
This section puts forth a case that women’s leadershipcriteria needs to be
reshaped, to avoid the error of omitting feminine leadership.
Cultural Change
Patriarchal underpinnings of the African society have traditionally undermined
prospects of women in political leadership. According Maria Nzomo “progress
towards women’s access to formal political leadership positions, has been
slow due to a combination of structural obstacles, which include deeply
embedded patriarchal socio-cultural values”, (Nzomo 2013). Nevertheless,
with the dispensation of the 2010 Constitution of Kenya, things are changing
and it is no longer phenomenal to have women competitively go for elective
leadership positions alongside their male counterparts.
The existence of matriarchal communities in African societies has not been
given much thought by scholars and yet, in West Africa, there is evidence to
suggest the existence of matriarchal societies among the Akan/Ashanti of
Ghana. The Akan who are located in the Southern part of Ghana have a

long history of matriarchy in the society. This is emphasized by a saying from

the Ashanti “womaamewuaa,naw’abusuaasa”(when your mother dies, your
lineage is finished”, ( Clark,1994).
Senior or older women in Akan clans wielded a lot of power they ascended to
a queenship role called ohenmaa,a title that was bestowed to the senior most
female in a particular lineage. The ohenmaa has the power to select the next
king and also has her own council who also are selected due to their lineage
ties. There are no men who sat on the council. The Ashanti due to their
uptake of matriarchy from the Akan, also have a similar structure. They have
female chiefs called ohenma, in conjunction with these chief’s market women
were able to take control of the markets in the Ashanti Empire, (Clark, 1994).
Evidence points to women who were revered and honored for their role in
giving birth and they associated some of their gods with feminine symbols.
Thus, a matriarchal society had ties that made Motherhood and family to
be revered institutions and they remain as a powerful symbol in the African
context, even today. The symbolism and imagery of motherhood is what has
propped the motherhood leadership model, which has worked in helping
negate and nurture women’s leadership in Kenya and Africa.
The institution of motherhood is seen as a significant part of empowering

African women and a means of challenging patriarchal structures and
attitudes. Mothers of political prisoners for instance used the institution of
motherhood to lobby the government for the release of their sons. However,
we cannot ignore the fact that motherhood has also been used to keep

women from the public space due to assigned gender norms that delegate
to women the domestic care work, often perceived to the unimportant and
valueless and at the same time glorified. In addition, motherhood has been
used as the “model” that every woman must conform to, while it is true that
nurturing is a very important tradition that women have held on to, it must
be noted that there is much more to motherhood than the biological role by
women. Men must also be nurtures. They must be able to take care of their
children. They must see it as a noble role that they can play. That is why
women’s leadership must bring these values to leadership and get the man to
see them as human values that all of us should embrace.
Women’s leadership from women’s perspective

Women’s concept of leadership can be described as inclusive, participatory
and motivational. In addition, often women’s leadership is identified as humble
resilience, a type of servant leadership. Only when women have lost sight
of who they are, and begin to behave like men, when they join leadership.
They adopt male behaviour in their approach to leadership largely because
they have been sanctioned to look down on their own unique approach to
leadership and instead admire male leadership.
Women in traditional power systems

Often, women’s leadership style as shown in the struggle for second liberation
and constitutional reforms in Kenya is guided by the desire of ‘not rocking the
boat’, avoiding conflict, negotiations and other soft skills. During the struggle
for constitutional reforms, women came up with different scenarios of what
they wanted and always pondered on what men would say and would later
take the route of least resistance. This also led to discussions of who would
lead them and at what negotiations, thereby often turning to women who
were older, more seasoned, and political (Kabira & Mbote et al, 2018).
Older women can be witty, challenging and authoritative at negotiations. In

some communities, men see older women as having reached the state of
elders. These women would be the likes of Phoebe Asiyo, Jael Mbogo, Eddah
Gachukia, Julia Ojiambo and Zipporah Kittony during the negotiations for
the change of the constitution. Some young women think these women were
always that powerful and authoritative. Looking at few examples in history,
one realizes that they had started the struggle for space, when many of them
were in their twenties or thirties. They had the passion to lead and to change
the lives of their people, at a young age.

Motherhood as an alternative leadership model for African

women
Motherhood has been a source of power for women in the African context.
It often gives women status. In this sense, women have been able to use
their status in challenging patriarchal structures and institutions. In Kenya for
example, mothers of political prisoners staged a protest in Nairobi’s Uhuru
Park in the 90s when protesting against the oppressive system of the former
President of Kenya, the late Daniel Moi, who jailed their sons for speaking
out.
When no man could speak for fear of being detained and tortured, they
used their status as mothers to urge for the release of their sons. Resilience,
courage, unity of purpose and determination kept them going. At one point
the President ordered the police to arrest them and take them back to their
homes. Those who were elderly used the only weapon allowed by culture to
defend themselves by striping naked. Those who were taken home traveled
back immediately and returned to ‘freedom corner’, a section in Uhuru
Park that was thus named after these struggles. This is a clear indication of
women’s resilience and courage
The section below illustrates a selection of high-profile women leaders in the

African context who beat the odds to rise to the top:
Ellen Sirleaf-Johnson
Ellen Sirleaf-Johnson, a former President of Liberia is a notable example of

a woman who has been instrumental in shaping the history of her country
through visionary leadership. She had been involved with politics in Liberia
for three decades before running for presidency in 2006 when she was
elected as the first female president in Liberia, and Africa. She was tasked
with the difficult task of rebuilding a war-torn country that had been through
devastating civil wars. She served for two terms and remains the only woman
to ever achieve this feat in Africa.
During her presidency, she strived to ensure that the gargantuan public debt
was written off to stimulate economic growth. Moreover, she recognized that
one viable way to increase productivity was to increase access to education
to which end she made elementary education free for all. During her tenure;

she also made attempts to build

good relations between the
members of the opposition given
the country’s civil war background.
She strengthened diplomatic
ties with other countries as she
sought assistance in her policies.
Through her unique inclusive and
participatory style, she sought to
boost the country to economic
and social development. She is
perceived as the mother of Liberia.
As a country, Liberia needed
this model of leadership after
experiencing brutal regimes during the civil war where soldiers
often destroyed property and raped women and girls.
In 2011, she won the Nobel Peace Prize for her efforts in restoring
Liberia. This is one of many other awards that she has received.
Amidst many challenges with governance and restructuring
systems that had been eroded decades of civil war, she was
keen on women’s empowerment and appointed several women
in her cabinet. She is a fine example of resilience and vision
for a better future as she left private employment to dedicate
her life to public service. The hallmark of her administration
was that of a good listener, a negotiator, humble and resilient.
What was most notable in her leadership that was recognized
by the Norwegian Nobel Committee which decided that the
Nobel Peace Prize for 2011 was to be divided in three equal
parts between Ellen Johnson Sirleaf, Leymah Gbowee and
Tawakkul Karman for their non-violent struggle for the safety
of women and for women’s rights to full participation in peace-
building work. It was her view that democracy and lasting peace
cannot be achieved in the world unless women obtain the same
opportunities as men to influence developments at all levels of
society.

Phoebe Asiyo
Phoebe Asiyo is a well-known

Kenyan woman leader
and astute politician. Asiyo
taught briefly in a public
school before she joined
Maendeleo Ya Wanawake
and became its first president
in 1958, where she served
for four years. While there
she pushed for economic
empowerment, learning
new and better farming
methods, the establishment
of small-scale businesses and
lobbying for the improvement
of women’s healthcare,
especially maternal child
health, nutrition, hygiene,
political empowerment and
representation. She used her influential position to ensure that
the plight of women was heard and she was aware that for
there to be effective women leadership; women had to be
educated. Her decision to plunge into politics in 1979 was
prompted by the influential Luo Council of Elders through the
recommendation of Jaramogi Oginga Odinga.
While she served as a Member of Parliament; she was keen to

push for affirmative action and for women representation but
this motion was rejected by majority of the male dominated
parliament. After retirement from politics in 1997, she was
appointed to the defunct Constitution of Kenya Review
Commission (CKRC) as a commissioner. She has since devoted
her time and energies in community work and philanthropy.
Her efforts would bear fruits during the constitutional reform
that was taking place before the promulgation of the 2010
Constitution. In the making of the 2010 constitution; Hon
Phoebe Asiyo, Zipporah Kittony, Julia Ojiambo, Jael Mbogo,

Grace Ogot and Jane Kiano among other women, would appeal to many
leaders as mothers in order to negotiate for women. These efforts bore fruit
with the introduction of the two-thirds gender rule and affirmative action in
all spheres of government at national and county level. It is important to
note that for her plight for affirmative action to be implemented as law; the
fight took nearly 5 decades. This shows her resilience in the fight for women
representation in government.
Charity Ngilu – Governor Kitui
Charity Ngilu has been in

political leadership closer
to 30 years now and she
has always identified herself
as a woman leader. She is
proud of being a woman,
of speaking for and about
women and has provided
exemplary leadership as the
first female Governor of Kitui
County. Her political career
has spanned over three
decades and she has been
influential in building women’s
economic empowerment
having influenced women to
form groups in order to seek
government support. This
has been the hallmark of her administration as she is keen
on decreasing women’s dependency. She has increased
awareness in ensuring that local female farmers adopt
new farming methods to boost productivity. Her tenure as
Governor has been rough as she has faced opposition from
her county assembly but due to her resilience, she remains
unbowed.

Wangari Maathai
Wangari Maathai was one of
the greatest environmentalists
to grace the African continent
and is a woman of many
accomplishments. She was
the first female scholar from
East and Central Africa
to acquire a doctorate (in
biology) and the first female
professor in Kenya. In
1977; she started a grass-
roots movement aimed at
countering the deforestation
that was threatening the
means of subsistence of
the agricultural population.
The campaign encouraged
women to plant trees in their
local environments and to think ecologically.
She left formal employment and thereafter formed the Green Belt
Movement that she used to raise awareness on environmental
matters. She rallied for international support to fund her that
ended in an altercation with Moi’s government over Uhuru park
and Karura Forest. She was passionate about the environment
and through her Movement; she planted millions of tree nurseries
throughout the country, thus increasing Kenya’s forest coverage.
Her efforts were internationally recognized and in 2004, she
was awarded the Nobel Peace Prize for her contribution to
sustainable development, democracy and peace. This was also
due to the protests against gross human rights violations that
were committed during Former President Moi’s reign.
Wangari Maathai demonstrates ecofeminism that challenges

patriarchal leadership and destruction of model earth.
Ecofeminism as demonstrated by Wangari Maathai is seen
as guardians of land on behalf of the community and future
generations

Alice Wairimu Nderitu

Alice Wairimu Ndiritu is a
renowned author and armed
conflict mediator, listed by the
United Nations as one of only
two percent of women in the
world mediating armed conflict
in formal processes. She has
been recognized locally and
globally for her immense
contribution to peace building
particularity her innovative
approach to mediation using
motherhood skills of storytelling
and paving way for warring
communities to start talking to
each other. She stands out as
an exceptional leader on the
African Continent in peace building, mediation and human
rights
Alice worked with the NCIC when formal women mediators of

ethnic conflicts were extremely rare. She showed that women
in decision-making roles were part of peace building. For
example, she was one of three mediators (the other two were
her fellow male commissioners) in a process resulting in a peace
agreement signed by 10 ethnic communities in Nakuru, Kenya.
For sixteen months, Alice was the only woman among the 100
male elders and 2 male mediators. Alice was also involved
in mediating at political levels between and among political
candidates and facilitating inter-ethnic dialogues between the
A-Meru, Boran, Gabra, Nubians and Luo communities among
others.
Her work has earned her many awards including;2019-

Diversity and Inclusion Peace and Cohesion Champion Award
- the Kenya National Diversity Inclusion Award Recognition

(DIAR awards)2017-2018 Jack P. Blaney Award for Dialogue award for using
dialogue to support conflict resolution including but not limited to roles in
Kenya and Nigeria awarded by the Simon Fraser University, Canada.2017
Global Pluralism Awardee awarded by Global Centre for Pluralism (His
Highness The Aga Khan and the Government of Canada) for commitment to
conflict prevention throughout Africa and innovative approach to mediation.
Winnie Madikizela-Mandela
Winnie Mandela, as she is

commonly known, was an
iconic figure in shaping South
Africa’s political emancipation
history. She grew up in the
apartheid system where
as a child, she witnessed
the systemic abrogation of
equality whereby the apartheid
government propagated
racism. From early on,
Winnie’s displeasure grew
and when she met Nelson
Mandela, her efforts were only
Winnie Mandela accelerated as they shared
the same vision, which was equality for all. She was well
educated and even got a scholarship to further her studies
which she duly turned down and instead opted for social work
in Johannesburg.
Her activism began shortly after her marriage to Nelson
Mandela and she participated in a mass action by mobilising
women to protest against the famous pass laws that were used
in the apartheid system. She was heavily involved with the
ANC’s Women’s League, which she used to organise for mass
protests in fighting the government. When Nelson Mandela
was arrested and thereafter imprisoned, she helped coordinate
the activities of the of the ANC and bore continuous torment

from police authorities. Her bold and undeterred stance was crucial in the
attainment of independence and the pressure on the government that led to
Mandela’s eventual release. All these were done as she raised her children
and engaged in running battles with the police that many times got her into
political exile. Her style was aggressive and bold and after Nelson’s release,
he stated, “Her tenacity reinforced my personal respect, love and growing
affection.”
Women’s Consultative Leadership

Women’s leadership tends to be more consultative and non-hierarchical. This
is more visible in women’s self-help groups where women do not normally
conduct an election but will often just point one of them to lead the rest.
They then allocate the one elected to lead assistants; a secretary, a treasurer
and a vice chairperson. They will trust these groups with their resources and
will treat them with the respect that they disserve. They do not often see the
need for elections or written laws. When the leaders fail to perform according
to their members expectations, the members will collude and start another
chama leaving the other one an empty shell. This saves the women the
energy of going through an election that may leave them more divided or
shaming their leadership, (Kabira, 2018).
African Women’s Religious Leadership Models

Women spiritual leaders appear to be more acceptable in the African Context.
Myths regarding women such as Nehanda, who was both a prophetess and
a resistance leader of the Shona people in Zimbabwe between 1896- 1898
tell about this unique leadership model. Nehanda led a resistance movement
against the British colonial rulers in Zimbabwe. In 1898 she and her male
assistant were executed for leading the resistance. In Kenya we had Mekatili
wa Menza of the Giriama people. Mekatili was a prophetess who travelled to
each kaya(homestead) in the region persuading people not to join the British
rule. During the process of organising the resistance she and Wanje were
exiled to Western Kenya in 1914, (Lanoi, 2014).
Prophetess Moraa from the Gusii people in Kenya was part of a resistance
movement against the British colonial administration. Moraa was a renowned
healer and prophet. She is reported to have given her son to go and fight
the British. She prophesied the coming of the British, and she urged young
men to fight against British occupation of Gusii land. She even gave young
warriors protective potions to prevent them from being harmed by the bullets

of the colonial army. Moraa was revered during her time. These leaders were
recognized in the communities and even today, the religious leadership mode
for women is more easily acceptable than political roles. We have many
religious women leaders, such as Judith Mbugua, Bishop Margaret Wanjiru.
Rev. Natasha,the famous Lakwane of Uganda, Pastor Teresia Wairimu,
among others (Kabira, 2018; Lanoi, 2019; Mwaura,2020)
Conclusion
One can easily say that women’s leadership style is guided by the concept
of servant leadership and resilience. They are not hierarchical in their
structure. They negotiate rather than threaten others. They are persistent,
do not give ultimatums, they sacrifice, nurture and are non-controversial.
They are humble and consultative. Using the women’s leadership models,
we can change the mainstream politics, we can nurture the nation, we can
humanize our institutions. We can build a better Kenya. As the Chinese say,
‘the journey of 1000 miles begins with one step’, we must begin this step by
bringing women’s leadership models at all levels, in mediation, in churches,
in Nyumbakumi, in our institutions. We must change the mainstream.
This chapter has looked at women’s concept of power and women’s leadership
styles. We have argued that politics can be reasonable, negotiated, resilient
and flexible. It can be broad enough to address issues that are common to
all of us without being dictatorial, that is why motherhood style of leadership
is about nurturing and not threatening, negotiating not giving ultimatums,
caring and not fighting, using togetherness rather than division, focusing on
what unites and not what divides us, feminine and not masculine, humility,
not aggression, love not hatred inclusive rather than exclusive.
This leadership from a woman’s perspective is very different from the experience
that we presently have with politics in our community and within the region.
We have come this far using the same type of leadership. We need to use
women’s leadership models to transform our national leadership styles and
our political leadership in particular. We must also take this leadership style
to all other areas of leadership not just for politics. We must do it as chiefs,
police commissioners, cabinet secretaries, church leaders and professional
leaders. We can change mainstream leadership by mothering nurturing and
humanizing the state and other institutions.

CHAPTER 3
WOMEN IN POLITICAL LEADERSHIP
AND DECISION MAKING: A HISTORICAL
APPROACH
W
omen in Kenya have made tremendous progress in different
spheres of leadership across all sectors political, social, economic,
and religious areas. The journey of women’s leadership in Kenya
can be traced back to the pre-colonial and colonial era with the legendary
figures such as Mekatilili wa Menza among the Miji-Kenda community to
Wangu wa Makeri in Central Kenya (Kamau, 2010). Mekatilili wa Menza
and Wangu wa Makeri represent the first generation of women leaders in
Kenya. This struggle has continued into present day Kenya as women struggle
to take up leadership in the different social, political and economic forums.
This struggle demonstrates women’s resilience in the pursuit of their right to
participate in leadership and decision-making on matters that affect them.
Though impressive, progress have been made in this struggle, women must
not relent until their marginalization is fully eliminated in all sectors.
The second generation of women leaders is represented by a few educated

women, and as a result found themselves in Parliament. Hon Phoebe Asiyo,
Eddah Gachukia, Rose Waruhiu, Prof. Julia Ojiambo, Wangari Maathai,
Grace Ogot and Nyiva Mwendwa, Charity Ngilu, Agnes Ndetei, Maria
Nzomo, Jane Kiano, Jael Mbogo, Khamla Sikad, among others exemplify the
generation of women leaders who helped to entrench women into political
leadership despite the difficulties. These women were able to raise the issues

of women and to enact policies and laws to support affirmative action. Sadly,
the affirmative action was repulsed by the political establishment (Kaimenyi,
Kinyua & Samuel, 2013) particularly in 1997 and onwards.
Affirmative action sought equity in representation of men and women and

was motivated by the third generation of women leaders, led by legal
scholars, women leaders and women in academia. The women leaders and
professionals included; Martha Karua, Charity Ngilu, Wanjiku Mukabi Kabira,
Martha Koome Tabitha Seii, Nancy Barasa, Abida Ali Aaron, Maimuna
Mwidau, Adelina Mwau, among others. A group of younger women including
Mary Wambui Kanyi, Deborah Okumu, Ayoo Odiko, Daisy Amdany, Beatrice
Kamau, Faith Kasiva, Jacinta Makhoha, Mary Njeri Gichuru, and Esther
Mwaura among many others, who were also actively involved in this phase
(Kabira, 2012). The women’s struggle was extended to the constituencies and
galvanized women leaders at all levels into a strong women’s movement. This
movement became very instrumental during the constitutional reforms. The
work of these women leaders and professionals culminated in the inclusion of
the two thirds gender rule in the Kenyan Constitution. (Mati, 2012) (Kabira,
2012) (Phoebe Asiyo, 2018) Kabira, Mbote et al (2018) and the introduction
on women representatives in elective and appointive political positions that
have increased the number of women political leaders in Kenya.
The fourth generation of women led by vocal Members of Parliament such

as, Aisha Jumwa and Millie Odhiambo have now taken up the agitating
for gender equality, better public governance and equitable representation
and resources sharing for sustainable development. Indeed, the last general
election saw a record three women governors elected to head the County
Governments of Kitui, Bomet and Kirinyaga and three women senators;
Margret Kamar from Uasin Gishu, Susan Kihika from Nakuru and Fatuma
Adan Dullo from Isiolo Counties. This is a significant feat in women political
leadership and governance. These women continue to champion for the
removal of challenges in Women leadership especially that of the reluctance
of Parliament to pass necessary statutes to realize the two thirds gender rule.
Tremendous gains have been made in the political arena through civic
education and particularly with the implementation of the affirmative action
in the constitution. In the last general elections in Kenya, for example, three
women Governors as the executives of three counties; Ann Waiguru of
Kirinyaga, the late Joyce Laboso of Kericho and Charity Ngilu of Kitui and
almost all counties have at least one-third female members of the County
Assembly. This year (2020) we have seen a woman, Margret Kamar elected

as a deputy speaker in Senate for the first time in Kenya’s history. A number
of women have been involved in the Building Bridges Initiative (BBI), and they
include, Gladys Wanga, Priscilla Nyokabi, Aisha Jumwa and Alice Wahome.
The following sections highlight women’s participation in the elective and
appointive positions in political arena in Kenya.
Women Leadership in Elective and Appointive Positions
Women and elective Leadership

Looking at the surface, it would be hard for an outsider to comprehend that
eight years ago Kenya did not have the large presence of women in elective
positions. The landscape is gradually changing. In 2013 there were 63
women elected in both houses and the number rose to 74 in 2017. Although
we had no woman governor in 2013, 2017 saw three women capture the
position. At county assembly level, 72 women were elected in 2013. This
number then rose to 96 in 2017, which is the largest number of women ever
to serve in Kenya’s Parliament and county assembly. This explains why it has
taken at least fifty-four years (1963 to 2017) for Kenyan women to enter the
core of political leadership in Kenya.
The rise of women political leaders

Kenyan political journey for women has not been easy. Their quest to enter,
participate and become political leaders has stretched the Kenyan women
to adopt various strategies. Before independence, they joined the freedom
fighters and the maumau movement where, they provided food and shelter,
transported weapons, provided intelligence or spied for the movement. At
independence, women were not recognized or given any political leadership
position. A few women like Phoebe Asiyo, Grace Ogot, Jael Mbogo and
many others tried vying for political offices with varied success. It was always
an uphill task as Phoebe Asiyo notes in her memoirs “it is possible” written
in 2018.The women’s movement organized themselves to push for women’s
inclusion in the political arena, particularly in the 1990’s and the early
years of this century when the struggle of constitutional reform was going
on. Women made great progress particularly in areas of representation in
elective positions.
With few women making it into the National Assembly, Kenyan women did
not give up the struggle. The introduction to affirmative action provisions in
the constitution which was a result of the women’s struggle brought about
the changes reflected in (2013 and 2017) women representation in the two

houses, (Kabira & Mbote. Nzomo (2018), Kimani &Mwaura (2018). In the
80s and 90s women, continued to be systematically marginalized and actively
suppressed in political leadership.
The table below illustrates women’s representation in leadership after the
2017 general elections:
ELECTIVE ELECTED NOMINATED TOTAL %WOMEN

POSITION (2017) (elected &
nominated)
MEN WOMEN MEN WOMEN

President 1 0 - - 1 0.0%
Deputy President 1 0 - - 1 0%
Senator 44 3 2 18 67 31%
Member of National
Assembly (MNA) 267 23 7 6 302 9%
Women Member of
the National Assembly 0 47 - - 47 100%
Governor 44 3 - - 47 6%
Dep. Governor 40 7 - - 47 15%
Member of County
Assembly (MCA) 1334 96 97 650 2177 34%
TOTAL 1731 179 106 673 2689 32%
Current challenges faced by women in political leadership include the

following:
• Establishment of women leagues that have no actual power.
• Parties have women office bearers who cannot make decisions.
• Quorum in decision making forums is not linked to the two-third gender
hence women can and are be sidelined.
• Election Campaign Financing Act, 2013 has not been implemented to
date yet it is meant to provide a level playing field for political players.
• The Code of Conduct under the PPA does not have penalties.
• Practical difficulty in implementing the Katiba Institute case; Parties will
comply with the two-third gender principle in their list of nominations
(for single majority elections). Nonetheless, women are likely to
be nominated in electoral areas where the Parties are not popular (not
strong holds).
• Repeated/ continued nomination of specific women (under the party lists
election) into Parliament.

• There are currently 72 fully registered Political Parties, the Party leaders
are men save for a few Parties including National Rainbow Coalition-
Kenya, National Rainbow Coalition, and Citizen Convention Party.
• Weak Internal Dispute Resolution Mechanisms
Though the Constitution of Kenya (2010) is a progressive document its

implementation has encountered specific barriers. In Okoth Ogendo’s
words, constitutions alone are inadequate as a lever towards achievement of
balance in society.
Persistent barriers faced by women today

The attainment of gender equality in representative politics popularly known
as the 2/3rd gender principle, and non-implementation of Article 27 (c),
where all elective and appointive bodies have to ensure that, not more than
2/3 of the opposite gender rule is adhered to has remained elusive. Women
have now turned their focus to the Judiciary and the two Houses. It is hoped
that a proper interpretation or a solution shall be arrived at for the win of
Kenyan women.
The law on elections campaign financing has never been respected to date.
A huge amount of campaign money which deters women from competing
favorably with men continues to be a barrier. Focus is now on IEBC and
Parliament to operationalize this law.
Impact of Culture and traditional roles of women: culture continues to impede

the effective participation of women. In traditional societies, women were
considered inferior and people who cannot lead effectively. Though, this
attitude is slowly changing a lot of negative attitude still persists. “When a
woman becomes aggressive, she attracts negative perception from both male
and female supporters. To the men she becomes a threat, she is profiled and
labeled ‘prostitute’, and to the women, she is labeled as a woman who has
no responsibilities. In addition, a woman’s role requires that she takes care
of the family. To vie for office, she must hire additional help to watch over her
children, and many may not have resources to do that. Finally, the campaign
season often requires late night meetings. This is very challenging for women.
She will be accused of abandoning her role as a wife or mother.
Clannism and religion. This is rampant in the northern and north eastern parts
of Kenya. For instance, in Garissa and other northern frontier counties, women
face the negative impacts of ‘negotiated democracy’ on their ability to vie for

office. They are thus forced to talk to their fathers, husbands and brothers
or seek other male allies, who can lobby men and the council of elders on
their behalf within the clans. Women’s participation is also hampered by the
challenge brought about by the misunderstanding and misinterpretation of
Islam in Kenya. There is thus need to change the belief in Kenya’s Muslim
community that women come second to men. If this perception is addressed,
then, their ability to lead, will be enhanced.
Monitoring the Political Party’s in the conduct of party nominations remains

a contested issue. The nominations are marred with electoral malpractice.
Effort to build the capacity of IEBC in ensuring compliance of parties is
important. Cases of corruption, bribery, violence and total disregard of the
law as captured in the KNCHR report of 2017. ‘The fallacious vote’ must be
eliminated.
The law is ambiguous on how parties should nominate leaders under the
special seats category at the county assembly. This omission has been abused
by politicians where cronies are rewarded at the expense of bonafide party
members.
Gender based violence and online bullying; despite the existence of electoral
and political party code of conduct, women aspirants still face election-
related gender-based violence. This is a major reason that keeps women
out of any elective seat. Rape and threats by male opponents, or their
supporters, keeps women aspirants away from vying, especially during party
primaries. Women also face online sexual harassment. Their bodies are
mutilated through Photoshop images leading to many women experiencing
mental health issues. Name calling, assault, insults, slander, and propaganda
are also a big deterrent.
The participation of young women elected or nominated out of the total 32%
in 2017, needs to be raised. There is need to have the provisions inclusive
policies within the women’s affirmative action laws so that young women may
have a chance of political participation going forward.
Specific strategies of Promoting women’s participation along the Electoral

Cycle
The table below suggests ways of enhancing women’s participation throughout

the electoral cycle:

affirmative action laws so that young women may have a chance of political participation
going forward.
Specific strategies of Promoting women’s participation along the Electoral Cycle
The table below suggests ways of enhancing women’s participation throughout the
electoral cycle:
PRE-ELECTION PHASE
PRE-ELECTION PHASE
Training and
Training and Voter Registration
Registration Planning and
Planning andimplementation
implementation
Education
Education
The IEBC should The IEBC should: The IEBC should: The civil society should
• Develop and roll out • Ensure provision of • Encourage women to • Lobby for women appointment
gender sensitive sex-disaggregated become members in in the electoral commission
Voter Education data dispute resolution panels and as members of the various
campaigns- this may • Put in place • Ensure that polling institutions involved in electoral
include: women-friendly centers are accessible to processes;
• Implementing VE voter registration nursing mothers and the • Support women participation
campaigns that strategies elderly women through presentation of
encourage women • Institute gender- • ensure that women are Memorandums in Parliament
to: sensitive checklists recruited and appointed during public hearings on
• Participate in the and training at all levels of the gender bills.
electoral process; Commission • Participate in conferences
where they will present policy
• Campaigns and civic • Deliver gender- • Ensure that women have recommendations for
education should sensitive outreach 28
information regarding consideration by the various
reach rural and about registration electoral processes actors in the electoral process.
illiterate women • Formulate women • Develop gender tools for use
• Mapping women friendly legislation to during all electoral observation
information needs for realize the 2/3rd gender processes and in the
the development of rule monitoring the IEBCs
gender sensitive • Work with relevant implementation of electoral law
messages, organisations to ensure by all actors.
• Mainstream gender the safety of women • Work to ensure the
specific outreach candidates and voters marginalized and women with
and delivery method • Oversee compliance of disability are not
• Collaborate with the political parties Act in disenfranchised;
Media, FBOs CSOs relation to party • Provide training on gender
and CBOs on nomination, internal party equality and human rights for
gender-awareness dispute resolutions and members of electoral
outreach and campaign finance, party management bodies.
reporting list, and electoral mal • Training for IEBC and political
• Undertake practice parties’ staff. We can
awareness sessions/ begin setting agenda for
trainings of all voter The State Department of Political parties. Who is
education providers Gender has a role in training them on gender
on unique ensuring that all institutions issues? We can make them a
challenges faced by that work in Gender and programme towards election.
women across the elections implement • Women do not know how to go
electoral cycle. legislation that is relevant to court when they have an
to women electoral issue and how to
lounge a memorandum
ELECTORAL PERIOD
VOTER VERIFICATION OF ELECTION CAMPAIGN
OPERATIONS AND RESULTS
POLLING DAY
The IEBC in • IEBC /partners The IEBC / partners should:
collaboration with should Ensure Women are protected from harassment and
partners should: • Undertake intimidation
• Ensure ballot specialized • Lobby Media to offer more time to women candidates.
paper education is training to • Ensure that party campaign resources are accessed by
done to women women party women.

• Facilitate the
38 A GUIDE TOagents • Conduct gender sensitivity training for monitors
WOMEN’S LEADERSHIP
establishment of a • Provide Gender • Institute and train all stakeholders on early warning
national and county desegregate mechanisms for risk mapping.

awareness sessions/ begin setting agenda for
trainings of all voter The State Department of Political parties. Who is
education providers Gender has a role in training them on gender
EXPANDING WOMEN’S TERRITORY IN LEADERSHIP AND NURTURING
ensuring that all institutions issues?THEWeNATION
can make them a
on unique
challenges faced by that work in Gender and programme towards election.
women across the elections implement • Women do not know how to go
electoral cycle. legislation that is relevant to court when they have an
to women electoral issue and how to
lounge a memorandum
ELECTORAL PERIOD
ELECTORAL PERIOD
VOTER OPERA-
VOTER VERIFICATION OF
VERIFICATION ELECTION CAMPAIGN
ELECTION CAMPAIGN
OPERATIONS
TIONS AND AND RESULTS
OF RESULTS
POLLING DAY
POLLING DAY
The IEBC in • IEBC /partners The IEBC / partners should:
collaboration with should Ensure Women are protected from harassment and
partners should: • Undertake intimidation
• Ensure ballot specialized • Lobby Media to offer more time to women candidates.
paper education is training to • Ensure that party campaign resources are accessed by
done to women women party women.

• Facilitate the agents • Conduct gender sensitivity training for monitors
establishment of a • Provide Gender • Institute and train all stakeholders on early warning
national and county desegregate mechanisms for risk mapping.

based Early warning data for voter • Provide technical assistance to political parties, , ORPP,
mechanisms turn out PPLC and FIDA and key women organizations to align
• Ensure sanitary Protocols to
• Protocols electoral framework to constitution and Elections Act dispute
provision for women Facilitate
to Facilitate resolution timelines.
voters and polling women
women • Collect data on nature of violence meted on women
staff observers and

observers and
• Collect data on party agents in
party
nature of violence agentsparty
accessing the
meted on women agents in
Commission’s
accessing the
server
Commission’s
server
IEBC /Partners should: IEBC /partners POST •ELECTION
POST ELECTION Earmark specific party funds and resources to support
PERIOD
PERIOD
• Analyze gender should: women
POST ELECTIONS LEGAL REVIEW CALL TOmembership
ACTION drives and party candidates.
POST based violence
ELECTIONS LEGAL REVIEW • CALL There is need to strengthen party election
TO ACTION
and its impact on • Undertake a management boards, bolstering their ability to plan and
women political gender based 29
conduct well-administered party primaries.
leadership legal gap That parties set dates and locations in sufficient time to
• Establish a data Assessment promote participation and factor in gender sensitive concerns.
base of on all across the
women who tried electoral cycle
to vie for a political • Conduct a
seat mapping of all

• Undertake a post- policies and
election review processes to
with a chapter identify any
dedicated to gender
women. inequalities
CSOs forum on review within agencies
of women participation working in the
in elections be electoral
undertaken process.
(Source, UN women, IEBC, International Idea)
(Source, UN women, IEBC, International Idea)
Conclusion
It is clear that for a woman to make it, she should be visible; be in a position to identify the
specific social-cultural barriers and address them in advance. A woman should be known,
seen and respected within the community, particularly as an honest person with integrity. A
good example is Lina Kilimo, who worked with the women at the grassroots and fought the
culture female genital mutilation. Her name became a household name in her constituency
and when she vied it was easy to capture the seat because she had already won the heart
A GUIDEwith
of many people both men and women, by identifying TO WOMEN’S
a cause.LEADERSHIP
Women should 39also be
confident and bring advisors, role models members, and spokespersons onto her team that
Conclusion
It is clear that for a woman to make it, she should be visible; be in a position
to identify the specific social-cultural barriers and address them in advance.
A woman should be known, seen and respected within the community,
particularly as an honest person with integrity. A good example is Lina Kilimo,
who worked with the women at the grassroots and fought the culture female
genital mutilation. Her name became a household name in her constituency
and when she vied it was easy to capture the seat because she had already
won the heart of many people both men and women, by identifying with a
cause. Women should also be confident and bring advisors, role models
members, and spokespersons onto her team that complement her. In the case
of Cecilie Mbarire, after facing her first loss, she identified a mentor, Charity
Ngilu, through whom she was nominated as a member of parliament in the
2002 elections. When she vied in 2007, she became the first woman to be
elected in her constituency as a Member of Parliament. A seat she held till
2017, when she decided to vie for gubernatorial position.
Again, it is critical that a woman aligns herself with a large movement or

a well-known political party. Evidence shows that this halved the campaign
struggle. Two women stand out; Alice Wahome, who has risen to the limelight
for initiating ‘Inua Mama’ and defending the Deputy President, and Gladys
Wanga, a fierce defender of the Opposition. Both have come out strongly to
defend their political parties at critical moments, even being on the front line
to start a women’s movement within their respective political parties. In terms
of movements the ‘Women Embrace’ and ‘Inua mama’ are good examples
of formations that have given women a platform to discuss the popular
‘handshake’ and Building Bridges initiative (BBI). Although the two groups
seemed to be opposed to each other and supporting two different political
alignments, they had one common agenda of ensuring women got 50/50
allocation of seats if a referendum was to take place thereby protecting the
gender gains in the current constitution. A woman too must develop a clear
strategy for competing with male allies, as well as influential local leaders
as is in the case of Linah Kilimo. Her strategy of engaging with all in the
community without discriminating in terms of gender, age, clan or tribe won
the hearts of her voters.

Appointive Leadership
Getting appointments to key government positions for women have been

an uphill task but thanks to women’s movement and women leaders both in
parliament and civil society, who have persistently reminded the appointing
authority that women need to occupy key positions if Kenya is to be viewed as
a democratic country. Although at times women got frustrated and ridiculed
by men, they were persistent and resilient. A case in point is when more than
5000 women from all the 210 constituencies of Kenya picketed Parliament
and called out their respective Members of Parliament to deliver copies of a
petition asking them to vote for a bill that was on the floor to include women
in parliament. Although male MPs came out to receive the petition, they were
caught on camera laughing it off and some saying that women wanted to
be handed positions on a silver platter. However, this fueled women’s resolve
to further push and demand their inclusion not only in political offices but in
all fields. This prepared the ground for women to demand their agenda be
included in the constitution and protecting the gender gains by being vigilant
and speaking in one voice.
With the new Constitution (2010) the 2/3rdgender principle was entrenched,
locked and protected under Chapter Four, which stipulates that for any
changes of a clause to that chapter, there has to be a referendum. This clause
has been a golden key that women have used to open many doors and gates
from national to county level and all government institutions. Although we
can’t say that we have fully achieved the ‘not more than two thirds ‘principle,
there have been some milestones made and women have been appointed
to various key positions. 1n 2013, Kenya made unprecedented history when
President Uhuru appointed six women out of a cabinet of 18 to become
cabinet secretaries. Among them Amina Mohamed who was the first woman
to head Kenya’s Ministry of Home Affairs, Rachel Omamo headed the
sensitive Ministry of Defense, a docket that had never been held by a woman
before. Ann Waiguru, an economic and public policy expert, was appointed
to head the critical Ministry of Devolution and Planning, which coordinated
the implementation of Kenya’s new devolved system of government in 47
counties. Needless to say, that these three women performed their duties
beyond people’s expectations. Amina’s track record in the Ministry of home
affairs saw her being proposed for a UN position. Waiguru coordinated and
managed to put in place a new ministry that was the heartbeat of devolution.
Despite many challenges, among them high level corruption, Waiguru was
able to start an elaborate project for NYS that has seen youth access gainful

employment. She was also able to see a peaceful transition of devolved

functions of all the 47counties from the transitional interim committee to full
oversight by governors.
Sarah Serem another gallant leader was appointed to head the controversial
Salaries and Remunerations Commission (SRC). Sarah’s work in this
commission put her at loggerhead with members of parliament but she stood
her ground. She set up the commission from the scratch and she will be
remembered for her courage, resilience and principles. Not even reduction
of her commission’s budget by parliament would make her bulge. The
President, acknowledging that she was one of the best, hardworking and
trusted Commissioners, deployed her as Kenya’s Ambassador to China,
where she has been very instrumental in handling the concerns of students
and their parents during the unexpected predicament of Covid-19.
The women’s movement on the other hand remained vigilant and rushed to
court whenever the implementers tended to over-look the 2/3rd principle.
A case in point is when the President appointed five men to the Supreme
Court. Women rushed to court and he withdrew the names and followed due
process which saw two women appointed to the Supreme Court.
Expanding our territories
Women continue to be appointed to key positions at different levels from

national to county, ward and even the village elders’ committees have started
recruiting women as members or office bearers of their committees. At
county level we have nominated MCAs at county assemblies, female county
executives committee members (CECs), constituency administrators (CAs)
and ward administrators (WAs). Under the office of the President women have
been appointed in various positions starting from regional commissioners,
county commissioners, county assistant commissioners, chiefs, assistant chiefs
and Nyumba Kumi leaders. These jobs were previously preserved for men but
women have penetrated and are delivering just as well as or better than the
men. This is illustrated in the table below:

Women in Decision Making Positions
Categories 2016 2017

F M Totals % F M Totals %
Cabinet Secretaries 6 12 18 33.3 16 16 22 27.3
Cabinet Administrative
Secretaries - - - - 3 18 21 14.3
Principle Secretaries 7 19 26 26.9 10 32 42 23.4
Diplomatic Corps 15 48 63 23.8 16 42 58 27.6
Governors 0 47 47 0 3 44 47 6.4
Deputy Governors 9 38 47 19.2 7 40 47 14.7
Senators 0 47 47 0 3 44 47 31.3
National Assembly 69 280 349 19.8 76 273 349 21.8
Speaker of Senate 0 1 1 0 0 1 1 0
Speaker of National
Assembly 0 1 1 0 0 1 1 0
Members of County
Assembly 761 1463 2224 34.2 745 1479 2224 33.5
County
Commissioners 18 29 47 38.3 17 30 47 36.2
Sub County
Commissioners 40 255 295 13.6 44 251 295 14.9
Supreme Court
Judges 2 5 7 28.6 2 5 7 28.6
Court of Appeal
Judges 7 18 25 28.0 7 15 22 31.8
High Court Judges 37 59 96 38.5 54 77 131 41.2
Magistrates 216 222 438 49.3 207 214 421 49.2
Khadhi - 45 45 0 0 55 55 0
Chiefs 126 2464 2590 4.9 137 2453 2590 5.3
Assistant Chiefs 489 5397 5886 8.3 504 5382 5886 8.6
Lawyers 2581 4193 6774 38,1 5141 3859 9000 57.1
Source: Executive Order No.1 of 2018, economic survey, various publications.

Some of the common traits that describe how their leadership journey began
include:
a) Leadership auctioned by appointment /election. A woman’s talents

are discovered and she is offered a platform enabling
her to shine nationally, regionally and sometimes globally.
b) Access to or recognition by the media (social and traditional) that
helped her reach beyond her immediate community and raised her
profile.
c) External factors: People, Environment and Events
d) A woman’s leadership potential is identified by an organization that
proceeds to offer emotional, intellectual, and/or material support early
on.
e) Role models who provided inspiration.
f) Mentors who offered guidance.
g) Networks that offered support and resources to help a woman persevere.

CHAPTER 4
CELEBRATING WOMEN’S LEADERSHIP IN
OTHER FRONTIERS
Emerging context of leadership in academia

The current women’s leadership has expanded across many sectors of the
Kenyan economy; from Education, Health, Academia, Aeronautics, Sports,
Media and Economic leadership. In taking the example of education,
Kenyatta University was the first public University to have a woman as a Vice
Chancellor in Olive Mugenda. Egerton University, Maasai Mara and Eldoret
University have had female Vice Chancellors. Egerton has Rose Mwonya,
Eldoret University has Teresa Akenga and Maasai Mara has Mary Walingo.
The private Universities in Kenya like Nazarene University, United States
International University (USIU), Riara University had their pioneer women
Vice chancellors and leaders. Nazarene University had Leah Marangu; Riara
University had Eddah Gachukia and USIU had Freida Brown. Women are
progressively gaining increasing numbers in academic leadership.
Cultural Context of Women Leadership in Kenya

Social culturally, women have been regarded as wives and mothers with
primary roles in nurturing families (Tundi, 2014). The traditional role has
contributed substantially to women’s domination by men using culture as an
excuse. Culture proposes no place for equality between men and women
and remains the position of defense justifying women discrimination. Cultural
practices that have contributed to exclusion include the following;

a) Culture on land inheritance, which has contributed immensely to

women and girl child exclusion in land tenure polices over the years.
Historically, girls’ education was stifled in preference of the male child.
b) Discrimination in the education of the girl child this excluded many
from professional careers and opportunities because education plays a
significant role in economic emancipation (Mondi, 2011).
c) Perceptions and stereotypes based on cultural beliefs have contributed
significantly to women’s discrimination in promotions and appointments
to leadership positions despite academic qualifications and experience.
In a study to determine gender roles in board performance among
commercial banks in Kenya, no significant difference in performance
was found in mixed boards (Wachuli & Mboya, 2012). Onyango,
Simatwa and Ondigi (2011) posit that there is need to promote attitude
change through media, education and religion to enhance women
representation in boards.
d) The dual roles of women in supporting families present a challenge in
balancing career and family. This burden of gendered labour burden
has reduced women’s career, economic and political advancement.
Economic Context of Women Leadership in Kenya

Women play a significant role in Kenya’s economy as in many other
African countries. Entrepreneurship Activity in Kenya where women are
the major players is characterized by its informality (GEM, 2015; Ogutu
& Kihonge, 2016). The informal businesses operated by majority of
women in third world countries are necessity based and contribute to
sustenance and livelihood of households (Klapper, 2008).
a) Business is driven primarily on land, agriculture and women are the

major players.
b) Education: The rise of women entrepreneurs has been motivated by
access to education, competence and competitiveness of the individuals
to compete for the same positions with men.
Mary Okello was a pioneer woman banker to scale
corporate Kenya as a board member and management
executive. She is also credited with investment in private
schools to provide quality education through Makini schools.
Eddah Gachukia also excelled in creating Riara group of schools as
well as Riara University.
In Industry, Keroche Founder, Tabitha Karanja has demonstrated that

one can take on the multinational corporations and win in the market
place. The numbers of top leadership in listed companies led by
women is on the increase.
The Kenya Women Finance Trust (KWFT) started by Jennifer Riria
played a pivotal role in bringing women to mainstream banking
where their financial needs were catered and addressed.
Other notable examples include the appointment of women i.e the
Diamond Trust Bank lady CEO Nasib Devji; BOC another listed firm
is led by Marion Gachogo; Kengen a power generation company
is led by Rebecca Miano, while British American Tobacco is led by
Beverly Batoyinbo.
The rise of women leaders demonstrate that women are capable and able to
lead. Education is seen as a strong motivator to women economic excellence
because it provides women with increased opportunities to self-empowerment
from career to business.
Religious Context of Women Leadership in Kenya

Although the indigenous African religions recognized women as potential
religious leaders the mainstream religious groups have not been supportive
of women’s leadership in matters of faith. In the Catholic Church, for
example, women do not become priests or bishops. Rather, they join religious
institutions and become nuns. The nuns profess the vows to obedience and
poverty and, for a long time they provided free labor in the church. Those
who enter professions like doctors, teachers and nurses donate their earnings
or work to support the church’s social programs (Ngunjiri& Christo-Baker,
2012). With a strict religious tradition, Catholic women have not really
challenged the leadership structure, which is believed to be divinely ordained.
Like Catholicism, Islam does not admit women to the religious leadership
structure because of similar reasons. Muslim women have been agitating to
be legitimately included in decision making and in political leadership
On the other hand, most of the protestant churches have made progress
in incorporating women in their leadership structures including pastors
and bishops. Overall, the faith-based organizations have provided women
religious leaders with fertile grounds to contribute their skills and leadership
potentials. The mix of religion with social programmes like; health education,
poverty reduction programs, and mercy services (Meyer, Siclair & Sparling,
2011) have provide opportunity to women religious leaders to actively
practice leadership rather than remain spectators in the leadership realm.

The often-Forgotten Categories of Women’s Leadership
Women’s organizations and women’s movement

Which have been globally acknowledged as having reached the highest peak
of power and autonomy in 2005 and therefore prepared the ground for 90%
of the gains of women in the current constitution. The movement has given
birth to most of the women leaders in this country. Women’s organizations and
institutions have shown a significant contribution towards the poor women in
rural, semi urban or urban areas for enabling them to build their skills sets,
boost their income levels and living standards and give them much needed
exposure.
Women’s organizations have played a significant role in addressing prevailing

social and cultural handicaps due to the gender-based inequalities and
biases. For instance, the barriers that women entrepreneurs face in accessing
credit from formal institutions, or in accessing justice due to their limited
access to formal education, ownership of property, and social mobility. This
background is what led to the establishment of Institutional arrangements,
regulatory framework, and coordination through organizations like
Maendeleo ya Wanawake, Women Political Caucus, The Collaborative
Centre for Gender and Development (CCGD), Coalition on Violence Against
Women (COVAW), Women Political Alliance, Kenya (WPA-K), FIDA Kenya,
CBOS, Nyumba Kumi and more recently the County First Ladies forum.
Leadership in Women Self Help Groups

The livelihoods of women in the rural areas of Kenya is difficult due to social
problems like early marriages, domestic violence and illiteracy or lack of
water, fodder and firewood. This is partly attributed to historical patriarchal
societies and the non-inclusion of women in family or community decision
making. This situation then called for women to collectively take action and
destroy the foundations of patriarchy. In Kenya this movements took root in
the late 60s and early 70s, which saw the emergence of Self-Help Groups
(SHGs) lately called chamas. The chama usually begins with one woman
often the founder. She then looks for like-minded women often from family,
friends, neighbors or work colleagues, and invites them to the group. Upon
coming together, they select their leaders, a chair, secretary and a treasurer.
The others agree without objection because this kind of leadership is viewed
as a servant leadership as opposed to competitive leadership. Members are
then required to contribute equally in terms of cash and time towards the
group’s capital.

Chamas have contributed to improvement in women’s livelihood and have

helped the women at the grassroots to improve their households, and paid for
weddings, funerals and other social events. They have jointly bought sufurias,
tents, chairs and utensils that are kept and managed by women. Some even
keep money aside for any eventualities. They have also been given soft
loans to pay school fees or start up a business. Some of the big women
entrepreneurs have the chamas to thank. If the members are not happy with
the leadership, they will most likely quietly leave the group one by one without
causing any alarm and the leadership will be left with a shell. Most of them
do not bother with legal registration.
The primary motive of women in creating and joining a SHG is to improve

their social and economic conditions. The results show that they are achieving
this goal through an increase in their income from small investments like
in livestock, farming cash crops. These programs tend to help greatly in
changing the attitudes of men to the role of women in the household and the
community in general. Nyakinyua women group organized and bought land
which led to their families acquiring shelter. Women’s association have given
women an opportunity to reduce negative impacts of patriarchal systems.
Celebrating Women’s Leadership in other Frontiers
The section below highlights different women who have championed

leadership in a variety of areas. It looks at key women, who have been
exemplary in their respective fields. The previous chapters have assessed the
struggles that some of these women have had to go through on the path of
leadership. Furthermore, this chapter looks at seventeen women, who have
been instrumental in society in areas related to; education, health, academia,
media as well as in the political sphere. Many of whose success is attributable
to their progressive nature and mentorship that has culminated in increasing
the number of women in leadership.

Case Studies of Women Leaders

This section describes how each of the women profiled has distinguished
herself in her leadership and helped to transform the society and/or economy
of Kenya
Grace Onyango
Grace Onyango
blazed the trail for
women politicians
as the first female
councilor and
later the first
mayor of Kisumu
in 1965 and later
first Member of
Parliament in
1969 where she
served for fifteen
years. Thereafter;
she was the first
temporary speaker,
which at the time
went against
African cultural norms by elbowing her way to national politics
her style was calm but bold when need arose, key traits in a
male dominated space. She is known for her calm demeanor
even while being the first female politician from her region and
contributed towards the reduction of bicycle taxes in Kisumu
which was most common mode of transport.

Margaret Wambui Kenyatta
Margaret Kenyatta was

the daughter of the first
President of Kenya, Jomo
Kenyatta, and his wife
Grace Wahu. By the
time Margaret was born,
her father was already a
political activist.
She used this background

and took part in
women’s advocacy
including; Maendeleo
ya Wanawake and the
National Council of
Women of Kenya. Given her background in politics Margaret
was elected as the deputy Mayor of Nairobi in 1969 and as
the Mayor of Nairobi for two terms from 1970 to 1976, thus
becoming the first African woman to become the mayor of
Kenya’s capital city and the second African woman mayor in
Kenya.
During her tenure, she played a prominent role in the

administration of public health in the city as she was the
Chairlady of the Pumwani Maternity Hospital Sub-committee
during the reconstruction and extension of the Hospital making
it the largest in Kenya and was also a Chairlady of the Public
Health Committee. In 1972; she visited Austria and convinced
the Austrian President to open the SOS Children’s Homes in
Kenya, which continue to impact many lives of the less privileged
in Kenyan society and used her position to increase access to
health and welfare.

Maison Leshoomo
For more than 20

years, Leshoomo
has been a brazen
political figure
from the Samburu
Community. As the
current Woman
Representative for
Samburu County,
she is known for
her boldness and
audacity which has
been her style of
leadership style.
Leshoomo got
into the politics
in the 1990s but
her boldness paid
Maison Leshoomo off when she was
nominated to
Parliament by the Party of National Unity in 2008. In 2013,
a position she retained in the 2017 General Elections. Ms.
Leshoomo is one of the few women who used culture to her
advantage. Moreover; she has helped women and the youth
exploit opportunities and access government support and firmly
believes that for women to win political contests, they need to
get involved with the grass-roots women and youth long before
they think of vying for elective seats. She has paved the way for
women in her community to gain access to education.

Stella Agara
Stella Agara is a Governance and

Youth Development Specialist with
experience working on a broad
spectrum of governance issues and
vast experience on the execution of
Youth Led Development programs
for the last 11 years in East and
Southern Africa. She is the 15th
Laureate of the Bremen Solidarity
prize, an award she won in 2017 for
her work in tax justice and promoting
Youth Led Development in Africa.
In pursuit of this cause, she embarked
on a campaign for youth to
demand accountability from African
Governments on the illicit financial
flow from the continent, which
earned her the award. In 2018; she
was awarded AU Ambassador for Youth and Anti-Corruption
in East Africa she was one of 5 young women awarded for the
exemplary work they do in promoting youth participation in the
fight against corruption. Stella is a of the Member National
Steering Committee of the Kenya Multi- Sectorial Forum Against
Corruption and the Global Alliance for Tax Justice Network as
well as the Tax and Gender Working Group. At Age 26; she was
one of the youngest board members in the Red Cross Fraternity
She was the secretary to the National Steering Committee of

the Independent Electoral and Boundaries Commission (IEBC)
Youth Coordinating Committee and also served as a Member
of the Advisory Group to the Executive Director of UN-Habitat
for the Seventh Session of the World Urban Forum – WUF
7- representing Youth Interests. She also served as a board
member of the Kenya Red Cross Society Nairobi Branch first
as a Fundraising officer and later as a Vice chairperson for one
year and Chairperson for 4years at age 26; one of the youngest
board members in the Red Cross and Red Crescent global

leadership fraternity at the time. Her approach has been geared towards
youth empowerment which has resulted in youth being educated and has
inspired many women in the youth category to push the limits.
Diana Kamande
Diana Kamande is a
mother of two girls and
a survivor of domestic
violence that left her as
a young widow that left
her in utter devastation
after her husband
killed himself during
the ordeal. Thereafter;
she channelled
her resources and
established the Come
Together Widows and
Orphans (CTWO), an
NGO whose reach
Diana Kamande is of over one million
widows across the country. She channelled energy into creating
support groups that have supported women in sustenance
and enabled them to move and includes orphans. Her work
has been instrumental through mentorship and in 2018, she
received the Head of State Commendation for her work in the
society that provides capacity building for widows in various
forms.

Ashura Michael
Ashura Michael is a young

deaf lady, a human rights and
gender activist in Kenya. She
holds a Diploma in Law from
IU in Nairobi and has a Civil
Leadership Certificate from
the University of Illinois. She
also holds a special certificate
from Michigan State University
where she underwent women
Professional Leadership
Program. She also holds a
Bachelor of Arts in Gender
and Development from
University of Nairobi and
Ashura Michael currently studying Law in the
same University.
She is passionate in advocating for the rights of Persons Living
with Disabilities (PLWDs) in Kenya as evidenced in her role as
an ambassador of Slum Coder Family representing PWDs.
Moreover; she is a co-chair for the Youth Council of UNICEF’S

Global Partnership on Children with Disabilities and has
served as the Secretary General of Kenya National Association
of the Deaf. She was recently appointed by President Uhuru
through Cabinet Secretary Labour and Social Service to serve
at Board of director for the National Council of Persons with
Disabilities for the period of Three years which ends in 2021
and has been named as one of the most influential 100 young
Kenyan 2019. She has empowered other women living with
disabilities by using her leadership positions.

AKIRACHIX
Judith Ogiwar, Linda Kamau, Angela

Lungati and Marie Githinji, founded
AkiraChix in 2010. As graduates
of information technology-related
courses, these forward-thinking
women launched this non-profit
organization with the aims to entice
girls to embrace technology and
offer them free basic training in;
Web Design, Mobile Application
Development, Graphic Design and
Entrepreneurship. In just ten years,
they offer ICT training with full
scholarships. Following their success;
they have received donor support from
Infodev (the World Bank Innovation
and Entrepreneurship arm), Google
Rise, iHub, Computer Aid among
many others in addition to teaching
their students entrepreneurship skills,
they mentor girls as they venture into
small start-ups. They have expanded
their programs to reach under-
privileged girls and young women in
primary and secondary schools and
at universities. These women have
focused on ICT and enabled girls
to get training without government
intervention

Marjorie OludheMacgoye
Marjorie OludheMacgoye is one of

the most prolific Kenyan women writers
and is referred to as ‘the mother of
Kenyan literature’. She was born in
Southampton, Britain, on 21 October
1928 and died on 1st December 2015
in Kenya at the age of 87 years Marjorie
is known to many as a British Kenyan
writer and is credited for telling the
story of her adopted country through
literature that she used to bring out
Marjorie various societal challenges.
OludheMacgoye Her work paved the way for other
female authors such as Bessie Head,
RebekaNjau, Flora Nwapa, Mariama Bâ and BuchiEmecheta.
These women all positively portray the image of African women,
calling for their emancipation, liberation and independence and
thereby helped to raise their status through literature. Her work
is highly acclaimed and won her the Jomo Kenyatta prize for
literature.
Grace Emily Akinyi Ogot
Grace Emily Akinyi Ogot earned a

distinctive position in Kenya’s literary
and political history. The best-known
writer in East Africa, and with a varied
career background, she became in
1984 one of only a handful of women
to serve as a member of Parliament
and the only woman assistant minister
in the cabinet of President Daniel Arap
Moi. Grace Ogot was one the first
woman to publish a novel in 1962 and
while doing so; inspired other women
Grace Ogot to a constellation of names and many
more writers such as Margaret Ogola.

Margaret Kenyatta
Margaret Kenyatta’s
leadership style and
strategies are instructive
and offer a new vision for
the continent. Her work
is often collaborative,
consultative and
community-focused.
Secondly, she is mindful
of local customs
and traditions. She
recognizes the role of
women and traditional
values and practices.
Moreover, Kenyatta
also involves herself in
national environmental
campaigns and is
Margaret Kenyatta affiliated with the David
Sheldrick Wildlife Trust
that cares for baby elephants orphaned due to poaching.
She has also voiced her opinion on a number of health issues
in Kenya ranging from mother and child wellness through
her beyond zero campaign. This initiative has raised a lot of
money and as a result managed to provide mobile clinics
in all the 47 counties in Kenya. On 24 October 2014, she
was named Kenya Person of the Year. The first lady has also
advocated for early screening for breast, cervical and prostate
to fight cancer, as well as supporting a healthy lifestyle for
patients to tackle diabetes. She has used her position as the
First Lady to increase awareness and access to health.

Edna Ole lenku
Edna Ole lenku

Edna Lenku, is involved in activities around Girl Child Education
Support System, Menstrual Hygiene Management (MHM),
promotion of beadwork and environmental conservation.
Edna has seized the opportunity of the first lady to champion
the rights of girls and women. She has been implementing
development projects for women and youth focusing on the
following four critical pillars; social economic development,
Waste Management through Taka Ni Mali Programmes,
Education programmes and Health programme focusing on
education to fight against retrogressive Cultural practices
among the Maasai. She has used her position to ensure
awareness on renewable sources of energy and sustainable
use of the environment, a pioneer in this field.

Catherine Kasavuli
Catherine is celebrated for

being part of the founding team
that saw the first privately owned
station (KTN) go on air in March
1990. She was the first anchor
to host a live broadcast at the
station and did so as a single
mother that was a challenge
for her. She became a member
of Royal Media Services
management and was in the
Catherine Kasavuli media for at least a decade. She
has inspired many women to
get into the media through her
illustrious career.
Njeri Rugene
Njeri Rugene is a Media and
Communications Consultant,
focusing mainly on Gender,
Development and Society, a
Mentor and Journalism Trainer.
A long serving Print Journalist
with the Nation Media Group-
East and Central Africa’s largest
Media House- Njeri has extensive
experience in Parliamentary and
Political Journalism and writing
on issues affecting women and
children, especially Gender and
Njeri Rugene Sexual Violence. Njeri is also
the author of Women Changing
the Way the World Works, a publication of the Democracy
Trust Fund published in November 2018. The book profiles
selected Kenya women and their positive contributions to
their communities in different spheres of development and
leadership.

Jane Kiano
In 1971, Mrs. Jane

Mumbi Kiano took
over leadership
at the Maendeleo
Ya Wanawake
Organisation
(MYWO). Besides
being the chair of the
MYWO, Jane was
also the Vice-president
of the National
Jane Kiano
Council of Women,
a committee member of the Child Welfare Society of Kenya
and a former commissioner at the National Cohesion and
Integration Commission. She was also the vice-president of
Associated Country Women of the World for the East, West
and Central Africa in 1972. In 1984, after serving in the
MYWO for more than a decade, Jane stepped down from
her position to pave way for new leadership. She left behind
a legacy of changing lives and transforming households in
Kenya. In recognition of her work, she was awarded the Pan
African Mercury Gold Award. She has used her influential
position to improve child welfare.

Dr Eddah Gachukia, MBS
Eddah Wacheke’s background as

an educationalist led her to establish
the Foundation for African Women
Educationalists (FAWE) whose work
is to encourage governments,
international organisations and
local communities to enact policies
and provide positive learning
environments that treat girls and
boys equally even though the target
beneficiaries and constituency are
primarily girls and women through
which she was involved with the
Starehe Girls’ Centre & School to
this end. Eddah’s outstanding career
Eddah Wacheke as an educationalist saw her receive
an honorary degree from Kenyatta University in 2008 where she
was awarded The International Committee of the Fellowship of the
Least Coin for her exemplary contribution to education in Kenya.
The Dr. Edda Gachukia Science Prize at the University of Nairobi

(UoN) stands in her honour and is also a holder of the coveted
Moran of the Burning Spear in 2009. She harnessed her
background to improve access to education.
Conclusion
This chapter traverses’ various fields and also assessed women’s participation
in elective and appointive positions in the political arena which traditionally
have been male dominated. This chapter further looks at the struggle for
women’s participation in leadership and policy making institutions. In the
various fields that have been mentioned, it is clear that women in positions
of power seek to empower others thus ensuring that they not only uplift
themselves but also girls and other women, to propel them to leadership in
society. This is evidenced for example, by Eddah Gachukia in her involvement
in education of the girl-child and Edna Lenku, who has used her position as
the First Lady of Kajiado County in creating awareness on sustainable use of

the environment and agitation against the retrogressive cultures such as FGM
and early betrothal of girls. The chapter assesses the various instances where
female leadership has impacted the communities by tackling the challenges
to create good not just for personal gain which is the hallmark of male
leadership but for communal gain and creation of future leaders.
The success of women in leadership and decision making remains in continued

activism. Women leaders cannot rest until the following has been achieved;
a) The two thirds rule enshrined in the constitution is implemented in full and
even then, this is only the beginning.
b) Removal of Kenyan patriarchal culture which affects gender power
relations in society is replaced by policies and laws which will advance
gender equality and women’s empowerment in elective and appointive
positions at all levels.
c) The Women’s Leadership Working Group addresses the major knowledge
gap of women’s leadership among the various stakeholders. Including
building consensus on the concept of women’s leadership.
d) All facets of women’s leadership are addressed equally as opposed to the
current trend of focusing on the political leadership only.
e) Our rich history with known women leaders like Wangu wa Makeri and
Mekatilili wa Menza, phoebe Asiyo, Jael Mbogo, Priscilla Abwao Jane
Kiano, Tabitha Seiiis taught in school so as to encourage girls to view
leadership positively and as a potential career choice. Jane Ogwapit,
Kenya professional and business, Orie Rogo (highlighted women in
sports, Tecla Lolupe etc. particularly those who have exited the scene.
Mayor of Voi, Mayor of Embu, Mumbi Ngaru mayor of Thika and being in
ODM and refusing to back out. Lilian Mwaura, NCWK, Terry Kantai, Ann
Wambaa, Riria Ouko,Wambui Otieno, Michelle Mugo, Margret Ogola,
Kavetsa Adangala, Pamela Kola, Njoki Wainaina, Jacinta Makokha, (title
– women whose story you must know). People can keep adding. How
many of these women do you know?
f) Media have a vital role to play in refocusing people’s attitudes and
perceptions regarding women and leadership
g) More documentation of women leadership in organizations, women’s
movements and groups needs to be done
The next chapter looks at strategies and opportunities for promoting
transformative women’s leadership

CHAPTER 5
TRANSFORMING WOMEN’S LEADERSHIP IN
KENYA: OPPORTUNITIES & STRATEGIES
Introduction
In Kenya, we have continued to observe remarkable progress for women’s

opportunities to lead. However, with progress, comes resistance and there
remains much more work to be done. A bold, vision accompanied by
strategies will create the transformation we long to have in the country. This
chapter thus, presents a leadership framework that will be useful to guide and
expand women’s leadership.
Recreating a women’s philosophy of leadership
Below are some of the ideas that women need to give more attention:
Documenting their experiences

Kenyan women have been on a long “journey towards the first season of
harvest”, (Kabira 2012) or what we popularly refer to as the gains in the
various fields, constitutional, institutional and policy, among others. The
main challenge is that most parts of this journey has not been systematically
documented. Wanjiku Mukabi Kabira, in her book, Time for Harvest: Women
and Constitution Making Process in Kenya (2012), is one of the few authors
who have documented women’s experiences in the constitution-making
process. She documents the entire process from the National Women’s

National Convention that was significant in setting the women’s agenda to

the delivery of a women friendly constitution in 2010.
Phoebe Asiyo has also documented part of the story in her autobiography
entitled ‘It is Possible’ places Asiyo’s life story in the context of Kenya’s
social and political environment. However, one publication is not adequate
to document a journey that took almost two decades. In addition, the
publication is not readily available to women. The consequences of this lack
of access to information is that “women have not been able to learn from
their past experiences or story”, (Kabira 2018 p1). Current generations do
not appreciate what their predecessors experienced. Therefore, they do not
build on past achievements affecting the continuity of the struggle for women’s
empowerment. Women should, therefore, adopt the culture of documenting
their experiences accurately and chronologically both as individuals and
institutions, to avail the information to current and future generations. The
documentation maybe in digital or analog media, such as audio tape or
compact discs. This will provide a foundation for continuation in the struggle
for women’s empowerment.
Knowledge of what women want
The idea of development is crucial in the aspirations of women in Kenya. This

is a core driving factor in the thirst for more education, as seen in the numbers
of women enrolling for further education in institutions of higher learning. In
the same vein, the threshold set for political leadership requires academic
credentials, which fuel the need for ongoing development of leaders and
leadership skills. Training itself cannot lead to significant behavioral change;
there must be follow-up practice in real-world settings. The basis of leadership
is self-empowerment, strength from within and an ability to motivate others.
The woman leader must be in touch with the women whom she purports to
represent. Through dialogue and consultations, she should identify with the
women’s agenda. She must be the carrier of this agenda which embodies the
women’s dream in whatever position of leadership she holds, (Kabira 2018).
Transforming hidden leaders into visible leaders
Hidden leaders are those individuals whose leadership capacity is limited by

the suppression of their ideas, insights, knowledge and skills. This is the story
of majority of women in Kenya. Due to Patriarchy, many women can be said to
have become “hidden leaders”. This has led to their engaging in self-limiting

patterns of thinking and in actions that prevented them from expressing their
knowledge and abilities effectively. A key feature of this thought pattern is the
belief that they lack “agency”, the ability to effect positive change on their
environment. They attribute positive outcomes to others’ efforts, failing to see
how they might also have contributed. Doubts about their abilities to effect
change lead them to withhold ideas and perspectives and avoid taking risks.
These beliefs also render them ineffective in resisting harmful psychological
and physical practices meted against them by socio-cultural belief systems.
These include abuse by more dominating or assertive behavior on the part of
other people that drown their (women’s) potential contributions8.
Self-awareness9 must occur for “hidden leaders” to enable them emerge from
their cocoons. This can be achieved through intentional training to build
confidence in their identity and image.
Space for women’s innovation
In the words of Lynne Doughtie U.S. Chairman and CEO-elect, KPMG “Own
your career. Don’t wait for someone to tap you on the shoulder and present
an opportunity to you.” points to the need for innovation as a strategy for
leadership. Innovation entails the process of bringing near ideas to solve
problems. It is also new ways of thinking that may be used to overcome
obstacles. Women should adopt innovative ways to lead in business, poverty
eradication, religious institutions, climate, ICT, environment, sports to
overcome obstacles and challenges.
Develop a common women agenda
Kenyan women are able to come together at the national level to articulate their
concerns. They must set up a common agenda without waiting for someone
else. This was realized, for example, in the pursuit of women’s agenda in
the constitution-making process in Kenya. According to Kabira, NCWK and
FEMNET organized a women’s convention which was held in 1992. This was
the “first women’s meeting of its kind, it brought together Kenyan women...
at the grassroots level and those at the national level to dialogue with each
other on the women’s agenda in the democratisation process”, (Kabira
2012). From this convention women identified their concerns/issues and
came up with the “women’s minimum agenda”. One of the key issues in
8
Inspiring Transformation: Lessons from the CGIAR Women’s Leadership Series
May, 2007 Gender & Diversity CGIAR
9
Women’s World Banking: Leadership & Diversity “How transformational Women Leaders are built”
January 16th, 2017

this agenda was the affirmative action for women’s leadership and decision-
making in institutions.
Women build consensus around the identified minimum agenda and it was
cascaded to women at both the national and grassroots levels. They rallied
support, among women and other allies, to support this minimum agenda.
The key agenda, in regard to women’s leadership, was the affirmative action
to promote women’s leadership in political and other forms of leadership at all
levels. Women today can use similar strategies to set a common agenda and
pursue the implementation of the constitutional affirmative active to ensure
at least a third of women’s representation in institutions of governance at
national and grassroots levels. Increased women’s participation in leadership
will see the realization of the objectives that women pursued for decades,
which include the numerical representation, transformative leadership,
provision of role models and changes the patriarchal perceptions towards
women’s leadership. This will greatly contribute in promoting women’s
leadership at both grassroots and national levels. This will see an increase of
women’s leadership in Kenya.
Building Strong Women Negotiations Teams

Women know that there is a time for everything. There is a time for coming
out in large numbers and demanding for their space, there is a time for
focusing on their goals but there is also a time for negotiating and lobbying.
As mentioned earlier women take time to analyse and evaluate on the best
leg to put forward and when to do it. As a result, the women’s movement
has transformed itself according to specific needs. They have chosen when
to fight, when to demand and when to negotiate and all these have worked
well for them. Eminent women form part of the negotiation team. They are;
Zipporah Kitony, Prof Wanjiku Kabira, Jane Kiano, Phoebe Asiyo Martha
Karua, Julia Ojiambo, Prof. Wangari Maathai, Jael Mbogo (first female
member and political activist in Ford Kenya), Eddah Gachukia (educationist)
among others. Spouses of the leading politicians and key political figures
such Ida Odinga, Pauline Kalonzo and the late Lucy kibaki were also lobbying
their spouses.
The eminent women have played a big role in high level negotiations. One
of their selling points is that they are highly respected and recognized, so
that no male leader would turn them away. Secondly, they have no interest
in positions of power and hence are not a threat to anyone and lastly, they
are persuasive, highly skilled and by the time the movement use them, they

are armed with the necessary information and skills. Their chance of losing
is almost none. However, the women movement is always very careful to
use the eminent women only when it is absolutely necessary, like when the
country is in crisis and leaders are thumping their chests or when women have
been left out and there is need to include their representatives. For the many
occasions that eminent women have been called upon, they have always
delivered.
Strong Networking and Collaboration Among Women
Kenyan women have a high level of organizing both as individuals and

women’s constituency around a common agenda. Due to their high level
of organizing women were able to transcend the various divisions and work
together and support the common agenda regardless of class, academic
and professional qualifications, organizations and women’s self-help
groups, ethnic background among others. This unity of purpose enabled
women to realize their expectations in the current Constitution which saw
the entrenchment of the affirmative action for women’s representation in
leadership at the different levels. Women today can utilize their organizing
capacity to mobilize support for women’s leadership of the various positions
created both in the constitution at all levels. This will see an increased number
of women leaders at all levels.
The women’s movement in Kenya has been the backbone of all the struggles
and the gains that we have heard since independence. Although during
maumau women are not mentioned to have been in a movement, their
contribution can be likened to that of the present-day women’s movement.
They took charge and took care of the families, when the men went to the
forest. They toiled for their children and kept their faith through songs that
gave hope and some that narrated the stories of their maumau heroes. They
adopted the tones of Christian songs and the colonialist thought they were
singing Christian songs. They went to the shambas together and they would
organise how the maumau would get food without the knowledge of the
home guards. They delivered guns and bullets under the cover of babies
strapped on their backs.
The women movement, like their counterpart the human rights organizations,
are amorphous, working independently and guided by their different goals,
but when the need arises, they are able to quickly come together and move
the necessary agenda to its conclusion. They are guided by one cardinal
rule of focusing on what unites them and ignoring what divides them. Some

of these organizations have a long history and a large membership spread

across the country and therefore mobilizing their networks they are able to
shake the country to the right direction.
Conclusion
There are abundant opportunities for women’s leadership in both elective and
appointive positions as provided for in article 27(8)of the Constitution of Kenya
(2010). While traditionally the focus has been on the various constitutional
bodies such as the national assembly, senate, national executive, the county
assembly and county executive and, commissions, this guide encourages
women to expand their leadership beyond these limited institutions to all
aspects of society. They should also seek to take up leadership at all levels
of the governance structures. In regard to women’s leadership, most of
these opportunities remain untapped. However, women’s leadership must be
transformative and different from the conventional men’s leadership. They
should not, for example, use or want to use violence and intimidation like
the men.
This is the leadership that is characterized by feminine qualities such as

motherhood and sisterhood. Such leadership will bring about a society
characterized by Ubuntu rather than the current one characterized by
corruption, poverty, illiteracy and disease. Women leaders, from all walks
of life, must be in the forefront towards the transformation of their societies
into such societies. This guide has presented cases of women pioneers from
different phases of the struggle who have shown that it is possible to lead
differently from the conventional hierarchical male leadership characterized
by violence and intimidation and the other social ills.
Women’s leadership, unlike the traditional masculine leadership that

permeates all institutions of governance, should be motherly, nurturing,
focuses on relationships, collective effort and not hierarchical authority.
For women leaders to exhibit this kind of leadership, they must believe in
themselves and must,…“have a vision of who you want to be, and no matter
the challenge, just keep focusing and keep doing what you have to do to get
to where you want to go.” Furtado agreed: “Stay focused in your goals, and
do your best in all that you do.” Other women leaders who have exhibited
this form of leadership must also mentor younger women and the latter must
be willing to be mentored. This will enable them to emulate these experienced
women leaders and to transform the leadership in the institutions where they
find themselves. Above all women must learn to document their experiences

to ensure that current future crops of leaders will benefit from their experiences
and transform leadership in general.
In addition, a woman leader must be in touch with the diverse categories on

women whom she purports to represent. Through dialogue and consultations,
she should identify with the women’s agenda. She must be the carrier of
this agenda which embodies the women’s dream in whatever position of
leadership she holds. This is when women and the entire society will benefit
from women’s transformative leadership.
The success of women in leadership and decision making remains in

continued activism, organization in collaborative groups that are more
objective in leading change agenda towards equal opportunities and
equitable distribution of resources. Women leaders cannot rest until the two
thirds rule enshrined in the constitution is implemented in full at all levels.
Women being the majority need to use their grassroots networks and power
of numbers to vote out all members of parliament who have refused to
support the gender equality to serve as a lesson for serious engagement in
future. Women need to consider supporting or organizing under independent
candidates and educating women voters that they have a choice and power
in determining leadership. It is obvious that women leadership have evolved
and is becoming stronger. Women leadership can become even more
effective with the use of social media for awareness creation and economic
empowerment.
Women’s transformative leadership in the different sectors and at different

levels will contribute in challenging the social perception towards women’s
leadership. This will lead to increased support for women in elective
positions. Above all women must embrace networking and collaboration
in identifying and mobilizing around a common agenda such as putting in
place a mechanisms the will deliberately ensure that apart from achieving
the two thirds gender rule, other women sub-groups have a fair chance of
participating and being included in the political processes if democracy is to
be truly inclusive” at all levels of society. As women continue with the struggle
for participation in leadership and decision-making institutions and processes
in the different sectors, this guide will remain an indispensable reference
point. The role models for women’s leadership provided are a living proof
that it is possible. This is in the right direction towards transforming leadership
which is essential in promoting Ubuntuism in our societies which is essential
for sustainable development.

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A Women's Leadership Guide
This guide was developed

by members of the
Wo m e n ' s L e a d e r s h i p
Committee, an initiative of
the Ministry of Public
Service Youth and Gender.
Professor Wanjiku Mercy Mwangi
The team from African Mukabi Kabira
Women Studies Centre,
Collaborative Centre for
Gender and Development,
Independent Electoral and
Boundaries Commission,
Women's Political Alliance
were of the view that the
country needed to reect Beatrice Kamau Jane Gitonga
on our concept of
leadership in order to
challenge the current big
man theories of leadership
which continue to create
division, promote violence,
are masculine in nature
and often lack the humility Julia Nyokabi Jacinta Atemba
Chege Makokha
of the leadership that
women would wish to
promote.
Expanding Women's territory

in Leadership and Nurturing
the Nation Annastacia Mwangi Milka Kariuki
A Project of
MINISTRY OF PUBLIC SERVICE AND GENDER AFFAIRS
Women's Leadership Technical Committee
8/29/2020

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Expanding Women's

A GUIDE TO WOMEN'S LEADERSHIP

A Guide to Women’s Leadership

A PROJECT OF MINISTRY OF PUBLIC SERVICE

Women’s Leadership Technical Committee

A GUIDE TO WOMEN’S LEADERSHIP 1

REINVENT has been privileged to walk with the Women in leadership

REINVENT sees this book, as a major milestone in the journey towards

2 A GUIDE TO WOMEN’S LEADERSHIP

society (Governance, Peace, Security, Economy, Education, Media, Arts and

A GUIDE TO WOMEN’S LEADERSHIP 3

4 A GUIDE TO WOMEN’S LEADERSHIP

The booklet is an initiative of Women in Leadership and Decision-Making

A GUIDE TO WOMEN’S LEADERSHIP 5

CHAPTER 1: UNDERSTANDING WOMEN’S LEADERSHIP 11

CHAPTER 2: WOMEN’S LEADERSHIP MODELS. 20

6 A GUIDE TO WOMEN’S LEADERSHIP

CHAPTER 3: WOMEN IN POLITICAL LEADERSHIP AND

CHAPTER FOUR: CELEBRATING WOMEN’S LEADERSHIP

CHAPTER 5: TRANSFORMING WOMEN’S LEADERSHIP

A GUIDE TO WOMEN’S LEADERSHIP 7

8 A GUIDE TO WOMEN’S LEADERSHIP

The authors have identified various models of women’s leadership, such as

A GUIDE TO WOMEN’S LEADERSHIP 9

infuse women’s leadership at all levels in order to develop a new type of

10 A GUIDE TO WOMEN’S LEADERSHIP

Oxfam defines transformative leadership as: “A social change strategy

A GUIDE TO WOMEN’S LEADERSHIP 11

Key issues in women’s leadership

The need to create new leadership models

Political leadership, women and leadership theory

“Wherefore women are more compassionate and more readily

12 A GUIDE TO WOMEN’S LEADERSHIP

times. Drawing on these examples, women’s leadership philosophy needs to

A GUIDE TO WOMEN’S LEADERSHIP 13

subordination of women, and how it determines their self-realization. Thus, in

When women become leaders, they join patriarchal leadership ideologies,

14 A GUIDE TO WOMEN’S LEADERSHIP

Women adapt to societal changes

A GUIDE TO WOMEN’S LEADERSHIP 15

Proclaiming women’s special attributes

16 A GUIDE TO WOMEN’S LEADERSHIP

A GUIDE TO WOMEN’S LEADERSHIP 17

Women’s Alternative Leadership Models

Women leading has made gradual progress

18 A GUIDE TO WOMEN’S LEADERSHIP

A GUIDE TO WOMEN’S LEADERSHIP 19

20 A GUIDE TO WOMEN’S LEADERSHIP

long history of matriarchy in the society. This is emphasized by a saying from

The institution of motherhood is seen as a significant part of empowering

A GUIDE TO WOMEN’S LEADERSHIP 21

Women’s leadership from women’s perspective

Women in traditional power systems

Older women can be witty, challenging and authoritative at negotiations. In

22 A GUIDE TO WOMEN’S LEADERSHIP

Motherhood as an alternative leadership model for African

The section below illustrates a selection of high-profile women leaders in the

Ellen Sirleaf-Johnson, a former President of Liberia is a notable example of

A GUIDE TO WOMEN’S LEADERSHIP 23