Dar es Salaam — ACCOUNTABILITY in leadership is one of the most essential pillars of good governance.
For a developing country such as Tanzania endowed with natural resources, a youthful population and strong national values, accountability is not merely a governance ideal but a practical necessity.
Many don't realise that, where accountability is strong, public resources are safeguarded, institutions earn public trust and development outcomes improve.
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Likewise, where it is weak, abuse of public office flourishes, eroding confidence in the state and undermining national progress.
As Tanzania continues to strengthen democratic governance, expand public investment, and implement major development projects, the question of leadership accountability and transparency becomes increasingly central.
Preventing abuse of public office requires leaders who are answerable to the law, to institutions, and ultimately to the citizens they serve, at any level, whether in public office or in private endeavour.
For those unfamiliar with these terms, accountability in leadership is the obligation of public officials to explain, justify and take responsibility for their decisions, actions and use of public resources.
It entails clear rules, transparent systems, oversight mechanisms and consequences for misconduct. Accountability ensures that power entrusted to leaders is exercised in the public interest, not for personal gain.
In the Tanzanian context, I stand to be corrected that accountability is anchored in the Constitution, public service laws, financial regulations and anti-corruption frameworks.
Institutions such as Parliament, the Controller and Auditor General (CAG), the Prevention and Combating of Corruption Bureau (PCCB), the judiciary and the media play vital roles in upholding accountability. However, laws and institutions alone are insufficient; leadership culture and political will are equally important.
For those bestowed to lead and manage decesion making ofices, abuse of public or private office can take many forms, including corruption, favouritism, misuse of public funds, abuse of authority and conflicts of interest.
These practices in my opinion divert resources especially in public offices from essential services such as health, education, infrastructure and social protection.
In extreme cases, abuse of office weakens institutions, fuels inequality and discourages both domestic and foreign investment.
For Tanzania, which is pursuing ambitious development goals under Vision 2050 and subsequent yearly national strategies, abuse of public office represents a direct threat to economic transformation.
Every shilling misused is a shilling denied to classrooms, hospitals, clean water projects or youth employment initiatives. Accountability acts as the first line of defense against such losses.
Thus, one of the most important functions of accountability is deterrence. When leaders know that their decisions will be scrutinised and that misconduct carries consequences, they are less likely to abuse power.
Transparent procurement processes, regular audits, asset declarations and performance evaluations create an environment where abuse becomes risky rather than rewarding.
For example, strengthened public financial management systems in Tanzania, such as electronic procurement platforms and integrated financial management systems have improved traceability and reduced opportunities for misuse of funds.
These systems, as highlighted by Her Excellency President Dr Samia, ensuring that systems are compatible is essential for increasing efficiency and leveraging modern systems effectively. They also reinforce accountability by making irregularities easier to detect and concealing wrongdoing more difficult.
Thus, accountable leadership fosters trust between citizens and the state. When people see leaders acting with integrity, explaining their decisions, and correcting mistakes, confidence in public institutions increases.
Trust, in turn, strengthens voluntary compliance with laws, tax obligations and public policies.
In Tanzania, where social cohesion and national unity are core values, thanks to a strong foundation laid by the Father of the Nation, Mwalimu Julius Nyerere, public trust is a strategic asset.
Abuse of public office damages this trust, leading to cynicism and disengagement. Citizens who lose faith in leadership may withdraw from civic participation or turn to informal systems, weakening the state's authority and the economy at large.
Accountability helps sustain the social contract between leaders and the governed.
This is critical because there is a direct link between accountability and economic performance. Countries with accountable leadership tend to attract more investment, manage public debt more prudently and deliver better public services.
Investors value predictability, the rule of law and transparent decisionmaking all of which depend on accountable leadership.
In Tanzania, significant investments in infrastructure, energy, mining, agriculture and tourism require strong oversight to ensure value for money. Without accountability, significant projects risk cost overruns, poor quality and corruption.
Accountable leaders ensure that development projects deliver tangible benefits to citizens rather than serving narrow interests. Strong institutions are essential for holding leaders accountable.
The parliament exercises oversight by questioning government actions, approving budgets and reviewing audit reports; on the other hand, the CAG provides independent assessments of public spending, highlighting weaknesses and recommending corrective measures; the judiciary ensures that no one is above the law; and the PCCB investigates and prosecutes corruption cases.
As it is critical to prevent abuse of public office in Tanzania and ensure institutional accountability is effective, this happens only when leaders respect and empower these bodies.
Interference, intimidation or disregard for oversight institutions weakens accountability and can create space for abuse, thanks for the unity and historical peace-holding culture we have been upholding in Tanzania.
Despite the violence that followed the elections, which sought to undermine Tanzania's honour, we remain resilient as a nation, committed to sustaining our unity and solidarity for the future of Tanzania, both today and tomorrow.
Thus, while systems and institutions matter, leadership by example is equally critical. Thanks to our President, Dr Samia, for setting the tone for accountability across the public service.
According to President Samia, when senior officials demonstrate integrity, transparency and respect for the rules, these values cascade through the system.
Conversely, when leaders are perceived as tolerating or benefiting from misconduct, accountability mechanisms lose credibility.
In Tanzania, promoting ethical leadership through training, codes of conduct and the enforcement of standards is not only essential but indispensable. My plea to leaders is to understand that public office is a trust, not a privilege.
Parallel to this is the fact that accountability is strongest when citizens are actively engaged. Social accountability mechanisms such as community monitoring, public hearings, media scrutiny and civil society advocacy complement formal oversight.
An informed and engaged public can question decisions, demand explanations and expose wrongdoing.
In Tanzania, expanding access to information and encouraging citizen participation at the local government level can significantly reduce abuse of office.
When communities track projects, budgets, and service delivery through their representatives, such as parliamentarians, leaders become more responsive and cautious in their use of authority. Our ancestors once remarked that no lengthy journey is without its turns.
This saying suggests that while Tanzania has made commendable progress in establishing peace and ensuring that leaders serve the people, challenges remain for our nation to address for the benefit of all Tanzanians.
These include limited resources for oversight institutions, capacity constraints at local government levels, political pressures and public tolerance of unethical behaviour.
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In some cases, fear of retaliation discourages whistleblowing, while complex procedures hinder access to justice.
In my view, based on the best of my knowledge and having witnessed the leadership of both presidents, Mwalimu Julius Nyerere and now Dr Samia, addressing these challenges requires sustained national commitment.
Strengthening whistleblower protection, simplifying accountability processes, investing in institutional capacity and promoting civic education are critical steps.
Accountability must be seen not as a threat to leadership but as a tool for better governance. As an economist and investment analyst, I understand accountability in leadership as a long-term investment in national stability and prosperity.
While enforcing accountability may sometimes be politically uncomfortable, the cost of ignoring it is far higher. Abuse of public office accumulates over time, weakening institutions and slowing development.
For Tanzania, with its aspiration to become a middle-income, trillion-dollar economy, as clearly highlighted in the Vision 2050, accountability is not optional. It is a prerequisite for sustainable growth, social justice and national unity.
Ultimately, accountability in leadership is about protecting the public trust. We all need to be aware that leaders are custodians of national resources and stewards of the people's hopes. When accountability is strong, public office becomes a platform for service and transformation.
When it is weak, it becomes a vehicle for abuse and personal enrichment. Hence, for Tanzania, strengthening accountability at all levels of leadership; political, administrative and institutional is essential to preventing abuse of public office.
This requires commitment from leaders, vigilance from institutions and active participation from citizens.
Only through accountable leadership can Tanzania safeguard its resources, deepen democracy and secure a future that benefits all.
