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Kenya’s Deputy President urges fast-tracking digital integration and value addition for Africa’s Economic Transformation

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Kenya’s Deputy President, Professor Kithure Kindiki, has called on regional leaders and the private sector to accelerate digital integration, value addition, and innovation-driven trade to strengthen competitiveness and inclusive growth across the COMESA region.

Speaking at the official opening of the 18th COMESA Business Forum in Nairobi, the Deputy President said the region’s future lies in “bold and practical collaboration between the public and private sectors” to unlock opportunities through technology and industrial transformation.

He noted that digitalization remains central to unlocking intra-African trade, reducing non-tariff barriers, and creating new economic opportunities for youth and women.

“Digital transformation creates a more dynamic business environment, including promoting initiatives like the system of Electronic Certificate of Origin and smart border concepts to facilitate the flow of goods and services,” said Prof. Kindiki. (Press release)

Yield Basis

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The yield basis is a method of quoting the price of a fixed-income security as a yield percentage, rather than as a dollar value. This allows bonds with varying characteristics to be easily compared. The yield basis is calculated by dividing the coupon amount paid annually by the bond purchase price.

The World Needs Transformational Leaders

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The modern world is often characterized by the U.S. Army War College using the acronym VUCA, which stands for: Volatility, Uncertainty, Complexity, and Ambiguity.

This term emerged in the late 1980s and early 1990s after the Cold War, reflecting a world that had become increasingly unstable and unpredictable. Since then, it has been widely adopted across strategic leadership, business, and other fields to describe the challenges of today’s environment.

In this rapidly evolving landscape, effective organizations and nations require transformational leaders. These leaders are essential for managing challenges, motivating personnel, and elevating their organizations and countries to new heights. Renowned management expert Peter Drucker emphasized the importance of leadership, stating, “There are more countries that are management-poor than they are growth-poor.” This article delves into the nature, characteristics, and critical significance of transformational leadership.

Transformational leadership empowers organizations and nations to improve their performance in chaotic and unpredictable contexts. When combined with other effective leadership practices, it serves as a source of competitive advantage, crucial for navigating strategic competition and achieving substantial short-term and long-term gains. Without effective transformational leadership, organizations struggle to address global economic challenges and excel in performance.

Transformation necessitates the institutionalization of new procedures and approaches, making the leader’s role vital in this process. A leader’s demeanor and style significantly impact employee motivation and perception. Ultimately, employees’ responses to organizational change are largely influenced by their leader’s approach.

According to Bass and Avolio, transformational leadership is conscious, moral, and committed to change. Initially proposed by Burns (1978), the concept identifies leaders who foster strong, motivating relationships with their followers, focusing on achieving change through mutual influence. This style promotes a relationship of shared power between leaders and followers, working towards common goals and tangible transformation.

Transformational leadership involves building commitment to organizational goals and empowering individuals to achieve them. It inspires both team and organizational interests, enabling followers to tap into their creativity and pursue self-actualization. A transformational leader offers a fresh perspective for both managers and employees, driving change throughout the organization.

Transformational leaders recognize the needs of the organization and its employees, stimulating higher-level aspirations and encouraging unity in the pursuit of ambitious goals, ultimately creating positive and beneficial change.

This leadership style typically encompasses four main components:

Idealized Influence: Acting as a role model and fostering pride and respect.

Inspirational Motivation: Articulating a compelling vision that inspires commitment.

Intellectual Stimulation: Promoting creativity, innovation, and challenging the status quo.

Individualized Consideration: Attending to individual needs and serving as a mentor or coach.

Leadership is consistently regarded as a key factor in an organization’s success or failure. In recent decades, transformational leadership has garnered substantial attention. Transformational leaders leverage their personal competence to elevate the ideas of others and motivate individuals to excel. They play a crucial role in the functioning of organizations.

When the qualities of transformational leadership are evident, team members are more motivated to enhance organizational performance. This motivation stems from the inspiration these leaders provide. Charismatic leaders offer encouragement by recognizing individual differences and needs, fostering increased member involvement and a strong drive to succeed, ultimately leading to high performance within the organization.

In today’s rapidly evolving world, effective organizational leadership is more critical than ever and is considered essential for success. Strategic leaders must demonstrate their capabilities while collaborating across all levels of the organization to achieve desired outcomes. Transformational leadership embodies those who generate innovative ideas and perspectives that pave the way for growth and prosperity.

By fostering commitment, emotional connection, and loyalty between leaders and staff, transformational leadership enables organizational members to focus on the fundamental changes necessary for preparedness and skill acquisition to navigate new directions. Scholars widely regard this leadership style as more effective than others, as transformational leaders make their employees feel valued.

Organizations today must enhance their knowledge and awareness of their environment while implementing broad changes to ensure survival and growth. Transformational leaders drive their organizations forward, recognize environmental demands, and facilitate appropriate changes.

These leaders promote employee awareness and justice, improving the Quality of Work Life (QWL) within the organization. QWL encompasses any enhancements to organizational culture that boost employee satisfaction and dignity, thus modernizing the firm. In contrast, discrimination and unfairness can erode morale and reduce productivity.

Transformational leadership is a complex and dynamic process in which leaders influence their followers’ values, beliefs, and goals. These leaders drive organizations forward, acknowledge environmental demands, and facilitate necessary changes. They create opportunities for employees and cultivate a commitment to change and culture.

Leadership is intrinsically linked to social dynamics. When people come together, they influence one another. Transformational leadership occurs when leaders and followers elevate each other, striving for greater motivation and ethical excellence. These leaders maintain principled relationships with their teams, supporting the organization and generating greater value.

Transformational leaders encourage employees to go beyond their contractual obligations by focusing on their needs. Acting as mentors, they emphasize rewards, learning, and fulfilling employee aspirations. By providing challenges, a sense of mission, broad perspectives, respect, and trust, they inspire confidence and serve as role models, motivating employees to work for the organization beyond their self-interest. Transformational leaders continually seek untapped potential in their followers, directing their focus toward higher-level needs and the common good.

In an era marked by rapid change, global competition, and an expanding business landscape across developed and developing nations, mature leaders are crucial for navigating this volatile environment and the continuous changes it presents.

In summary, transformational leaders exhibit characteristics such as receptiveness to new ideas, the ability to expand perspectives to utilize talent, a commitment to attentive listening, a willingness to accept responsibility, and the skill to build trust and inspire participation among team members. These leaders proactively predict and address problems while implementing innovative ideas to change organizational culture.

Transformational leaders inspire their followers to achieve institutional goals by upholding high ideals and moral values. By encouraging team or unit priorities over self-interest, they play a pivotal role in achieving superior work outcomes.

The writer can be reached via sintayehugirma57@gmail.com

The Justified call for “New Norm”: to stop Veto as a Shield for wrong action including Aggression

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The recent United Nations Security Council (UNSC) meeting has entertained Africa’s loud and unified call for reform that highlights the urgent need to update a structure designed nearly 80 years ago with post-World War II realities, which no longer correspond to today’s geopolitical landscape.

The P5 members (the U.S., Russia, China, the U.K., or France) can single-handedly veto any reform that dilutes their exclusive power and privilege. Under this reality getting all five to agree to share their most powerful tool is, in itself, a labour of mythical proportions yet there is a need for new norm that fits new realities.

Many in the summit has reflected the unjust financial architecture that overly slide favouring the few privileged leaving aside the critical mass in unfair situation which does not fit with the current realities. The vast majority of the world’s population and a significant number of its states—the Global South, including Africa, much of Asia, and Latin America—who are systemically under served  in both political and financial governance don’t  have much of a say on critical decision that affect their wellbeing.

African leaders, led by figures such as the African Union Chairperson João Lourenço, emphasize that Africa, is a home to 1.4 billion people—about 17% of the global population—and holding nearly a third of UN General Assembly seats, remains excluded from permanent decision-making roles in the UNSC. This exclusion is viewed as a historical injustice that must be rectified through reform

African leaders have recently made a strong, unified call for the United Nations Security Council (UNSC) to be reformed to include permanent seats for Africa with at least two permanent seats of full veto power. The recent speech delivered by Kenyan, Ghanaian leaders, Uganda’s Yoweri Museveni and many others strongly voiced pointing the imbalances and injustices faced by Africans and African descendants, following the daring earlier calls for reparations by the late Robert Mugabe.

 This demand highlights the continent’s significant position in global population share, growing youth demographic, and crucial role in international peacekeeping and stability. African leaders argue that the current UNSC structure is outdated, reflecting post-World War II realities that no longer fit contemporary global dynamics.

Amending the UN Charter should not be a Herculean task. Currently it requires a two-thirds vote in the UN General Assembly (including support from many of the P5) and then ratification by two-thirds of member states, including all five permanent members. It should not continue giving any one of the P5 countries the ability to single-handedly block the entire reform

The current P5 (the U.S., Russia, China, the U.K., or France) can single-handedly veto any reform that dilutes their exclusive power and privilege. The heart of the matter is getting all five to agree to share their most powerful tool is, in itself, a labour of mythical proportions. There is a need for new norm that fits new realities. The unjust financial architecture that overly slide favouring the few privileged leaving aside the critical mass in unfair situation does not fit with the current realities.

Just to hitting on the fundamental problem, the current veto power system is the very instrument that prevents any reform aimed at abolishing or diluting that same power. It is a classic case of an institutional inequality designed to perpetuate power to few, on realities and situations of 80 years back. Things have changed now for better or worse. We must accept the change to find new norm that go along with it.

The vast majority of the world’s population and a significant number of its states—the Global South, including Africa, much of Asia, and Latin America—who are systemically underserved  in both political and financial governance.

African leaders, led by figures such as the African Union Chairperson João Lourenço, emphasize that Africa, is a home to 1.4 billion people—about 17% of the global population—and holding nearly a third of UN General Assembly seats, remains excluded from permanent decision-making roles in the UNSC. This exclusion is viewed as a historical injustice that must be rectified through reform

African leaders have recently made a strong, unified call for the United Nations Security Council (UNSC) to be reformed to include permanent seats for Africa with at least two permanent seats of full veto power.

 This demand highlights the continent’s significant position in global population share, growing youth demographic, and crucial role in international peacekeeping and stability. African leaders argue that the current UNSC structure is undemocratic outdated, reflecting post-World War II realities that no longer fit contemporary global dynamics.

They advocate not only for permanent representation but also the right to veto, seeing this as essential for true sovereign equality and fair global governance. Leading voices, including Ghana’s President John Dramani Mahama, Kenya’s President William Ruto, and Uganda’s President Yoweri Museveni, many others from latin America and Asia with daring assertions of the need during recent high-level UN assemblies and African summits.

They are demanding at least two permanent seats with veto power plus additional non-permanent seats for the 54-nation continent, emphasizing that this reform is a necessity for the UN’s legitimacy and survival in the 21st century. This  is not too much for continent having 17% of the global population—and holding nearly a third of UN General Assembly seats.

This unified call is rooted in the argument that Africa, with 54 nations and significant contributions to peacekeeping, must have a proportionate voice that reflects today’s geopolitical realities rather than post-World War II old arrangements. The reform is needed to revitalize the financial architecture that overly slid to the preiveledged leaving aside the critical mass in the unfair situation. Justice: It is a moral and pragmatic imperative to correct the historical power imbalances that have persisted since the colonial and post-WWII eras.

The critical argument highlights the need for reforms that address the current geopolitical and economic realities of Africa within the global system. It emphasizes that Africa, consisting of 54 nations and playing a significant role in peacekeeping, deserves a more proportional and representative voice in international affairs, particularly within financial institutions. The current system lacks legitimacy because it excludes a quarter of the world’s nations in meaningful decision-making.

The query highlights the argument for reforming global governance and financial architecture to better represent Africa’s significant contributions and realities. There is a need for bold steps in steering the reform required in the UNSC old rule. The current global financial architecture often disadvantages African nations through unfair trade rules, debt crises, and loan conditionality’s that don’t fit low economic contexts. Africa has no equitable voting rights in institutions like the IMF and World Bank, and better access to financial resources for development. Such reforms aim at rectifying historic disparities and creating a fairer system that reflects today’s geopolitical and economic realities.

Africa is pushing for its own economic integration through the African Continental Free Trade Area (AfCFTA). For this to succeed, it needs a strong voice in global economic governance to ensure supportive, not obstructive, international policies. Africa must be able to set global priorities. For example, putting climate finance, debt relief, and technology transfer at the top of the G20 agenda, rather than only responding to agendas set by the Global North.

Africa’s 54 nations collectively contribute a substantial share of global peacekeeping efforts and are a critical part of international stability. However, the UNSC’s current structure, shaped largely by post-World War II geopolitics, does not reflect Africa’s demographic weight, economic potential, or peacekeeping role. This has led to calls for reform that would provide Africa with permanent or at least more equitable representation in the UNSC.

African leaders have strongly emphasized the need for equilibrium in terms of permanent seats and veto power for Africa in the United Nations Security Council (UNSC). Speaking straight to the heart of the paradox and the crisis at the United Nations Security Council, it is now quiet obvious that some of the   (P5)  permanent member are wielding their power in open defiance of the very principles the UN charter.

Today’s geopolitical realities of the world clearly reflect that the biggest security crisis and disruption caused by one or two of the prominent members,. It is not long since the world has witnessed the US leading a full-fledged war against Iraq in the name of protecting the world from danger of nuclear set up. Yet end of the game has shown grim and otherwise reality to that nation and the world at large.

This day the biggest war is conducted against Ukraine by one other member (Russia) which has that permanent seat in UNSC to decide on critical matters that keep the world from danger and destruction from others fault. Yet, this permanent seat member itself committed large size destruction openly defying the principle of UN and despite open opposition from others world nations.

The veto power helps Russia to dismiss the request regardless of the gravity of the situation. This paralyzes the council from acting on conflicts where a permanent member is a party, undermining the UNSC’s core mandate of maintaining international peace and security.

The war in Ukraine is the most stark and devastating demonstration of the fundamental flaw in the UN Security Council’s structure. The situation clearly describes the ultimate paradox and failure of the system:

A permanent member, entrusted with the primary responsibility for maintaining international peace and security, has become the primary aggressor in a war of conquest, and uses its privileged position to shield itself from any meaningful action but the very body key part erodes the legitimacy of the UN as a global peacekeeper.  This allows powerful countries to shield themselves from accountability while critical mass or non-permanent members have no real recourse. Thus, African leaders’ call for a balanced voice is a justified demand or check that should not be waved off having this lack of fairness and effectiveness in the UNSC system.

The critical mass want reforms on the veto power from being used as a tool to protect states from consequences when they commit aggression, war crimes, or violations of international law. The danger is that when veto power is misused, it can enable prolonged conflict, human suffering, and instability, with no unified global response.

Thus, African leaders united call for a voice that balance such effective message against such misfortune with due permanent seat and veto cannot be wrong for any viable cause. Where is the wrong question? But if in the eyes of wrong doers the question appear otherwise, then the answer is undefined.  But the trend in UNSC is forwarding wrong answer for just request because of veto.

 How long are we going this way? There is a need to curb this unfortunate situation with no more motive. If all evidence at this is points are not good enough to reverse the anachronistic structure of the UNSC , it is rather difficult to find other to find otherwise  in the 21st century realities of the world. In summary, the problem with the UNSC veto system is that it grants a small group of powerful states disproportionate control over global peace and security decisions when some members themselves cause significant problem to peace and security.

Thank be yours for reading this little piece.

The writer can be reached via gwss1234@gmail.com