Leaders from across Africa gathered at "The Resilience in Leadership Africa Conference" in Nairobi from August 3-5, 2026, to discuss the impact of poor leadership on institutions, productivity, and resilience. The conference highlighted that poor leadership is eroding institutions, draining productivity, and weakening resilience. This issue is not unique to Kenya, but it has significant implications for the country's economy. The conference theme, "Enhancing Our Capacity, Human Security and Sustainability," underscored the need for effective leadership.
Many organizations in Kenya have traditionally equated tenure and performance metrics with leadership potential, assuming that the longest-serving employee or the highest revenue generator is the natural successor. However, this approach has produced leaders who lack essential skills such as empathy, emotional intelligence, and interpersonal skills. These skills are critical for inspiring teams and sustaining organizational culture. As a result, companies experience disengagement, attrition, and spiraling costs.
A personal experience highlights the consequences of promoting the wrong leader. A top-performing team member was appointed to lead Regional Relationship Managers, but within two months, complaints poured in about poor communication, lack of empathy, and an inability to resolve conflicts. Despite his stellar performance record, he was not suited for leadership. He was eventually replaced with someone who could connect with the team, demonstrating that leadership is about people, not just numbers.
The problem of poor leadership is systemic and costly in Kenya. A 2025 survey by the Federation of Kenya Employers found that 54 percent of employees cited poor management as the main reason for leaving their jobs. The National Conference on Workplace Protection estimated that workplace harassment and poor leadership cost Kenya's private sector Sh95.5 billion annually. This significant financial burden highlights the need for organizations to prioritize effective leadership.
In contrast, organizations that have adopted a more holistic approach to leadership selection have seen positive results. Safaricom, for example, has invested heavily in employee engagement surveys and leadership development programs, prioritizing emotional intelligence and interpersonal skills. As a result, the company has consistently ranked among Kenya's "Best Places to Work." This approach has contributed to lower employee turnover and higher performance.
To address the issue of poor leadership, organizations must invest in leadership development. Continuous training, feedback, and tools such as 360-degree feedback are essential for promoting transparency and fairness. Kenyan firms are beginning to adopt these practices, recognizing that leadership quality is a governance and economic imperative. Annual leadership surveys, employee engagement tools, and structured mentorship programs can help organizations identify and nurture leaders with the right skills.
The lesson is clear: effective leadership is critical to an organization's survival and success. It is time to rethink leadership selection, moving beyond tenure and performance metrics. Leaders who build trust, show empathy, demonstrate emotional intelligence, and possess interpersonal skills are essential for sustaining organizations. By prioritizing these skills, organizations can reduce turnover, increase engagement, and ultimately achieve financial success.
Key points
- Poor leadership costs Kenya's private sector Sh95.5 billion annually.
- 54% of employees cite poor management as the main reason for leaving their jobs.
- Effective leadership is critical to an organization's survival and success.
