Prime Minister Robinah Nabbanja’s recent public disagreement with Justine Kasule Lumumba over funding for their New York trip to the UN General Assembly has raised questions about leadership within the National Resistance Movement (NRM). While such disagreements are not uncommon in politics, this incident highlights the need for a closer look at the party’s leadership dynamics.
Nabbanja’s decision to publicly rebuke Lumumba, rather than handling the matter privately, has drawn attention to the internal workings of the NRM. Historically, the NRM has seen various prominent figures rise and fall from their positions of power, and these instances serve as valuable lessons in leadership humility.
For instance, in 1993, a minister, known as “Sir Rich,” arrogantly sought clearance and funds for an overseas trip, only to face rejection. His subsequent actions, including firing an MD of a government corporation, led to his downfall and accusations of bribery. Another example is Robert Rutaagi, who, when denied $35,000 for a management course, ultimately had to accept the decision.
The NRM’s recent history also offers lessons. The fight to prevent Rebecca Kadaga’s third run for Parliament Speaker, the removal of Amama Mbabazi as NRM secretary-general and prime minister, all underscore the importance of respect for senior leaders, even when they are no longer in power.
In the NRM, formal ranks were introduced in 1988, leading to rapid promotions for some individuals. The same pattern of promotions has been observed in the Uganda People’s Defense Force (UPDF) and Cabinet appointments, sometimes raising concerns about qualifications. Nevertheless, these individuals often perform beyond public expectations in their new roles.
Leaders within the NRM should focus on result-oriented performance and good governance practices rather than getting distracted by public disagreements and media attention. The NRM is characterized by a revolving door of opportunities, and leaders should adapt to different roles gracefully.
