On Wednesday last week, 23rd February 2022; the ruling party Chairperson, President Samia Suluhu Hassan, inaugurated the Mwalimu Nyerere Leadership School, which is locate in Kibaha District, Coast Region. Those of us who were present at that ceremony, were informed that it was constructed at a cost of 45 million US dollars, generously funded by the Communist party of China (CPC); and further that this was a ‘joint venture project’ sponsored by six ‘Liberation political parties’, that was intended “to nurture talents, which will enhance good governance, and facilitate the achievement the political and socio-economic development for their respective countries and people” The participating Liberation political parties are:- Chama cha Mapinduzi (CCM) of Tanzania; the African National Congress (ANC) of South Africa; the Mozambique Liberation Front (FRELIMO) of Mozambique; the Peoples’ Movement for the Liberation of Angola (MPLA); the South-West Africa Peoples’ Organization (SWAPO) of Namibia; and the Zimbabwe African National Union-Patriotic Front (ZANU-PF).
And later in her speech at that inauguration event, President Samia Suluhu Hassan expressed her high hopes and expectations, that “this school will greatly help to expand the thinking of youths on leadership in the political context, as well as shape our leaders to efficiently to effectively execute their leadership roles”. In other words, these were the purposes, or the ‘objects and reasons’, for the establishment of this school.
In justification for leadership training.
“Knowledge is power” is a common saying which is attributed to the gurus of English literature. Indeed, being “knowledgeable” about a matter, is a vital qualification for leadership in the area of that matter. The need for knowledgeable manpower in the ‘political management’ profession cannot be overemphasized. This is because political management”, primarily involves the management of peoples’ affairs in a given jurisdiction. Thus, considering the vast variety of personal interests, propensities, and idiosyncrasies among ordinary people; a proper management of their affairs is complicated enough to require some specialist skills, which can only be obtained through some specialized training.
And later in her speech at that inauguration event, President Samia Suluhu Hassan expressed her high hopes and expectations, that “this school will greatly help to expand the thinking of youths on leadership in the political context, as well as shape our leaders to efficiently to effectively execute their leadership roles”. In other words, these were the purposes, or the ‘objects and reasons’, for the establishment of this school.
In justification for leadership training.
“Knowledge is power” is a common saying which is attributed to the gurus of English literature. Indeed, being “knowledgeable” about a matter, is a vital qualification for leadership in the area of that matter. The need for knowledgeable manpower in the ‘political management’ profession cannot be overemphasized. This is because political management”, primarily involves the management of peoples’ affairs in a given jurisdiction. Thus, considering the vast variety of personal interests, propensities, and idiosyncrasies among ordinary people; a proper management of their affairs is complicated enough to require some specialist skills, which can only be obtained through some specialized training.
And Mwalimu Julius Nyerere was fully aware of this requirement, which is what explains why, upon the attainment of Tanganyika’s independence, he was quick in establishing the then Kivukoni College, for the sole purpose of training cadres who would hold political leadership positions in the management of the new country’s affairs. Consequently, many, if not all, of the early leaders of TANU and its government, were routinely sent to Kivukoni College for training in leadership skills (Mbinu za Uongozi bora); some for short courses lasting three months, and others for longer courses lasting nine months.
Numerous three to five days’ leadership seminars were also regularly scheduled and held there, for cadres at all leadership levels of the party and the government. And in particular, following the adoption of the immortal Arusha Declaration in February 1967 (which also caused my appointment as TANU’s Executive Secretary General, thus becoming the person responsible for organizing these leadership courses and seminars). It became a policy of ‘endless leaders’ training and re-training’; with emphasis being placed on the Leadership code of Ethics, which had been introduced in the Arusha Declaration policy document; and was binding upon all party and government leaders.
And subsequently, when Chama cha Mapinduzi (CCM) was established in 1977 (with me again as the Executive Secretary General); we rapidly opened six zonal colleges affiliated to Kivukoni College; with the aim of expanding the leadership training facilities in order to cater for a much larger numbers of leaders at the Regional and District levels.
We also introduced compulsory three months training courses for all new CCM members; which, for the convenience of the large numbers of such new members, were conducted at the level of CCM Branches; and for that purpose, we established a new cadre of ‘District political education officers’, who were given the responsibility for organizing these party membership courses, which were designed to focus on the party’s Ujamaa ideology, plus its aims and objectives, its organizational structure, and the opportunities available for getting into party and government leadership positions, through party competitive elections.
It is most fortunate, and indeed very praiseworthy, that this high tempo of leadership training; and the dedicated commitment to that concept; have commendably been maintained throughout the intervening years, right up to the present day; and that not only within CCM, but also within other important institutions, specifically the National Assembly (BUNGE).
It is most fortunate, and indeed very praiseworthy, that this high tempo of leadership training; and the dedicated commitment to that concept; have commendably been maintained throughout the intervening years, right up to the present day; and that not only within CCM, but also within other important institutions, specifically the National Assembly (BUNGE).
For example, I have just returned from Tunguu in Zanzibar, where I had been invited to present a Paper on the “Appropriate strategies for persons who preside over the proceedings of Parliament and its Standing Committees; and my personal experiences in relation thereto, or connected therewith”. ‘Tunguu’ is the place where the BUNGE Zanzibar sub-offices are located; and that was the venue for a five day seminar for all the leaders of that Institution, namely the Speaker, the Deputy Speaker, and the Chairpersons of all the Parliamentary Standing Committees; which focused primarily on topics related to leadership training. For the benefit of our readers who are interested in parliamentary affairs, here is a summary of my presentation at that BUNGE leadership seminar.
I utilized that opportunity to take the Seminar participants through the vast literature which is available regarding this matter; a summary of which is presented here in the paragraphs which follow below.
In narrating my personal experiences in relation thereto, I started by mentioning the difficult challenges which had to be overcome during the initial period of transition from the being a colonial Legislature, to being the Legislature (Parliament) of an independent country, while still operating on the basis of a Constitution which conferred what was known as “dominion status” to independent Tanganyika; whereby the British Queen Elizabeth II remained (as was the case under colonialism), the Head of State of an independent Tanganyika!
In narrating my personal experiences in relation thereto, I started by mentioning the difficult challenges which had to be overcome during the initial period of transition from the being a colonial Legislature, to being the Legislature (Parliament) of an independent country, while still operating on the basis of a Constitution which conferred what was known as “dominion status” to independent Tanganyika; whereby the British Queen Elizabeth II remained (as was the case under colonialism), the Head of State of an independent Tanganyika!
For example, we continued with the structures of the British multi-party Parliament of ‘party caucuses’, even though there was no Opposition camp in our Parliament; which was a de facto ‘single- party’ Parliament; with me as the Katibu wa Bunge. I also told my audience the story of how we progressed through thirty years of the de jure single- party Parliament, and the challenges of making the necessary reforms and adjustments in the Rules and procedures of the House, in order to accommodate this new environment.
I also explained the challenges, which were encountered in the making of new rules incorporating the major reforms and adjustments, which had to made upon the country’s return to the multi-party political dispensation (this time with me as the Speaker of that august House). And, perhaps more importantly, I also explained the ‘objects and reasons’ for making each of those Rules; that is to say, the foundations upon which the new Rules were built. This was intended to equip them adequately with the “power” that is implied in the dictum that “knowledge is power”.
The skills required for good parliamentary leadership.
I identified some specific skills which could help a person to be a good leader (kiongozi bora); which, in summary form, include the following:- (i) The willingness, and preparedness, to learn; in order to enhance one’s knowledge. This is because, as we have already seen above, “knowledge is power”. Hence, in that connection, I urged the participants to refer to my book titled “The story of the Tanzania Parliament” (Nyambari Nyangwine Pubishers, Dar es Salaam, 2012), (I offered a gift copy of this book to each participant); in which I have detailed my experiences gathered during the period when I was occupying the Speaker’s Chair for 15 years, initially as Deputy Speaker, and subsequently as Speaker of the House.
In that book, I have described what I referred to as the “Speaker’s burdens”, namely the great stresses, which are imposed on the body and mind of the person who presides over the proceedings of the House; of having to listen to each and every word that is spoken during debates in the House (which requires constant alertness); in order to manage the risk of losing his reputation, in certain unforeseen circumstances which my occur abruptly in the course of debate over which he is presiding. And gave examples of such events which occurred in the Parliament of Australia, in February 1975, which led to that Speaker’s forced resignation! (ii) The need for the Speaker to observe, and adhere to, the principle of ‘being the servant (and not the master) of the House. This “servant principle” was established in January 1642; when King Charles I personally marched into the House of Commons, with the intent of arresting five members, who were his opponents. The King went into the House, and asked the Speaker to show him where the five members were. Speaker William Lenthall’s reply was what established this principle. He said this:- “May it please your Majesty, I have neither eyes to see, nor tongue to speak in this place, but as the House is pleased to direct me, whose servant I am here; and I humbly beg Your Majesty’s pardon, that I cannot give any other answer than this to what Your Majesty is pleased to demand of me”.
(iv) The need to adhere to the principle of “shared leadership” (Uongozi wa pamoja). With regard to parliamentary leadership, I drew the attention of the Seminar participants, to the specific instruments which have been established in the Rules of the House, with the aim of achieving the implementation of this principle; which include the Kamati ya Uongozi (Business Committee) ; and each party’s parliamentary caucus; which are recognized by Standing Order no, 131(1) of the House Rules; and emphasized the need and importance, of the leaders working in close cooperation as friends and colleagues in the same venture.
(iv) The need to observe and adhere to the principle of “impartiality”. This is a crucial and vital principle which must be strictly observed, in all multi-party Parliaments; pointing out however, the difficulties associated with this principle, especially in jurisdictions like ours, where the Speaker, in order to qualify for election to that position, must be sponsored by a political party to which he/she actually belongs; a situation which creates the burden of being suspected by the opposition party MPs that he will feel obliged to favour his party colleagues.
In that book, I have described what I referred to as the “Speaker’s burdens”, namely the great stresses, which are imposed on the body and mind of the person who presides over the proceedings of the House; of having to listen to each and every word that is spoken during debates in the House (which requires constant alertness); in order to manage the risk of losing his reputation, in certain unforeseen circumstances which my occur abruptly in the course of debate over which he is presiding. And gave examples of such events which occurred in the Parliament of Australia, in February 1975, which led to that Speaker’s forced resignation! (ii) The need for the Speaker to observe, and adhere to, the principle of ‘being the servant (and not the master) of the House. This “servant principle” was established in January 1642; when King Charles I personally marched into the House of Commons, with the intent of arresting five members, who were his opponents. The King went into the House, and asked the Speaker to show him where the five members were. Speaker William Lenthall’s reply was what established this principle. He said this:- “May it please your Majesty, I have neither eyes to see, nor tongue to speak in this place, but as the House is pleased to direct me, whose servant I am here; and I humbly beg Your Majesty’s pardon, that I cannot give any other answer than this to what Your Majesty is pleased to demand of me”.
(iv) The need to adhere to the principle of “shared leadership” (Uongozi wa pamoja). With regard to parliamentary leadership, I drew the attention of the Seminar participants, to the specific instruments which have been established in the Rules of the House, with the aim of achieving the implementation of this principle; which include the Kamati ya Uongozi (Business Committee) ; and each party’s parliamentary caucus; which are recognized by Standing Order no, 131(1) of the House Rules; and emphasized the need and importance, of the leaders working in close cooperation as friends and colleagues in the same venture.
(iv) The need to observe and adhere to the principle of “impartiality”. This is a crucial and vital principle which must be strictly observed, in all multi-party Parliaments; pointing out however, the difficulties associated with this principle, especially in jurisdictions like ours, where the Speaker, in order to qualify for election to that position, must be sponsored by a political party to which he/she actually belongs; a situation which creates the burden of being suspected by the opposition party MPs that he will feel obliged to favour his party colleagues.
In this respect, I referred to the interesting variety of recorded experiences around the Parliaments of the Commonwealth, of Speakers who even went to undignified extremes in their attempts to demonstrate their impartiality!
I also reminded my distinguished audience of the reason why we became, and have remained, dedicated members of the (British) Commonwealth; namely that this decision was based on Mwalimu Nyerere’s vision, which he expresses in his speech in the National Assembly on 5th June, 1961, in the following clear, persuasive terms :-“More than any other group of nations in the world, the Commonwealth binds together, in friendship and in like-mindedness, an astonishing variety of nations, both great and small, without distinction between them, or discrimination amongst them; which offers much greater hope for lasting peace and friendship among the people of the world”.
“Knowledge is power”; and such knowledge can only be acquired through appropriate training. Best wishes to Mwalimu Nyerere Leadership School.
piomsekwa@gmail.com /0754767576.
I also reminded my distinguished audience of the reason why we became, and have remained, dedicated members of the (British) Commonwealth; namely that this decision was based on Mwalimu Nyerere’s vision, which he expresses in his speech in the National Assembly on 5th June, 1961, in the following clear, persuasive terms :-“More than any other group of nations in the world, the Commonwealth binds together, in friendship and in like-mindedness, an astonishing variety of nations, both great and small, without distinction between them, or discrimination amongst them; which offers much greater hope for lasting peace and friendship among the people of the world”.
“Knowledge is power”; and such knowledge can only be acquired through appropriate training. Best wishes to Mwalimu Nyerere Leadership School.
piomsekwa@gmail.com /0754767576.
Source: Daily News and Cde Msekwa.
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