Book Title: Ethical Mentorship: The Missing Link in Transformational Leadership
Author: Prof. Charles Mwewa
Reviewer: Stephen Misori
In today’s society, leadership is often marred by malpractice, with those in power treating their followers with disregard. Many rise through the ranks with tainted hands, driven by ambition rather than integrity.
These leaders, who should be examples of accountability, instead prioritize self-interest, exploiting their positions and betraying the trust placed in them.
The result is a system where the pursuit of power overshadows genuine service, leaving communities disillusioned and betrayed.
This reality reflects a deep crisis in leadership, where values are compromised for personal gain, and the people meant to be served are left in the shadows, unheard and unrepresented.
For decades, leaders have manipulated fear, deception, and control to entrench dictatorship. But growing demands for accountability and transparency have shifted the tide. Today, people are challenging those in power, pushing back against authority and demanding honest, responsible leadership.
In his book Ethical Mentorship, The Missing Link in Transformational Leadership, Prof. Charles Mwewa offers ethical mentorship as a solution to the global problem of corrupt leadership. He argues that the recent challenges of climate change and global warming highlight the urgent need for a shift in leadership values and practices.
He writes, “Age is inconsequential; what matters is that what is given can sustain the future generations.”
Mwewa offers a comprehensive definition of corruption, encompassing bribery, embezzlement, financial mismanagement, fiscal errors, misuse of donations, misappropriation of tithes and offerings, diversion of funds to bogus expenses, tax manipulation, and the redirection of public or group money for personal gain.
In the book, the author argues that effective leadership is possible without resorting to corrupt practices. He states, “All it takes is a firm commitment to ethical mentorship in both private and public affairs.”
The best-selling Amazon author notes that much of corruption and unethical leadership stems from a desire to avoid criticism and protect one’s image. He observes that many leaders live in denial, ignoring reality in order to present themselves as focused on results.
Mwewa writes, “To such leaders, their personal image is more important than respect for process and procedure.”
In Chapter 2 of this compelling book, the author criticizes leaders who try to control everything while in power. He questions what drives a leader to act as investigator, prosecutor, judge, and jury all at once.
The author describes such leaders as viewing themselves as nearly infallible and all-powerful, turning them into “small gods” who ultimately fail in delivering effective service.
In this chapter, the author suggests that a “know-it-all” leader undermines accountability, making it nearly impossible to carry out proper audits—an essential component of good leadership.
The book emphasizes that leadership should avoid concentrating excessive power in a single leader, as this approach is both fundamentally flawed and ineffective.
He notes, “This is akin to political leadership in which the leader is constitutionally given sets of unchallenged powers.”
The writer warns leaders who operate in isolation that their actions will undermine their legacy and fail to address current societal issues effectively.
In Chapter 3, Prof. Mwewa explores the concepts of compliance and obedience, clarifying that they differ from quality control measurement mechanisms in leadership.
The writer argues that there is no need to obey others unconditionally, as they, like us, are fallible.
The author believes that leaders should be regularly scrutinized and held accountable in their roles, as they are fallible individuals. He cautions against the notion that nothing can progress or succeed without the blessing or presence of specific leaders.
“He writes, “This type of leadership formation requires absolute dedication to the leader and not to the process.”
He warns that if such leaders die or become incapacitated, the entire organization or corporation may collapse. Mwewa asserts that compliance and obedience should be applied meaningfully and objectively to improve leadership practices through accountability.
He writes, “Compliance, on the other hand, is a more reliable method as a quality control measurement mechanism in leadership parlance than obedience.”
The writer advises against supporting or electing sycophants to positions of power, noting that such individuals rarely make effective leaders due to their tendency towards leader worship and submission.
Mwewa agrees that compliance involves following a clear procedure, typically serving the best interest of the corporation or organization, rather than just the individual leader
He pens, “Therefore, compliance requires that there are a set of rules or principles which apply to all, irrespective of position or seniority.”
Mwewa highlights that compliance promotes strict adherence to procedural policies, often established by consensus.
He points out that Africa, having inherited or instituted colonial-era constitutions, is in urgent need of improved leadership structures due to the excessive powers granted to individual leaders such as presidents or prime ministers.
The author writes, “The colonial idea was to create post-colonial African states that would continue to be dominated, economically, by their former masters.”
Mwewa reiterates that colonial powers preferred constitutions concentrating power in a single individual, allowing them direct control, rather than in systems they could not directly influence.
He also notes that, despite being shielded from corruption in the West, compliance does not eliminate discrimination and prejudice.
Mwewa supports this by stating, “Compliance mechanisms in Western systems falter at the implementation level because the same rule may be applied differently to individuals based on race, color, national origin, disability, or ability.”
He argues that this issue exists in all former colonial powers and requires deliberate legislation and attitudinal reform to be addressed.
In Chapter 4, the writer explores the concept of positional influence, noting that each leadership role carries its own sphere of influence. He emphasizes that every position is both a privilege and a responsibility that should be handled with care and integrity.
The writer highlights that even corrupt leaders recognize this influence but often exploit it to evade accountability and manipulate outcomes for their benefit.
He calls for a shift towards demanding integrity and discipline from leaders, warning that those who misuse their positions—whom he terms cowards—are accountable for leadership failures.
He critiques corrupt leaders for weaponizing their authority, enforcing absolute obedience, and practicing sanitized indecency, which ultimately undermines effective and ethical leadership.
In Chapter 5, the author highlights those who challenge leadership corruption despite risking their lives, citing recent discussions about risk-taking as an essential leadership trait.
He asserts that true ethical leadership is grounded in doing what is right, which he describes as the core principle of governance. When leaders act unethically, they not only violate this principle but also set a precedent for others to follow suit.
Chapter 6 shifts focus to the concept of pursuing wholeness, acknowledging that while ethical leaders strive for perfection, they are inherently imperfect.
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The author distinguishes between honesty and truth, noting that while truth is absolute and cannot be compromised, honesty can be managed. He argues that it is the effective management of honesty that distinguishes exceptional leaders.
The author urges all leaders to embody honesty and truthfulness, emphasizing that good and moral leaders are developed before they assume office.
He calls on the electorate to recognise and support such leaders through elections or appointments.
