A THESIS SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF A MASTER OF ARTS...

UNIVERSITE LUMIERE DE BUJUMBURA

in partnership with Development Associates International (DAI)

BY

NITUNGA SERVILIEN

EFFECT OF LEADERSHIP IN ENHANCING GOOD GOVERNANCE FOR

SUSTAINABLE DEVELOPMENT:

A CASE STUDY OF BURUNDI FROM 1960-2010

UNIVERSITE LUMIERE DE BUJUMBURA

Supervisor : Dr. David A. Fraser

A THESIS SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE AWARD OF A MASTER OF ARTS

DEGREE IN ORGANIZATIONAL LEADERSHIP AND

MANAGEMENT.

BUJUMBURA, NOVEMBER 2012

Declaration Page

I declare that I am the author of this paper and that any assistance I received in its preparation

is fully acknowledged and disclosed in the paper. I have also cited many sources from which I

used data, ideas or words, either quoted directly or paraphrased. I also certify that this thesis

was prepared by me specifically for the partial fulfillment of requirements for the degree of

Masters of Arts in Organizational Leadership and Management at Light University of

Bujumbura, Burundi.

-------------------------------------------- ---------------------------

Signature of Student Date

September 11, 2012

Dr. David A. Fraser

Signature of Supervisor Date

DEDICATION

I dedicate this book to God Almighty who has enabled me to go through this M.A program

successfully. I also dedicate it to my parents NZEYIMANA Casmir and NYANDWI Celine

who invested in sending me to school. This thesis is also dedicated to my wife

NTIYANKUNDIYE Jacqueline, my daughters ABURUKUNDO Joselyne, ANINAHAZWE

Mary Josée, Akimana Anelyse, AGAKIZA Ardine, AKEZA Aline Trinité, my two sons

ARAKAZA Josué and ASHIMWE ALLIANCE Benjamin who supported and prayed for my

studies.

It is moreover dedicated to Bujumbura Light University which provided us with committed

facilitators and insightful programme. It is also dedicated to all respondents who contributed

by investing their time to give their opinions . I cannot forget to confer it to Burundi Leaders

committed to fulfill the will of God by adopting servant leadership as the best style of

leadership for good governance and sustainable development.

i

Acknowledgements

I am thankful to the family of Andrew Cowan who accepted to sponsor my MA program and

Pan African Christian Police Associations Conference Executive Director Kibinge Wa Muturi

who connected me to my sponsor after PACPAC 2007 held in Burundi. I cannot forget

Christian Police Association of Burundi (CPABU) members who prayed for me.

My thanks go also to all members of Cohort II who encouraged me to fulfill the MA program

and all facilitators who empowered us with insightful skills based on servant leadership,

conflict management, strategic thinking, strategic management, project management to say

the few.

I also appreciate the moral, physical and emotional support of my family members and

friends. My father and my mother, I thank you for giving a good foundation in my education

that has enabled me to reach this far and thank you for your earnest prayers.

Last, but not least, I highly appreciate my research supervisor, Professor David Fraser, who

helped me with editing and enabled me to achieve this research through his advices, guidance

and timely response to all my queries. Of course I would not forget my secretary who typed

this work. God bless you all.

ii

Abstract

This study focused on finding out the effect of leadership in enhancing good governance for

sustainable development in Burundi during 1960-2010 and how to improve leadership to

enhance good governance for sustainable development.

The study used judgment/purposive sampling to get relevant respondents with background on

challenging issues such as leadership, governance and development in Burundi. Respondents

were drawn from the public sector, civil society, ruling political parties, opposition political

parties, media, academic institutions, religious organizations and the private sector. Overall

220 respondents over 240 targeted participated: 40 respondents for interview and 180

respondents for survey making 91.6 percent of effective participation in this study. Collected

data through interviews, surveys and literature review was arranged, coded, analyzed using

descriptive statistics and both qualitative and quantitative methods were used.

Leadership, good governance and sustainable development have been defined in the Burundi

context and respondent opinions indicated that poor leadership, bad governance that Burundi

encountered since independence have been the origin of relentless conflicts and failure of

sustainable development. Sustainable development was found to be interchangeably linked

with good governance that is itself guaranteed by effective leadership. Factors of leadership

have been also assessed and personality, ethics and attitude of leaders considered as internal

factors and constituents’ behaviors and attitudes, working environment, international policy

viewed as external factors were found important in influencing leadership and henceforth

good governance for sustainable development.

The study also revealed the poor quality of relationship between the State and Civil Society

and State and private sector due to poor leadership characterized by intervention and

adversarial relations since independence up to recently. However, some improvements have

been noticed during the period following the Arusha peace agreements due to democratic

values and leadership style taking into account citizen’s felt needs being established. This is

supported by reforms being implemented such as promotion of private sector and investment

in community development such as investment in the agriculture sector, the base of Burundi

economy.

Servant leadership was recommended as the leadership style effective to implement the post

conflict agenda as far as it is characterized by servanthood required by Burundi society torn

by a long period of civil war. This style of leadership would promote social cohesion, promote

financial management and integrity, the rule of law, fight against corruption, enhance

transparency and accountability, effectiveness and efficiency, participation, visional

programmes, equity in resource distribution, democratic values and would avoid self-

centeredness and egocentrism. This would therefore enhance good governance for sustainable

development. Periods following dictatorship and authoritarianism encountered decline of

GDP growth rate due to the side effect of bad governance and poor leadership which led to

relentless conflicts.

The results indicated that poor leadership that Burundi experienced since independence has

been the source of all relentless social conflicts encountered, bad governance and failure of

sustainable development. However in depth research would be required using causal research

to get inferential statistics and diagnose causal effects of leadership in enhancing good

governance for sustainable development to complement this snapshot revealed by this study.

iii

Table of contents Acknowledgements ..................................................................................................................... i

Abstract ...................................................................................................................................... ii Abbreviations/Acronyms .......................................................................................................... vi

CHAPTER ONE: GENERAL INTRODUCTION .................................................................... 1 1.1. Introduction ..................................................................................................................... 1

1.2. Background of the research problem…………………………………………………...2

1.3. Research problem statement and objectives …………………………………………..5

1.3.1 Central research question .............................................................................................. 5 1.3.2 Practical/action question................................................................................................ 5

1.3.3 Sub-questions (research questions) ............................................................................... 5

CHAPTER TWO: LITERATURE REVIEW ............................................................................ 6

2.1.Introduction ...................................................................................................................... 6 2.2. Conceptualizing concepts of leadership, good governance & sustainable development 6 2.3. Factors of leadership creating good governance for sustainable development ............. 13 2. 4.Effect of leadership on quality of relationship between state, private sector and civil

society… ............................................................................................................................... 14 2.5. Determinants of good governance for sustainable development................................... 16

2.6. Effective leadership to enhance good governance for sustainable development. ......... 17

CHAPTER THREE: RESEARCH METHODOLOGY ........................................................... 20 3.1. Introduction. .................................................................................................................. 20 3.2. Research Methods ......................................................................................................... 20

3.3. Data analysis ................................................................................................................. 22

CHAPTER FOUR: RESULTS PRESENTATION AND DISCUSSION................................ 23 4.0. Demographic information on the respondents .............................................................. 23 4.1. Concept of leadership, good governance and sustainable development in Burundi

context. ................................................................................................................................. 25

4.2. Quality of state-civil society and state-private sector relationship in Burundi ........... 42 4.3. Servant leadership style as a strategy to enhance good governance for sustainable

development in Burundi ....................................................................................................... 49

CHAPTER FIVE: CONCLUSIONS AND RECOMMENDATIONS .................................... 55 5.1. CONCLUSIONS ........................................................................................................... 55 5.2. RECOMMENDATIONS .............................................................................................. 58

BIBLIOGRAPHY .................................................................................................................... 61

APPENDICES .......................................................................................................................... 69 7.1. Appendix A: Interview questionnaire ........................................................................... 69

7.2. Survey self-administered questionnaire ........................................................................ 72 7.3. Appendix B: Tables of Results ...................................................................................... 80

7.4. Appendix C: Biographical Sketch ................................................................................. 89

iv

Lists of Tables

Table 1: Contribution of three sectors to the Economy of Burundi, 1975-2005 ...................... 18

Table 2: Selected economic and social indicators 1990-2002 ................................................. 18

Table 3: Respondents by organization type ............................................................................. 21

Table 4: Characteristics of respondents-age ............................................................................. 23

Table 5: Respondent Gender .................................................................................................... 23

Table 6: Respondent ethnic group ............................................................................................ 24

Table 7: Respondent political adherence.................................................................................. 24

Table 8: Respondent education level. ...................................................................................... 24

Table 9: Religion of respondents ............................................................................................. 25

Table 10: Factors of leadership in creating good governance for sustainable development .... 26

Table 11: Characteristics of leadership style: 1960-2010 since independence in Burundi ...... 27

Table 12: Burundi annual GDP growth rate (percent) during 1960-2010 ............................... 27

Table 13: Burundi annual average GDP growth rate (percent) for different ruling system

periods during 1960-2010 ........................................................................................................ 28

Table 14: Dictatorship style of leadership: enhances good governance for sustainable

development? ........................................................................................................................... 28

Table 15: Leadership practiced in Burundi since independence enhanced good governance for

sustainable development? ......................................................................................................... 29

Table 16: Interview: State of economic growth during the period 1960-2010 in Burundi. ..... 30

Table 17: Interview: The meaning of good governance in Burundi context............................ 31

Table 18: Interview: The meaning of good governance based on political and social

governance ............................................................................................................................... 31

Table 19: Interview: The meaning of good governance based on economic governance in

Burundi context ........................................................................................................................ 32

Table 20: Interview: The meaning of good governance based on environmental governance in

Burundi context ........................................................................................................................ 33

Table 21: Survey: Governance constraints for sustainable development in Burundi .............. 34

Table 22: Corruption as an attribute indicating poor governance affecting sustainable

development ............................................................................................................................. 34

Table 23: Institution/ organization highly corrupt ................................................................... 35

Table 24: Strategy suggested to fight against corruption in Burundi ....................................... 36

Table 25: Determinants of good governance to be enhanced in Burundi ................................ 36

Table 26: Good governance and sustainable development are interchangeably linked ........... 37

Table 27: Good governance ensures a number of good things…. ........................................... 37

Table 28: Good governance encompasses the mechanisms, processes and institutions .......... 38

v

Table 29: Good governance requires serving all stakeholders within a reasonable Timeframe

.................................................................................................................................................. 38

Table 30: Survey: good governance attributes mattering for sustainable peace and

development ............................................................................................................................. 39

Table 31: Interview: Meaning of sustainable development in Burundi context. ..................... 39

Table 32: Key determinants of sustainable development in Burundi ...................................... 40

Table 33: Strategy for promotion of sustainable development in Burundi .............................. 41

Table 34: State-Civil Society quality of relationship ............................................................... 42

Table 35: Survey: Role of public sector in ensuring good governance.................................... 43

Table 36: Role of civil society in promoting good governance in Burundi ............................. 43

Table 37: Burundi civil society functions by articulating the citizens ‘participation in political,

economic, social and cultural activities .................................................................................... 44

Table 38: Challenges of civil society to improve state-civil society relationship quality ........ 44

Table 39: Strategies of civil society to improve state-civil society relationship quality .......... 45

Table 40: International policies have a significant influence on the enhancement of good

governance for sustainable development in Burundi ............................................................... 46

Table 41: State – private sector quality of relationship in Burundi since 1960-2010 .............. 46

Table 42: Burundi policies hostility to investment in private sector in favor of public ........... 47

Table 43: The role of private sector in enhancing good governance for sustainable

development ............................................................................................................................. 47

Table 44: Private sector is the driver of economic growth in Burundi .................................... 48

Table 45: Characteristics of an effective leader ....................................................................... 49

Table 46: Style of leadership appropriate to enhance good governance .................................. 50

Table 47: How and why servant leadership can enhance good governance for sustainable

development ............................................................................................................................. 50

Table 48: Servant leadership can address corruption ............................................................... 51

Table 49: Servant leadership can address self-centeredness, corruption, poor governance and

social conflicts .......................................................................................................................... 51

Table 50: Servant leadership can play a significant role in enhancing good governance ........ 52

Table 51: Servanthood attitude after Arusha agreement improved good quality of relationship

between state, civil society and private sector ......................................................................... 52

Table 52: Leadership style significant challenges for Burundi economic growth ................... 53

Table 53: Community development the milestone for sustainable development .................... 53

vi

Abbreviations/Acronyms

AO Academic Organization

CA Collective Action

CNDD-FDD National Council for the Defense of Democracy- Forces for the

Defense of Democracy /Conseil National pour la Défense de la

démocratie- Forces pour la Défense de la Démocratie

CPABU Christian Police Association of Burundi

CSOs Civil Society Organizations

DAI Development Associates International

DNd Domitien Ndayizeye

EI Emotional Intelligent

FNL National Liberation Front/Front National de Libération

GDP Gross Domestic Product

GPP Pro-Government Political Party

HE His Excellence

HPOs High Performance Organizations

IFM International Monetary Fund

Interview Q Interview Question

IP Incentives for Prevention

JBB Jean Baptist Bagaza

LC Leadership Commitment

MDGs Millennium Development Goals

MM Michel Micombero

MO Media Organization

NGOs Non-Governmental Organizations

OPP Opposition Political Party

PACPAC Pan African Christian Police Associations Conference

PB Pierre Buyoya

PNk Pierre Nkurunziza

PSI Public Sector Investment

PSO Private Sector Organization

SNt Sylvestre Ntibantunganya

SSA South Sahara Africa

Survey Q Survey Question

TFP Total Factor Production

TIK Transparent Information and Knowledge

UNDP United Nations Development Program

USAID United States Agency for International Development

XCONST Executive Constraints

Leadership and Good Governance 1

CHAPTER ONE: GENERAL INTRODUCTION

1.1. Introduction

Sub-Sahara African (SSA) countries including Burundi have been dominated by poor

leadership that constituted the origin of civil wars and economic decline. On top of this,

colonial legacy and selfish political perspective worsened the situation through formulation of

economic policy and distribution of key resources tailored to them neglecting their

communities.

Since independence 1962, Burundi encountered the same situation whereby leadership

influenced by colonial practices mismanaged resources and controlled power that led to

relentless economic decline, civil war and environmental degradation. This generated conflict

mentality and the effects are still observed in all sectors.

The leadership which was called to show the way to the citizen contributed negatively by

instigating ethnic tensions through systematic deployment of economic policies and levers in

favor of their own interests. This was witnessed by egocentrism of ruling elites through

mismanagement of financial resources obtained for adjustment program using them to finance

around 100 state owned companies created during 1977-1982 for their own interests. These

companies were favored over private sector and heavy taxation was imposed on coffee, cotton

and tea benefiting to ruling elites. Sectarian political domination was also practiced by

concentrating public investment in particular areas favoring ruling elites and by assigning

management of state companies to inexperienced relatives or based on ethnic or regionalism

appurtenance (Leontine Specker et.al. 2010: 12).

This situation above exploded into civil war resulting from sectarian political domination. In

the view to come across the issue of the sectarian political domination, Arusha peace process

set up strategies emphasizing on good governance built on democratic system of ruling but

surprisingly tradition of social inequality and privileged access to resources has not been yet

overturned. Landlocked status, extreme vulnerability and destitute neighbor countries are

constraints among others but they are worsened by poor leadership which led to lack of social

cohesion contributing to the crisis in the economy.

To come across the side effects of these conflicts, many initiatives have been undertaken to

implement 2000 Arusha Accords such as successful institutional reforms by sound budget

practice, reducing corruption and improving governance. Special anti-corruption brigade,

anti-corruption court and state general inspectorate have been established but still poor

resource management is perceived in public institutions. Computerized public financial

management to address the issue of poor control of public funds has been established in the

Ministry of Finance. Value added tax to cut across the inefficient state intervention in the

national economy, the application of the common East African Community customs tariffs

and the promotion of privatization of state owned companies have been some of the reforms


undertaken to boost Burundi economic growth. Among these we have privatization of Coffee

production starting with the liberalization of coffee marketing and the tendering for sale of the

governments Coffee washing stations. However, all these initiatives did not cut across the

issue of corruption and resource poor management to start climb the first rung of the ladder of

sustainable economy growth.

Political will to promote democratic values started in 1990s and a constitution integrating

these values was adopted in a universal referendum in 1992. The democracy failure cause of

political intolerance and competition for power led Burundi to civil war which destroyed all

sectors of national life. International arena intervention through negotiation to unite

Burundians reestablished democratic values and a new post-conflict constitution were

institutionalized taking into account all disparities source of conflicts. Political, economic,

social and environmental reforms were strategically planned but poorly implemented. This

resulted into social cohesion but still the question of poor resource management, corruption,

nepotism, egocentrism and poor governance impede the sustainable development.

According to Leontine Specker et.al. (2010:15):

“Analysis of the comparative trajectories of developing countries tends to show that

poverty, geographical conditions and even ethnic tensions can be overcome as long as

political actors unite behind a focused effort to stimulate economic growth. In these

cases, it is not so much the policies to generate growth that matter as the way they are

implemented: their timing and sequencing, their fit with economic needs, their capacity to align with

profitable and productive, and their continuity but the leadership style effective to coordinate and stimulate

good governance for sustainable development.”

This research would like to assess effects of leadership in enhancing good governance for

sustainable development in Burundi since Independence up to 2010. All researches

undertaken in Burundi in this field did not address clearly the style of leadership that can

enhance good governance for sustainable development in Burundi. Through this study, we

would like to identify the leadership style that is effective to enhance good governance a key

for sustainable development in Burundi.

1.2 Background to the research problem

Sustainable development cannot be achieved unless good governance is guaranteed. Good

Governance itself cannot be reached if state stakeholders are not motivated by common

interest. Emphasizing the role of the State does not mean de-emphasizing civil society and

markets. Both State and citizens/people need to play their role in ensuring that human

development becomes a reality for all. The State alone cannot be expected to deliver in an

equitable, pro-poor and gender- sensitive manner – but neither can citizens play their role


effectively without an “inclusive, responsive and capable State’’1.Some of the attributes of

good governance required to achieve sustainable development rely on social cohesion and

equal resource sharing. To achieve this, leadership management must comply with the

following characteristics which make institutions and rules more effective and efficient:

equity, transparency, participation, responsiveness, accountability and rule of law.

According to UNDP, in order to achieve and sustain development, both the ends and means of

good governance should be democratized. Democratized Governance requires efficient

leadership, institutions, economic and political environments that render public services

effective and make economic growth possible, at the same time, it must be concerned with

whether institutions and rules are fair and accountable, whether they protect human rights and

political freedoms, and whether all people have a say in how they operate.

Burundi continues to be characterized among the poorest countries with poor economic

growth due to lack of good governance attributes and this complies with Fosu and O’Connell

(2006:31-66) stipulating that for a country to get development growth, its policies have to be

Syndrome Free (SF) which means there must be absence of:

State control: The governments heavily distort economic markets (labor, finance,

domestic and international trade and production) in service State-led and inward-

looking development.

Adverse redistribution: redistributive policies are determined as favoring the

constituencies of respective government leaders, usually regional in nature and with

ethnic undertones, likely resulting in polarization.

Suboptimal inter-temporal resource allocation: revenue misallocation overtime that is

overspending during commodity booms and expenditure under-allocation during the

subsequent busts.

State breakdown/failure: open warfare, such as civil wars, but also to acute elite

political instability involving coups d’état that result in a breakdown of law and order.

Many other factors contributed to this development growth failure such as regionalism,

favoritism based on ethnic group which are among other constraints that inhibit executive

branch of government from taking inclusive decisions. This is consistent with Fosu

(2009b:12) who found that: “governance, measured by the degree of constraint on executive

branch of government, XCONST, tends to increase growth in Africa economies”.

Moreover, Burundi has been characterized by elections that have been always followed by

conflicts since Independence. Campaigns were all the time peaceful and elections taking place

peacefully but the post-election period has been characterized by results rejection by the

1 State, Private sector and Civil society must be interchangeable to achieve basements of sustainable

development. The inclusiveness, responsiveness and capability of the state were emphasized on by Burundi

President of Republic during 49th

Independence Anniversary Speech.


losers followed by bloodshed conflicts. However in advanced democratic countries, post-

election period is peaceful and the losers accept results leading to stability of their countries

and henceforth the development growth Fosu (2008b:137-172). To achieve this, our countries

have to struggle for optimal XCONST level for development governance purposes via a

disciplined executive that constraint itself like China where this became a success whereas in

Africa it failed and another way is via democratic process. This has been supported by Alence

(2004:13).

Furthermore, some studies suggest that democratization undermines growth in countries with

poor rule of law, while it stimulates economic growth where the rule of law is strong.

Moreover, several empirical studies suggest that democratic regimes have smaller variances

in the rate of growth than autocracies. This joins UNDP strategic Plan (2008-2013)2stating

that to foster inclusive participation, democracies need effective channels to allow every

citizen to cast a vote free and fair elections, to participate in the public sphere and to promote

their interests through political parties, civil society organizations and volunteerism and

through these numerous channels, people can articulate their demands, pressure public

officials and hold elected representatives and governments accountable for their actions.

Referring to the report (May 2008) on diagnostic study on good governance and corruption in

Burundi done by Presidential Ministry in charge of Good Governance3, most corrupted

services were identified and this was found to be a big challenge for good governance and

sustainable development.

However, taking into account Burundi since independence, all these attributes raised above

could be some of the challenges for good governance and henceforth for sustainable

development. Burundi remains among the poorest countries in the World instead of its many

efforts to promote good governance for sustainable development. Bad governance practices

and lack of sustainable economy growth are continuing to be major constraints for Burundi

sustainable development. It has been noticed that since independence, ruling systems did not

take care of common good and continued to prioritize sectarian interests for its elites and this

was proved to be among other problems which kept Burundian economy growth failure. This

study would like to assess effects of Leadership in enhancing good governance for sustainable

development in order to suggest leadership style relevant for the achievement of good

governance for sustainable development.

1.3 Research problem statement and objectives.

Lack of effective leadership is among other challenges that affects sustainable development

and no progress will take place unless it is established to stimulate focus of citizens to the

2 UNDP strategic plan on democratic governance in developing countries including Burundi

3République du Burundi, Etude Diagnostique sur la Gouvernance et la Corruption au Burundi, Bujumbura,

2008 : Pp62


common interests. This motivation of citizens would be driven from good governance

practices by the government by ensuring good quality relationships with other stakeholders

such as civil society and private sector. Burundi has experienced leadership not giving

account to the subordinates and dominated by selfishness and sectarian interests. This resulted

into social conflicts which resulted into poor governance and sustainable development failure.

This study focuses on assessing effects of leadership in enhancing good governance for

sustainable development in Burundi and how leadership can be improved.

1.3.1 Central research question

What are the effects of leadership in enhancing good governance for sustainable

development in Burundi?

1.3.2 Practical/action question

How can leadership be improved to enhance good governance for sustainable development?

1.3.3 Sub-questions (research questions)

1.3.3.1.What is the conceptual opinion of Burundians on leadership, Good

governance and sustainable development?

1.3.3.2. What role does the leadership practiced in Burundi since Independence play in

good governance for sustainable development?

1.3.3.3.What is the quality of relationships between public sector, civil society and

private sector in Burundi?

1.3.3.4.What are the determinants of good governance to be improved for sustainable


1.3.3.5.What is the significant leadership style to enhance good governance for

sustainable development in Burundi?

To achieve this, we will have the following objectives:

To conceptualize leadership, good governance and sustainable development in

Burundi context and deduce whether styles of leadership practiced since

independence enhanced good governance for sustainable development;

To determine the role leadership practiced in Burundi since independence

played in enhancing good governance for sustainable development;

To determine the quality of relationships between state and civil society on

one hand, state and private sector on the other hand in Burundi context;

To identify determinants of good governance to be improved for sustainable

development in Burundi;

To ascertain leadership style relevant to enhance good governance for

sustainable development in Burundi.


CHAPTER TWO: LITERATURE REVIEW

2.1Introduction

The central question that this research is trying to answer is: what are the effects of leadership

in enhancing good governance for sustainable development in Burundi? The practical

question being considered is how can leadership be improved to enhance

good governance for sustainable development?

Regardless of what the various underlying causes of slow progress maybe, the role of poor

leadership has been singled out by various experts as the bane of the underdevelopment (Adei,

2003; Bewaji, 2003; Mkapa, 2007; Annan, 2001).

It is very important to know that Burundi might have suffered long ago from conflicts caused

by mismanagement of resources and poor leadership that did not focus on the common

interest of the whole community. This could be attributed to administration functioning

without following democratic values and principles enshrined in the constitution and the law.

Economic and social policy that did not ensure the harmonious and balanced development of

the people and the nation, as well as policy without harmonious resolution of social problems

hampered peace and security.

Political parties also faced problems of complying with democratic values principles in their

organizations and functioning by not being open to all Burundians and not being national in

character and their leadership which promoted ethnic, regional or religious violence hatred.

This combined with colonial legacy and failure of Burundi leadership to focus on credibility

and local community common interest development led to failure of governance and

development.

This research seeks to assess the effects of leadership in enhancing good governance for

sustainable development and deduce the leadership style relevant to address this issue. In this

chapter of literature review, we would like to assess, review and summarize opinions and

findings of other scholars, practitioners, government officials and researchers related to this

topic so that they may guide us in our study and result discussion.

2.2. Conceptualizing concepts of leadership, good governance & sustainable

development

2.2.1. Definition of leadership concept.

The concept “leadership” is mirrored through internal and external factors. This has made it to

undertake changes over time, passing from fundamental schools of leadership theories

consisting of traits theory of leadership, group and exchange theories of leadership to

contingency theories of leadership, and a path-goal theory of leadership. On the other hand,

modern leadership theories have dealt extensively with the variety of frameworks,


characteristics, determinants, and styles. These new leadership theories have tended to reflect

the limitations of leadership theories due to internal and external forces that present

organizations are facing. This has led to other theories such as transformational leadership and

servant leadership.

Many definitions have been given out but for this research study, the leadership definitions

from previous literature are synthesized and defined as an individual interpersonal ability to

influence a group’s set of activities toward goal achievement of an organization like a

country. According to Kouzes and Posner (2003:18), “leadership is a reciprocal relationship

between those who choose to lead and those who decide to follow”. For them strategies,

tactics, skills, and practices are empty unless we understand the fundamental human

aspirations that connect leaders and their constituents.

This study is focusing on Burundi nation and then the leadership to take into account is to be

that one influencing citizens towards achieving national common interests. Adei (2003:41)

defines national leadership functionally in terms of the process of influencing followers

through vision, goals, strategies, mobilization and the empowerment of people and resources,

including institution building, change management and the development of other leaders.

It is not surprising that contemporary leadership focuses on individual leaders along with their

leadership styles in relation to the followers. Since this element is so important for

institutionalizing an effective ethical leadership, both at organizational and societal levels, a

few specific contemporary approaches to leadership like transformational, charismatic, and

servant leadership will be discussed in more details.

From these definitions above of leadership we can notice that the effectiveness of leadership

is focused on the coordination of state, private and civil society affairs targeting the common

good and common interest. This implies setting up a vision and sharing this vision with all

stakeholders without favoritism. This meaning of leadership seems to be a challenge in

Burundi and is the issue to enhancing good governance for sustainable development since

independence up-to-date.

2.2.1.1. Transformational leadership.

Transformational leadership is inspirational leadership that is characterized by the ability to

bring about the significant change. Transformational leaders have the ability to lead changes

in the organization’s vision, strategy, and culture as well as promoting innovation. This is

strategic leadership since the leader has to facilitate the process of strategy implementation

through creating and fostering the right culture in the organizations (Zomorrodian, 1998: 35).

According to Daft (2005: 507-508), “transformational leader can take organization through

several major changes by successfully achieving the following: create compelling vision,

mobilize commitment, empower employees, institutionalize a culture of change”.


Thus Transformational leadership is not only forward-looking, but at the same time can be

seen as inspirational and ethical based on the legitimate values and leader’s credibility

enabling the followers to internalize those values.

2.2.1.2. Charismatic leadership

Charismatic leadership refers to the ability of leaders to gain credibility from their followers

due to their ability to articulate visions; taking personal risks, sensitivity to the environment,

sensitivity to the followers and unconventional behavior meaning engaging in behaviors that

are perceived as novel and counter to norms.

This type of leadership can have positive side if we take for example Kennedy, Clinton,

Martin Luther King, Mother Teresa, Gandhi and the recent example of Barak Obama the

President elect of the United States whom served as pointmen leaders and guided followers

towards common goals. The negative side can include the examples of Adolph Hitler, Charles

Manson and Jim Jones who could be characterized as charismatic leaders also regardless of

the offences they committed to humanity.

Referring to the explanations given above we can deduce that charismatic leadership depends

on the commitment of leaders to target the right direction where to take their followers.

Otherwise leaders may be charismatic without emphasizing on good governance and

sustainable development leading the whole community following them into destruction.

Zomorrodian (2009:13) raised the same issue while talking about charismatic leaderships. The

personality, morality, integrity and accountability of the leader affect very much its leadership

style and have impact on good governance and sustainable development.

2.2.1.3. Servant leadership

Servant Leadership is a recent leadership concept conceived to emphasize on the involvement

of leaders in serving followers and being concerned with the common good. Many African

countries continue to fail achieving the MDGs due to leaders’ selfishness, self-sufficiency,

self-centeredness and lack of accountability before the followers. These leaders fail to share

goals of development with the followers and set up strategies not conversant with the

community interests making implementation of these programs inefficient. Greenleaf

(1970:2) observed that “a leader who was also a servant accomplished a great deal of their

workload because of the symbiotic relationship between servants and leader”.

This type of leadership involves honesty, humility, accountability, justice, integrity and many

other attributes of an effective leader. These attributes cannot be achieved unless someone

decides to lead following the good example of Jesus Christ witnessed by the Bible as the

servant leader. Failure to these attributes always leads to selfishness and self-centeredness and

this has been the problem of most of leaders. Due to this failure, we have bureaucracy as the

traditional system of ruling resulting in poor public services. Servant leadership therefore is

important to be practiced in order to promote service giving and henceforth enhance good

governance.


In summary, for the sake of this study, servant leadership should be defined as a style of

leadership that emphasizes on behavioral and attitudinal outcomes that involve interaction

between the leader and his or her followers focusing on the common interest of the nation.

This will increase credibility and accountability of leaders before followers by enhancing

good governance and sustainable development. This style of leadership should emphasize

more on Christ’s view of servant leadership (Bob Briner and Ray Pritchard 2001)4 stating

that:

A leader is appointed by God and assumes authority from him;

People must be equipped, enabled, and given every opportunity to perform in a

manner consistent with their gifting and uniqueness. Ministry is an outcome of

successful enablement;

Successful leaders view others as friends, not servants, and interact with them in a

spirit of openness, humility, and vulnerability.

Furthermore, servant leadership for the case of this study shall be that style of leadership

focusing on effective leader5 motivated by:

Challenging the status quo, inspiring a vision of “what could be,” and enlisting others

by appealing to their values, hope, and dreams.

Empowering and unleashing others through inspiring, equipping and motivating them

to be productive and fulfilled through meaningful expression of their giftedness and

passions.

Coordinating and blending combined efforts in a positive, productive manner, this will

result in fulfillment of organizational vision and mission.

Servant leadership as it is explained by many scholars and practitioners is the style of

leadership that is challenging in most of the African countries including Burundi. Its added

value relies on its emphasis on both the spirituality and social side. All other styles of

leadership practiced have been found ineffective due to the lack of servanthood attitude of

leaders and due to failure of stewardship before God. Corruption, political intolerance,

nepotism, human rights violation and many other signs of poor governance observed in

undeveloped countries are due to lack of servant leaders. Failure to understand servant

leadership attributes and lack of servant leaders may be the big challenge for good governance

and sustainable development in Burundi. Many researches undertaken in Burundi did not

focus on the effect of leadership in enhancing good governance for sustainable development

in Burundi.

4 Bob Briner and Ray Pritchard (2001) Leadership lessons of Jesus : timeless wisdom for leaders in today’s

world 5 DAI MA course “Leadership: Making Human Strength productive”. Unit1 O Lord, can I be a leader pge 31?


2.2.2. Definition of the concept good governance

Governance nowadays occupies a central stage in the development discourse but is also

considered as the crucial element to be incorporated in the development strategy. However,

apart from the universal acceptance of its importance, differences prevail in respect of

theoretical formulations, policy prescriptions and conceptualization of the subject itself.

According to Goran Hyden (2000: 6):

“Governance was never allowed to become a conceptual straight jacket but was

expected to function as a rather loose framework within which each researcher could

creatively explore political issues of significance. The problem that we encounter,

therefore, is not the limitations stemming from the imposition of a confining concept,

but rather the opposite: The challenge of making sense of the wide range of

interpretations of governance”.

In Burundi for example this term good governance has become a panacea in its use and

meaning and it has been distorted in various ways to support the selfish interests of the ruling

elites. Some will say “intwaro ibereye” to mean the ruling system that is fair to the ruling

elites while others will say “intwaro rusangi” to mean ruling system that is fair to all

community. Since 1990s, Burundi government adopted democratic systems and since then

talked about good governance. However, all conflicts encountered so far resulted from poor

governance and the situation prevails todate. To come across the challenges of conflicts, our

country needs effective leaders motivated by setting up effective democratic forms of

governance relying on public participation, accountability and transparency.

As it has been sorted out by many scholars and practitioners, good governance was viewed as

the effective democratic forms of governance targeting to promote sustainable human

development. Without ignoring its concern with every institution and organization in society

at all levels, here we should focus on three domains of governance contributing to sustainable

human development namely the state, civil society and private sector. Then four types of

governance should be taken into account to achieve sustainable human development:

economic governance, political governance, administrative governance and environmental

governance.

Furthermore, for the sake of this study, characteristics of good governance should base on the

report of UNDP (1997:5) on Governance for Sustainable Human Development stating that:

Participation: All men and women should have a voice in decision-making, either

directly or through legitimate intermediate institutions that represent their interests.

Such broad participation is built on freedom of association and speech, as well as

capacities to participate constructively;

Rule of law: Legal frameworks should be fair and enforced impartially, particularly

the laws on human rights;


Transparency: Transparency is built on the free flow of information. Processes,

institutions and information are directly accessible to those concerned with them, and

enough information is provided to understand and monitor them;

Responsiveness: Institutions and processes try to serve all stakeholders;

Consensus orientation: Good governance mediates differing interests to reach a

broad consensus on what is in the best interest of the group and, where possible, on

policies and procedures;

Equity: All men and women have opportunities to improve or maintain their

wellbeing;

Effectiveness and efficiency: Processes and institutions produce results that meet

needs while making the best use of resources;

Accountability: Decision-makers in government, the private sector and civil society

organizations are accountable to the public, as well as to institutional stakeholders.

This accountability differs depending on the organization and whether the decision is

internal or external to an organization;

Strategic vision: Leaders and the public have a broad and long-term perspective on

good governance and human development, along with a sense of what is needed for

such development. There is also an understanding of the historical, cultural and social

complexities in which that perspective is grounded in.

Taking into account all the information obtained above about good governance, we can notice

that all constituents of any state have a significant role to play to make good governance take

place. Public sector has to offer good services to its citizens, private sector has to ensure free

markets and citizens have to demand good governance. This idea has also been singled out by

Singh (2008:6) “that good governance does not occur by chance but it must be demanded by

citizens and nourished explicitly and consciously by the nation state”.

2.2.2.1. The linkages between democracy and good governance

Democracy consists of giving opportunity to citizens to participate in all national life decision

making. This increases motivation of all nation stakeholders to contribute for the betterment

of their country. Leaders are assigned to their positions democratically through fair elections

which give power to citizens. In return elected leaders have to be accountable to their

constituents to gain credibility for next elections.

From literature and scholars view, it is noticed that where countries have achieved advanced

level democracy, populations regularly discipline leaders who failed to fulfill their duties

accordingly by not voting for them. At the other hand some authoritarian regimes may

perform well governance but once they fail they are forced out but this may take a long time

than in democratic systems leading to chaotic situations. However, in countries with poor rule

of law, inefficient and corrupt governments, democracy can lead into unhealthy

competitiveness leading into state breakdown and civil war. The same view has been given by

Singh (2008:5-6).


On top of this, from literature and scholars view, it has been noted that unhealthy competition

under democratic institutions leads to proliferation of interest groups lobbying for power. This

distorts policy formulation becoming a barrier for development sustainability. It also affects

rural community development and participatory decision-making Singh (2008:6).

According to the USAID’s report (2006) on “Foreign Aid in the National Interest”,

democracy and good governance are mutually reinforcing: when they develop together,

resources are used to advance the public good.

2.2.3. The definition of sustainable development concept.

Referring to most of what have been written by scholars and practitioners, sustainable

development has been argued as the way of improving the quality of life of people not only

through high incomes but also taking into account other aspects such as people felt needs and

safe environment to make sure that the fulfillment of actual generation needs do not

jeopardize those of future generation.

We can notice also that sustainable development is a new approach on table after realizing

that many initiatives set up to promote development growth do not succeed. Before 1980,

many literatures and scholars insisted on economic growth without going deeper to analyze its

connection with human development. Their emphasis went more on efficiency ignoring

equity. Since then, it came obvious that in order to achieve sustainable development and good

governance, participatory development has to be recommended. To address these challenges

the MDGs have been established and are concerned much by human development. This is

through development of strategies and processes taking into account all aspects including

human being capacity building and by emphasizing also on social and environmental issues.

Both Macroeconomic and microeconomic analysis have to be considered. Moreover, equity in

productive resources distribution at all levels of the community and country must be taken

into account.

According to Toman (1999), economists and ecologists react differently to this definition of

sustainable development economists being concerned by the use of natural endowment,

physical capital, human knowledge and abilities resources for the well-being whereas

ecologist for them the concern is the large scale damages to ecosystems. Here the issue is

found to be the rational use of these resources to satisfy present generations’ needs without

compromising those of the future generations.

Thence, for the future generation to continue benefiting from the resources of this generation,

strategies have to be undertaken by leaders to establish management mechanisms that would

ensure rational use of these resources. For this to take place, behavior transformation and

attitude change by whole community at all levels must be a priority to tailor them to standards

of good stewardship of resources. This has to be through improvement of leadership that is

concerned with good governance for sustainable development.


To conclude this part, thorough understanding of leadership, good governance and sustainable

development by Burundi citizens at all level may lead to the transformation of its historical

background of a corrupted poor country towards a prosperous country with a good business

environment. This study intends to assess the understanding of these concepts by Burundi

elites so that to diagnose the effect of leadership on the prevailing situation and the

recommendation to be formulated to build the steps towards enhancing good governance for

sustainable development. Hence for the case of this study sustainable development should be

viewed as continuing a stable growth pattern in such a way that economic development is in

harmony with the environment attending the realization of "social justice" which means

equalizing and ensuring opportunities for people to participate in order to rectify disparities

between regions, income levels, and gender.

2.3. Factors of leadership creating good governance for sustainable development

A country may have good policies and enough resources but fail to have good governance and

sustainable development due to lack of processes and incentives to design and implement

those good policies and ensure rational management of resources. A visional leadership

animated by common interest is required in this case. This falls into what Singh (2008:19)

said that:

“dysfunctional and ineffective public institutions are increasingly seen to be at the

heart of the economic development challenge due to misguided resource allocations,

excessive government interventions and widespread corruption leading to

perpetuation of poverty”.

Many scholars have found that in order to succeed poverty reduction, leadership oriented to

quality and timely service delivery to poor people of basic education, health potable water and

other social and infrastructure requirements has to be set up.

According to Anthony D’Souza6, Abraham Maslow identified five levels of needs:

Physiological Needs, Safety and

Security Needs, Social needs or

belonging, Ego- Status and

Esteem needs and then Self

Actualization needs

Figure 1: Maslow's Needs Hierarchy

An informed servant leader has to emphasize on these needs in order to enhance good

governance for sustainable development. To achieve this, a servant leader has to have a

distinctive personality. Previous studies found that servant leadership related to both

6 D’Souza, Anthony (1994). Leadership: A Trilogy on Leadership and Effective Management. Pauline

publications Africa.1994:236-239.


behavioral and attitudinal outcomes such as Job satisfaction (Iken, 2005)7 and motivation

(Graham, 1995)8. These leader behaviors and personality would more intensively involve

interaction between the leader and his or her subordinates and may have greater impact by

affecting the values, attitudes, and behaviors of subordinates (Meglino et al., 1991)9.

Personality of subordinates can also have impact on the enhancement of good governance for

sustainable development. An effective leader has to make sure that followers are motivated to

pursue the same vision and same targeted goal (Li, 2006)10

. In order to ensure sustainable

development, political governance, economic governance and environmental governance have

to be addressed in such a way that the future generation is not jeopardized. The nature of the

task and the nature of environment under which the leader is called to operate matters a lot in

order to achieve good governance for sustainable development. Previous studies of servant

leadership were in still limited on investigation of behavioral impact on personal subordinate,

such as performance, commitment, motivation (Atwater, 2009, Gooty, et. al. 2009)11

. This

study is going to go further to assess the effects of leadership factors enhancing good


2. 4.Effect of leadership on quality of relationship between state, private sector and civil

society

This part is trying to sort out the effect of leadership in shaping the governing system and the

quality of relationship between State, Private and Civil Society.

Many developing countries do have problems of defining roles of the state, civil society

organizations and private sector. Coordination mechanisms of these sectors fall into conflicts.

The complementarity of these sectors needs to be emphasized on to improve their efficiency

and responsiveness to facilitate participation of all members of society in economic and social

development UNDP (1997: 15).

2.4.1. The role of state

From different views obtained from scholars and literatures, it has been obvious that state,

among other tasks, has to make sure that conducive environment is set up to ensure good

governance and sustainable development. To achieve this, political environment enhancing

7Iken, 2005, “Servant leadership in higher education: Exploring perceptions of educators and staff employed in a

university setting”, 86 pages; AAT 3199527 8Graham, Jill W., 1995, “Leadership, moral development and citizenship behavior”, Business Ethics Quarterly,

Vol. 5, No. 1, pp. 43-54 9Meglino, BM, Ravlin EC, Adkins CL, 1991, “Value congruence and satisfaction with a leader: An examination

of the role of interaction”, Human Relations, 445, 481-495. 10

Li Ji, 2006, “The interactions between person–organization fit and leadership styles in Asian firms, an

empirical testing”, Int. J. of Human Resource Management, 1689–1706 11

Atwater, Leanne, Carmeli, Abraham, 2009, “Leader–member exchange, feelings of energy, and involvement in

creative work”, The Leadership Quarterly, Volume 20, Issue 3 Pages 264-275.Gooty, J, Gavin, M, Johnson, PD,

Frazier, ML, Snow DB, 2009, “In the Eyes of the Beholder, Transformational Leadership, Positive

Psychological Capital, and Performance”, Journal of Leadership &Organizational Studies, Vol. 15, No. 4, 353-

367


sustainable human development has to be established without neglecting social, economic and

environmental policies favorable to sustainable development. Thorough strategies for

decentralization are required to let civil society organizations and private sectors

entrepreneurship initiatives get promoted. Some researchers argue that liberalism may

promote entrepreneurship whereas interventionism may lead to unhealthy competition

between state and other stakeholders. This would be the situation that took place in Burundi

since independence.

2.4.2. The role of private sector

Private sector which is supposed to be the vehicle of sustainable development once it is very

well integrated together with other sectors through good governance is most of the time

mismanaged and ignored. Developed countries supported seriously private sector and

achieved requirements for sustainable development. Market approaches have to be carefully

applied to avoid negative consequences on poor and environment resulting from sweeping

and rapid economic transformation without adequate institutional preparation. The extent and

nature of government intervention will clearly need to be considered carefully in the light of

particular national and international circumstances.

Improvement of private sector requires human resources capacity building to enable them be

good entrepreneurs to create productive employment. This has to be supported by

development of markets, provision of incentives and privatization of state-owned enterprises

without forgetting expansion of transnational corporations. Leadership targeting to enhance

good governance for sustainable development has to target promotion of private sector.

2.4.3. The role of civil society sector

Civil society has many definitions depending on one’s purpose and target. This research

adopted the definition espoused by Peter and Kibalama (2006: 66-67)12

who define civil

society as voluntary organizations that occupy the space between the family and the state.

These are associations; both formal and informal which are separate from the state and enjoy

some autonomy from the state, and are formed voluntarily by members of society to protect or

extend their interests or values. These include trade unions, employers’ associations,

professional associations such as lawyers and journalists associations, religious organizations,

cooperatives, women and youth associations as well as other associations dealing with social,

class and gender interests in the process of social struggles generally.

After this definition we can realize that in Burundi the period before 1990 was characterized

by poor CSOs creation due to the political atmosphere that was characterized by ethnic

politics and military dictatorship that resulted in coups, assassinations and extreme violence

12

Peter, C.M and Kibalama, E(eds), Searching for Sense and Humanity: Civil Society and the Struggle for a

Better Rwanda, 2006, 66-67


which resulted into incessant ethnic tension with negative repercussion on the development of

the democratic system (Kituo Cha Katiba report 2010:22)13

.

The democratization period following 1990s was dominated by emergency of CSOs. These

civil society organizations, despite having emerged from conflict and relations between them

and government being controversial, they contributed in Burundi’s constitutional and

democratization process which ranges from negotiating for peace during the civil war, to

current efforts at offering service delivery, poverty alleviation programmes and acting as

check on government by exposing human rights violations (Kituo Cha Katiba report 2010).

Moreover it is sorted out that civil society plays a significant role by facilitating political and

social interaction and through mobilization of various groups in society to participate in

economic, social and political activities. However due to unhealthy competition taking place

in most of the developing countries including Burundi, state fail to trust civil society and

relentless conflicts have become common market. Effective leadership is required to mitigate

and coordinate well the three sectors state, civil society and private sector.

2.5. Determinants of good governance for sustainable development

Any effort to promote sustainable development should rely on enhancing good governance.

This cannot be achieved if leadership style is not favorable to the sustainable human

development by redefining the role of government in social integration, the economy and

protection of the environment; protecting the vulnerable in the population; creating political

commitment to economic, social and political restructuring; providing infrastructure;

decentralizing and democratizing government; and strengthening the financial and

administrative capacities of local, urban and metropolitan government(UNDP 1997)14

.

The issue in most of the developing countries has been found to be the renewing of political

institutions, finding new modalities of governance and expanding political capacities to guide

national economic and social activities to optimize the attainment of the objectives of

sustainable development objectives. According to UNDP discussion paper (2007), these

countries must construct and legitimize a political system that promotes participation and can

elicit at least a minimum public consensus on social and political goals; create the

circumstances for constructive engagement with civil society; encourage political, business

and civic leaders to articulate and pursue social and economic priorities; and guide the actions

of public and civil society organizations towards social, cultural, environmental and economic

objectives that are sustainable and beneficial to people and the environment.

13

Kituo Cha Katiba: Eastern Africa Centre for constitutional development report 2010: Civil Society and Good

Governance in Burundi: promoting inclusiveness and people participation in the East African Community. A

report on the Fact-Finding Mission to Burundi. 14

UNDP (1997)Conceptualizing governance, discussion paper2, Management Development and Governance

Division Bureau for Policy and Programme Support, New York, January 1997


Patrick K. Mutabwire (2011)15

during his presentation on enhancing good governance in local

governments gave out the following determinants of good governance for sustainable

development : Constitutionalism, rule of law, justice, electoral and participatory democracy,

security of person and property, promotion of human rights, transparency and accountability

(political, managerial and financial), exemplary and inspirational leadership, and informed

citizenry, and popular participation in social and economic processes.

On the other hand, poor governance attributes are among others challenges developing

countries have to address if they are to achieve sustainable development. John Stott

(2006:165)16

indicates that the Monterrey Consensus- the outcome of a meeting on financing

development in 2002- discussed what needed to be done for the MDGs to be met. It affirmed

the need for developed and developing countries to see themselves as interdependent, as

Brandt had done in 1980. It also issued a call to developing countries to put sound policies in

place, enable good governance, fight corruption and enforce private property rights and the

rule of law within a democratic framework that is construct sound policies and institutions

which they owned and on which the international community could rely.

2.6. Effective leadership to enhance good governance for sustainable development.

Most of the failures in sustainable development have been linked to poor leadership that leads

to poor governance escalating relentless conflict crisis. In Burundi since independence, we

notice the same phenomenon. According to Nganou et al. (2008: 23-25), Burundi’s economy

performance can be categorized into four periods driven largely by politics as follows:

1962-1972: Economy performance had initial progress until 1970s. Burundi’s

economic performance was noteworthy at the beginning of its independence, but

began to weaken as political instability spread in the early 1970s. Leaders failed to

promote agriculture sector and private sector favoring sectarian interests of elites.

1973-1991: This period accounted for less political tensions and had modest economic

growth. Instead of fatal domestic conflict in 1988, Burundi noticed increase of

investment in public sectors of 6.3 percent of GDP in 1962 to 1972 to 13, 8 percent of

GDP in 1972 to 1973. However due to poor leadership, this external investment did

not profit sustainable development due to indebtedness and mismanagement of these

resources.

1992-1999: Failure of democratic values resulted into civil war and low economic

performance. In 1995 alone, industrial output fell by 16.6 percent, agriculture by 6.8

percent, and services by 3.6 percent, while aggregate GDP fell by 7.9 percent. Political

Power strife by leaders resulted into second coup staged by Pierre Buyoya in 1996

which prompted the international community to impose an economic embargo on

15

Patrick K. Mutabwire (2011)Enhancing good governance in local governments. A presentation at the Seventh

JARD at Imperial Royale Hotel on 13th

January 2011. 16

John Stott (2006) “Issue facing Christians today 4th edition 2006: 165.


Burundi. This situation increased corruption in all sectors and inflation rate leading to

economic crisis.

2000-2006: This period was characterized by Arusha peace agreement signature

followed by transition, reform and rehabilitation. These political and economic

reforms created good environment for external support and GDP growth of 4,8 percent

was noticed up to 2004 but due to poor investment in agricultural sector to cope with

climate change effect led to a mere real GDP growth of 0,9percent in 2005.

Agricultural sector contribution to GDP growth is declining in the expense of services

sectors such as transport sector. This cannot contribute to sustainable development as

far as poor productivity in agricultural sector leads into unemployment of majority of

Burundi population.

Table 1: Contribution of three sectors to the Economy of Burundi, 1975-2005

Parameter Agriculture Industry Service Overall

percent of GDP

1970-1979 65.5 13.1 21.5 100

1980-1989 58.1 15.1 26.8 100

1990-1999 50.8 18.7 30.5 100

2000-2005 39.2 19.1 41.7 100

1970-2005 53.4 16.5 30.1 100

Growth rate

( percent)

1970-1979 6.8 6.3 2.2 4.5

1980-1989 3.0 5.3 1.8 4.3

1990-1999 -0.4 -1.0 4.1 -1.4

2000-2005 -2.5 -6.2 2.8 1.7

1970-2005 1.7 1.1 2.7 2.3

Source: World Bank staff estimates using World Development indicators

Table 2: Selected economic and social indicators 1990-2002

Indicators 1990 1992 1994 1996 1998 2000 2002

Real GDP na 2.7 -3.8 -8.3 -1.0 2.1 2.7

GNP pc(Current US$) 214.4 179.6 170.8 131.8 129.3 119.1 110.0

Population(million) 5.3 5.6 5.9 6.0 6.3 6.7 7.0

percent Urban 6.3 6.8 7.2 7.5 7.8 8.2 9.0

percent Rural 93.7 93.2 92.8 92.5 92.2 91.8 91.0

Population below poverty line (

percent)

34.9 33.5 47.8 60.7 65.6 68.7 68.0

Population density ( persons/km2) 211.4 224.1 234.6 243.1 251.6 266.2 280.8

Arable land as percent of total land

area

58.8 56.7 60.0 60.0 54.5 55 55

Labor forces as percent of total

population

45.0 44.4 44.1 44.9 44.4 44.6 49.0

Public sector as percent of

structured sector

36.7 36.8 36.6 36.2 37.1 36.9 33.7

Private sector as percent of

structured sector

35.2 35.1 35.2 35.4 34.9 34.9 35.0

Source: Government of Burundi, Permanent Secretariat for Monitoring Social

and Economic Reforms.


An informed leadership has to deal with these challenges stated above in creating

environment that is favorable to sustainable community development by allowing people to

carry out their development not carrying it out for them (Jim Alexander and DAI, 2006: 39)17

.

In order this to take place servant leadership has to be implemented. Bob Briner and Ray

Pritchard (2001: 27) state that a leader takes care of his followers’ needs and those of their

families. An effective leader is characterized by18

:

Challenging the status quo, inspiring a vision of “ what could be,” and enlists

others by appealing to their values, hopes, and dreams;

Empowering and unleashing others through inspiring, equipping and motivating

them to be productive and fulfilled through meaningful expression of their

giftedness and passions;

Coordinating and blending combined efforts in a positive productive manner,

which result in fulfillment of organizational vision and mission

This study is seeking to identify an effective leadership style that is able to enhance good

governance for sustainable development in Burundi to come across the challenges of

economic crisis released above.

Conclusion.

This chapter on literature review gave out definitions of concepts on leadership, good

governance and sustainable development. It is obvious that leadership has significant effect on

good governance enhancement for sustainable development. Quality of relationship between

state, private sector and civil society was also addressed. Many scholars and practitioners

revealed that in order to promote good governance for sustainable development, leadership

has to make sure that all stakeholders are involved in the development of the country that is

government, private sector and civil society. Factors of leadership significant to enhance good

governance have also been depicted from literature review. Determinants of Good governance

for sustainable development have also been talked about. Many leadership styles have been

also reviewed and servant leadership was found to be the recent leadership style that is

significant for good governance for sustainable development. However no research has been

undertaken in the studied area to assess the effects of leadership in enhancing good

governance for sustainable development. This research is then targeting to fill the gaps by

undertaking the assessment of effects of leadership in enhancing good governance in Burundi

since 1960 up to 2010.

17

Development and Social Change course, Unit 1: an introduction to development and social change version 2.1

pge 39. 18

DAI course Leadership: Making Human Strength Productive Unit 1: Oh Lord, can I be a leader? Pge 24.


CHAPTER THREE: RESEARCH METHODOLOGY

3.1. Introduction.

In order to get reliable answer to the central research question, this section describes research

methods and methods of data collection, sampling procedures, instruments used to collect

data, schedule for data collection and methods of data analysis. Burundi was taken for case

study. The researcher targeted to study the effects of leadership in enhancing good

governance for sustainable development in Burundi since 1960 up to 2010 in order to

determine ways to improve leadership to enhance good governance for sustainable

development.

3.2. Research Methods

3.2.1. Study Design

The researcher used descriptive research19

to determine the effects of leadership in enhancing

good governance for sustainable development during 1960-2010 period. Deduction of the

effective leadership style to enhance good governance for sustainable development was drawn

and recommended. To gather good information to answer the Central Research Question and

its sub-questions, researcher used interview, survey and secondary data.

3.2.2. Sampling methods

The researcher used non-probability sampling approach based on judgment/ purposive

sampling by selecting respondents judged experts on historical background and challenging

issues for leadership, good governance and sustainable development in Burundi. Respondents

were drawn from public sector, civil society, ruling political parties, opposition political

parties, private sector, religious organizations, media and academic institutions.

These eight groups were judged effective to contribute to this research due to their

effectiveness as channels to allow every citizen to participate in the public sphere and to

articulate their demands according to the report on good governance diagnosis in Burundi

(May 2008). The eight groups were:

Public Sector Institution (PSI): involved five ministries based on the protocol order in

the government. Each selected ministry provided a Permanent Secretary to participate

in the interview. Each Permanent Secretary provided qualified five responds to

participate in the survey.

19

Viggo Sogaard (1996). Research in Church and Mission.Published by William Carey Library. Pasadena,

California 91114(818) 798-0819. 1996:98

Descriptive research is in many ways similar to exploratory research, but the primary concern is to get a picture,

a snapshot of the situation or the context in which we minister. The purpose is to provide an accurate description

of the audience to be reached.


Civil Society Organization (CSO): involved five selected main civil society

organizations based on their activism and population opinion. Chairperson of each

organization participated in the interview and contributed by providing five relevant

respondents to participate in the survey.

Private Sector Organization (PSO): provided five main enterprises based on their

importance in the sector due to population opinion or data from the relevant

institutions. The manager of each enterprise participated in the interview and

identified five respondents qualified for the survey.

Pro-Government Political Parties (GPP): Included five main governmental or pro-

government political parties. Each political party leader participated in the interview

and provided five highly qualified respondents to participate in the survey.

Opposition Political Parties (OPP): Five opposition political parties were selected

based on their influence in this sector and population opinion. Each political leader

was to participate in the interview and required to provide five highly qualified

respondents for the survey.

Media Organization (MO): Five media organizations were selected. Each radio station

manager was required to participate in the interview and to provide five highly

qualified to participate in the survey.

Religion Organizations (RO): Five main religion organizations were identified. Each

religion organization leader was to participate in the interview and to contribute by

providing five highly qualified respondents to participate in the survey.

Academic Organization (AO): Five main academic organizations were selected. Each

university director was to participate in the interview and to provide five highly

qualified respondents for the survey.

Table 3: Respondents by Organization Type

Sector of

activity

PSI CSO PSO GPP OPP RO AO MO Total

Frequency 27 29 27 30 26 24 30 27 220

Percent 12.3% 13.2% 12.3% 13.6% 11.8% 10.9% 13.6% 12.3% 100%

3.2.3. Data collection technique

The researcher went to the field and attempted to collect data from the respondents. He used

non-probability sampling method especially judgment sampling method (C.R.Kothari,

1985)20

. Techniques used include interviews, survey, and literature review.

Both primary data and secondary data were used. Primary source involved collecting data

from the respondents in the field using questionnaires surveys. From the 40 groups, researcher

used survey technique by administering questionnaires to 200 respondents. Only 180

questionnaires were returned back completed for data analysis. During survey, fifteen

respondents received questionnaires but did not give them back either due to negligence or to

20

C.R. Kothari (1985) Research Methodology: Methods and Techniques. Wishwa Prakashan. India.


lack of time to complete them. Five others were discarded due to incompleteness observed

during questionnaires coding and editing by researcher.

Personal interview was also used to representatives of the selected organizations. Researcher

arranged face to face interview for 40 respondents. During interview, researcher used one

hour to interact face to face with each respondent and all respondents selected respected

appointments convened. This proved the interest respondents attached to this study.

Overall the number of respondents was two hundred and twenty (220). Secondary data

involved literature review from library, internet and reports. Consultation of experts in

leadership, governance and sustainable development approach was regularly done to test and

review instruments used for this study.

Interview for 40 respondents took one month from mid-September 2011 to mid-October 2011

and it was followed by survey for 200 respondents which took one month also including

questionnaires administration, completion and returning back to the researcher. Data

collection and analysis started mid November 2011. This data collection technique used in

this study adopted that of Cooper and Schindler (2001: 295-314).

In order to reduce cost and time, the study mainly relied on mail survey through self-

administered questionnaires and it was concentrated in Bujumbura City because main

activities and professional workers were judged to be concentrated here. Judgment sampling

method was used to facilitate get relevant respondents for this study as far as we needed to

involve respondents with high background in leadership, governance and sustainable

development in Burundi since independence to date. This was judged important in order to get

relevant data to address the issue of effects of leadership in enhancing good governance for


3.3. Data analysis

The collected data by the researcher was arranged, coded and analyzed using descriptive

statistics21

. Both qualitative and quantitative methods were used. The quantitative data were

analyzed using figurative tabulations, frequencies and Percent. Qualitative data were sorted

out accordingly and organized into themes to determine clear understanding of the

information held explained by respondents using qualitative methods.

21

Glass & Hopkins (1984), descriptive research involves gathering data that describe events and then

organizes, tabulates, depicts, and describes the data collection. Descriptive statistics tell what is while inferential

statistics try to determine cause and effect.DS report summary data such as measures of central tendency (mean,

median, mode, deviance frommean, variance, percentage, correlation between variables)


CHAPTER FOUR: RESULTS PRESENTATION AND DISCUSSION

4.0. Demographic information on the respondents

This section presents major characteristics of respondents and gives out general perspectives

for this research study. The general characteristics are presented in Tables 4- 9. These

demographic information on respondents consisted of eight items: Age, gender, ethnic group,

political adherence, education level, religion, sector of activity.

4.0.1. Characteristics of respondents based on age

The age of respondents was classified into four groups. The research results show that 0

percent of the respondents were between 20 and 30 years of age, 22 percent were between 31

and 40 years, 28 percent were between 41 and 50 years, and 50 percent were 50 years of age

and above as indicated in Table 4 below:

Table 4: Characteristics of respondents-age

Age Frequency Percent

20-30 0 0%

31-40 48 21.8%

41-50 61 27.7%

Above 50 111 50.5%

Total 220 100%

4.0.2. Characteristics of respondents based on Gender

Considering the gender of respondents, the research used both male and female to participate

in this study. Each sector of activity participating in this study considered gender in providing

respondents. In overall, 34 percent were female and 66 percent were male as indicated in

Table 5 below.

Table 5: Respondents Gender

Gender Frequency Percent

Male 146 66.4%

Female 74 33.6%

Total 220 100%

4.0.3. Characteristics of respondents based on ethnic group

The Arusha agreement in 2000 emphasized power sharing taking into account ethnicity.

This study also considered this parameter to get reliable information. The study indicates that

49 percent of respondents were Tutsi, 48 percent of respondents were Hutu and 3 percent of

respondents were Twa as indicated in Table 6 below.


Table 6: Respondent ethnic group

Ethnic group Frequency Percent

Hutu 106 48.20%

Tutsi 108 49.10%

Twa 6 2.70%

Total 220 100%

4.0.4. Characteristics of respondents based on political adherence

Political adherence was also analyzed within respondents as far as this parameter is very

important in Burundi historical background. Most of conflicts encountered in Burundi were

viewed as resulting from political intolerance and this may result in leadership styles,

governance and sustainable development perception disparities or different interest in

participating to this study. In terms of political adherence, 34 percent of respondents were

pro-government, 31 percent of respondents were in opposition political parties and 35 percent

of respondents declared non-political adherence. This may imply that majority of respondents

did not want to take position in any political side in giving their opinions in this study. This

may also imply the political challenges pertaining in Burundi during the current situation in

which the study was taking place. At the other hand, the characteristics of this sample can be

viewed to give reliable results as far as it is representative at a good ratio referring to political

adherence (see Table 7 below).

Table 7: Respondent political adherence

Political adherence Frequency Percent

Pro-government 75 34.1%

Opposition 67 30.5%

Others 78 35.5%

Total 220 100%

4.0.5. Characteristics of respondents based on education level.

Taking into account education level, we had 8 percent of respondents with PhD level, 17

percent with Certificate level, 30 percent with Masters Degree and 45 percent with Bachelor

Degree. Majority of the respondents were dominated by employees with Bachelor Degree.

Table 8: Respondent education level.

Education Level Frequency Percent

PhD 18 8.2%

Masters 66 30%

Bachelor Degree 99 45%

Certificate 37 16.8%

Total 220 100%

These results imply that the involved population in this study shows that most educated

people with historical background on leadership, governance and sustainable development are


with diploma level or its equivalent. We have to invest more in education if we are to be

competitive in East Africa Community where countries like Kenya, Tanzania and Uganda

seem to have more of those who are highly educated people at PhD level and master’s level.

4.0.6. Characteristics of respondents based on religion

With regard to the respondent’s religion background, this study notified participation of 0

percent of atheists, 19 percent of Muslim, 35 percent of Protestants and 46 percent of

Catholics. This implies that most of Burundi intellectuals have a religion and believe in God.

This agrees with the reality that most Burundi people are monotheist. The results are

presented in Table 9 below.

Table 9: Religion of respondents

Religion Frequency Percent

Catholic 102 46.4%

Protestant 77 35%

Islam 41 18.6%

Atheism 0 0%

Total 220 100%

4.1. Concept of leadership, good governance and sustainable development

in Burundi context

4.1.0. Introduction

In order to get reliable answer to the first sub-question about the definition of concepts

leadership, good governance and sustainable development in Burundi context, researcher

based on qualitative and quantitative methods. Results from literature review, face-to-face

interview and self-administered questionnaire were combined to get respondents opinions on

the meaning of these concepts in Burundi context. Results are presented below:

4.1.1. Concept of leadership in Burundi context22

The leadership concept was found to be very wide in its meaning and respondents had

different opinions on its meaning. While synthesizing their views two main opinions could be

noticed. Almost twenty-five percent of the respondents (N=220) viewed leadership as a set of

activities observable externally that occurs within an organization or institution involving a

leader and subjects willing to work together to achieve the common goal. This portion of

people drawn from interview and survey indicated that there was strong leadership during the

monarchic ruling period and noticed deterioration of leadership since independence to date.

This manner of defining leadership is consistent with that of Clark (1996).

22

Interview Q2a, N=40 and Survey Q9, N=180


At the other hand a majority of respondents that is around seventy-five percent (N=220)

viewed leadership as the process of putting together all factors of production of a given

organization or institution to satisfy the basic needs of the citizen and influence them

participate in the achievement of the targeted goal. Based on this, they indicated that failure in

leadership in Burundi since independence was due to lack of leaders with ability to integrate

factors of production to satisfy citizen basic needs and achieve sustainable development. For

them, relentless conflicts, poverty, poor governance and economic failure are due to poor

leadership.

Moreover, a majority of respondents from both interview and survey indicated that leadership

can be influenced by internal and external factors. Referring to internal factors, personality,

ethics and attitude of the leader were presented as some of the internal factors that can

influence leadership. And referring to the external factors, citizen’s behavior, nature of the

responsibility, ruling system, international polity, and nature of environment in general to say

the few were given as external factors that can influence leadership.

4.1.1.1. Factors of leadership and good governance for sustainable development.

Results presented in Table 10 below indicate that 100 percent (220) of respondents agreed

that personality of leader is a factor of leadership very important in creating good governance

for sustainable development in Burundi, followed by personality of the group members 54.5

percent (120) and nature of the environment 45.4 percent (100). This would imply that

personality of the leader which is the internal factor of the leader is the most important factor

creating good governance for sustainable development. Respondents indicated also that

external factors of the leader such as personality of constituents and nature of the environment

have also a significant influence in creating good governance for sustainable development.

Table 10: Factors of leadership in creating good governance for sustainable development

Factors of leadership

Very

Important Important

Not

Sure

Of Little

Importance

No Importance

at All

Personality of Leader 100% 0% 0% 0% 0%

Personality of the group

members

54.5% 45.4% 0% 0% 0%

Nature of the task 45.4% 27.3% 13.6% 0% 13.6%

Nature of the environment 45.4% 40.9% 0% 13.6% 0%

Survey Q10, N=180; Interview Q5, N=40; Total N=220

Referring to respondent opinions above, it is obvious that good policies alone cannot

guarantee good governance without the effective designer called to implement them in a good

way by designing good policies and by implementing them in a conducive way to promote

good governance for sustainable development (Singh, 2008:19)23

. Moreover leaders

personality oriented towards seeking for the wellbeing of constituents do have greater impact

23

Singh, Balmiki Prasad (2008). The challenge of good governance in India: Need for Innovation approaches.

2nd

International Conference for the Global Innovators, Harvard University.2008: 5-19

http://www.innovations.harvard.edu/cache/documents/1034/103461.pdf



by affecting the values, attitudes, and behaviors of constituents thence improving good


4.1.1.2. Leadership styles since independence in Burundi and good governance for

sustainable development

Results in table 11 below indicate that the periods of 1966-1976, 1976- 1987 and 1987-1993

were judged by a majority of respondents to be dominated by Authoritarian leadership style

whereas those of 1995-1996 and 2003-2005 were characterized as laissez-faire. At the other

hand 2005-2010 was found by a majority of respondents as servant leadership. That of 1996-

2002 for H.E Pierre Buyoya II indicate that only 47.7 percent of respondents characterized it

as authoritarian compared to Peter Buyoya I (PB 1987-1993) where 80 percent of the same

respondents characterized it as authoritarian, this would imply that leadership can change

overtime and can be improved.

Table 11: Characteristics of leadership style: 1966-2010 in Burundi

Leaders Authoritarian Democratic Laissez-faire

Servant

Leadership

MM 1966-1976 74.1% 0% 25.9% 0%

JBB 1976-1987 70.4% 2.3% 10.4% 16.8%

PB 1987-1993 80% 15% 0.09% 0.04%

SNt 1995-1996 10.9% 16.4% 68.2% 4.5%

PB 1996-2002 47.7% 25% 10.9% 16.4%

DNd 2003-2005 11.4% 28.6% 50% 10%

PNk 2005-2010 0% 23.6% 21.9% 54.5%

Survey Q11, N=180; Interview Q 3, N=40; Total N= 220

From the results above, it is obvious that the periods ruled by leaders from military coups

were dominated by authoritarian leadership styles and subordinates having no right to

participate in decision taking. These types of leadership whereas they seemed to show

moderate economy growth (see table 13 below) did not lead into sustainable development

and were followed by conflicts and economic instability which is in agreement with Nganou

et. al. (2008:21-36)24

arguing that poor leadership characterized by egocentrism,

mismanagement of resources and favoritism to elites ignoring community development led to

relentless conflicts and economic crisis in Burundi.

Table 12: Burundi Annual GDP Growth Rate (Percent) during 1960-2010

Year 1961 1962 1963 1964 1965 1966 1967 1968 1969 1970

GDP Growth rate -13.75 9.06 4.14 6.27 3.97 4.61 13.82 -0.3 -1.46 21.33

Year 1971 1972 1973 1974 1975 1976 1977 1978 1979 1980

GDP Growth rate 2.75 -6.4 6.89 -0.73 0.7 7.94 11.47 -0.94 1.66 0.99

Year 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990

24

Nganou, J.P.et al. (2008). Burundi's Growth: The need for Long-lasting and Stable Performance. Published in

: Breaking Cycle: A strategy for conflict-sensitive Rural Growth in Burundi ( World Bank working paper)

No.147(July 2008): pp:21-36


GDP Growth rate 12.16 -1.05 3.72 0.16 11.78 3.25 5.5 5.03 1.35 3.5

Year 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000

GDP Growth rate 5 1.01 -6.24 -3.83 -7.92 -8 -1.59 4.75 -1.01 -0.86

Year 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

GDP Growth rate 2.06 4.45 -1.22 4.83 0.9 5.83 4.79 5.05 3.47 3.79

Source: World Bank report updated July 13,2012

The 1961 assassination of Burundi independence hero had one impact of a negative

GDP rate; 1972: civil conflicts with killings had negative GDP rate; 1993-2000: Civil war this

period had also negative GDP rate. Periods with high GDP during the authoritarian regimes

coincided with periods with external public investment but those resources were mismanaged

and misallocated. Private sector was neglected and agriculture sector was neglected also. You

can see that those periods were followed by civil war and decline of economy growth. Poor

governance and poor leadership led to failure of sustainable development. However you can

see that the period following Arusha agreement (2000) started to have increase in annual GDP

growth rate probably due to improvement in leadership and governance.

Table 13: Burundi Annual Average GDP Growth Rate (Percent) for different ruling system periods

during 1966-2010

Leadersh

ip style

Authori-

tarian

Authori-

tarian

Authori-

tarian

Laissez

-faire

Authori-

tarian

Laissez-

faire

Servant

leadership

Ave.

Period 1966-

1976

1976-

1987

1987-1993 1994-

1996

1996-

2002

2003-

2005

2005-2010 1960-

2010

Average

GDP

rate (%)

4.12 4.64 2.16 -6.58 1.30 1.50 4.58 2.65

Source: Average calculated by author using data from World Development Indicators and

Global Development Finance, World Bank report July 13, 201225

It is obvious that the legacy of authoritarianism led to the decline of GDP rate which was

moderately high compared to the period which followed. This was also supported in this study

by opinion of 82.7 percent (149) of respondents that dictatorship style of leadership cannot

enhance good governance for sustainable development (see Table 14) below.

Table 14: Dictatorship style of leadership: enhances good governance for sustainable development?

Frequency Percent

Yes 31 17.3%

No 149 82.7%

Do not know 0 0%

Total 180 100%

Survey Q12, N= 180

Moreover, results revealed that periods ruled by civilian leaders 1994-1996 and 2003-2005

were characterized as laissez-faire. This would be attributed to the inability of these leaders to

take decisions in governing a country dominated by mono-ethnic army and the civil war

25

http://www.indexmundi.com/burundi/gdp_real_growth_rate.html


which were taking place. Ethnic tensions were still challenging the country governance.

However, under Domitien Ndayizeye, political environment was improving maybe that is

why a portion of respondents noticed democratic leadership style taking place. This

improvement of political environment could be attributed to the Arusha agreements which

were being implemented reducing ethnic tension.

The declining economy growth observed expressed by low average GDP growth rate (see

table 13 above) could be attributed to the repercussion of authoritarian regimes which crafted

predatory bureaucracy that manipulated market regulations, mismanaged external investment

leading to indebtedness, massive state intervention in social and economic life, failure to

promote agriculture sector and private sector instigated failure of democratic values leading

into civil war.

Furthermore, we can read from the study results that the period 2005-2010 under rulership of

democratically elected president was characterized by respondents as servant leadership style.

This would imply that accountability of leaders may be improved by giving right to citizens to

appoint leaders through elections. Leaders are involved in the fulfillment of citizen’s needs by

being to their service in order to gain credibility. This style of leadership is also viewed as the

best one to create good environment for good governance and sustainable development.

Subordinates are motivated to work hand in hand with their leader to achieve common

interest. The increase in average GDP growth rate could be attributed to servant leadership

taking place but the big challenge could be the sustainability of this trend.

At the other hand results in Table 15 below indicate that majority of respondents (55 percent )

denied the enhancement of good governance for sustainable development by leadership

practiced in Burundi since independence probably because of political instability and

authoritarian leadership that dominated the ruling system for four decades and timid

establishment of democratic system resulting in poor average of GDP growth rate of 2.65

percent during the whole period of 50 years (see table 13 above)26

. This was also supported by

results in table 15 below where a majority of interviewed respondents (65 percent) indicated

that economic growth was slower than it needed to be during 1960-2010 probably due to poor

leadership that did not promote agriculture sector, stimulate private sector and civil society for

efficient production through participative development.

Table 15: Leadership practiced in Burundi since independence enhanced good

governance for sustainable development?

Frequency Percent

Yes 14 35%

No 22 55%

Do not know 4 10%

Total 40 100%

Interview Q 4, N= 40

26

See table 13, p: 28 indicating that average GDP growth rate for 1960-2010 is 2.65%. Burundi needs to look for

leadership that can enhance good governance for sustainable development.


However the noticeable economic growth during 2000-2010 could be attributed to the servant

leadership being established and the improvement in security and leadership style that was

taking place due to democratic system on the way.

Table 16: Interview: State of economic growth during the period 1960-2010 in Burundi.

State of Economic growth 1960-2010 Frequency Percent

It happened 0 0%

It was slower than it needed to be 26 65%

It wasn't enough to meet the growth of

the population

2 5%

It was un balanced with too much

growth in 1980s and not enough in

1990s

0 0

It started to happen in good rate during

2000-2010 due to improvement in

security and leadership style

improvement

12 30%

Total 40 100%

Interview Q 6, N=40

We can conclude this part saying that according to opinions of a majority of respondents in

this study, the 1960-2010 period would be characterized by transformation effect taking place

in leadership style for Burundi coming from authoritarian leadership style, passing through

laissez-faire leadership style towards democratic and servant leadership style. They stressed

effect of leadership in enhancing good governance for sustainable development as far as these

changes in leadership styles coincided with changes in governance system and economic

growth.27

Periods of dictatorship and authoritarianism were followed by decline GDP that

could be probably attributed to the effects of poor leadership and bad governance and period

following 2000 shows increasing positive GDP probably due to servant leadership starting to

take place and to ensure good governance. The remaining challenge is the sustainability of the

leadership capable to maintain this economic growth increase.

4.1.2. Good governance in Burundi context

Respondents (Interview, Q2b, N=40) who participated in this study presented their opinions

to define good governance concept basing their view on what they observed since

independence to date. It was obvious that different groups of people had different opinions

depending on their political adherence and their conviction. However a majority of them

27

See Table 2, p. 18: Selected economic and social indicators 1975-2005 from Government of Burundi,

Permanent Secretariat for Monitoring Social and Economic Reforms. See also table 12, p.27 and13, p.28:

Average GDP growth rate for 1960-2010. Periods of dictatorship and authoritarianism were followed by decline

GDP that could be probably attributed to the effects of poor leadership and bad governance and period following

2000 shows increasing positive GDP probably due to servant leadership starting to take place and to ensure good

governance. The remaining challenge is the sustainability of the leadership capable to maintain this economic

growth increase.


defined good governance considering political, social, economic and environmental issues.

Then researcher could notice political governance, economic governance, social governance

and environmental governance defined based on Burundi reality. Results are presented in

table 17 below.

Table 17: Interview: The meaning of good governance in Burundi context

Respondents main opinions on

the meaning of good

governance

Frequency Percent

Political and social governance 32 80%

Economic governance 31 77.5%

Environmental governance 29 72.5%

Social governance 6 15%

Democratic governance 4 10%

Business governance 2 5%

Cultural diversity 2 5%

Political tolerance 1 2.5%

Interview Q 2b, N=40 (more than one response)

Researcher went further by synthesizing respondents opinions considering each main opinion

sorted out above and results are presented below. However he did not take into account

opinions given by minority of respondents.

4.1.2.1. Political and social governance in Burundi context

While defining good governance a majority of respondents in table 18 below mentioned that

based on political and social level, good governance is indicated by decision-making and

policy implementation taking into account the interests of citizens. Rule of law should be an

emphasis rather than rule by law, separation of legislative, executive and judiciary branches

must be adopted by state. Good quality services by public institutions should be practiced.

Transparency and accountability have to be relied on. Equity in national resource distribution

has to be recommended. Free and fair elections should be promoted. Basic needs of citizens

have to be guaranteed such as education, health, water and sanitation, and shelter and food

security. Promotion of social cohesion, conflict resolution and management, promotion of

dialogue and political tolerance, fighting against land conflicts, fighting against ethnic

conflicts, respect of people’s human rights and fundamental freedoms allowing them to live

with dignity, gender equity and needs of future generations are reflected in current policies.

Table 18: Interview: The meaning of good governance based on political and social governance

Respondents opinion on the meaning of good governance

based on political and social governance

Frequency Percent

Rule of law rather than rule by law 32 80%

Separation of Legislative, Executive and Judiciary branches by

state

30 75%

Practice of Good quality of public services by institutions 29 72.5%

Transparency and accountability at all level 27 67.5%

Promotion of equity in national resource distribution 26 65%


Promotion of fair elections 26 65%

Guarantying basic needs of citizens 24 60%

Promotion of social cohesion reflected in policies 22 55%

Conflict resolution and management through dialogue and

consultation

22 55%

Promotion of political tolerance 22 55%

Respect of people's human rights and fundamental freedom 19 47.5%

Gender equity and balance 18 45%

Policy taking into account future generation 15 37.5%

Interview Q 2b, N=40 (more than one answer)

Respondents emphasized on the points above while defining good governance probably

because their promotion could contribute in sociopolitical sustainability and henceforth cut

across the vicious cycle of conflicts the cause of sustainable development failure.

4.1.2.2. Economic governance in Burundi context

Good governance was also defined by majority of respondents based on economic

governance. Results are presented in Table 19 below. These meanings of economic

governance indicate challenging issues pertaining for sustainable development to take place in

Burundi. They stress that reforms targeting to promote good governance for sustainable

development have to concentrate in ensuring economic governance concerned with human

development at all levels through implementation of each of the raised points in this study as

a meaning of good governance.

Table 19: Interview: The meaning of good governance based on economic governance in Burundi context

Respondents opinion on the meaning of good

governance based on economic governance

Frequency Percent

Rural development 31 77.5%

Agriculture promotion 31 77.5%

Fighting against corruption "tolerance zero" 31 77.5%

Employment promotion 31 77.5%

Private sector promotion 30 75%

Free market promotion 30 75%

Reducing prices for goods of first necessity 29 72.5%

Financial management with integrity 28 70%

Micro-finance development 28 70%

Privatization of public enterprises 28 70%

Price control 28 70%

Good management of fuel prices 26 65%

Trade promotion 24 60%

Entrepreneurship promotion 22 55%

Increasing GDP per capita annually 22 55%

Inflation regulation 22 55%



4.1.2.3. Environmental governance in Burundi context

During compilation of results from this study, presented in Table 20 below, we noticed that

majority of respondents stressed that in order good governance to be achieved for sustainable

development in Burundi; environmental governance has to be given priority. Good

governance in environment sector implies sustainable use of natural resources to satisfy the

actual generation needs without compromising those of the future generation. The meanings

given imply important issues challenging environmental governance and would be taken as

significant strategies to undertake in order to promote good governance for sustainable

development.

Table 20: Interview: The meaning of good governance based on environmental governance in

Burundi context

Respondents opinion on the meaning of good

governance based on environmental governance

Frequency Percent

Sustainable use of natural resources without

compromising future generation

29 72.5%

Family planning 29 72.5%

Fair environmental policy set up 29 72.5%

Preserving natural reserves 28 70%

Environmental impact assessment 28 70%

Erosion control 26 65%

Pollution prevention and control 26 65%

Urbanization management 26 65%

Soil fertility improvement 26 65%

Population growth management 26 65%

Land use management 25 62.5%

Promotion of forestation programmes 24 60%

Biodiversity management 22 55%

Water use management 20 50%


In conclusion, basing on the respondents opinions on good governance given above, this

would mean that good governance in Burundi context could be taken as the way of promoting

democratic values and practices using resources to advance the public good by :

Setting up public institutions performing their designated roles;

Promoting social consensus supporting and stabilizing the system of government;

Settling dispute peacefully;

Creating and improving the legal framework and necessary mechanisms for enabling

the participation of all members of civil society in the promotion and consolidation of

democracy;

Promoting pluralism;

Promoting investment flows into the country, attracted by the low transaction costs

associated with government transparency and legitimacy and the rule of law;

Promoting environment protection and sustainable use of natural resources;


Enhancing social cohesion and solidarity.

4.1.3. Governance constraints for sustainable development in Burundi context

The results presented in Table 21 below display respondent opinions on governance

constraints for sustainable development in Burundi.

Table 21: Survey: Governance constraints for sustainable development in Burundi

Constraints Frequency Percent

Corruption 135 75%

Poor leadership 130 72%

Absence of rule of law 99 55%

Depletion of biodiversity 76 42%

Social conflict 59 33%

Poor investment in agriculture 58 32%

Nepotism 45 25%

Lack of patriotism 25 14%

Clientelism 22 12%

Survey Q 13, N= 180 (more than one answer)

From these results, it is obvious that majority of respondents indicated that corruption, poor

leadership, and rule of law are major governance constraints in Burundi to attain sustainable

development. However even the other governance constraints raised by minority of

respondents could not be ignored if we are to achieve sustainable development. This would

imply that a visionary leader would invest more in addressing these constraints in order to


Moreover, results in Table 22 below show that a majority of respondents indicated corruption

as one of the most features indicating poor governance and henceforth failure of sustainable

development.

Table 22: Corruption as an attribute indicating poor governance affecting sustainable development

Frequency Percent

Yes 155 86.1%

No 12 6.7%

Don't know 13 7.2%

Total 180 100%

Survey Q19, N=180

All these results above would stress that an effective leader would have to address the issue of

corruption seriously in order to enhance good governance for sustainable development in

Burundi. We can draw from these opinions above that when governance is bad and

undemocratic or only superficially democratic, the pathologies of development inevitably

have national consequences.


4.1.3.1. Institutions/Organizations highly corrupted in Burundi

Referring to results presented in table 23 below: a majority of respondents indicated public

tender as the first among the highly corrupted institutions followed by Justice, Police and

Urban management institutions. Corruption in these institutions would explain the failure of

sustainable development, poor governance, human rights violation and anarchic urban

management.

Table 23: Institution/ organization highly corrupt

Institutions Frequency Percent

Public tender 149 83%

Justice 142 79%

Police Institution 115 64%

Urban management 99 55%

Local administration 83 46%

Education 81 45%

Health 29 16%

OBR 27 15%

Environmental Protection 20 11%

Survey Q20, N=180 (more than one answer)

To achieve good governance for sustainable development would require responsible

leadership, ethics promotion, control and accountability mechanism set up in order to reach a

country corruption free.

4.1.3. 2. Strategy to fight against corruption in Burundi

Results for Survey Q21 show that a majority of respondents indicated that, in order to fight

against corruption, there must be firstly rule of law followed by training people, promotion of

good governance, public service leaders practicing servant leadership style of leadership,

visible actions by government, setting up clear and practical standards, reviewing anti-

corruption law to make it efficient, cast off old systems, publicly publish these standards ,

setting up credible audit and control systems. These strategies formulated by respondents in

this study could be summarized by the formula for anti-corruption presented by Pointman

Leadership Institute (2009: 28)28

. These opinions above put emphasis in involving all

stakeholders at all level in order to fight against corruption effectively. These strategies could

also contribute in addressing the constraints raised by respondents in table 1929

above

especially rule of law considered as the first strategy in fighting against corruption.

28

PLI (2009), Responsible Leadership and Ethics : Preventing Corruption. Pointman Leadership Institute has

been approved as an Authorized Provider by the International Association for Continuing Education and

Training (IACET), 1760 Old Meadow Road, Suite 500, McLean, VA 22102; (703) 506-3275. The formula is :

Good Government and Anti-Corruption= LC+TIK+IP+CA 29

See Table 21, p.33: Constraints of good governance in Burundi.


Table 24: Strategy suggested to fight against corruption in Burundi

Strategy suggested Frequency Percent

Rule of law 172 95.5%

Training people 170 94.4%

Promotion of good governance 165 91.6%

Public services have to practice servant leadership style

of leadership 156 86.6%

Visible actions by government 152 84.4%

Setting up clear and practical standards 151 83.8%

Reviewing anti-corruption law to make it efficient 148 82.2%

Cast off old systems 142 78.8%

Publicly publish these standards 142 78.8%

Setting up credible audit and control systems 132 73.3%

Promoting electronic governance in all institutions at all

level 85 47.2%

Promoting anti-corruption police 64 35.5%

Involving civil society in national resource management 52 28.8%

Financial management reforms 44 24.4%


4.1.3.3. Determinants of good governance to be enhanced for sustainable development

Results in Table 25 below are in agreement somehow with those in Table 2130

above. What

have been found as constraints for good governance in Burundi are reflecting failure in the

fulfillment of some of the determinants of good governance raised by the same respondents. It

is obvious that Leadership, rule of law, accountability, systems improvement, control of

corruption among other determinants indicated in this study are paramount for Burundi to


Table 25: Determinants of good governance to be enhanced in Burundi

Determinants of good governance to be enhanced Frequency Percent

Leadership 34 85%

Rule of Law 31 77.5%

Corruption control 30 75%

Accountability 30 75%

Systems improvement 29 72.5

Human Resource development and management 28 70

Quality of public services 26 65

Quality of state-civil society-private sector relationship 26 65

Environmental protection 15 37.5%

Political tolerance 12 30%

Free markets 10 25%

Interview Q 7, N=40, TN= 40 (More than one answer)

Referring to the respondents opinions on determinants of good governance to be enhanced in

Burundi for sustainable development, we can notice that majority of them raised good

governance as the compartment of governance, wherein public capital and problems are

managed effectively, efficiently and in response to vital needs of society by relying on public

participation, accountability and transparency.

30

Ibid.


4.1.4. Good governance and sustainable development are interchangeably linked

Results presented in Table 26 imply that effective leaders would emphasize on promotion of

good governance in order to achieve sustainable development. Failure of poverty alleviation

could be attributed to lack of good governance. They stress also that failing to understand the

interchangeability of good governance and sustainable development could be at the origin of

failure of programmes undertaken for poverty alleviation in Burundi.

Table 26: Good governance and sustainable development are interchangeably linked

Frequency Percent

Strongly Agree 119 66.1%

Agree 22 12.3%

Uncertain 4 2.3%

Disagree 18 10%

Strongly Disagree 17 9.5%

Total 180 100%

Survey Q14, N=180

4.1.5. Effectiveness of good governance for sustainable development

4.1.5.1. Good governance ensures formulation of fair policies, programmes and

priorities for the betterment of the people

Results for Survey Q15 are presented in Table 27 below. Globally, a majority of respondents

(68.3 percent) strongly agree that good governance ensures the formulation of appropriate

policies, programmes and priorities to support the activities of the people to enable them earn

a decent livelihood, their access to state resources and opportunities that help them lead a

long, fruitful and productive life. This implies that effective leaders would have to put

emphasis on constituents’ felt needs fulfillment and human development to enhance good

governance for sustainable development. However the disagreement opinion observed from

minority of respondents may be due to the poor quality of relationship between state and civil

society at one hand and state and private sector at the other hand.

Table 27: Good governance ensures a number of good things….

Frequency Percent


Agree 21 11.7%

Uncertain 11 6.1%

Disagree 19 10.6%


Total 180 100%

Survey Q15, N=180


4.1.5.2. Good governance encompasses the mechanisms, processes and institutions

through which citizens articulate their interests

Results for Survey Q16 are presented in Table 28 below and indicate that 61.1 percent (110)

respondents strongly agree the statement that good governance encompasses the mechanisms,

processes, and institutions, through which the citizens and various groups articulate their

interests, exercise their rights, meet obligations and resolve their differences. This would

imply reforms at national level to set up conducive environment giving credit to human

development henceforth promoting good governance.

Table 28: Good governance encompasses the mechanisms, processes and institutions

Frequency Percent


Agree 20 11.1%

Uncertain 20 11.1%

Disagree 14 7.8%


Total 180 100%

Survey Q16, N=180

4.1.5.3. Good governance requires serving all stakeholders within a reasonable

timeframe

In asking survey respondents about serving stakeholders in a reasonable timeframe a high

majority agreed (79.6 percent with only 22.5 disagreeing) that this is a mark of good

governance. There may be reasons why some stakeholders might be difficult to serve in a

reasonable timeframe, but timeliness is a mark of a government that has been thoughtful and

responsive to its stakeholder’s needs. Results indicated in Table 29 below imply that

respondents would require improvement in access to services and enhancement of good

governance to address lack of servanthood, clientelism and ineffectiveness in mission

accomplishment observed in most of the institutions and organizations in Burundi.

Table 29: Good governance requires serving all stakeholders within a reasonable Timeframe

Frequency Percent


Agree 41 23.0%

Uncertain 15 8.3%

Disagree 21 11.6%


Total 180 100%

Survey Q17, N=180


4.1. 6. Key good governance attributes mattering for sustainable peace and

development in Burundi

Results presented in table 30 below indicate that based on average index of 0.59 rule of law

followed by effectiveness and efficiency, accountability were judged to be the most key

attributes mattering for sustainable peace and development in Burundi. This joined opinions

from table 20, 23 and 24 above31

. Relentless conflicts and failure of peace stability observed

in Burundi could be attributed to nonobservance of some of these attributes raised in this

study.

Table 30: Survey: good governance attributes mattering for sustainable peace and development

Key good governance attributes

Most

Important

Next Most

Important

Third Most

Important

INDEX

Rule of Law 52.20% 11.10% 25% 1.87

Effectiveness and Efficiency 12.20% 38.80% 10% 1.18

Accountability 16.10% 25% 10% 1.02

Strategic vision 11.10% 2.70% 8.30% 0.41

Commitment to the public good 0% 20% 1.60% 0.41

Participation 4.40% 2.20% 31.10% 0.28

Transparency 1.60% 0% 13.80% 0.09

Responsiveness 2.20% 0% 0% 0.07

Consensus orientation 0% 0% 0% 0.00

Total 100% 100% 100% Ave=.59

Survey Q18, N=180: The higher the index the more important the rating

4.1.7. Key determinants and strategy for promotion of sustainable development in

Burundi

4.1.7.1. Meaning of sustainable development in Burundi context

Results in Table 31 indicate that a majority of respondents defined sustainable development

basing on rational use of resources, investment in productive sectors, technology development

and constitutional change consistent with the future as well as present needs, establishment of

fair policies, stable peace and politics to mention the few. It could be noticed that

respondents’ opinions put emphasis on sociopolitical sustainability, economic sustainability

and environmental sustainability probably because Burundi failure in sustainable development

is noticed in those three domains failure.

Table 31: Interview: Meaning of sustainable development in Burundi context.

Sustainable development in Burundi

context

Frequency Percent

Rational use of resources 33 82.5%

31

See Table 21, p.33, Table 21, p.34, and Table 24 ,p.36


Investment in productive sectors 31 77.5%

Technology development and institutional

change consistent with the future as well as

present needs

28 70%

Establishment of fair policies 28 70%

Stable peace and politics 28 70%

Economic growth 27 67.5%

Good public services 25 62.5%

Peaceful conflict management 24 60%

Food security 21 52.5%

Interview Q 2c, N=40; TN= 40 (More than one answer)

4.1.7.1. Key determinants/Characteristics of sustainable development in Burundi context

Results presented in Table 32 below indicate respondent opinions on key determinants of

sustainable development in Burundi context. They imply that effective leaders would have to

make sure that security, basic needs, and good governance among other key determinants of

sustainable development are fulfilled.

Table 32: Key determinants of sustainable development in Burundi

Key determinants of

sustainable development Frequency Percent

Physical security 156 86.6%


Access to basic needs 129 71.6%

Effective leadership 128 71.1%

Energy production 122 67.7%

Good Governance 115 63.8%

Income Generating Activities 109 60.5%

Land ownership 99 55%

Qualified Human Resources 93 51.6%

Financial resources 90 50%

Fair justice 82 45.5%

Environmental safety 59 32.7%

Social cohesion 28 15.5%

Survey Q 22, N=180 (more than one answer)

This would mean that failure in taking care of the key determinants of sustainable

development raised in this study could retain our country undeveloped. Strategies have to be

developed to make sure that all these key sustainable development determinants are

implemented effectively.

At the other hand, all respondents (100 percent) while giving their opinions on the

characteristics of sustainable development in Burundi , survey Q 23, N=180 talked of

sustainable development failure due to political instability, environmental degradation and


poor economic growth. This joins the reasons of improving sustainable development

determinants raised above in table 32 if Burundi is to attain the basic level of sustainable

development.

4.1.7.2. Strategy for promotion of sustainable development in Burundi

Results presented in Table 33 below indicate respondents determined strategy required to

promote sustainable development in Burundi. From their opinions, we can notice ten

important strategies to improve sustainable development the first being promotion of peace

and stability, followed by fighting against corruption, servant leadership, development of

social basic services, promotion of agriculture sector, development of private sector,

promotion of work at excellence, encouraging people to work hard, improving state civil

society relationship and provide financial support. These strategies scored more than 70

percent probably due to their high effect on sustainable development in Burundi. According to

respondents’ opinions, leadership targeting to promote sustainable development would invest

more in the implementation of the raised strategies.

Table 33: Strategy for promotion of sustainable development in Burundi

Strategies for sustainable development Frequency Percent

Promote peace and stability 165 92%

Fight against corruption 149 83%

Promote servant leadership 147 82%

Develop basic social services 146 81%

Promote agriculture sector 144 80%

Develop private sector 139 77%

Promote work at excellence 137 76%

Encourage people to work hard 133 74%

Improve State-Civil Society relationship 130 72%

Provide financial support 126 70%

Promote IGA 112 62%

Ease access to credit 104 58%

Human Resources training 99 55%

Promote unity in diversity 75 42%

Ease Land ownership for the poor 75 42%

Improve environmental safety 58 32%

Break isolation of community 38 21%

Survey Q 24, N=180 (more than one answer)


4.2. Quality of state-civil society and state-private sector relationship in

Burundi

4.2.1. Quality of state-civil society relationship in Burundi

From results presented in Table 34, we can read that the period 1966-1973 and 1974-1987

were dominated by state control over civil-society. This could be attributed to the

authoritarian leadership motivated by dictatorship, forbidding citizen to create associations

and the practice of mono-partism. This is supported by Eva Palmans (2006:217)32

arguing that

the period between 1966- 1990 was dominated by mono-partism and authoritarian leadership

and creation of civil society organizations was jeopardized.

Table 34: State-civil society quality of relationship

Quality of

relationship

1966-

1976

1976-

1987

1987-

1993

1994-

1996

1996-

2002

2003-

2005

2005-

2010

Controlling 77.2% 66.4% 27.3% 29.5% 14.5% 25% 11.3%

Adversarial 14.5% 23.5% 37.3% 43.2% 57.3% 45.5% 20.4%

Collaborationist 0% 0.6% 17.3% 9.1% 24.5% 29.5% 15%

Competitive 8.2% 6.5% 4.5% 10% 0% 0% 47.7%

Symbiotic 0% 5% 13.6% 8.2% 3.6% 0% 5.4%

Survey Q 26, N=180; Interview Q 8, N=40; Total N=220

Those of 1987-1993, 1994-1996, 1996-2002 and 2003-2005 were dominated by adversarial

relationship between state and civil society. That of 2005-2010 was characterized as

competitive. We can notice that civil society in Burundi has been impacted by the political

environment. The period before 1990 was characterized by poor CSOs creation due to

dictatorship ruling system. The few CSOs existing during this period were on service of

government elites without any emphasis on citizen interests. They were controlled by the

government. This would be attributed to monopartism taking place during the period before

1990 and forbidding creation of CSOs due to State fearing competition. The following period

however coincided with increase in creation of civil society organizations even if considered

by the government as adversarial to its actions and enemy to fight. This joins what have been

said by Eva Palmans (2006: 223-224) that civil society organizations have been increasing

due to liberalism system started in 1980 and this coincided with the introduction of

democracy approach in 1980s. There is a need for leaders to set up strategies to promote state-

civil society quality of relationship through promotion of good governance for sustainable

development instead of hating each other.

4.2.1.1. Role of public sector in ensuring good governance

Results in Table 35 below gives out opinions of a majority of respondents on the role of

public sector in ensuring good governance .These opinions would imply that public sector has

32

Palmans, Eva (2006). Evolution de la Société Civile au Burundi in MARYSSE, S., et REENS, F., L'Afrique

des Grands Lacs. Annuaire 005-2006, Paris, Le Harmattan, pp. 47-70


to play a pivotal role in shaping, transmitting national vision and developing agencies in

public policy formulation with emphasis on good governance. It has also a role to catalyze

private sector and civil society by creating the enabling environment of macroeconomic

stability, just and predictable rules and delivery of vital service thence fulfilling the statement

saying that if private sector is the engine of growth in a development state, the driver is the

government supported by the public service. Failure of good governance in Burundi would be

attributed to failure of public sector to fulfill these roles enumerated by a majority of

respondents in this study.

Table 35: Survey: Role of public sector in ensuring good governance

Role of public sector in ensuring good governance Frequency Percent

Rule of law 171 95%

Fair translation of elected officials vision into policies 149 82.7%

Implementing policies and programmes to achieve

sound economic development

132 73.3%

Creating conducive environment to civil society 125 69.4%

Providing goods and services needed for a nationally

competitive production systems

120 66.7%

Management of accountability 110 61.1%

Setting the price righter relying on the market 105 58.3%

Leaving productive activities to the private sector 96 53.3%

Meritocracy in recruitment 96 53.3%

Systematic improvement of incentives package for the

public services

91 50.5%

Survey Q 25, N=180 (More than one answer)

4.2.1.2. Role of civil society in enhancing good governance in Burundi

Results presented in Table 36 indicate role played by civil society in enhancing good

governance in Burundi. Among its roles , we can notice that serving as watch dogs by

exposing human rights violations followed by advocating for rule of law and fighting against

corruption have been given first priority . This would imply that human rights, rule of law and

corruption are the most challenging issues for good governance and sustainable development.

This joins also opinions raised above by respondents table 20, 24 and 3433

. Civil society

played a great role in addressing these challenging issues.

Table 36: Role of civil society in promoting good governance in Burundi

Role of civil society Frequency Percent

Serving as watch dogs by exposing human rights violations 178 98.8%

Advocating for rule of law 176 97.7%

Fighting against corruption 174 96.6%

Advocating and participating in negotiation for peace during the

civil war 164 91.1%

33

See Table 21, p.33; Table 24, p.36 and Table 34, p.42


Providing important checks and balance on government power 163 90.5%

Offering service delivery 132 73.3%

Offering opportunities for individuals to improve their standards 156 70%

Monitoring and advocating for fair election organization 102 56.6%

Strengthening other domains 86 47.7%

Undertaking poverty alleviation programmes 76 42.2%

Advocating for equity in national resource distribution and

management 64 35.5%

Monitoring the environment and resource depletion 42 23.3%

Survey Q 31, N=180

The above results are also supported by those from table 37 below whereby a slight majority

of respondents (more than 50 percent) were in agreement with the statement that Burundi civil

society functions by articulating the citizens' participation in political, economic, social and

cultural activities. This means that emphasis should be put in promoting good relationship

between state and civil society so that they may see each other as symbiotic rather than being

adversarial partners.

Table 37: Burundi civil society functions by articulating the citizens

participation in political, economic, social and cultural activities

Frequency Percent


Agree 39 21.8%

Uncertain 2 0.91%

Disagree 22 12.2%


Survey Q 34, N=180

4.2.1.3. Challenges of civil society and strategy to improve state-civil society

relationship quality.

Results presented in Table 38 below indicate respondents’ opinions on Burundi civil society

challenges. Most of the challenges raised by a majority of respondents reflect those observed

from public sectors. Civil society attitudes sometimes reflect that of state and vice versa.

Table 38: Challenges of civil society to improve state-civil society relationship quality

Challenges of civil society in improving

state-civil society relationship quality

Frequency Percent

Corruption and manipulation by government 176 97.7%

Poor rule of law 175 97.2%

Poor leadership 173 96.1%

Lack of vision 167 92.7%

Poor management 142 78.8%

Human rights violation 132 73.3%

Lack of finance 122 67.7%

Poor state intervention 120 66.6%

Lack of trained people 108 60%


Lack of social cohesion 72 40%

Politicization 43 23.8%

Clientelism 36 20%


This would be attributed to the historical background of Burundi political environment

characterized by colonial legacy based on “divide and rule” which resulted into poor

leadership of elites contaminated by colonial ruling system, political instability and failure of

democratic values which led Burundi to relentless civil wars. These challenges might have

also been exacerbated by political intolerance which pushes those failing elections to create

CSOs to disturb ruling system by mistaking the government thence falling into same

mistakes. This implies that weaknesses and constraints for good governance and sustainable

development would have to be addressed at all levels in the same way.

Taking into account the above constraints, the following strategies suggested in table 39 by

majority of respondents to promote quality of state-civil society relationship have to be

implemented seriously by civil society.

Table 39: Strategies of civil society to improve state-civil society relationship quality

Civil society strategies suggested Frequency Percent

Promoting servant leadership 175 97.2%

Strengthening community development 172 95.5%

Promoting dialogue 162 90%

Promoting symbiotic relationship between state and

civil society 159 88.3%

Promoting good governance 154 85.5%

Training human resources 140 77.7%

Redefining the role of government in social integration 126 70%

Improving financial support mechanism 108 60%

Promoting transparency and accountability 62 34.4%

Supporting governmental programmes 44 24.4%


There is a need to undertake political and economic reforms to create good environment

enhancing good governance and sustainable development. These strategies involved to come

across challenges raised above would require effective leadership oriented towards

servanthood and fulfillment of common interest.

4.2.1.4. Role of international polity in enhancing good governance for sustainable


Results presented in Table 40 below indicate that a majority of respondents were in agreement

with the statement that international policies play a significant role in enhancing good

governance for sustainable development in Burundi.



governance for sustainable development in Burundi

Frequency Percent

Yes 141 78.3%

No 6 3.3%

Don't know 33 18.3%

Survey Q35, N=180

It would be attributed to the fact that international community played significant role during

peace talks and giving conditioned aids on good governance and Human Rights. However we

can notice that minority of respondents at some extent did not support the statement above

probably due to the poor quality of relationship between state and civil society, state and

private sector as demonstrated earlier on.

These results above are also supported by results from survey Q36, N=180 whereby all

respondents (100 percent) indicated that international politics affect Burundi good

governance through conditioned aid on promotion of democracy , good governance and

Human Rights. Respondents were inanimate in their opinions probably due to relentless

intervention of international community in Burundi development through donations, grants

and debts given and the support of civil society to serve as watch dogs to ensure a responsive

government.

Leadership promoting good governance for sustainable peace would be required to improve

international community collaboration through preventive diplomacy and promotion of social

cohesion.

4.2.2: Quality of state-private sector relationship in Burundi

Results presented in Table 41 below indicate respondents’ opinions by choosing two State-

private Sector quality of relationship.

Table 41: State – private sector quality of relationship in Burundi since 1966-2010

Quality of relationship

1966-

1976

1976-

1987

1987-

1993

1994-

1996

1996-

2002

2003-

2005

2005-

2010

Interventionist 86.8% 73.6% 55% 37.2% 33.6% 15.9% 5.4%

Free Market 5.9% 4.6% 19.5% 44.6% 45.4% 55.9% 61.3%

Active encouragement of entrepreneurship 5.4% 30.9% 14.1% 15.4% 38.6% 25.4% 44.1%

Poor encouragement of entrepreneurship 20.4% 14.6% 60.1% 35.4% 19.2% 43.6% 18.6%

Policy favorable to private investment 11.3% 21.8% 7.7% 14.6% 15.9% 20.1% 47.1%

Policy not favorable to private investment 70.2% 54.5% 43.6% 52.8% 47.3% 39.1% 23.5%

Total= 200% 200% 200% 200% 200% 200% 200%

Survey Q27, N=180; Interview Q9, N=40; Total N=220 (2 choices)

Results from this study indicate that period between1966-1993 was mostly dominated by

State-private sector quality of relationship characterized as interventionist with policy not

favorable to private investment. This would be attributed to the authoritative style of


leadership resulting from military coup regimes whereby State controls everything favoring

elites not accountable to citizens. This is in agreement with table 11 and table 13 above in this

study34

.

The opinions above were also supported by Results in Table 42 below indicating that majority

of respondents 61.1percent (111) strongly agreed that since independence, Burundi

experienced policy hostility to investment in private sector in favor to the public sector. This

would be attributed to the poor quality of relationship between State-Private Sector and had

been the origin of poor governance and failure of development. Leadership oriented towards

policy reforms promoting investment in private sector would be required to address the issue

of poverty and failure of sustainable development.

Table 42: Burundi policies hostility to investment in private sector in favor of public

Frequency Percent


Agree 21 11.6%

Uncertain 10 5.5%

Disagree 28 15.5%


Total 180 100%

Survey Q28, N=180

However, we can notice from Table 41 above that the period between 1994- 2010 indicate

that State-private sector was mainly characterized by timid establishment of free market but

policy remaining not favorable to private investment. This situation would be attributed to

change from authoritative style of leadership towards democratic style of leadership due to

democratic system of governance giving citizens right to choose their leaders. The period

between 2005-2010 indicate improvement in policy favorable to private investment probably

because of servant leadership style of leadership being established (see also table 11)35

.

4.2.3. Role of private sector in enhancing good governance for sustainable development

Results presented in Table 43 show role of private sector given by the majority of

respondents.

Table 43: The role of private sector in enhancing good governance for sustainable development

Role of private sector suggested Frequency Percent

Job creation hence generating employment 178 98.80%

Increasing competition reducing monopoly 174 90.60%

Promotion of good governance due to privatization

of public enterprises 159 70.10%

Increasing efficiency 134 74.40%

Solving the problem of political interference in 130 70.20%

34

Table 11 is about characteristics of leadership style: 1960-2010 in Burundi and results indicate that 1960-1993

periods was dominated by authoritarian style of leadership and Table 14,p:28 is about whether dictatorship can

enhance good governance for sustainable development and results indicate that 82.7% of respondents said no. 35

See table 11, p. 27


public enterprises

Regulating prices for commodities of first necessity 122 67.70%

Reducing corruption 106 58.80%

Increasing revenues through taxes 102 56.60%

Improving macro and micro-economic benefits 92 51.10%

Survey Q29, N=180

The above opinions have been strengthened by results in Table 44 below whereby a majority

of respondents 112 (62.2 percent) strongly agree and 24 (13.3 percent) agree that in Burundi

private sector is increasingly becoming the driver of sustainable economic growth due to

many opportunities for productive employment. This would imply that Burundi government

has to promote private sector through privatization of public enterprises. This would allow

private sector to give its contribution by promoting entrepreneurship and addressing

challenging issues for good governance and sustainable development.

Table 44: Private sector is the driver of economic growth in Burundi

Frequency Percent


Agree 24 13.3%

Uncertain 2 1.1%

Disagree 27 15%


Survey Q30, N=180

This is supported by many researchers such as Birdsall and Nellis (2002)36

who concluded

that with reference to transitional economies, the economic growth was better in those

countries which were strong privatizers compared with those where privatization was not

adopted whole-heartedly. These results are also supported by the findings of (Boubakri &

Cosset, 1998; D’Souza & Megginson, 1999 and Majumdar, 1998)37

who found that the

private sector is more efficient than the public sector and that privatization leads to a positive

micro-economic impact.

However other studies such as those of (Boylaud & Nicolette, 2000; Martin & Parker, 1997

and Omran, 2001)38

said that private sector promotion cannot perform alone economic

36

Birdsall, Nancy, &Nellis, John R. (2002). Winner and Losers: Assessing the Distributional Impact of

Privatisation, Working Paper No.6. Washington D.C.: Center for Global Development 37

Boubakri, Narjess, & Cosset, Jean-Claude.(1998). The Financial and Operating Performance of Newly

Privatised Firms: Evidence from Developing Countries. Journal of Finance, 53(3), 1081-1110; D'souza, Juliet,

&Megginson, William L. (1999).The Financial and Operating Performance of Privatized Firms during the

1990s.Journal of Finance, 54(5), 1397-1438; Majumdar, Sumit, K. (1998). Assessing Comparative Efficiency of

the State-Owned, Mixed, and Private Sectors in the Indian Industry. Public Choice, 96(1-2), 1-24. 38

Boylaud, Olivier, &Nicoletti, Giuseppe.(2000). Regulation, Market Structure and Performance in

Telecommunications, Economics Department Working Papers No. 2000/10. Paris: Organization for Economic

Co-operation and Development; Martin, S., & Parker, David M. (1997).The Impact of Privatisation: Ownership

and Corporate Performance in the UK. London & NY: Routledge; Omran, Mohammed. (2001). Detecting the

Performance Consequences of Privatizing Egyptian State-Owned Enterprises: Does Ownership Structure Really

Matter? (Mimeo).


performance if other influencing factors like ownership, regulatory regimes, competition,

geography, and change in management, incentive structures, size and structure of the market

are not very well addressed. This would imply that effective leadership to mitigate all these

intervening factors is needed to make privatization effective and efficient in enhancing good


4.3. Servant leadership style as a strategy to enhance good governance for

sustainable development in Burundi

4.3.0. Introduction

This section is going to give out the opinion of respondents participating in this study about

leadership style that could be used strategically to enhance good governance for sustainable

development. An effective leadership style and its role in enhancing good governance for

sustainable development would be sorted out.

4.3.1. Effective Leadership and good governance for sustainable development in

Burundi

Results presented in Table 45 give the summary of opinions of majority of respondents on

characteristics of effective leader. This indicate that an effective leader has to make sure that

followers are motivated to pursue the same vision and same targeted goal and that he must

have behavior and personality able to involve interaction with his subordinates more intensive

and has greater impact by affecting the values, attitudes, and behaviors of subordinates. This

would explain the effects of poor leadership that characterized Burundi since independence

whereby leaders serf-centered, egocentric and dictators created chaotic environment source of

the continuous conflict tensions and thence poor governance and failure of sustainable

development.

Table 45: Characteristics of an effective leader

Characteristics of

effective leader

Frequency Percent

Servant 173 96.1%

Democratic 171 95%

Visionary 168 93.3%

Active listening 165 91.6%

Others-centered 165 91.6%

Abiding on rule of law 156 86.6%

Collaborative 144 80%

Credible 132 73.3%

Goal oriented 126 70%

Trustworthy 126 70%

Empowering others 112 62.2%

Inspiring a vision 96 53.3%

Survey Q37, N=180; Total N= 180


Moreover, respondents proceeded by choosing the most appropriate style of leadership to

enhance good governance for sustainable development (see table 46 below). It is obvious that

majority of respondents indicated servant leadership style as the most appropriate to enhance

good governance for sustainable development in Burundi probably due to its effect in giving

credits to citizens in decision making enhancing good governance for sustainable

development.

Table 46: Style of leadership appropriate to enhance good governance

Style of leadership Frequency Percent

Servant Leadership 94 52.2%

Democratic Leadership 53 29.4%

Participative Leadership 19 10.5%

Authoritarian Leadership 8 4.4%

Others 6 3.3%

Total 180 100%

Survey Q38, N=180

These opinions above were also supported by results in Table 47 whereby majority of

respondents gave out the way servant leadership can enhance good governance for sustainable

development.

Table 47: How and why servant leadership can enhance good governance for sustainable

development

How servant leadership enhance good governance

for sustainable development

Frequency Percent

Appealing to constituents interests 198 90%

Involving both public, private and civil society in

decision making

182 82.7%

Servanthood attitude towards citizens 182 82.7%

Seeking to empower citizens 159 72.3%

Investing more in private sector and rural development 138 62.7%

Fulfilling felts needs of citizens while targeting to

achieve common interests

115 52.3%

Interview Q12, N=40 and Survey Q39, N=180; TN= 220 (More than one answer)

The results from this study would mean that poor governance and sustainable development

failure resulted from poor leadership style and that servant leadership style could bring good

environment favorable to people motivation towards the fulfillment of state goals for common

interest.

Dictatorship that was practiced since indepence up to 1990s followed by poor democratic

leadership that was characterized by lack of rule of law and the recent rulership resulting from

Arusha seaze fire agreement (2000) suffering from political intolerance would require to be

followed by servant leadership which would bring together constituents and instaure political

tolerance, social cohesion, rule of law, power sharing and common good which are the

prerequisite for good governance for sustainable development.


4.3.2. Role of servant leadership in enhancing good governance for sustainable


4.3.2.1. Servant leadership can address corruption issue in Burundi

Results presented in Table 48 below indicate that around 80 percent of respondents supported

the statement that servant leadership can address the issue of corruption in Burundi.

Table 48: Servant leadership can address corruption

Frequency Percent


Agree 38 21.1%

Uncertain 25 13.8%

Disagree 4 2.2%

Strongly disagree 7 3.9%

Total 180 100%

Survey Q42, N=180

This may be attributed to the effect of servant leadership to promote good governance and

sustainable development due to its focus on seeking the common good and being at the

service of the constituents. This improves accountability, leadership ethics and integrity

values important to fight against corruption.

4.3.2.2. Servant leadership can address self-centeredness, corruption, poor governance

and social conflicts

Results presented in Table 49 below indicate that 96 percent of respondents supported the

statement that servant leadership can address self-centeredness, corruption, poor governance

and social conflicts.

Table 49: Servant leadership can address self-centeredness, corruption, poor

governance and social conflicts

Frequency Percent


Agree 24 13.3%

Uncertain 0 0%

Disagree 7 4%

Strongly disagree 0 0%

Total 180 100%

Survey Q43, N=180

This would be attributed to the socio-politico-economic environment that characterized

Burundi since independence to date dominated by self-centeredness, corruption, poor

governance, relentless conflicts, democracy failure that would not be addressed effectively

without adopting servant leadership significant in social cohesion, in promoting good


governance, in targeting the common interest and fulfillment of constituents felt needs by

involving constituents in decision taking at all levels.

The opinions are supported by results presented in Table 50 below whereby a majority of

respondents (85 percent) confirmed that servant leadership can play a significant role in

enhancing good governance for sustainable development.

Table 50: Servant leadership can play a significant role in enhancing good governance

Frequency Percent

Yes 34 85%

No 2 5%

Don't Know 4 10%

Total 40 100%

Interview Q10, N=40

4.3.2.3. Servant leadership started to improve state-civil society and state-private sector

quality of relationship in Burundi

Results in Table 51 below indicate that a majority of respondents (about 52.1 percent)

disagree with the statement. This would be attributed to the situation prevailing during the

period of this study whereby there was tensions between state and civil society resulting from

the 2010 elections. Some opposition political parties accused the ruling party to have tricked

elections. Reforms under-process to implement Arusha Agreements are judged to favor ruling

political party elites only probably because power sharing is attached with some favoritism

and lack of rule of law.

Table 51: Servanthood attitude after Arusha agreement improved good quality

of relationship between state, civil society and private sector

Frequency Percent


Agree 35 19.4%

Uncertain 37 20.5%

Disagree 77 42.7%


Total 180 100%

Survey Q44, N=180

Democratic values failure, poor governance practices, corruption and many other vices raised

by civil society are viewed by State as unfair creating therefore state-civil society adversarial

relationship. Arusha agreement had been followed by two other signed agreements to improve

it and would require thorough dialogue to address all remaining misunderstandings.

It was further noticed that results in Table 52 given by a majority of respondents supported

the above opinions. They said that poor leadership style practiced by Burundi leaders since

independence undermined economy growth due to relentless conflicts which followed. Self-


centeredness, dictatorship, corruption, nepotism, lack of vision were some of the challenges

raised which characterized Burundi leadership without forgetting failure to coordinate

effectively public sector, private sector and civil society actions in a symbiotic way to achieve

national common interest.

Table 52: Leadership style significant challenges for Burundi economic growth

Leadership style challenges for

Burundi economic growth

Frequency Percent

Corruption 202 91.8%

Self-centeredness 183 83.2%

Dictatorship 165 75%

Lack of vision 154 70%

Nepotism 121 55%

Failure to coordinate effectively public

sector, private sector and civil society

actions in a symbiotic way to achieve

national common interest

118 53.6%

Inadequate attention to working

conditions, incentives and training

98 44.5%

Budget deficit 95 43.2%

Donor drivenness 76 34.5%

Interview Q11, N=40 and survey Q41, N=180; TN=220 (More than one answer)

The above opinions could be attributed to the ruling systems that did not take care of the

common good of the constituents and may probably justify the reason why reforms under

process to promote good governance for sustainable development emphasize on strengthening

of watch dog institutions such as supreme audit, ombudsman office, media rating agencies,

parliamentary oversight; public service revitalization and good fiscal management.

4.3.2.4. Servant leadership and community development

Results presented in Table 53 below indicate that 84.5 percent of respondents agree that

community development, the milestone for sustainable development rely on servant

leadership that promotes investment in private sector and is people-centered in policy setting

and in strategic planning. This would be attributed to the fact that since independence Burundi

rulership did not take care of community development by favoring public investment in

expenses of private sector investment. Agriculture sector the main sector in Burundi economy

suffered a lot from poor investment. Decision makers were setting up policies to protect their

own interests ignoring those of subordinates.

Table 53: Community development the milestone for sustainable development

rely on servant leadership etc.

Frequency Percent


Agree 42 23.4%

Uncertain 24 13.3%

Disagree 0 0%



Total 180 100%

Survey Q45, N=180

Servant leadership would improve Burundi governance and due to its servanthood attitudes,

leaders would target human development, invest in rural community, fulfill basic needs of the

community, involve citizens in decision making, improve accountability and transparency.

This would help to fight against corruption, improve social cohesion, improve sustainable

peace and security, enhance political tolerance, and in general socio-politico-economic

environment favorable to good governance for sustainable development.


CHAPTER FIVE: CONCLUSIONS AND RECOMMENDATIONS

5.1. CONCLUSIONS

The guiding question for the research was :“What are the effects of leadership in enhancing

good governance for sustainable development in Burundi?”. The research results indicate that

since independence poor leadership failed to enhance good governance for sustainable

development and instigated relentless conflicts, ethnic tensions, poor governance, failure of

economic growth, environment stress, corruption, and many other vices. It has been obvious

that changes in leadership had effect on enhancement of good governance and sustainable

development.

The period between independence and 1990s was considered by the respondents to be

characterized by authoritarian leadership. These leaders come to power from military coups.

They were dominated by dictatorship, bad governance, investment in public enterprises

ignoring private sector, mismanagement of resources resulting in failure of economic growth.

The period 1990s up to 2000 was characterized by civil war resulting from the legacy of

authoritarianism and dictatorship practiced before. This made the democratic system to fail,

aggravated by lack of rule of law, corruption, and political intolerance, some political party

leaders not favorable to reforms, favoritism and ethnic tensions.

The period between 2000 and 2010 was characterized by implementation of Arusha

Agreements judged by opposition political parties and civil society as favorable only to the

ruling political party and its supporters. However, results indicated that during this period,

Burundi experienced improvement in leadership, hence an enhancement of good governance

for sustainable development. But leaders resistant to changes are still barriers to peace and

stability, rendering the country vulnerable to civil war and its consequences. Reforms under

implementation indicate positive transformations in leadership, good governance and

sustainable development. Servant leadership style was traced as taking place and henceforth

good governance for sustainable development. The two elections gave power to citizens and

leaders are becoming accountable to their constituents to gain their favor for the coming

elections. A more democratic system is being established, strengthened by servant leadership

taking place thus enhancing good governance and sustainable development.

From sub-question one about defining leadership, good governance and sustainable

development in Burundi context, results indicated that leadership should be viewed as the

process of putting together all factors of production of organizations or institutions to satisfy

basic needs of the citizen and influence them to participate in the achievement of the targeted

goals. They revealed that Burundi leadership since independence failed due to selfishness and

egocentrism leading to relentless conflicts, poverty, poor governance and economic failure.

However, some leadership improvements have been noticed since 2000 towards 2010

indicating changes from authoritarian, democratic to servant leadership.


Leadership was found to be influenced by internal and external factors such as personality,

ethics and attitudes for internal factors and citizen’s behavior, nature of the responsibility

ruling system, international policy and nature of environment as external factors influencing

leadership. These factors were found to influence leadership and hence good governance for

sustainable development. The personality of the leader was rated as the most important factor

in Burundi context that can enhance good governance for sustainable development. These

opinions given above would be attributed to the fact that all conflicts resulted from poor

leadership motivated by egocentric interests and failure to serve their constituents. Some

leaders failed to cope with dynamic changes in the political arena and found themselves

outdated, hence becoming barriers to positive changes.

The study also indicated that the periods ruled by leaders from military coups were dominated

by authoritarian leadership style but this type of leadership changed a longtime towards

servant leadership due to democracy system improvements. Dictatorship was found to

undermine good governance and failure of sustainable development. The period 1960-2010

was characterized by changes in leadership coming from authoritarian passing through

laissez-faire, democratic towards servant leadership. These changes in leadership had effects

on governance and development. It is obvious that good governance attributes are becoming

improved and a sustainable development basis is being established.

Talking about good governance in Burundi context, results indicated that political, economic

and environment governance are very important to base on in defining good governance:

Political governance involve promotion of social cohesion, peaceful conflict resolution

and management, promotion of dialogue and political tolerance, finding solution to

land conflicts, human resource development and rule of law, promotion of

transparency and accountability, free and fair elections, gender equity, setting up

policies taking into account fulfillment of the needs of the present generation without

undermining those of the future generation.

Economic governance was found to rely on equity in resource sharing and distribution,

economic growth, investment in rural development, investment in private sector,

investment in agriculture sector, employment, income generating activities creation,

public financial management with integrity, fighting against corruption, free market

promotion, entrepreneurship promotion, micro-finance development, privatization of

public enterprises, reducing prices for goods of first necessity, good management of

fuel prices, fiscal taxes collection management and inflation regulation.

Environmental governance was viewed by respondents as the base of sustainable

development and would be prioritized and would rely on sustainable use of natural

resources to satisfy the actual generation needs without compromising those of the

future generation. These efforts would be oriented in preserving natural reserves,

erosion control, pollution prevention and control, land use management, urbanization


management, family planning, fair environmental policy set up, environmental impact

assessment, soil fertility improvement, population growth control and promoting

forestation and agroforestry programs.

Defining good governance in Burundi context, the most constraints for good governance were

sorted out. Corruption was rated by the respondents as the first constraint followed by poor

leadership and absence of rule of law. This implied that a visionary leader targeting

sustainable development would address these constraints first of all to enhance good

governance. Public tender, justice, police and urban management institution have been

presented as the most corrupted ones in Burundi and, on the other hand, the Burundi Revenue

Office (OBR) was indicated as not highly corrupted. This means that improvements have

taken place to replace the traditional connotation of custom services which were highly

corrupted in the past. Definitely, good governance and sustainable development were found to

be interchangeably linked.

This study has also revealed the effectiveness of good governance for sustainable

development involves such things as:

Formulating fair policies, programmes, and priorities for the betterment of the people.

Encompassing mechanisms, processes and institutions through which citizens

articulate their interests.

Serving all stakeholders within a reasonable timeframe.

Among the key good governance attributes, the ones mattering for Burundi sustainable peace

and development were found to be rule of law, effectiveness and efficiency, strategic vision,

accountability, commitment to the public good, participation and transparency. An effective

leadership has to address these attributes for Burundi to attain sustainable development.

Concerning sustainable development concept definitions, this study gave out key determinants

in Burundi context which are respectively physical security, food security, access to basic

needs( health, education, shelter, water,…), effective leadership, energy production, good

governance, income generating activities, land ownership, qualified human resources,

financial resources, fair justice, environmental safety and social cohesion.

From these opinions above given by respondents about leadership, good governance and

sustainable development in Burundi context, we can deduce that Burundi had suffered a long

time ago from poor leadership leading to poor governance and definitely to failure of


Talking about state-civil society and state-private sector quality of relationship, results

indicated that since independence Burundi has endured poor state-civil society and state-

private sector quality of relationship. This is an indication of bad governance and has been

counted as the source of failure of sustainable development. The period 1966-1993 was

characterized by the State controlling Civil Society with favoritism given to public investment

ignoring private sector. Other periods were found to be dominated by adversarial and


competitive qualities of relationship. However the period following the Arusha Peace

Agreement was found to have some improvement in quality of relationship between state –

civil society and state-private sector due to changes in leadership style, that is, a change from

authoritarian or laissez-faire to servant leadership.

The state-private sector quality of relationship was found to be dominated by intervention and

setting up of policy not favorable to investment in private sector. This was caused by the

sectarian attitude of authoritarian leaders. The following periods indicated some

improvements giving place to free market but the issues of policy not favorable to investment

in private sector remain the big challenge for sustainable development in Burundi. This study

noticed a rise of leadership bringing some improvement in the promotion of the private sector

through reforms of policy and investment in agricultural sector for rural development. The

private sector was found to be a potential driver of sustainable economic growth due to the

many opportunities for productive employment it can bring. In order for state-civil society

and state-private sector to have a good quality of relationship, the results indicate that Burundi

must have leadership oriented to human development, common good seeking, common

interest targeting, effective and efficient, accountable and transparent and a visionary one.

Looking for leadership style effective to enhance good governance for sustainable

development in Burundi context, this study revealed that servant leadership would play a

significant role in enhancing good governance for sustainable development. Burundi suffered

a long time ego from leadership that was not giving account to citizen in decision making.

Due to selfishness and egocentric attitudes of these leaders social conflicts and the origin of

civil war broke out. This meant bad governance and sustainable development failures. Servant

leadership would contribute in addressing corruption, rule of law, self-centeredness, bad

governance, social conflicts due to its focus on seeking for common good and its servanthood

attitude ( Greenleaf 1997:61-62) and due to characteristics of servant leaders such as empathy,

development of others, openness, equality, active listening, accountability, efficiency,

transparency and unconditional acceptance of others.

Servant leadership is seen by the respondents as playing a significant role in social cohesion,

improvement of state-civil society and state-private sector quality of relationship due to its

involvement in targeting the common interests, fulfilling the felt needs of the constituents by

involving them in decision making at all level, setting up fair policies, targeting human

development, investing in private sector, being people-centered in policy set up, strategic

planning and taking community development as the milestone for sustainable development.

5.2. RECOMMENDATIONS

As far as this study revealed that Burundi experienced poor governance and failure of

sustainable development due to poor leadership which instigated ethnic tensions, social

conflicts, corruption, political intolerance, resources mismanagement, state-civil society and

state-private sector poor quality of relationship, all stakeholders have to work hand in hand in

implementing reforms targeting to enhance good governance for sustainable development.


In order for good governance for sustainable development to take place Burundi leaders

would need to acquire servant leadership attitudes. This would make them effective leaders

able to address the issue of ethnic tensions, improve rule of law, fight against corruption,

improve financial integrity and management, promote democracy, improve social cohesion,

increase quality of relationship between state and civil society without forgetting the

improvement of political tolerance.

Servant leadership is recommended to Burundi leaders and all stakeholders involved in

implementing post conflict reforms. The results from this research indicated that Burundi

experienced authoritarian leadership for a long time, a leadership that distorted democratic

values. Taken with the colonial legacy, such leadership contributed to relentless ethnic

tensions, civil war and political intolerance that undermined good governance and economic

growth since independence to date. An effective leadership would have to be set up in order to

challenge the status quo, inspire a vision of “what could be,” enlist citizens by appealing to

their values, hopes, and dreams; empower and unleash others through inspiring, equip and

motivate them to be productive and fulfilled through meaningful expression of their

giftedness and passions; coordinate and blend combined efforts in a positive productive

manner which result in fulfillment of organizational vision and mission.

Burundi leaders would have to be visional, to develop participative approach, to be goal

oriented, to share the same vision with constituents, to be efficient and effective, to seek the

common good and common interests. These leaders would have to control internal and

external factors to be effective leaders such as respectively personality, ethics, and behavior;

seek to improve the working environment, fulfill the felt needs of the constituents, be team

players and develop policies which are people-centered.

Burundi leadership has to promote servanthood, target improvement of community

development by investing in rural community, development of agricultural sector, promoting

private sector through privatization of public enterprises, fulfilling the basic needs of

community and promoting strategic planning.

The servant leaders would have to make sure that good governance is in place ensuring

formulation of fair policies, programmes and priorities for the betterment of the people. Civil

society would have to make sure that citizens are informed on the government actions and

likewise the government has to set up mechanisms, processes and institutions through which

citizens articulate their interests.

A strong alliance between state and civil society would be required to address the high levels

of inequality and impoverishment of Burundi society. This could be done through a massive

social investment in the creation of knowledge, the reconstruction of social or human capital

and networks of mutually self-reliance. Without compromising its autonomy and critical

conscience of state policies, civil society would have to serve as important allies in widening

or deepening democracy and effective state-civil society partnership would require a common


development and consultative agenda. Civil society needs also to address the issue of lack of

expertise, mismanagement of resources to improve credibility before grassroots population

and state thence removing the dilemma for government which is the tension between

establishing transparency, good governance and public accountability among civil society

institutions on the one hand, and allowing freedom of associations, autonomy and public

critique among those same institutions on the other hand.

Leaders would also have to implement the following strategies considered as more important

in improving sustainable development in Burundi context such as promotion of peace and

stability, fighting against corruption, promoting servant leadership, development of social

basic services, promotion of agriculture sector, development of private sector, promotion of

work at excellence, encouraging people to work hard, providing financial support to civil

society organizations and private sector, promote income generating activities(IGA), ease

land ownership for the poor, improve environment safety, ease access to credit, promote unity

in diversity, promote human resource capacity building and improve state-civil society –

private sector quality of relationship.

This study used descriptive research to determine the effects of leadership in enhancing good

governance for sustainable development in Burundi taking into account Burundi since

independence to date and how can leadership be improved to enhance good governance for

sustainable development. Qualitative and quantitative results obtained gave out a snapshot of

the situation of Burundi during the period 1960-2010 as far as leadership effects are

concerned in enhancing good governance for sustainable development. Descriptive statistics

have been determined such as Percent and frequencies. Study revealed many effects of

leadership in enhancing good governance for sustainable development. Government should

establish a research center for promotion of servant leadership targeting social cohesion the

key for good governance leading to sustainable development. Further research would be

required to undertake causal research to determine the causal effects of leadership in

enhancing good governance for sustainable development. It would be also important to study:

The correlation of state –civil society and state-private sector quality of relationship

with enhancement of good governance for sustainable development

The role of civil society Institutions in the process of economic and democratic

empowerment

The role of leadership in developing private sector for diversification of Burundi

economy

The servant leadership role in enhancing good governance for sustainable

development

The correlation of GDP per capita variation in Burundi and democracy improvement

The significance effect of international polity in enhancing good governance for



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APPENDICES

7.1. Appendix A: Interview questionnaire

Dear, respondent,

My name is NITUNGA Servilien, a student at Bujumbura Light University. I am

carrying out a research on: The effect of Leadership in enhancing good governance for

Sustainable Development

I am therefore pleased to inform you that you have been selected to participate in the

study as a national expert with thorough information on Burundi. I will ask you some

questions and you are kindly requested to give your opinion on this matter.

Your views will be used only for academic purposes and will be handled with

confidentiality. You may receive a summary of results if you so wish and request for it by

way of writing. Your cooperation is of great value for the success of this research.

1. Demographical data information:

1. Age :

a. 20-30 Years

b. 31-40 Years

c. 41-50 Years

d. Above 50 Years

2. Sex :

a. Male

b. Female

3. Ethnic Group:

a. Hutu

b. Tutsi

c. Twa

d. Others

4. Political adherence

a. Pro-government

b. Opposition

c. Others

5. Highest level of Education

a. PhD

b. Masters Degree

c. Bachelor Degree

d. Certificate

6. Religion

a. Catholic

b. Protestant

c. Islam

d. Non-religious


7. Sector of activity

a. Public sector

b. Civil society sector

c. Private sector

d. Radio station media

e. Academic institution

f. Religion organization

g. Other _________________________ (write in)

8. What is your position held in this organization?

2. What do you understand by:

a. Leadership style

b. Good governance

c. Sustainable development

3. According to your opinion what are the characteristics of the following periods as far as

leadership style is concerned. For example, if you were to pick between the following,

what would you say of the style of regime led by:

A. Authoritarian B. Democratic C. Laissez-faire D. Servant leadership

1. H.E. Captain Michel Micombero in the years 1966-1976

2. H.E. Colonel Jean Baptist Bagaza in the years 1976-1987

3. H.E. Major Pierre Buyoya in the years 1987- 1993

4. H.E. Sylvestre Ntibantunganya in the years 1994-1996

5. H.E. Major Pierre Buyoya in the years 1996-2002

6. H.E. Domitien Ndayizeye in the years 2003-2005

7. H.E. Hon Pierre Nkurunziza in the years 2005-2010

4. Does the leadership practiced in Burundi since independence enhance good governance

for sustainable development?

a. Yes

b. No

c. Don’t know

5. In your opinion, how important are the following factors of leadership in creating good

governance for sustainable development in Burundi?

Item Very

Important

Important Not

sure

Of little

importance

No

importance

at all

Personality of the leader


members

Nature of the task

Nature of the environment

Other: _________________

6. What is your opinion on the economic growth during the period 1960-2010 in Burundi?


a. It happened

b. It was slower than it needed to be

c. It wasn’t enough to meet the growth of the population

d. It was unbalanced with too much growth in 1980s and not enough in 1990s

e. Others. Please give your opinion……………………………………………

7. What are the determinants of good governance to be enhanced for sustainable


8. What is your opinion on the following periods as far as state and civil society quality of

relationship is concerned? For example if you were to chose among these:

A. Controlling B. Adversarial C. Collaboration D. Competitive E. Symbiotic

__ a. 1966-1976.........................................................................................................

__ b. 1976-1987........................................................................................................

__ c. 1987-1993........................................................................................................

__ d. 1994-1996........................................................................................................

__ e. 1996-2002……………………………………………………………………

__ f. 2003-2005……………………………………………………………………

__ g. 2005-2010……………………………………………………………………

9. What is your opinion on the following periods as far as state and private sector quality of

relationship is concerned. For example if you were to make two choices to characterize

each period, what would be your two choices among the following:

A. Interventionist B. Free market C. Active encouragement of entrepreneurship D. Poor

encouragement of entrepreneurship E. Policy favourable to private investment F.

Policy not favourable to private investment

a. 1966-1976…………………………………………………………………

b. 1976-1987…………………………………………………………………

c. 1987-1993…………………………………………………………………

d. 1994-1996…………………………………………………………………

e. 1996-2002…………………………………………………………………

f. 2003-2005…………………………………………………………………

g. 2005-2010…………………………………………………………………

10. Do you think servant leadership style can play a significant role in enhancing good


a. Yes

b. No

c. Don’t know

11. What have been significant challenges for Burundi economic growth as far as leadership

style is concerned since independence?

12. According to you how do you think servant leadership can enhance good governance for

sustainable development in Burundi?


7.2. Survey self-administered questionnaire

Dear, Respondent,

My name is NITUNGA Servilien, a student at Bujumbura Light University. I am

carrying out a research on: “The effect of Leadership in enhancing Good Governance for

Sustainable Development.”

I am therefore pleased to inform you that you have been selected to participate in the

study as a national expert with thorough information on Burundi. I will ask you some

questions and you are kindly requested to give your opinion on this matter.

Your views will be used only for academic purposes and will be handled with

confidentiality. You may receive a summary of results if you so wish and request for it by

way of writing. Your cooperation is of great value for the success of this research.

Section I: Demographical Data (Tick in front of one answer)

1. Age :

e. 20-30 Years

a. 31-40 Years

b. 41-50 Years

c. Above 50 Years

2. Sex :

a. Male

b. Female

3. Ethnic Group:

a. Hutu

b. Tutsi

c. Twa

d. Others

4. Political adherence

a. Pro-government

b. Opposition

c. Others

5. Highest level of Education

a. PhD

b. Masters Degree

c. Bachelor Degree

d. Certificate

6. Religion

a. Catholic

b. Protestant

c. Islam

d. Atheism

7. Sector of activity

a. Public sector

b. Civil society sector


c. Private sector

d. Academic institution

e. Religion organization

f. Radio station

g. Other _____________________ (please write in)

8. What is your position held in your organization?

Section II: Concepts of leadership, good governance and sustainable development

9. What do you understand by leadership?

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………………………………………………………

10. In your opinion, how important are the following factors of leadership in creating good

governance for sustainable development in Burundi?

Item Very

Important

Important Not

sure

Of little

importance

No

importance

at all

Personality of the leader


members

Nature of the task

Nature of the environment

Other: _________________

11. According to your opinion what are the characteristics of the following periods as far as

leadership style is concerned. For example, if you were to pick between the following,

what would you say of the style of regime led by:

A. Authoritarian B. Democratic C. Laissez-faire D. Servant leadership

1. H.E. Captain Michel Micombero in the years 1966-1976

…………………………………………………………………………………..

2. H.E. Colonel Jean Baptist Bagaza in the years 1976-1987

…………………………………………………………………………………

3. H.E. Major Pierre Buyoya in the years 1987- 1993

…………………………………………………………………………………

4. H.E. Sylvestre Ntibantunganya in the years 1994-1996

…………………………………………………………………………………..

5. H.E. Major Pierre Buyoya in the years 1996-2002

……………………………………………………………………………….....

6. H.E. Domitien Ndayizeye in the years 2003-2005

………………………………………………………………………………......

7. H.E. Hon Pierre Nkurunziza in the years 2005-2010

………………………………………………………………………………......

12. Does dictatorship style of leadership enhance good governance for sustainable

development?

__ a. Yes


__ b. No

__ c. Do not know

13. In Burundi, what are the governance constraints that are to be addressed to achieve

sustainable development?

…………………………………………………………………………………………

…………………………………………………………………………………………

………………………………………………………………………………………….

14. Good governance and sustainable development are interchangeably linked (Tick in front

of the answer that represents your opinion).

__ a. Strongly agree

__ b. Agree

__ c. Uncertain

__ d. Disagree

__ e. Strongly disagree

15. Good governance ensures the formulation of appropriate policies, programmes and

priorities to support the activities of the people to enable them earn a decent livelihood,

their access to state resources and opportunities that help them lead a long, fruitful and

productive life (Tick in front of your agreement or disagreement with this statement).


__ b. Agree

__ c. Uncertain

__ d. Disagree


16. Good governance encompasses the mechanisms, processes, and institutions, through

which the citizens and various groups articulate their interests, exercise their legal rights,

meet their obligations and resolve their differences (Ticket in front of your agreement or

disagreement with this statement).


__ b. Agree

__ c. Uncertain

__ d. Disagree


17. Good governance requires that institutions and processes serve all stakeholders within a

reasonable timeframe (Tick one).


__ b. Agree

__ c. Uncertain

__ d. Disagree



18. As far as Burundi country is concerned, what are the key good governance attributes that

are mattering for sustainable peace and development among the following ones(rank the

top three, with 1= most important, 2=next most important, and 3= the third most

important):

__ a. Participation

__ b. Rule of Law

__ c. Accountability

__ d. Transparency

__ e. Responsiveness

__ f. Equity and Inclusiveness

__ g. Effectiveness and Efficiency

__ h. Consensus orientation

__ i. Strategic vision

__ j. Commitment to the public good

__ k. Social capital

19. Corruption is one of the attributes indicating poor governance and henceforth failure of

sustainable development (Tick one answer)

__ a. Yes

__ b. No

__ c. Don’t know

20. What institutions or organizations are highly corrupted in Burundi?

...........................................................................................................................................

...........................................................................................................................................

........................................................................................................................................

21. What do you think can be done to fight against corruption in Burundi?

...........................................................................................................................................

...........................................................................................................................................

........................................................................................................................................

22. Give key determinants of sustainable development you know

...........................................................................................................................................

...........................................................................................................................................

........................................................................................................................................

23. As far as Burundi is concerned what are the characteristics of sustainable development?

...........................................................................................................................................

...........................................................................................................................................

........................................................................................................................................

24. What can be done to make sure that sustainable development is promoted in Burundi?

...........................................................................................................................................

...........................................................................................................................................

........................................................................................................................................


Section III. The quality of relationship between state and civil society, state and private

sector.

25. What is the role of the public sector in ensuring good governance?

...........................................................................................................................................

...........................................................................................................................................

........................................................................................................................................

26. What is your opinion on the following periods as far as state and civil society quality of

relationship is concerned? For example if you were to choose among these: Controlling,

adversarial, collaborationist, competitive, or symbiotic, what would be your choice?)

a. 1966-1976.........................................................................................................

b. 1976-1987.......................................................................................................

c. 1987-1993.............................................................................................................

d. 1994-1996.............................................................................................................

e. 1996-2002………………………………………………………………………

f. 2003-2005………………………………………………………………………

g. 2005-2010………………………………………………………………………

27. What is your opinion on the following periods as far as state and private sector quality

of relationship is concerned. For example if you were given opportunity to make two

choices to characterize each period among the following: Interventionist, Free

market, active encouragement of entrepreneurship, poor encouragement of

entrepreneurship, policy favourable to private investment, policy not favourable

to private investment, what would be your two choices?

__ a. 1966-1976………………………………………………………………………...

__ b. 1976-1987………………………………………………………………………...

__ c. 1987-1993………………………………………………………………………...

__ d. 1994-1996………………………………………………………………………...

__ e. 1996-2002………………………………………………………………………...

__ f. 2003-2005………………………………………………………………………...

__ g. 2005-2010………………………………………………………………………...

28. Since independence, Burundi has experienced policies hostility to investment in private

sector in favour to the public sector(Tick in front of one answer)

a. Strongly agree

b. Agree

c. Uncertain

d. Disagree

e. Strongly disagree

29. What is the role of private sector in enhancing good governance for sustainable

development?


...........................................................................................................................................

...........................................................................................................................................

.......................................................................................................................................

30. In Burundi, it is increasing becoming evident that the driver of sustainable economic

growth is the private sector because of the many opportunities for productive employment

( Tick one)


__ b. Agree

__ c. Uncertain

__ d. Disagree


31. What is the role of civil society as far as good governance for sustainable development is

concerned?

...........................................................................................................................................

...........................................................................................................................................

........................................................................................................................................

32. What should be done to promote good quality of relationship between state and civil

society?

...........................................................................................................................................

...........................................................................................................................................

.....................................................................................................................................

33. What are the challenges to the effectiveness of civil society in Burundi?

...........................................................................................................................................

...........................................................................................................................................

..................................................................................................................................

34. Burundi civil society functions by articulating the citizens’ participation in political,

economic, social and cultural activities(Tick one)


__ b. Agree

__ c. Uncertain

__ d. Disagree


35. International policies have a significant influence on the enhancement of good governance

for sustainable development in Burundi(Tick one)

__ a. Yes

__ b. No

__ c. Don’t know

36. In what ways do international politics affect Burundi good governance for sustainable

development?..........................................................................................................................

.............................


Section IV. Servant leadership style as a strategy to enhance good governance for


37. What do you think makes an effective leader?

...........................................................................................................................................

...........................................................................................................................................

..............................................................................................................................

38. What style of leadership is the most appropriate to enhance good governance for

sustainable development?( Tick one)

a. Authoritarian leadership

b. Participative leadership

c. Democratic leadership

d. Servant leadership

e. Others

39. Why do you think can servant leadership play a significant role in enhancing good


...........................................................................................................................................

...........................................................................................................................................

..............................................................................................................................

40. According to your opinion what are the attributes of servant leadership?

...........................................................................................................................................

...........................................................................................................................................

..................................................................................................................................

41. What have been significant challenges for Burundi economy growth as far as leadership is

concerned since independence?

...........................................................................................................................................

...........................................................................................................................................

.................................................................................................................................

42. Do you think servant leadership can address the issue of corruption in Burundi

(Tick one)?

a. Strongly agree

b. Agree

c. Uncertain

d. Disagree


43. Self-centeredness, corruption, poor governance and social conflicts can be addressed by

servant leadership style of leadership (Tick one).

a. Strongly agree

b. Agree

c. Uncertain

d. Disagree



44. After Arusha agreements, good quality of relationship between state, private sector and

civil society started to improve positively due to servanthood attitudes which started

taking place (Tick one).

a. Strongly agree

b. Agree

c. Uncertain

d. Disagree


45. Community development which is the milestone for sustainable development rely on

servant leadership that promotes investment in private sector and is people-centred in

policy setting and in strategic planning (Tick one).

a. Strongly agree

b. Agree

c. Uncertain

d. Disagree



Appendix B: Tables of Results

Table 3: Respondents by type of organization

Sector of activity PSI CSO PSO GPP OPP RO AO MO Total

Frequency 27 29 27 30 26 24 30 27 220

Percent 12.3% 13.2% 12.3% 13.6% 11.8% 10.9% 13.6% 12.3% 100%

Interview Q1.7, N=40; Survey Q I.7, N=180; Total N=220

Table 4: Characteristics of respondents –age

Age PSI CSO PSO GPP OPP RO AO MO Frequency %

20-30 0 0 0 0 0 0 0 0 0 0

31-40 4 9 6 5 3 3 8 10 48 21.8

41-50 7 8 10 7 8 5 7 9 61 27.7

Above 50 16 12 11 18 15 16 15 8 111 50.5

Total 27 29 27 30 26 24 30 27 220 100

Interview Q1.1, N=40; Survey QI.1, N=180; Total N=220

Table 5: Characteristics of respondents-Gender

Gender PSI CSO PSO GPP OPP RO AO MO Frequency Percent

Male 19 12 18 17 17 19 22 22 146 66.4%

Female 8 17 9 13 9 5 8 5 74 33.6%

Total 27 29 27 30 26 24 30 27 220 100%


Table 6: Characteristics of respondents –ethnic group

Ethnic

group PSI CSO PSO GPP OPP RO AO MO Frequency Percent

Hutu 17 12 14 16 12 14 10 11 106 48.2%

Tutsi 10 15 13 12 12 10 20 16 108 49.1%

Twa 0 2 0 2 2 0 0 0 6 2.7%

Others 0 0 0 0 0 0 0 0 0 0%

Total 27 29 27 30 26 24 30 27 220 100%


Table 7: Characteristics of respondents –political adherence

Political adherence PSI CSO PSO GPP OPP RO AO MO Frequency %

Pro-government 12 4 7 22 4 7 12 7 75 34.1

Opposition 7 7 10 2 17 5 7 12 67 30.5

others 8 18 10 6 5 12 11 8 78 35.5

Total 27 29 27 30 26 24 30 27 220 100



Table 8: Characteristics of respondents- education level

Education Level PSI CSO PSO GPP OPP RO AO MO Frequency Percent

PhD 3 0 0 3 0 4 8 0 18 8.2%

Masters 12 12 4 9 8 8 10 3 66 30%

Diploma 12 12 17 12 10 7 12 17 99 45%

Certificate 0 3 8 6 8 5 0 7 37 16.8%

Total 27 27 29 30 26 24 30 27 220 100%

Interview Q1.5, N=40; Survey QI.5, N=180; Total N=220

Table 9: Characteristics of respondents- religion

Religion PSI CSO PSO GPP OPP RO AO MO Frequency Percent

Catholic 14 8 17 12 12 11 17 11 102 46.4%

Protestant 10 16 6 12 6 7 10 10 77 35%

Islam 3 5 4 6 8 6 3 6 41 18.6%

Atheism 0 0 0 0 0 0 0 0 0 0%

Total 27 29 27 30 26 24 30 27 220 100%


Table 10: Significance of factors of leadership in creating good governance

for sustainable development

Factors of leadership

Very

Important Important Not Sure

Of Little

Importance

No

Importance

at All

Personality of Leader 220(100%) 0(0%) 0(0%) 0(0%) 0(0%)

Personality of the group members 120(54.5%) 100(45.4%) 0(0%) 0(0%) 0(0%)

Nature of the task 100(45.4%) 60(27.3%) 30(13.6%) 0(0%) 30(13.6%)

Nature of the environment 100(45.4%) 90(40.9%) 0(0%) 30(13.6%) 0(0%)

Other 0(0%) 0(0%) 0(0%) 0(0%) 0(0%)

Survey Q10, N=180; Interview Q5, N=40; Total N= 220

Table 11: Characteristics of leadership style during 1966-2010 in Burundi

Leaders Authoritarian Democratic

Laissez-

faire

Servant

Leadership

MM 1966-1976 163(74.1%) 0(0%) 57(25.9%) 0(0%)

JBB 1976-1987 155(70.4%) 5(2.3%) 23(10.4%) 37(16.8%)

PB 1987-1993 176(80%) 33(15%) 2(0.09%) 1(0.04%)

SNt 1994-1996 24(10.9%) 36(16.4%) 150(68.2%) 10(4.5%)

PB 1996-2002 105(47.7%) 55(25%) 24(10.9%) 36(16.4%)

DNd 2003-2005 25(11.4%) 63(28.6%) 110(50%) 22(10%)

PNk 2005-2010 0(0%) 52(23.6%) 48(21.9%) 120(54.5%)

Survey Q11, N=180; Interview Q3, N=40; TN=220


Table 14: Does dictatorship style of leadership enhance good governance for sustainable

development? (Survey Q12, N=180; TN= 180)

Frequency Percent

Yes 31 17.30%

No 149 82.70%

Do not know 0 0%

Total 180 100%

Table 21: Governance constraints for sustainable development in Burundi

Constraints Frequency Percent

Corruption 135 75%

Poor leadership 130 72%

Absence of rule of law 99 55%

Depletion of diversity 76 42%

Social conflict 59 33%

Poor investment in agriculture 58 32%

Nepotism 45 25%

Lack of patriotism 25 14%

Clientelism 22 12%


Table 22: Corruption is one of the attributes indicating poor governance and failure of

sustainable development

PSI CSO PSO GPP OPP RO AO MO Frequency Percent

Yes 20 23 21 17 21 17 20 21 155 86.1%

No 2 0 1 7 0 0 0 0 12 6.7%

Don't

Know

0 1 0 1 2 2 1 1 13 7.2%

Total 22 24 22 25 23 19 21 22 180 100% Survey Q19, N=180; Total N= 180

Table 23: Institution/ organization highly corrupted in Burundi

Institutions Frequency Percent

Public tender 149 83%

Justice 142 79%

Police Institution 115 64%

Education 81 45%

Health 29 16%

Urban management 99 55%

Environmental Protection 20 11%

OBR 27 15%

Local administration 83 46%



Table 26: Good governance and sustainable development are interchangeably linked

Frequency Percent


Agree 22 12.3%

Uncertain 4 2.3%

Disagree 18 10%


Total 180 100%

Survey Q14, N=180

Table 27: Good governance ensures formulation of appropriate policies, programmes and

priorities to support the activities of the people for their betterment.

PSI CSO PSO GPP OPP RO AO MO Reference Percent

Strongly Agree 13 12 15 9 18 21 17 18 123 68.3%

Agree 4 4 4 3 1 0 2 3 21 11.7%

Uncertain 0 2 3 5 0 1 0 0 11 6.1%

Disagree 5 1 0 4 2 0 4 3 19 10.6%

Strongly

Disagree 2

1 0 2 0 0 1 0 6 3.3%

Total 24 20 22 23 21 22 24 24 180 100%

Survey Q15, N=180

Table 28: Good governance encompasses the mechanisms, processes and institutions

through which citizens articulate their interests


Strongly Agree 8 10 7 14 20 16 20 15 110 61.1%

Agree 3 5 9 0 0 1 0 2 20 11.1%

Uncertain 2 1 2 7 2 0 2 4 20 11.1%

Disagree 5 2 2 3 0 2 0 0 14 7.8%

Strongly

Disagree 5

4

2 1 0 1 2 1 16 8.9%

Total 23 22 22 25 22 20 24 22 180 100%

Survey Q16, N=180

Table 29: Good governance requires serving all stakeholders within a reasonable

timeframe


Strongly Agree 9 10 7 9 17 18 20 12 102 56.6%

Agree 9 10 10 1 1 1 3 6 41 23.0%

Uncertain 0 2 5 4 2 1 0 1 15 8.3%

Disagree 5 0 0 9 1 0 2 4 21 11.6%

Strongly

Disagree 1 0 0 0 0 0 0 0 1 0.5%

Total 24 22 22 23 21 20 25 23 180 100%

Survey Q16, N=180


Table 30: Key good governance attributes mattering for sustainable peace and

development

Key good governance attributes Most Important Next Most Important Third Most Important

Participation 8(4.4%) 4(2.2%) 56(31.1%)

Accountability 29(16.1%) 45(25%) 18(10%)

Rule of Law 94(52.2%) 20(11.1%) 45(25%)

Transparency 3(1.6%) 0(0%) 25(13.8%)

Responsiveness 4(2.2%) 0(0%) 0(0%)

Equity and Inclusiveness 0(0%) 0(0%) 0(0%)

Effectiveness and Efficiency 22(12.2%) 70(38.8%) 18(10%)

Consensus orientation 0(0%) 0(0%) 0(0%)

Strategic vision 20(11.1%) 5(2.7%) 15(8.3%)

Commitment to the public good 0(0%) 36(20%) 3(1.6%)

Social capital 0(0%) 0(0%) 0(0%)

Total 180 180 180

Survey Q18, N=180

Table 32: Key determinants of sustainable development in Burundi

Key determinants of sustainable development Frequency Percent

Physical security 156 86.6%


Access to basic needs 129 71.6%

Effective leadership 128 71.1%

Energy production 122 67.7%

Good Governance 115 63.8%

Income Generating Activities 109 60.5%

Land ownership 99 55%

Qualified Human Resources 93 51.6%

Financial resources 90 50%

Fair justice 82 45.5%

Environmental safety 59 32.7%

Social cohesion 28 15.5%

Survey Q 22, N=180

Table 33: Strategy for promotion of sustainable development in Burundi

Frequency Percent

Encourage people to work hard 133 74%

Promote peace and stability 165 92%

Promote unity in diversity 75 42%

Promote servant leadership 147 82%

Promote work at excellence 137 76%

Fight against corruption 149 83%

Ease access to credit 104 58%

Develop basic social services 146 81%


Promote IGA 112 62%

Ease Land ownership for the poor 75 42%

Promote agriculture sector 144 80%

Develop private sector 139 77%

Improve State-Civil Society

relationship 130 72%

Break isolation of community 38 21%

Provide financial support 126 70%

Improve environmental safety 58 32%

Human Resources training 99 55%

Survey Q 24, N=180

Table 34: State-Civil Society quality of relationship

Quality of relationship 1966-1973 1974-1987 1988-1993 1994-1996 1997-2002 2003-2005 2005-2010

Controlling 170 131 60 65 32 55 25

Adversarial 32 55 82 95 126 100 45

Collaborationist 0 5 38 20 54 65 33

Competitive 18 19 10 22 0 0 105

Symbiotic 0 10 30 18 8 0 12

Total 220 220 220 220 220 220 220

Interview Q 8, N=40; Survey Q 26, N=180; Total N= 220

Table 37: Burundi Civil Society functions by articulating the citizens ‘participation in

political, economic, social and cultural activities

PSI CSO

PSO GPP OPP RO AO MO Frequency Percent

Strongly Agree 2 3

5 4 15 8 12 20 69 38.2%

Agree 4 7

8 7 2 4 4 3 39 21.8%

Uncertain 0 0

0 0 0 0 2 0 2 0.91%

Disagree 1 3

3 5 2 3 4 1 22 12.2%

Strongly

Disagree 14 10

9 5 2 8 0 0 48 26.6%

Total 21 23

25 21 21 23 22 24 180 100%

Survey Q 34, N=180


governance for sustainable development in Burundi

PSI CSO

PSO GPP OPP RO AO MO Frequency Percent

Yes 16 20 21 18 20 19 12 15 141 78.3%

No 1 0 0 1 0 2 0 2 6 3.3%

Don't know 7 1 2 5 1 2 11 4 33 18.3%

Total 24 21 23 24 21 23 23 21 180 100%

Survey Q 35, N=180


Table 41: State – private sector quality of relationship in Burundi since 1966-2010

Quality of relationship

1966-

1976

1976-

1987

1987-

1993

1994-

1996

1996-

2002

2003-

2005

2005-

2010

Interventionist 86.8%

73.6%

55% 37.2% 33.6% 15.9% 5.4%

Free Market 5.9% 4.6%

19.5% 44.6% 45.4% 55.9% 61.3%

Active encouragement of entrepreneurship 5.4% 30.9%

14.1% 15.4% 38.6% 25.4% 44.1%

Poor encouragement of entrepreneurship 20.4% 14.6%

60.1% 35.4% 19.2% 43.6% 18.6%

Policy favorable to private investment 11.3% 21.8%

7.7% 14.6% 15.9% 20.1% 47.1%

Policy not favorable to private investment 70.2% 54.5%

43.6% 52.8% 47.3% 39.1% 23.5%

Total 200% 200%

200% 200% 200% 200% 200%

Survey Q 27, N=180; Interview Q 9, N=40; Total N=220

Table 42: Burundi policies hostility to investment in private sector in favor of public

sector (Agree or disagree)


Strongly Agree 15 16 11 14 18 15 12 10 111 61.6%

Agree 3 1 4 0 2 3 5 3 21 11.6%

Uncertain 0 2 1 3 0 0 3 1 10 5.5%

Disagree 2 5 4 5 2 3 5 2 28 15.5%

Strongly Disagree 5 0 0 1 0 2 0 2 10 5.5%

Total 25 24 20 23 22 23 25 18 180 100%

Survey Q 28, N=180

Table 44: Private sector is the driver of economic growth in Burundi (Agree or Disagree)


Strongly Agree 13 16 18 9 16 16 8 16 112 62.2%

Agree 3 1 0 7 4 3 2 4 24 13.3%

Uncertain 0 0 0 1 0 0 1 0 2 1.1%

Disagree 5 6 3 4 3 1 3 2 27 15%

Strongly Disagree 4 1 1 3 0 2 3 1 15 8.3%

Total 25 24 22 24 23 22 17 23 180 100%

Survey Q 30, N=180

Table 46: Style of leadership appropriate to enhance good governance

Style of leadership Frequency Percent

Authoritarian Leadership 8 4.4%

Participative Leadership 19 10.5%

Democratic Leadership 53 29.4%

Servant Leadership 94 52.2%

Others 6 3.3%

Total 180 100%

Survey Q 38, N=180


Table 48: Servant leadership can address corruption (Agree or Disagree)

Frequency Percent


Agree 38 21.1%

Uncertain 25 13.8%

Disagree 4 2.2%


Total 180 100%

Survey Q 42, N=180

Table 49: Servant leadership can address self-centeredness, corruption, poor

governance and social conflicts

Frequency Percent


Agree 24 13.3%

Uncertain 0 0%

Disagree 7 4%

Strongly disagree 0 0%

Total 180 100%

Survey Q 43, N=180; Total N= 180

Table 50: Servant leadership can play a significant role in enhancing good governance

for sustainable development ( yes, No, Don't Know)

Frequency Percent

Yes 153 85%

No 11 6.1%

Don't Know 16 8.9%

Total 180 100%

Interview Q10, N=40; Total N=40

Table 51: Servanthood attitude after Arusha agreement improved good quality of

relationship between state, civil society and private sector

Frequency Percent


Agree 35 19.4%

Uncertain 37 20.5%

Disagree 77 42.7%


Total 180 100%

Survey Q 44, N=180


Table 53:Community development the milestone for sustainable development rely on

servant leadership that promotes investment in private sector and is people-

centered in setting up policies and in strategic planning( Agree or Disagree)

Frequency Percent


Agree 42 23.4%

Uncertain 24 13.3%

Disagree 0 0%


Total 180 100%

SurveyQ45, N=180


Appendix C: Biographical Sketch

0PC1 Nitunga Servilien is a born again police officer, Evangelist, Chair person of Christian

Police Association of Burundi (CPABU), member of Pan Africa Christian Police Associations

Conference (PACPAC) and member of FECABU Church.

He is a B.Sc.Agronomy Degree holder from Sokoine University of Agriculture (SUA),

Morogoro, Tanzania and Finalist M.A Organizational Leadership and Management student.

Since March 2012, he is employed as Police Advisor by United Nations Mission in Darfur

(UNAMID). Before that, he was employed as a police Officer, Director of Disaster

Management Department by Burundi National Police (PNB). He has expertise in Emergency

Operations Planning and in Contingency planning. He participated in many conferences

abroad in the field of disaster prevention and management. He chaired in 2008 an Executive

Committee of Regional Disaster Management Centre of Excellence (RDMCOE) based in

Nairobi.

He is married to one wife and has seven children, two Boys and five Girls. He is 38 years old.

His hobbies are reading books and gymnastic sports.

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