In recent months, many Kenyans have been expressing their desire to join politics, driven by a desire to bring change that they believe cannot be delivered by those currently in power. These aspiring leaders are busy canvassing for support in villages, towns, and communities, taking a listening approach to leadership. Their weekends are now filled with meetings, funerals, and weddings, as they network with pastors, preachers, community leaders, and teachers.
The increasing interest in politics has also highlighted the commercialization of political campaigns in Kenya. Aspiring leaders are finding it necessary to budget for mobilizers and the mobilized, as hosting meetings has become a costly affair. This shift has led to concerns that public office has become more about money than service. The values and principles of governance outlined in Article 10 of the Constitution seem to have been ignored, with many leaders prioritizing personal gain over public service.
The country's multiparty era and the 2010 constitution have led to an increase in the number of elected leaders. Kenya currently has 416 representatives in Parliament and over 2,000 elected and nominated members of county assemblies. However, despite this increase, the problems confronting ordinary Kenyans remain unresolved. Unemployment, poverty, food insecurity, education gaps, healthcare challenges, poor roads, and limited access to markets continue to affect the population.
The question now is not whether Kenya has enough leaders, but what kind of leadership is being produced. When elected leaders prioritize personal gain over public service, the citizen ultimately pays the cost. Aspiring leaders are being urged to reflect on their motivations and philosophy of leadership. What do they want to achieve for their people? What gap do they seek to fill? Is it public service, a genuine desire to solve problems, or personal gain?
The author, Sam Gituku, argues that leadership is not simply about getting elected, but about what one does with the trust that comes with the office. Aspiring leaders must ask themselves if they genuinely want to serve or if they are in politics for personal gain. If the latter is the case, Gituku suggests that they reconsider and allow those who genuinely want to serve to make their contribution.
Gituku also questions whether aspiring leaders mean what they say, or if they are simply uttering words they think voters want to hear. Can they be held to their word once elected? The author emphasizes that Kenya needs leaders who understand that public office is a trust, not a prize. Before asking Kenyans to vote for them, aspiring leaders should ask themselves if they would still want to serve if the money, power, and prestige disappeared.
As Kenya prepares for the 2027 elections, the conversation about genuine leadership has become more pressing. The country's future depends on the kind of leaders it produces, and it is up to aspiring leaders to reflect on their motivations and priorities. The author concludes that Kenya does not need more people seeking public office for personal gain, but leaders who are committed to serving the public.
Key points
- Kenya's 2027 elections have sparked a conversation about the kind of leadership the country needs.
- Aspiring leaders are being urged to reflect on their motivations and philosophy of leadership.
- The country's future depends on producing leaders who prioritize public service over personal gain.
