While training over 60 SIFE students from 14 Kenyan universities on leadership in business, the dark cloud of political and economic crisis hanging over Kenya did not spare our discussion on leadership. 'Pray tell,' a student interrupted my presentation: 'Why would well educated adults, wealthy and exposed to international affairs, find it difficult to comprehend the fact that the country is disintegrating under their watch?'

In our quest to appear sophisticated, we have always attempted to draw a line between political and business leadership. The new Kenya has proved us wrong: no such line exists. The epithets we throw at politicians are very much mirrored in the business class. 

The annual SIFE Kenya leadership training focuses on exposing university students to challenges that business leaders face in the global economy through exploring key components of business that include; entrepreneurship, market economics, financial literacy, business ethics, sustainability, and success skills. The training also offers lessons on the interplay between leadership and management. It is clear to me that SIFE operations in Kenya are as affected as any other business because our activities entail students from different ethnic backgrounds working together to promote business in university catchment areas.  

Back to the students' question, I requested trainees to come to my rescue! A student pointed out that it was a question of leadership: Kenya is facing a leadership vacuum. She went ahead to define a leader as a person who says 'let us go' as opposed to one who says 'go!' To her - Kenya has more of the 'go' type of leaders. The 'go' type of leadership explains in part the disconnect leaders have with the fact that Kenya is staring an implosion, over 1,000 people lost their lives, another 600,000 are internally displaced, tribal animosity has been whipped to the extreme and business cannot operate effectively due to unpredictable environment. But its business as usual to some leaders!   

Another student argued that Kenya (and by extension Africa) has visionless leaders. Before he could finish, another interjected; 'We had visionary leaders at independence whose vision was to chase the White people from Africa. Immediately African states became free, the leaders did not seek to craft a new vision, but chose to be managers. As managers, they focus on systems and structures instead of people.' Aha! Does it sound familiar to you now? I didn't reveal to the sharp students that a number of our leaders would rather have the country get consumed in flames before they can change and or amend the constitution to save it.

A faculty advisor volunteered: 'I agree on the issue of our politicians hiding behind the mask of management and investing heavily on the 'how' as opposed to the 'why' question. That explains why they would rather build more police stations to restore security, instead of addressing the underlying course of insecurity.' She went on to explain why it is strategic that Kenya and by extension Africa, seek to identify leaders who can balance the traits of management and leadership. I quickly pushed in the wisdom of Bruce Lynn; 'Leadership without management yields steps forward, but as many if not more steps backwards. Management without leadership avoids any step backwards, but doesn't move forward'. So where is Kenya after 44 years?  If as a Kenyan you are waiting for a leader; read the conversation between a Frog and a King:

Frog; 'Do you really think I could be a leader like you, your Highness?'
King; 'Don't be so silly, I am just a frog in disguise myself.'