DNK International By Xavier Lugaga
Scoop Agency
My adrenaline raced at supersonic speed when I tumbled upon a video clip circulating on social media showing a deputy revenue officer from Busia County telling off a taxpayer to “go to hell.” The alleged crime of the taxpayer was simple and legitimate—he merely wanted clarification about the status of his business license. Whether the incident was a setup or a spontaneous outburst is a matter that investigators may eventually determine. However, what remains undeniable is that the optics of the incident do not augur well for the image of the County Government of Busia under the leadership of Governor Dr. Paul Otuoma.
Public service is anchored on trust. Taxpayers are not enemies of government; they are the lifeblood of it. Every shilling collected by a county government originates from citizens who expect efficiency, transparency, and respect in return. When a public officer charged with the sensitive duty of revenue collection responds to a legitimate inquiry with hostility, it erodes confidence in public institutions.
As a student of corporate governance at the Kenya School of Government, the incident left me deeply disturbed. Corporate governance emphasizes accountability, professionalism, and ethical conduct in the management of public institutions. Public officers are expected to demonstrate courtesy and respect to the very citizens whose taxes sustain government operations. When that social contract is broken—even through a moment of emotional lapse—the consequences can ripple through public perception and damage institutional credibility.
My own journey into leadership began during my years in policing. As a young police officer, I quickly realized that authority alone does not make one a leader. A uniform may command compliance, but it does not automatically earn respect. Respect is earned through fairness, courage, and the ability to make sound decisions even in moments of pressure. Policing taught me discipline and responsibility. In situations where tensions were high and emotions ran deep, I learned that a leader must remain calm and composed. People look to a leader for direction, and if the leader is confused or emotional, the entire system begins to falter. Through policing, I discovered that leadership requires moral courage—the courage to do what is right even when it is difficult or unpopular.
When I later moved into journalism, my understanding of leadership evolved further. Journalism is not only about gathering information; it is about shaping narratives that influence society. As a journalist, I learned that leadership also lies in the power of words. A well-researched story can expose corruption, defend the vulnerable, and promote accountability. In the newsroom and in the field, I saw how journalists who possessed clarity of purpose and integrity could guide public conversation and influence policy. Leadership in journalism requires intellectual discipline, critical thinking, and the willingness to ask difficult questions. It also demands humility, because every story carries responsibility. Through journalism, I learned that leadership involves speaking truth with courage while remaining committed to fairness and accuracy.
My work as a cooperative officer introduced yet another dimension of leadership—the art of community empowerment. In the cooperative movement, leadership is less about commanding and more about mobilizing people to work together for shared prosperity. I spent many years helping communities form and strengthen cooperative societies. Whether assisting farmers, women’s groups, or housing cooperatives, the task required patience, negotiation, and trust-building. Members often came from diverse backgrounds with different expectations, yet they had to unite around a shared vision of economic empowerment.
In cooperative management, I learned that leadership is fundamentally about service. Drafting strategic plans, developing business models, conducting inspections, and strengthening governance structures were not merely administrative tasks; they were tools for transforming livelihoods. When members saw their savings grow, when farmers gained better market access, or when a cooperative successfully achieved its objectives and was liquidated with members receiving their rightful shares, the impact of leadership became tangible. These experiences reinforced my belief that a great leader does not accumulate power for personal gain but uses influence to uplift communities.
My journey as a lecturer further deepened my understanding of leadership. Teaching is perhaps one of the most profound forms of leadership because it shapes minds and future generations. In the lecture hall, leadership requires clarity, preparation, and intellectual honesty. Students look to a lecturer not only for knowledge but also for guidance and inspiration. I learned that a teacher must encourage critical thinking rather than impose rigid ideas. Leadership in academia is therefore about cultivating curiosity and empowering students to think independently.
As I interacted with students preparing to enter professions in public service, business, and media, I realized that leadership is also about mentorship. The knowledge I had accumulated from policing, journalism, and cooperative management became valuable lessons that I could pass on to others. Leadership thus became a continuous cycle—learning from experience and guiding others toward excellence.
Reflecting on my life’s journey, I see that leadership has been the thread connecting all my professional roles. In policing, leadership meant discipline and courage. In journalism, it meant truth and responsibility. In cooperative management, it meant service and empowerment. In lecturing, it meant mentorship and intellectual development. Each profession revealed a different dimension of leadership, yet all of them emphasized one central principle: leadership is about influencing people positively and guiding them toward a common purpose.
The philosophy of purpose-driven leadership advanced by thinkers such as Elisabeth Pasalk-Valerio resonates deeply with these experiences. Leadership must always serve a higher objective—justice, transparency, community development, and knowledge creation. A leader who lacks purpose easily becomes lost in personal ambition, but a leader guided by purpose becomes a catalyst for transformation.
It is therefore my humble view that the Busia County administration must treat incidents such as the viral video with seriousness. Beyond disciplinary measures, there must be renewed emphasis on public service ethics, professional training, and customer care within revenue departments. Revenue officers are not merely collectors of fees; they are ambassadors of government. Their conduct shapes the image of the entire county administration.
Ultimately, great leadership is not measured by titles or positions but by impact. It is measured by the number of citizens served with dignity, the institutions strengthened, and the trust built between government and the governed. If public officers remember this simple truth, such unfortunate incidents will become rare exceptions rather than recurring headlines.
[DNK-International | March 5, 2026]
