1. LEADERSHIP AND GOVERNANCE
MAURICE ODONDO
DEPUTY DIRECTOR
KENYA EDUCATION MANAGEMENT INSTITUTE

2. Quote on Leadership
“The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” Ronald Reagan

3. Quote
“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”
~ Jack Welch

4. What is Leadership?
The process of mobilizing and influencing people so that they can strive to achieve organization’s goals and objectives.

5. What is Leadership? Cont..

6. What is Leadership? Cont..

7. Leadership in Public Sector
Concerned not only with the conduct of organizations but also with the establishment of policies on a variety of social, economics, and political issues.

8. What influences your Leadership as Public officer?
High turbulences:- Sudden and dramatic shifts.
High interdependence:- Requiring cooperation among many sectors.
Great need for creative and imaginative solutions to the problems facing us.
Denhardt, & Aristigueta, 2002

9. Influencing Others
1. Coercion – This is influencing others through fear. The threat that induces fear may pertain to physical pain or the pain that one suffers due to a loss of a job or position – psychological.
2. Reward – Rewards in various forms are meant to encourage and motivate staff. It presupposes that a leader has the ability to continue giving rewards in the long-run. The rewards range from being complimentary, a positive end of year performance evaluation, promotion, among others.

10. Influencing Others cont…
3. Persuasion- Persuasion is influencing others with convincing reasons and facts. A leader must develop the ability to convince people to his point of view.
4. Example- People will be influenced simply by observing the action or behavior of the leader, thus the cliché “Lead-by-example”. This method presupposes that the leader interacts frequently with staff.

11. Leadership Styles
Hersey P. and Kenneth H. Blanchard (1988) championed two dimensions of leadership which interact to create four leadership styles as indicated below:
(i). Concern for tasks refers to the extent to which a leader initiates, organizes and defines the way work is to be done.
(ii).Concern for people refers to the extent to which a leader exhibits concern for the welfare of the members of the group or organization.

13. Four Leadership Styles
1. Participating leader/democratic leader
High concern for people
Low concern for tasks
2. Delegating/Laissez faire leader
Low concern for people

14. Leadership Styles Cont…

16. Four Leadership Styles Cont…
3. Selling/Effective leader
High concern for tasks
High concern for people
4.Telling leader/Autocratic leader
Low concern for people
N/B: Research shows that education managers who are rated as effective and efficient leaders were rated high on both concern for tasks and concern for people.

17. Situational Factors
Different leadership styles are applied in different situations.
The circumstances that dictate the style of leadership may include:-
Knowledge base- Entry levels of employees
Emergency situations
Participation levels
Change situations
Need for persuasion

18. Leadership Approaches

19. Contemporary Leadership Approaches
Lets examine transformational leadership and servant leadership approaches
1.) Transformational Leadership: This is as a leadership style focused on effecting revolutionary change in organizations through a commitment to the organization's vision.

21. Transformational Leadership
Dimensions of transformational leadership
(a) Idealized influence describes leaders who are exemplary role models for their groups.
(b) Inspirational motivation describes leaders who motivate their groups to commit to the vision of the organization.
(c )Intellectual Stimulation describes leaders who encourage innovation and creativity through challenging the normal beliefs or views of a group.
(d) Individual consideration describes leaders who act as coaches and advisors to their groups.
Results into performance beyond expectations

22. Servant Leadership
What is servant leadership? This is leadership that stresses that the leader is a servant first. The servant leader takes care to ensure that other people's greatest needs are being met.
Principles of servant leadership:-
1.Listening: 2. Empathy:
3. Healing: 4. Awareness
5. Persuasion: 6. Conceptualization:
7. Foresight: 8. Stewardship:
9. Commitments to the Growth of People:
10. Building Community:

23. Leadership Competencies
Adapted from Management Science for Health (2005)
Leadership competencies are the specific knowledge, skills and attitudes that help managers lead more effectively.
The table below shows eight competencies that have been observed in effective leaders.

24. Table : Leadership Competencies
S/N
Indicators
VGE GE ME SE
VSE 1
Master yourself 2
See the big picture 3
Create a shared vision 4
Clarify purpose and priorities 5
Communicate effectively 6
Motivate committed teams 7
Negotiate conflict 8
Lead change

25. S/N
Indicators
Description 1
Master yourself
Reflect on yourself and be aware of your impact on others, manage your emotions effectively, use your strength and work on your shortcomings. 2
See the big picture
Take into account conditions outside your immediate area of work. 3
Create a shared vision
Work with others to envision a better future and use this vision to focus all your efforts. 4
Clarify purpose and priorities
Know your own values and what is most important to accomplish. 5
Communicate effectively
Hold conversations focused on outcomes and balance advocacy with inquiry.

26. S/N
Indicators
Description 5
Communicat e effectively
Hold conversations focused on outcomes and balance advocacy with inquiry. 6
Motivate committed teams
Create clarity, trust, and recognition necessary to lead high performing teams that can be sustained. 7
Negotiate conflict
Reach agreements from which both sides can benefit 8
Lead change
Enable your work group to own challenges, enlist stakeholders and navigate through unstable conditions.

27. Additional Skills for Effective and Efficient Leaders
An effective leader requires important additional skills to competence which includes:
Delegating
Motivating
Time Management
Collective decision making

28. Leadership vs. Management
Leadership is doing the right things
Management is doing things right
Leadership is setting a new direction or vision
Management controls or directs people/resources
Leadership is getting people to want to do what needs to be done
Management is getting people to do what needs to be done
Leaders pull
Managers push
Leaders communicate
Managers command
Drucker P., Warren Bennis, Professor of Business Administration at the University of Southern California

29. Leading and Management Framework
Being able to blend or integrate these two styles is truly a unique skill set.
The leading and management framework presents activities and organizational outcomes associated with each leading and managing practice.

30. Develop strategic plan and annual plans
Leading
Managing
Inspiring:-
Know yourself, your staff, and your organization-values, strength and weaknesses.
ORGANIZATIONAL OUTCOME:
Managers have valid knowledge of their clients, the organization, know how their behaviour affects others.
Planning:-
Develop strategic plan and annual plans
ORGANIZATIONAL OUTCOME: Organization has defined results, assigned resources and operational plan.
Focusing: Articulate the organization’s mission and strategy- determine key priorities for action.
ORGANIZATIONAL OUTCOME: Organization's work is directed by well- defined mission, strategy, and priorities.
Organizing: Align staff capacities with planned activities.
ORGANIZATIONAL OUTCOME: Staff are organized and aware of job responsibilities and expectations.

31. Mobilizing: Unite key stakeholders around an inspiring vision.
Leading
Managing
Mobilizing: Unite key stakeholders around an inspiring vision.
ORGANIZATIONAL OUTCOME: Internal and external stakeholders support the organization's goals and have mobilized resources to reach these goals.
Implementation: Integrate systems and coordinate work flow.
ORGANIZATIONAL OUTCOME: Activities are carried out effectively ,efficiently, and responsively.
Inspiring: Show trust and confidence in staff, acknowledge the contribution of others.
Be a model of creativity, innovation, and learning.
ORGANIZATIONAL OUTCOME: Organizations show continuous learning and staff show commitment even when set back occur.
Monitoring and Evaluation:
Monitor and evaluate to reflect on progress and realization against plans.
ORGANIZATIONAL OUTCOME: Organizational continuous updates and improvement.

32. Role of the Principal
According to the TSC code of regulations for teachers - Revised edition (2014) some roles of the principals include:-
i) Responsible for education policy and professional practice at the institutional level;
ii) Management and implementation of the institutional curriculum;
iii)Performance of the roles of the Secretary to the Board of Management;

33. Role of the Principal
iv) Management and control of finances and all institutional assets entrusted to him by virtue of his office to ensure strict adherence to the public finance and management guidelines;
v) Procurement of goods and services within the public procurement guidelines for institutional use;
vi) Develop the institutional strategic plan and ensure that institutional targets and objectives are met;
vii) Ensure proper management and maintenance of the financial, human and physical resources of the institution;
viii) Offer technical advice to the Board of Management and other stakeholders within the institution to enable the institution meet its objective;

34. Role of the Principal
ix) Custodian of the records of the institution; x) Inspect the institution's classroom, laboratories, workshops, dormitories, dining area, play grounds, ablution blocks and such other areas within the institution to ensure safety and security of the learners and other occupants; and xi) Perform such other roles as may be assigned by the Commission.

35. Integrity and Governance
Integrity: In ethics, integrity is regarded as the honesty and truthfulness or accuracy of one's actions. It entails a form of accountability and moral responsibility as a virtue.
Governance: is defined as the process of decision- making and the process by which decisions are implemented.

36. Pillars of Good Governance

37. Pillars of Good Governance
According to the United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP) Bangkok, (2014) Good governance has 8 major pillars, namely:
Consensus Oriented-Mediation of different interests.
Participation- Involvement in decision-making
Responsive-Serving within a reasonable time frame.
Effective and Efficient- Results that meet the need of society and ensure sustainable use of resources.
Equitable and Inclusive-All members feel included
Following the rule of law-All decisions must consider the existing laws, policies, circulars or any instructions
Accountability
Transparency

38. Transparency and Accountability
Transparency and Accountability are two of the central pillars of good governance in organizations.
In the absence of accountability and transparency we witness:-
Embezzlement of funds
Money spent on the wrong projects
Unfair staff recruitment.
Fraudulent transactions

39. Transparency
Transparency is about being easy to understand, and being open, frank and honest in all communications, transactions and operations.
Information which enhance transparency should be:-
(i) Relevant and accessible
(ii) Timely and accurate

40. Accountability
According to Department for International Development (DFID), Accountability is an institutionalized (i.e. regular, established, accepted) relationship between different actors.
Accountability means ensuring that officials in organizations are answerable for their actions and that there is redress when duties and commitments are not fulfilled.

41. Stages of Accountability Relationship
An accountability relationship as having up to four stages: i) Standard setting: setting out the behaviour expected of the ‘accountee’. ii) Investigation: Exploring fulfillment. iii) Answerability: Accountees defend their actions. (iv) Sanction: Accountees punished for falling below the standards.

42. Malpractices that hinder Integrity and Good Governance
Corrupt practices
The Anti-Corruption and Economic Crimes Act , explains corruption by setting out what constitutes corruption.
The offences under section 39-44, 46 and 47A of the Act are:-
Bribery involving Agents.
Secret inducements for advice.
Conflicts of interest.
Improper benefits to trustees for appointment.
Bid rigging.
Dealing with suspect property.
Attempts and Conspiracies.

43. Corruption
Forms of Corruption These include:- Bribery; Fraud; Embezzlement /misappropriation of public funds; Breach of trust; and An Offence involving Dishonesty in relation to Taxes. Causes of corruption Corruption is mainly brought about by the following reasons:- Weak governance structures; Poor remuneration; Weak law enforcement ;Soft control systems; poor leadership, political patronage, failure to adhere to professional ethics and standards, failure to implement recommendations of watchdog institutions, the mentality of not taking care of public resources and assets (maliyaumma), poor planning, greed and worship of material things, poverty and unemployment and lack of public awareness of the evils of corruption.

44. Effects of Corruption The effects of corruption include:
(a). Poor infrastructure, sanitation and housing
(b). Lack of confidence in public institutions
(c). Brain drain and migration of quality human resources
(d). Disregard of merit in awarding the available opportunities
(e). Poor delivery of services
(f). Prevalence of insecurity and social unrest
(g). Demoralization and demotivation of honest individuals
(h). Immorality and increased of social evil
(i). Delayed or stagnated development

45. Possible Unethical practices in Institutions
BOGs and or Councils:
Favoritism while hiring support staff.
Influencing promotion of non-deserving trainers to be deputy heads and heads of institutions.
Inciting trainers and/or students against Principals.
Soliciting for bribes from people who want favors from the institutions.
Participating in the tendering process in spite of conflict of interest.
Demanding financial favors from institutions.
Misuse of institutions resources and property.
Favoritism when disciplining students and trainers.

46. Possible Unethical Practices by Senior Management
Directly or indirectly soliciting for bribes.
Impartiality e.g. favoring some trainers and students
Negligence of duty - absenteeism and failure to teach etc…
Sexual immorality with teaching, support staff and students.
False claims
Favoritism when disciplining and evaluating students
Embezzlement of institutional funds
Falsifying accounts records

47. Possible Unethical practices by Senior Management cont..
Using wrong procurement procedures
Fraudulent recruitment
Favoritism in employee training
Favoritism in employee discipline

48. Unethical Practices by Support
Misuse of school vehicles
Siphoning fuel and selling it
Removing functional vehicle parts and replacing them with old ones
Stealing stores (pilferage - done for example by store keepers, kitchen staff)
Reporting late on duty
Absenteeism
Bribing to secure employment or promotion
Stealing institutional property and equipment
Drug trafficking to students

49. Legal Framework for Integrity and Good Governance
These include the Constitution and other relevant Acts of parliament.
1) The Constitution of Kenya
The Constitution of Kenya produced a major shift in good governance in Kenya. There are many provisions in the constitution which aim at transforming governance in the public service.

50. (a). Article 10(2) lists the National Values and Principles of Governance as follows:
Patriotism, national unity, sharing and devolution of power, the rule of law, democracy and participation of the people;
Human dignity, equity, social justice, inclusiveness, equality, human rights, non-discrimination and protection of the marginalized;
Good governance, integrity, transparency and accountability; and
Sustainable development

51. Principles of Leadership and Integrity: 73(2)
The guiding principles of leadership and integrity include:-
selection on the basis of personal integrity, competence and suitability, or election in free and fair elections;
objectivity and impartiality in decision making, and in ensuring that decisions are not influenced by nepotism, favoritism, other improper motives or corrupt practices;
selfless service based solely on the public interest;
accountability to the public for decisions and actions; and
discipline and commitment in service to the people.

52. Ethics and Anti-Corruption Commission (EACC) Act, 2011
The Ethics and Anti-Corruption Commission (EACC) Act, 2011 established the EACC as a public body. The EACC is mandated to combat and prevent corruption through enforcement of the law, educating the public and enlisting their support against corruption and providing preventive services through promotion/ development of good practices to seal opportunities and loop holes that facilitate corruption.

53. The Anti-Corruption and Economics Crimes Act, 2003
The Act makes the following key provisions in the investigation and punishment of corruption and economic crimes:-
Establishment of Special Magistrates.
Investigation of corruption.
Definition of corruption offences and the applicable penalties.
Compensation and recovery of improper benefits.
Procedures for recovery of unexplained assets.

54. The Public Officers Ethics Act, 2005
The code prescribes minimum ethical standards. Among other things, the code expects every public officer:-
(a)To carry out duties efficiently and honestly;
(b)To treat members of the public and fellow officers with courtesy and respect;
© Not to use one's office to enrich oneself;
(d) Not to allow personal interests to conflict with official duties.
(e) Not to award a contract to oneself, a spouse, or business associate.
(f) To observe official working hours.
(g)To take care of property that one is entrusted with and not to misappropriate such property; (h) Not to practice nepotism or favouritism; (i). Not to sexually harass a member of the public or a fellow officer; and (j). To be professional while discharging duties and responsibilities.

55. Other Laws related to Integrity and Good Governance in Kenya
The Public Procurement and Asset Disposal Act, 2015
Audit Act
Proceeds of Crime and Anti-Money Laundering Act
Witness Protection Act, 2006
Political Parties Act, No 11 of 2011

56. Integrity and Good Governance Tools and Practices
These tools include:
Corruption Risk Assessment (CRA)-Likelihood of occurrence of risks and proposed control measures.
Corruption prevention policy
Corruption prevention plan- should include:-
Current activities/programmes
Planned activities
Outcome(what we want to achieve)
Responsible officers
Resources required.

58. Great Leaders
Great leaders set the tone by acting out the values and displaying the behavior expected of employees in the organization. If the leader preaches honesty and transparency, the leader ought to be honest and transparent. If the leader wants others to be prudent, the leader ought to be prudent. If the leader asks for accountability, the leader ought to be accountable. If the leader wants loyalty and trustworthiness in others, the leader ought to be loyal and trustworthy. A leader who is a good role model has a positive influence in the organization and the society at large.