The Sunday Mail
Women In Leadership
Dr Moreen Mudenda
This week we are starting a column on Women in Leadership by Dr Moreen Mudenda (MM). Dr Mudenda is an industrial and organisational psychologist and change management consultant, specialising in collaboratively assisting management to effectively and efficiently enhance their human capital performance and employee well-being. She spoke to Ms Winnie Muchanyuka (WM), the chief executive officer (CEO) of the Zimbabwe Tourism Authority (ZTA)
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MM: What did you aspire to be when growing up?
WM: To join the Air Force of Zimbabwe as an engineer or to be a pilot but my father said no because he wanted me to be a lawyer. Back then there were not really any female pilots.
MM: Reflecting back how has your upbringing influenced this leadership journey?
WM: Being a first-born in the family, I had many responsibilities looking after my younger siblings. I also had to be a good example for them so being a good role model became important to me. Through school and church, I also assumed various leadership positions. I also naturally took on any leadership gaps wherever I went.
MM: Detail your educational background and career trajectory up to this position?
WM: Education wise, I have a Master of Science Degree in Tourism and Hospitality Management obtained from the University of Zimbabwe, Masters in Business Administration from University of Gloucestershire and I am planning to revive working towards a PhD in Tourism with the University of Pretoria. Career Path – I started at the Air Zimbabwe reservations call centre in Harare. Then I went to Swissair working as a sales representative for seven years. I moved to South African Airways in 2000, and became the country head for Zimbabwe as a sales and marketing executive in 2007. I had reached the maximum level at that point in my former position so this job opportunity came and I could afford to take new risks. I had gathered a lot of experience in my field in the private sector and I thought to give back to Zimbabwe by working for a government entity.
MM: What do you think has contributed to your leadership success?
WM: Being equipped with knowledge is a good starting point and education has helped in that respect as I am always thirsty for more knowledge. Another reason is that growing up from my father’s side of the family, upholding the family name was always important. Also on that side there was one uncle who was a pioneer in the insurance industry and he was the benchmark for excellence in our family. That is why I always strive to be the best. I have also taught my children to rally behind family members who are pursuing their dreams.
MM: How have you pushed through the failures in your leadership experience?
WM: My faith and family have sustained me through the difficult times. I have had great mentors to support me both men and women as well.
MM: How would you describe your leadership style?
WM: As consultative, I listen to other people’s viewpoints as I want to understand your perspective before I make a final decision. It is important that I cover all the bases by engaging with people and even if we do not agree we can do so amicably.
MM: What has influenced your leadership style?
WM: It goes back to my family because from a young age our parents and grandparents always consulted with us on major decisions, such as buying a car or changing jobs. It gave us the freedom to express ourselves and that is why I engage with others at the workplace today. Learning from a past dictatorial leader and not wanting to lead like that because I could see the blind spots that they had by not speaking to people. I therefore learnt not to be dictatorial because I saw the negative impact it had on other people at the workplace.
MM: What is your vision for this organisation as the newly appointed CEO?
WM: Broadly, to see ZTA being the number one marketing agency in the country. I believe tourism will transcend over politics and economic difficulties.
MM: What are the key factors for building high performing teams to support the vision?
WM: Making sure that the strategy is clear and using the wealth of experience at ZTA to align skills and resources accordingly.
MM: Describe some organisational barriers that may hinder women’s leadership progress.
WM: Small things that are embedded in our subconscious in the way that we are socialised. For example, at one of my previous workplace, the men would all turn to me as a woman to obtain food during overextended meetings. Some men still think we can’t do it and want to take away responsibilities that women managers may have. We can also be our own barrier as women by the limitations we place on ourselves.
MM: What can organisations in Zimbabwe practically do to break down some of these glass ceiling barriers or create a conducive work environment for women to thrive?
WM: Deliberate social interaction programmes within organisations to relate on a person to person basis. As the more people interact the more people can do away with the perceived notions about each other. Women should also make a deliberate effort to engage with other women within the organisation that are further down and guide them through mentorship to give them opportunities to progress.
MM: What is your viewpoint regarding employee wellness programmes and their impact on the well-being and productivity of the workforce?
WM: Wellness programmes are the way to go for organisations as the mental and physical health of individuals is very important.
MM: Regarding your personal wellness how do you de-stress?
WM: I have an evening ritual of reviewing the day and taking stock. I love to be at church and as a Seventh-Day Adventist, Saturdays are off limits as it is my day to unwind and be just Winnie not the CEO. I am also rugby crazy and watch my boys play or other international teams.
MM: What are some of the key life lessons learnt to impart to young women aspiring for management and leadership positions?
WM: Firstly, it is critical to decide the space you want to be in and specialise in it by having the expert knowledge but also remain versatile in applying that knowledge. It takes a while to become a CEO of an organisation, it’s a long journey and you must have the tenacity. You don’t need to take shortcuts or be in a relationship with some man to succeed. Leadership comes from learning from other people, observing and listening. Look for people that you look up to and learn from them. Have a mentor or a board of directors of your welfare and people that will not hesitate to call you out. Being a leader does not mean you know it all so it is important to be able to take constructive feedback.
MM: For the next generation of leaders, what are the essential business competencies that they should have?
WM: Finance for non-financial leaders is critical to be able to interpret the financial reports. Emotional intelligence i.e. being self-aware and aware of other’s emotions. Having people skills is also important, have empathy for people’s struggles outside the work environment because it may impact their performance.
MM: How may business and universities enhance their collaboration to adequately prepare the next generation of leaders?
WM: Universities (particularly in the tourism and hospitality sector) must not wait until third year to send students for attachment; they should start from the end of their first year and by the time they are in their final year they will be well grounded.
There should be more guest lectures to empower students to make the correct career choices. Entrepreneurship skills are key because with the high unemployment rate not every student will be formally employed.
MM: What are you most proud of?
WM: a) Personal level — My children because they have taken after me in wanting to be the best. My oldest boy is captain of the Zimbabwe Sables rugby team, the younger one is playing rugby in France. b) Professional level — In 2012, my team and I received an award for the best performing route for SAA. I was so proud because we beat other competitors from Germany, Brazil and Australia.
Landing this job is a career highlight as well.
MM: What do you want your legacy to be?
WM: To be remembered in the time in this position that ZTA achieved major milestones to change the face of tourism. To be the person that defied the odds.
Dr Moreen Mudenda is an Industrial and Organisational Psychologist and Change Management Consultant, specialising in collaboratively assisting management to effectively and efficiently enhance their Human Capital performance and employee well -being. Additionally, Dr. Mudenda is a Senior Lecturer: Industrial and Organisational Psychology, teaching both Undergraduate and Master’s students at the Applied Psychology Department, University of Zimbabwe.
Dr Mudenda has an Industrial /Organisational Psychology Bachelor’s degree from the University of Cape Town, South Africa; Master’s and Doctoral degrees in Organisational Psychology and Organisational Development from the accredited Alliant International University, San Diego & Fresno campuses, California, USA.
Contact: [email protected]
