Here’s a bold statement: the health of any organization—and by extension, a nation—depends on leaders who can distinguish between genuine support and toxic flattery. But here’s where it gets controversial: Deputy Minister Regina Qwaray of Tanzania’s President’s Office (Public Service Management and Good Governance) has issued a stark warning against the dangers of sycophancy in the workplace, arguing that it undermines effective governance. Speaking at the launch of the Emerging Leaders Programme in Dar es Salaam, she urged leaders to reject uchawa—a Kiswahili term for workplace bootlickers—emphasizing that their insincere praise blinds leaders to the honest criticism and constructive feedback essential for growth.
Qwaray’s message is clear: leadership isn’t about surrounding yourself with yes-men (or women). It’s about fostering an environment where truth is valued over flattery. And this is the part most people miss: she framed leadership as a lifelong journey of learning, where even junior team members can offer valuable lessons. In a world where change is constant, leaders must remain open to feedback and willing to adapt—a principle that’s especially critical as Tanzania integrates the Sustainable Development Goals (SDGs) into national plans like the Tanzania Development Vision 2050 and the upcoming Fourth Five-Year Development Plan (FYDP IV).
Challenges, she noted, aren’t roadblocks but stepping stones. Overcoming them builds resilience, imparts lessons, and fuels growth—a perspective that transforms obstacles into opportunities. Qwaray encouraged leaders to prioritize self-improvement by identifying strengths, addressing weaknesses, and creating actionable plans for growth. For instance, if a leader excels in communication but struggles with decision-making, they should leverage their communication skills while actively working to improve their decisiveness through training or mentorship.
The Emerging Leaders Programme (ELP), a six-month initiative run by the Uongozi Institute in collaboration with the HAUS Finnish Institute of Public Management, aligns perfectly with this vision. Designed for rising African leaders, the program is dynamic and self-paced, challenging participants to develop self-awareness, cultivate resilience, and inspire change. Here’s the controversial part: while some might argue that such programs are a luxury, Qwaray and Uongozi Institute CEO Kadari Singo insist they’re a necessity. Singo highlighted that ELP allows leaders to advance professionally without pausing their careers, a point that might spark debate among those who believe leadership development requires full-time commitment.
Dr. Kirsi Aaltola of HAUS added that ELP is tailored to nurture Tanzania’s next generation of public sector leaders, building on a foundation laid in 2010 with Finnish government support. The program focuses on turning potential into performance through practical knowledge, skill-building, and personal growth. Its ultimate goal? To create confident, ethical leaders who drive team success and, ultimately, benefit Tanzanian citizens. Participants commit to three transformative actions: transitioning from expert to strategist, adopting consistent leadership habits, and forming cross-institutional partnerships.
But here’s a thought-provoking question: In a culture where hierarchy often discourages junior staff from speaking up, how can leaders genuinely create safe spaces for honest feedback? And is it realistic to expect leaders to prioritize self-improvement in fast-paced, high-pressure environments? Qwaray’s call to action is undeniable, but its implementation raises complex questions. What’s your take? Do you agree that sycophancy is a silent killer of effective governance, or is there a place for flattery in leadership dynamics? Share your thoughts in the comments—let’s spark a conversation that could shape the future of leadership in Tanzania and beyond.
