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“An Abundance of Young African Leaders but No Seat

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“An Abundance of Young African Leaders but No Seat “AN ABUNDANCE OF YOUNG AFRICAN LEADERS www.alinstitute.org BUT NO SEAT AT THE TABLE” Acknowledgements “An Abundance of Young African Leaders but No Seat at the Table” is the result of a Ford Foundation grant under the management of the African Leadership Institute, the grantee. Dr Jacqueline Chimhanzi, CEO of the African Leadership Institute, provided direction and inputs. The research was undertaken by a team of two core researchers, Martin Mbaya and Teddy Warria, of Utawala Applied Research Institute supported by a team of analysts—Samuel Waweru, Olive Mumbo, David Ndolo and Eddie Kago—and guided by two faculty, Dr George Njenga and Dr Patricia Murugami of Strathmore University, Kenya. “AN ABUNDANCE OF YOUNG AFRICAN LEADERS www.alinstitute.org BUT NO SEAT AT THE TABLE” Global Where Leadership Initiatives are Delivered REGION LMP LDP LIP LNP Asia Central Africa (CA) Only Europe Eastern Africa (EA) Only North America North Africa (NA) Only Pan-African The Middle East Southern Africa (SA) Only Northern Africa West Africa (WA) Only LMP - Leadership Mentoring Programmes LDP - Leadership Development Programmes LIP - Leadership Impact Programmes West Africa MENA SSA (EA/CA/SA/WA) LNP - Leadership Network Programmes Eastern Africa Pan-Africa (SSA/NA) Only Central Africa Where Participants come from Asia (A) Only South America Sub-Saharan REGION LMP LDP LIP LNP Africa Europe (E) Only Central Africa (CA) Only Southern Africa Middle East (ME) Only Eastern Africa (EA) Only North America (NAm) Only North Africa (NA) Only Legend (# of participants) South America (SAm) Only 0 Southern Africa (SA) Only Legend (# of Initiatives) 1-500 Global Only (As/E/MENAm/SAm) West Africa (WA) Only 501-1000 0 MENA Only 1001-10 000 1-2 MENA 3-4 10 001-50 000 MENA Only and Global Only SSA (EA/CA/SA/WA) 5-6 50 001-500 000 NA only and Global Only Pan Africa 7-8 SSA only and Global Only 9-10 Pan-Africa only and Global Only Aus Only 1950 1990 2000 2010 2020 1953 1964 1997 2001 2002 2003 2011 2014 2018 Total Initiatives: 2 Total Initiatives: 7 Total Initiatives: 35 Total Initiatives: 61 CATEGORY LDP: 1 LMP: 0 LNP: 0 LIP: 1 CATEGORY LDP: 1 LMP: 0 LNP: 1 LIP: 5 CATEGORY LDP: 16 LMP: 2 LNP: 4 LIP: 13 CATEGORY LDP: 28 LMP: 7 LNP: 10 LIP: 16 Organisation of African Union (OAU) formed. World Bank and & IMF Structural Adjustment Programmes/ IT Revolution, President Bush, Global Financial Crisis, Africa Rising; President Obama; stronger China-Africa; Arab US Presidents - Bush Snr, Reagan, Carter, Johnson, Nixon. Poverty Reduction Strategy Papers (PRSPs); President Clinton; Global War against Terror; EAC reconstituted; WTO Doha Spring; Africa Union’s 2063 Agenda; Tripartite Free Trade Berlin wall fell; Cold War; Oil Shocks; Lagos Plan of Action for Asian crisis; Post-apartheid South Africa; Rwanda Genocide; Round; Cotonou Agreement; Forum on China Africa Area (TFTA) between COMESA, EAC and SADC; African the Economic Development of Africa, 1980–2000; Lomé SADC, COMESA, CENSAD founded; WTO came into eect; Cooperation (FOCAC) established; African Union formed; Continental Free Trade Area (ACFTA); Brexit Convention. Abuja Treaty establishing the African Economic Community, African Renaissance Gulf War, Tuareg Rebellion, Djiboutian Civil War, Sierra Leone Civil War, Algerian Civil War, Somali Civil War, Burundian Civil War, Congo War, Eritrean-Ethiopian war, Guinea Bissau Civil War, Liberian Civil War CONTENTS REPORT SUMMARY AND KEY FINDINGS 001 Selection Criteria 001 Findings of the Study 001 INTRODUCTION 005 RESEARCH OBJECTIVES & SCOPE 007 METHODOLOGY 009 FINDINGS 010 CLASSIFICATION OF INITIATIVES BY CATEGORIES 012 Category Results and Insights 012 Leadership Development Programmes (LDPs) 012 Leadership Mentoring Programmes (LMPs) 014 Leadership Networking Platforms (LNPs) 015 Leadership Impact Platforms (LIPs) 016 INSIGHTS BY REGION AND LANGUAGE ACROSS CATEGORIES 017 RESEARCH LIMITATION 019 EXPERIENTIAL FINDINGS—Fellows of Leadership Initiatives 019 The Survey 019 Fellows-turned-Initiative Heads 019 “Serial Fellows” 019 EFFECTIVENESS OF THE INITIATIVES 020 EXPERIENTIAL FINDINGS—Perspectives of Curators of Leadership Initiatives 023 EXPERIENTIAL FINDINGS—Perspectives of Academia 025 CONCLUSIONS AND RECOMMENDATIONS 027 For Curators 027 For Funders & Potential Funders 027 For Current Leaders & Policy-Makers 027 Sello Hatang “I left the Archbishop Tutu Leadership Programme with a strong sense of what it means to be a servant leader” My name is Sello Hatang and I am the CEO of the Nelson Mandela Foundation. I was only thirty-seven years of age at the time of my appointment and received both harsh and constructive criticism questioning my capability to run the organisation. I was, therefore, grateful to be selected for the Archbishop Tutu Leadership Programme of the African Leadership Institute, in 2014. The programme helped me enormously to rise to the challenge of my role—a role that requires me to perpetuate the legacy of one of the greatest icons of our time. On a personal level, the programme helped to ground and humble me as an individual. It was an opportunity to self-introspect to create self-awareness as a basis for self-regulation. I will always recall Sean Lance, co-founder of the programme, telling me to learn to distinguish people’s responses to me as Sello and their responses to me as the CEO of the Nelson Mandela Foundation. There is a danger in getting caught up in the position. He told me that sometimes the favourable responses from people belong to Madiba—they are not always mine. And in that remembering, I should always be grounded and humbled. I also became a better listener from the “always ready, always in the know” opinionated individual I used to be. The programme has been a great gift, in a big way. The Tutu Fellows alumni network is a source of support with deep friendships forged through the common experience of the programme we went through and the vulnerabilities we shared. Knowing and understanding that I am not alone as a young leader has been empowering. I left the programme with a strong sense of what it means to be a servant leader. I had realised that sometimes leaders expect others to do what they necessarily won’t do, so it became a personal challenge to myself to be part of the solution to the challenges around me. To that end, my community project for the Tutu Fellowship was the Kilimanjaro/Trek for the Mandela pilot project. The project aims to give girl children dignity by providing them with sanitation. I pledged that every year I would try to help 270,000 girls across the 9 provinces and mobilise 27 climbers. I personally train every year and have climbed three times. Over the years, it has become a recognisable project with many public figures in South Africa being sponsored by corporates to climb. This is the transformative work—within my community and within myself—that has led me to be where I am today. It is through this project of climbing Mount Kilimanjaro that my patience developed. I have developed from being an individual who always wanted things, decisions and achievements done quickly. Climbing the mountain has become both a physical and inner journey for me and I am a better person and leader for it. REPORT SUMMARY AND KEY FINDINGS | 001 01 REPORT SUMMARY AND KEY FINDINGS For Africa to realise her full potential, leadership initiatives that focus on the targeted development and nurturing of young people’s leadership capacities are crucial. Whilst a plethora of leadership development offerings exist on the continent, there has not been, to date, a holistic view of what these initiatives are. This study, therefore, represents an important step towards filling gaps in extant knowledge. It assesses, maps and classifies leadership initiatives focused on young Africans and provides a basis for dismantling silos and fostering collaboration between the curators of the various programmes. Due to fragmentation, there has not been a basis for the experiences, lessons and best practices of these many leadership initiatives to be adequately captured and disseminated. For funders and recipients, it provides useful insights into the sources of funds invested into the various leadership initiatives, the country sources of the participants and the countries where these leadership initiatives are delivered. Selection Criteria Indeed, the 700,000 relates only to those young Africans who have undergone leadership initiatives Selection criteria were defined to guide the process of that met the selection criteria to be included in this selecting initiatives to map and profile. To be included study. There are, evidently, other young Africans who in the study, leadership initiatives needed to meet have undergone leadership initiatives that are outside three pre-specified qualifying criteria: the scope of this study. Furthermore, Africa has many other young leaders who have not been exposed to 1. Initiatives would focus on young, African leaders any leadership initiative, at all. In summary, Africa has in the 18-40 age bracket; many more than the 700,000 young leaders reported 2. Participants would be from at least two African in this study. countries—initiatives with a single-country focus were thus excluded; and A typology of leadership initiatives 3. Initiatives would offer non-formal learning Leadership initiatives, focusing on young Africans, fall opportunities. This therefore excluded institutions into four categories, based on a typology developed of higher learning from the scope of the study, but in the study: included initiatives offered through partnerships with such institutions. Leadership Development Programmes (LDPs). LDP programmes have a systematic focus on A total of 105 youth leadership initiatives met the individuals and a structured focus on society and above criteria and are included in this study. The key community development. findings of the study are discussed in more detail below.
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