DOCSLIB.ORG

Authentic Transformational Leadership a Case Study of Jennifer Semakula Musisi the First Executive Director of Kampala Capital City Authority (KCCA) in Uganda Noah M

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Authentic Transformational Leadership a Case Study of Jennifer Semakula Musisi the First Executive Director of Kampala Capital City Authority (KCCA) in Uganda Noah M University of St. Thomas, Minnesota UST Research Online Education Doctoral Dissertations in Organization School of Education Development 2017 Grounded in Practice: Authentic Transformational Leadership A Case Study of Jennifer Semakula Musisi the First Executive Director of Kampala Capital city Authority (KCCA) in Uganda Noah M. Kafumbe University of St. Thomas, Minnesota Follow this and additional works at: https://ir.stthomas.edu/caps_ed_orgdev_docdiss Part of the Education Commons, and the Organizational Behavior and Theory Commons Recommended Citation Kafumbe, Noah M., "Grounded in Practice: Authentic Transformational Leadership A Case Study of Jennifer Semakula Musisi the First Executive Director of Kampala Capital city Authority (KCCA) in Uganda" (2017). Education Doctoral Dissertations in Organization Development. 59. https://ir.stthomas.edu/caps_ed_orgdev_docdiss/59 This Dissertation is brought to you for free and open access by the School of Education at UST Research Online. It has been accepted for inclusion in Education Doctoral Dissertations in Organization Development by an authorized administrator of UST Research Online. For more information, please contact [email protected]. Grounded in Practice: Authentic Transformational Leadership A Case Study of Jennifer Semakula Musisi the First Executive Director of Kampala Capital City Authority (KCCA) in Uganda. A DISSERTATION SUBMITTED IN TO THE FACULTY OF THE COLLEGE OF EDUCATION LEADERSHIP AND COUNSELING OF THE UNIVERSITY OF ST. THOMAS IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF DOCTOR OF EDUCATION By: Noah M. Kafumbe January, 2017 UNIVERSITY OF ST. THOMAS We certify that we have read this dissertation and approved it as adequate in scope and quality. We have found that it is complete and satisfactory in all respects, and that any and all revisions required by the final examining committee have been made. Dissertation Committee _________________________________________________________________________ William Brendel, Ed.D. Committee Chair _________________________________________________________________________ Rama K. Hart, Ph.D. Committee Member ________________________________________________________________________ David W. Jamieson, Ph.D. Committee Member ………………………………………….. Date © Copyright Noah Mukasa Kafumbe 2017 All Rights Reserved. i Dedication This dissertation is dedicated to my late father Ismail Kalule Bbossa who did not live to see any of his children graduate. Dad it hurts to think that you are not here anymore but the values you modeled and instilled in us have propelled me this far. I also dedicate this to my children Leillah, Jamil and Nadia Kafumbe. I hope you are inspired to dream, believe and achieve your goals in life. ii Acknowledgement The doctoral adventure is a daunting task. Without the support and encouragement of many individuals, I would not have been able to achieve the highest dream in education. Praise be to the Almighty, the most gracious and most merciful Allah who has given me the will, and patience to accomplish everything I set out to do. I would like to express my sincere gratitude to Father Dennis Dease for the immeasurable financial support provided through the Office of the president of St Thomas that enabled me to enroll and complete the doctoral program at this esteemed University. I would like to thank my dissertation chair, Dr. William Brendel, and committee members, Dr. Rama K. Hart, and Dr. David W. Jamieson for the thoughtful feedback and guidance from my idea to the finished study. Dr. Brendel kept me focused with unwavering belief that I would finish my dissertation. Special thanks to Ms Jennifer Semakula Musisi. I appreciate her willingness to open the doors and take time away from her family and busy work schedule for this case study. To my family and friends, thank you for sticking with me throughout the program. Your support came in many different forms, from encouraging text messages to phone calls. I am so grateful and humbled. To my wife Bbira Kafumbe, thank you for all the support throughout the highs and lows of my academic adventure. Many hours and weekends were spent in school, which meant time away from the family. Bbira kept the household running. I also want to thank my children Leillah, Jamil and Nadia you were the driving force and purpose that kept me going throughout my studies. To Leillah, thank you for keeping count of the pages along the way. You kept me on task. May God Bless You All. iii Abstract Addressing the development challenges in resource constrained countries like Uganda requires leaders in the public service sector with the resolve to challenge the status quo and ensure accountability and adequate service delivery to the citizens of these countries. However, the quality, capacity, abilities and, integrity of some leaders in Uganda’s public sector who are entrusted to steer and implement the necessary transformation and changes have been questioned over the years. This intrinsic case study explored the unique leadership approach of Jennifer Semakula Musisi the first executive director of Kampala Capital City Authority (KCCA) who has challenged the status quo, created options and opportunities for Kampala city dweller, clarified problems and choices and, built moral capital based on values and has restored the image of some public institutions in Uganda. Ms Musisi has redefined public service delivery in Uganda and provided a vision of possibilities and a promise of a better community in Kampala. This study found Ms Musisi leadership approach to be authentic and transformative built on moral values, faith, honesty, integrity, trustworthiness, reliability and accountability. Table of Contents Dedication .................................................................................................................................... i Acknowledgement ....................................................................................................................... ii Abstract ...................................................................................................................................... iii Table of Contents ......................................................................................................................... i Chapter 1 ..................................................................................................................................... 1 Background of the study ................................................................................................................. 1 Leadership and public service delivery........................................................................................... 2 Structural and Institutional Transformation in Uganda .................................................................. 5 Transformational Leadership and Public Service Delivery in Uganda .......................................... 7 Scope of the Study ........................................................................................................................ 10 Statement of the problem .............................................................................................................. 10 Purpose of the study ...................................................................................................................... 13 Specific Objective ......................................................................................................................... 14 Research Questions ....................................................................................................................... 14 Rational and Significance of the Study ......................................................................................... 14 Research Method .......................................................................................................................... 15 Definition of Key Terms ............................................................................................................... 17 Leadership ........................................................................................................................................... 17 Authentic Leadership .......................................................................................................................... 17 Transformational Leadership .............................................................................................................. 17 Authentic Transformational Leadership (ATL) .................................................................................. 18 Result-Oriented Leadership ................................................................................................................ 18 Public Services .................................................................................................................................... 18 Summary ....................................................................................................................................... 18 Chapter Two.................................................................................................................................. 19 Literature Review.......................................................................................................................... 19 ii Literature Review Research .......................................................................................................... 19 Table 1.0 ............................................................................................................................................
Load more

Recommended publications
  • Elite Strategies and Contested Dominance in Kampala
    ESID Working Paper No. 146 Carrot, stick and statute: Elite strategies and contested dominance in Kampala Nansozi K. Muwanga1, Paul I. Mukwaya2 and Tom Goodfellow3 June 2020 1 Department of Political Science and Public Administration, Makerere University, Kampala, Uganda. Email correspondence: [email protected] 2 Department of Geography, Geo-informatics and Climatic Sciences, Makerere University, Kampala, Uganda. Email correspondence: [email protected]. 3 Department of Urban Studies and Planning, University of Sheffield, UK Email correspondence: [email protected] ISBN: 978-1-912593-56-9 email: [email protected] Effective States and Inclusive Development Research Centre (ESID) Global Development Institute, School of Environment, Education and Development, The University of Manchester, Oxford Road, Manchester M13 9PL, UK www.effective-states.org Carrot, stick and statute: Elite strategies and contested dominance in Kampala. Abstract Although Yoweri Museveni’s National Resistance Movement (NRM) has dominated Uganda’s political scene for over three decades, the capital Kampala refuses to submit to the NRM’s grip. As opposition activism in the city has become increasingly explosive, the ruling elite has developed a widening range of strategies to try and win urban support and constrain opposition. In this paper, we subject the NRM’s strategies over the decade 2010-2020 to close scrutiny. We explore elite strategies pursued both from the ‘top down’, through legal and administrative manoeuvres and a ramping up of violent coercion, and from the ‘bottom up’, through attempts to build support among urban youth and infiltrate organisations in the urban informal transport sector. Although this evolving suite of strategies and tactics has met with some success in specific places and times, opposition has constantly resurfaced.
    [Show full text]
  • “Pressing the Right Buttons”
    0013EP “Pressing the Right Buttons” Jennifer Musisi for New City Leadership Epilogue ERIC WEINBERGER AND JORRIT DE JONG As head of the new Kampala Capital City Authority, Jennifer Musisi set her goals high: to increase revenue, fight corruption, and build the City’s financial capacity by creating a sustainable system of fee and tax collection, all while improving overall service delivery. She knew there would be serious resistance to change coming from populist politicians in both government and opposition (in Parliament, in Kampala, and in the KCCA). There would be intransigence from all directions: from her own officials, those in other agencies, powerful commercial forces including the many private collection agents now thrown out of business, and from hundreds of thousands of ordinary Kampalans who struggled to make a living, many of them as transit drivers, street vendors, or other kinds of traders, usually unregulated. Increasing Revenues Musisi’s success at improving collections in Kampala was practically immediate and continued for the first half of her nearly eight years in office. Over those four years, beginning with the 2011-12 fiscal year, overall own-source revenue (OSR) jumped 198 percent: KCCA own-source revenue (OSR) in billions of Ugandan shillings 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 30 39.5 55.06 70.1 80.4 85 85.75 Between FY 2012 and FY 2014, property tax revenues rose from UGX 11 billion to UGX 24 billioni ($3.3 million to $7.2 million), and parking fees (now including taxis) rose from UGX 5 billion to UGX 16 billion ($1.5 million to $4.8 million).
    [Show full text]
  • The Republic of Uganda in the Supreme
    5 THE REPUBLIC OF UGANDA IN THE SUPREME COURT OF UGANDA AT KAMPALA PRESIDENTIAL ELECTION PETITION NO. O1 OF 2016 (CORAM: KATUREEBE, C.J, TUMWESIGYE, KISAAKYE, 10 ARACH AMOKO, NSHIMYE, MWANGUSYA,OPIO-AWERI, MWONDHA, TIBATEMWA-EKIRIKUBINZA, JJ.SC.) AMAMA MBABAZI …………………………………….PETITIONER VERSUS 15 YOWERI KAGUTA MUSEVENI ……………. 1stRESPONDENT ELECTORAL COMMISSION ……………… 2ndRESPONDENT THE ATTORNEY GENERAL ………………… 3rd RESPONDENT PROFESSOR OLOKA ONYANGO & 8 ORS………..AMICI 20 CURIAE DETAILED REASONS FOR THE JUDGMENT OF THE COURT The Petitioner, who was one of the candidates in the presidential 25 election that was held on the 18th February, 2016 petitioned the 1 5 Supreme Court under the Constitution, the Presidential Elections Act, 2000 and the Electoral Commission Act, 1997 (hereinafterreferred to as the PEA and the ECA, respectively). He challenged the result of the election and sought a declaration that Yoweri Kaguta Museveni, the 1st Respondent, was not 10 validly elected and an order that the election be annulled. On the 31st March 2016, we delivered our decision in line with the Constitutional timeline imposed on the Court to render its judgment within 30 days from the date of filing the petition. We were not, however, in a position to give detailed reasons for our 15 findings and conclusion. We found that the 1st Respondent was validly elected as President in accordance with Article 104 of the Constitution and Section 59 of the PEA. Accordingly, we unanimously dismissed the petition. We made no order as to costs. 20 We promised to give the detailed reasons at a later date, which we now give in this judgment. Background The 18thFebruary 2016 General Elections were the 3rd since the re-introduction of multiparty politics in Uganda as the country 25 shifted from the movement system.
    [Show full text]
  • Public and Private Service Provision of Solid Waste Management in Kampala, Uganda
    Public and Private Service Provision of Solid Waste Management in Kampala, Uganda Mesharch W. Katusiimeh TABLE OF CONTENTS LIST OF TABLES ............................................................................................................ IV LIST OF FIGURES ........................................................................................................... V LIST OF ABBREVIATIONS ........................................................................................... VI ACKNOWLEDGMENTS ............................................................................................... VII CHAPTER 1: INTRODUCTION ....................................................................................... 1 1.1 Background: public and private provisioning in solid waste management ............... 2 1.2 Solid waste management in Kampala ........................................................................ 9 1.3 Solid waste characteristics and overview of the policy and legal framework for SWM in Kampala ........................................................................................................... 13 1.4 Problem statement and study objectives .................................................................. 17 1.5 Description of study area ......................................................................................... 21 1.6 Data .......................................................................................................................... 24 1.7 Contribution of this research ...................................................................................
    [Show full text]
  • Kcca (A) 1 Kampala City Authority
    KCCA (A) KAMPALA CITY AUTHORITY: THE TURNAROUND OF UGANDA’S CAPITAL (A) In April 2015 Mrs Jennifer Musisi, executive director of Kampala Capital City Authority (KCCA), and in post since a new administrative structure replaced the defunct Kampala City Council in 2011, was absolutely confident on the capacity of the authority to deliver the second Kampala Institutional and Infrastructure Development Project. The so-called KIIDP2 was financed by the World Bank and over ninety percent of the funding aimed at modernizing transport and drainage infrastructure vital to transform Kampala into a modern city. It followed a previous scheme, KIIDP1, oriented mostly towards building internal institutional capacity, and which Jennifer’s team had rescued from the brink of collapse in 2011. We’re in an effort to transform Kampala. To take it from where we found it - deplorable, disorganised, a total mess, to a place where it would be a capital city in the real sense of the word…. I’m here to do a serious job, don’t involve me in politics …We want to make it [Kampala] a destination [KCCA Executive Director]1 KCCA was the governing body created to administer Kampala on behalf of central government by an Act of Parliament in 20102 which became effective on 1st March 2011. It was part of wider government reforms to decentralise administration in a bid to “bring services closer to the people”. In the case of Kampala, the administrative reform also responded to a failure of the previous administration to deliver a program of capital investment and institutional reforms agreed with the Word Bank in 2007.
    [Show full text]
  • Statistical Abstract for Kampala City 2019
    Kampala City Statistical Abstract, 2019 STATISTICAL ABSTRACT FOR KAMPALA CITY 2019 Report prepared with support from Uganda Bureau of Statistics Kampala City Statistical Abstract, 2019 TABLE OF CONTENTS ACRONYMS …………………………………………………………………….…………………………………………. vii ABOUT THIS STATISTICAL ABSTRACT ……………………………………………………………………...………. viii ACKNOWLEDGMENT ……………………………………………………………………………………………………… ix DEFINITIONS USED AS ADAPTED FROM THE NATIONAL POPULATION & HOUSING CENSUS REPORT (2014) 1 CHAPTER ONE: KAMPALA BACKGROUND INFORMATION …………………….…………………………. 2 CHAPTER TWO: CITY ADMINISTRATION ………………………………………….……………………………. 10 CHAPTER THREE: DEMOGRAPHIC AND SOCIO-ECONOMIC CHARACTERISTICS ………….……………. 23 CHAPTER FOUR: CITY ECOMOMY, BUSINESS, EMPLOYMENT AND LABOUR SERVICES ……………. 30 CHAPTER FIVE: TRANSPORT AND GETTING AROUND KAMPALA ……………….………………………. 51 CHAPTER SIX: HEALTH SERVICES …………………………………….……………………………………. 61 CHAPTER SEVEN: WATER, SANITATION, ENVIRONMENT ……………………………………………………. 73 CHAPTER EIGHT: EDUCATION SERVICES …………………………………….………………………………. 81 CHAPTER NINE: SOCIAL SERVICES ……………………………………….……………………………………. 87 CHAPTER TEN: CRIME, ACCIDENTS AND FIRE EMERGECIES ………………….……………………….. 93 CHAPTER ELEVEN: ASSORTED KCCA PERFORMANCE STATISTICS 2011 – 2019 …….…………………. 97 GENERAL INFORMATION …………………………………………………………………………………………………. 106 ii Kampala City Statistical Abstract, 2019 LIST OF TABLES Table 1: Distance to Kampala from Major Cities ......................................................................................................................................................................................................
    [Show full text]
  • From Response to Resilience Working with Cities and City Plans to Address Urban Displacement: Lessons from Amman and Kampala
    From Response to Resilience Working with Cities and City Plans to Address Urban Displacement: Lessons from Amman and Kampala International Rescue Committee | FEBRUARY 2018 In association with From Response to Resilience Working with Cities and City Plans to Address Urban Displacement: Lessons from Amman and Kampala International Rescue Committee | FEBRUARY 2018 Table of Contents Executive Summary 3 Introduction 5 Methodology 9 Urban Displacement and City Resilience 13 Amman: Inclusionary Planning 19 Kampala: Managing Growth 29 Urban Partnerships: A Guideline for Humanitarians Working in Cities 37 Conclusion 39 References 41 Acknowledgements 43 cover: Downtown Kampala. Before the arrival of British colonialists and the establishment of the East African Protectorate, Kampala was the capital of the kingdom of Buganda. Although the city suffered major damage during Idi Amin's war with Tanzania, Kampala has been reconstructed and, according to City Mayors, it is now the thirteenth fastest-growing city on the planet, having expanded well beyond the seven hills that bounded the old city. Flickr user Babak Fakhamzadeh/CC BY-NC 2.0 opposite: Roman ruins at the Citadel in Amman, with the modern city behind. Roman, Byzantine and Umayyad period structures can be seen together at the city centre site. In the ancient period, Amman was controlled by the Assyrian Empire, and later by the Persian Empire. The city was named ‘Philadelphia’ by Ptolemy II, as northern Jordan was part of the kingdom of Egypt under the Hellenistic dynasty. Flickr user Kathleen/CC BY 2.0 © International Rescue Committee, 2017 3 Bloomsbury Place, London WC1A 2QL, UK | Rescue-uk.org | Rescue.org 2 From Response to Resilience Executive Summary The unprecedented rate of global urbanisation is heightening the role of cities as safe havens for the world’s marginalised.
    [Show full text]
  • “Pressing the Right Buttons”
    0013TC “Pressing the Right Buttons” Jennifer Musisi for New City Leadership ERIC WEINBERGER AND JORRIT DE JONG “2011/12 was fast becoming the most tumultuous year in Kampala, with riots following every change in the City, but the team was resolute, and the public soon realized that.” - Jennifer Musisi, executive director of the Kampala Capital City Authority, 2011-2018 Musisi’s Dilemma It had been quite a first year in office for Jennifer Musisi. In April 2011, she took up her post as first- ever executive director of the Kampala Capital City Authority (KCCA), replacing the old Kampala City Council (KCC) that administered Uganda’s capital. She had immediately plunged into one conflict after another—against corrupt officials, politicians and contractors; against large, unruly forces like transit drivers and street vendors—that led to her fending off threats of strikes and even violence. She had also, literally, begun cleaning up the City by filling potholes, hauling off more trash than ever before, installing streetlights, and improving roads. But getting down to work always went hand-in-hand with strife. As the new year turned, barely eight months into the job, she had two lawsuits against her awaiting a court ruling—one from her own KCCA colleague, the Lord Mayor of Kampala, Erias Lukwago. That first year, Musisi and her tight-knit management team were working between fifteen and twenty hours a day; it could seem as if all they had time for was the day-to-day. But longer-term thinking was necessary, and always came back to revenues. Old-fashioned tax records and practices based on paper, cash, and private collection agents weren’t just a hindrance; they ensured that income from taxes and fees was much lower than it should have been, and certainly too low to run a modern city and provide services.
    [Show full text]
  • The “Garbage Lady” Cleans up Kampala Turning Quick Wins Into Lasting Change
    0026TC The “Garbage Lady” Cleans Up Kampala Turning Quick Wins into Lasting Change LISA C. COX AND JORRIT DE JONG Judith Tukahirwa Tumusiime, PhD, a self-described technocrat, had run out of moves. In more than four years of heading solid waste management (SWM), among other responsibilities in the City of Kampala, Uganda, she had built a reputation as someone who could inspire her team to “do more with less” and “do something with nothing.” But by late 2015, her ability to squeeze more efficiencies out of her staff and equipment had reached its limits. In Tumusiime’s mind, there was no denying it: the Kampala Capital City Authority (KCCA)’s SWM system was not only stalled, it was not sustainable. Tumusiime had proved her effectiveness early on. In 2011, she began working as an unpaid consultant for the newly forming KCCA, and by March of 2012, many had already noticed a difference: one newspaper reported that the KCCA had made “tremendous achievements in garbage collection and fighting littering in the city that has for some time been ranked the dirtiest capital in East and Central Africa.”1 Before Tumusiime’s tenure, residents saw the garbage heaps piled around the City as permanent fixtures. Mounds of uncollected waste mixed with sewage during rainy season floods and caused public health crises. With an urbanization rate in Uganda of over 5 percent, trash generation would only grow.2 The backlog of uncollected trash was especially pronounced in the City’s poorest neighborhoods, where nearly three-quarters of Kampala’s residents lived in informal settlements.3 These areas were prone to flooding and lacked roads, making access for trash removal difficult and expensive.
    [Show full text]
  • ROLE of CITY GOVERNMENTS in ECONOMIC DEVELOPMENT of GREATER KAMPALA Public Disclosure Authorized Public Disclosure Authorized
    Public Disclosure Authorized FROM REGULATORS TO ENABLERS: THE ROLE OF CITY GOVERNMENTS IN ECONOMIC DEVELOPMENT OF GREATER KAMPALA Public Disclosure Authorized Public Disclosure Authorized SEPTEMBER 2017 Public Disclosure Authorized For more information please visit www.worldbank.org/uganda Join discussion on: http://www.facebook.com/worldbankafrica http://www.twitter.com/ worldbankafrica http://www.youtube.com/ worldbank © 2018 International Bank for Reconstruction and Development / International Development Association or The World Bank Group 1818 H Street NW Washington DC 20433 Telephone: 202 - 473-1000 Internet: www.worldbank.org and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or hte governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colours, denominations, and other information shown on any map in this work do not imply any judgement on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaires. Rights and Permissions The material in this work is subject to copyright. Because The World Bank encourages dissemination of its knowledge, this work may be reproduced, in whole or in part, for non commercial purposes as long as full attribution to this work is given. Publishers, The World Bank, 1818 H Street NW, Washington DC 20433, USA; fax: 202 - 522 - 2422; e-mail: [email protected]. Photography: Morgan Mbabazi Design/Layout: Typesetting, graphics and page layout: Shetty Foto Fast Ltd Printied in Uganda by Shetty Foto Fast Ltd Additional material relating to this report can be found on The World Bank Uganda website (www.worldbank.org/uganda) REPUBLIC OF UGANDA From Regulators to Enablers: Role of City Governments in Economic Development of Greater Kampala SEPTEMBER 2017 i Standard Disclaimer: This volume is a product of the staff of the International Bank for Reconstruction and Development/ The World Bank.
    [Show full text]
  • Districts Decrydelay of Funds
    2 NEW VISION,Thursday, December 6, 2012 NATIONAL NEWS M23 rebels Districts decry delay of funds agree to talks PICTURE BY GODFREY KIMONO CONTINUED FROM PAGE 1 in Kampala governments were greatly By RAYMOND BAGUMA affecting their performance in delivery of key services. The Congolese M23 rebels Several district authorities have agreed to hold peace are also struggling to reclaim talks with the Congolese huge sums of money that government led by was not spent during the last President Joseph Kabila in financial year. Kampala. Last year, Nebbi district According to the returned sh700m in unspent Associated Press, Bertrand monies to the treasury, but Bisimwa, the spokesman efforts to reclaim that money for the M23 political have so far failed, according to branch, the group will the district chairperson, Robert come to Uganda for talks. Okumu. The Congolese interior “It may take up to a month minister, Richard Muyej to requisition for funds, yet Mangez, told the French the money is released about news agency AFP that two weeks to the end of the negotiations would open financial year. This leaves us “in the next few days,” stuck with unspent money and although he gave no incomplete projects,” Okumu specific start date. stated. According to AFP, He made the remarks during Mangez said the Congolese the launch of the third Local government would send Government Score Card a “full team”, including Performance Monitoring leaders of key institutions, Report at Hotel Africana civil society leaders and yesterday. The score card is an members of the national annual tool used to assess the assembly and senate.
    [Show full text]
  • Jennifer Musisi Regrets Taking up KCCA Top
    6 NEW VISION, Friday, March 3, 2017 NATIONAL NEWS Parliament pays tribute Jennifer Musisi regrets to Maumbe Mukhwana By Nicholas Wassajja, Moses Walubiri and taking up KCCA top job Paul Kiwuwa The story of some of the most By Mary Karugaba towering revolutionaries that and Betty Amamukirori struggled to unplug this nation from the jaws of dictatorship While hundreds of Ugandans is incomplete without the would do whatever it takes to mention of Jack Maumbe take on the position of executive Mukhwana. director of Kampala Capital To put his role in the struggle City Authority (KCCA), it is not into perspective, those that the case with the current boss have attended President Maumbe Mukhwana Jennifer Musisi. Yoweri Museveni’s leadership Musisi yesterday shocked lectures attest to his (Museveni) MPs probing the oil bonus holding Mukhwana in high Maumbe Mukhwana handshake when she openly repute. was born in 1939. He regretted taking on the job. Mukhwana whose name is trained in guerrilla Musisi told the MPs on not only synonymous with the tactics and revolutionary commissions, state authorities historical tales of the country, politics with FRELIMO in and state enterprises (COSASE) but also popular for a dignified Mozambique that had she known what leadership style, breathed He joined the Front the job involved at the time his last on Sunday afternoon, for National Salvation President Yoweri Museveni throwing a mourning wave to fight Idi Amin in offered it to her, she would have across the country. the 1970s. He attained declined. To acknowledge his military training in “This was not something I (Left-right) Former URA litigation manager Peter Muliisa, Musisi and Kagina, contribution as a freedom Tanzania in 1971.
    [Show full text]