MOYO, October 6, 2025 — In Uganda, leadership is often defined by power, authority, and hierarchy, but within the framework of Savings and Credit Cooperative Organisations [SACCOs], a different kind of leadership thrives. One rooted in inclusion, collaboration, and shared responsibility. SACCOs offer more than just financial services; they provide a compelling example of how democratic, accountable, and community-driven leadership can strengthen not only organisations but society at large.
At their core, SACCOs operate as collective enterprises committed to improving the lives of their members. Leadership in these cooperatives is not confined to a single figure or personality; it is distributed and participatory, encouraging all members to take ownership of the cooperative’s direction and success. It is this spirit of joint responsibility that makes SACCOs a valuable case study for broader societal leadership.
Democracy in action
A defining strength of SACCOs is their democratic nature. Membership is open and voluntary, and leadership positions are filled through elections in which all members are encouraged to participate. This fosters a sense of belonging and reinforces the idea that every member, regardless of social status or background, has a voice and a role to play.
However, with growth comes complexity. As SACCOs such as those in Moyo District have expanded, some surpassing 2,000 members, the practicality of full member participation in meetings has diminished. To address this, many have adopted a delegate system, where elected representatives attend key meetings, such as Annual General Meetings [AGMs], on behalf of wider membership.
This shift is not without concern. While it improves efficiency, it also raises questions about representation and accountability. Are delegates truly consulting with their constituents? Do they report back effectively? In Moyo SACCO, as Consulate Masudio, a Board Secretary, rightly notes, the delegate system is necessary but must be scrutinised to ensure it remains representative.
Bridging the gap with technology and limitations
The use of technology, such as Zoom meetings, has been suggested as a solution to bridge gaps in participation. While promising in theory, in practice it is hampered by uneven digital literacy and limited access to devices, particularly in rural areas. SACCOs, therefore, find themselves at the crossroads of modernisation and inclusivity.
Moyo SACCO has taken steps to address this, holding pre-AGMs across subcounties to brief members and facilitate the selection of delegates. According to Drichi Frederick, Head of Internal Audit and Compliance, this rotational delegate system ensures broader representation and encourages physical participation in decision-making.
Still, communication remains a weak link. Delegates sometimes fail to report outcomes back to their constituents in a timely manner. While follow-up meetings provide updates, the delay can erode trust and transparency. Strengthening communication protocols must therefore be a key priority.
Leadership through empowerment and education
The most impactful SACCO leaders are not just financial managers, they are educators, facilitators, and community builders. They create space for all voices to be heard, empower members to contribute ideas, and foster a culture of accountability. Crucially, they invest in the development of their members through ongoing training and education. This not only benefits the SACCO but also uplifts the entire community.
The leadership model seen in SACCOs aligns closely with the values needed to build equitable and resilient societies: fairness, collective responsibility, and grassroots empowerment. Kenya’s recent reforms to strengthen SACCO governance highlight this alignment. New regulations include term limits for board members and chairs, mandatory elections every three years, and the establishment of systems such as a Deposit Guarantee Fund and a Central Liquidity Facility.
These reforms underscore a commitment to transparency, accountability, and financial sustainability, principles that SACCOs already promote through their grassroots structures. Uganda, while charting its own course, could draw useful lessons from Kenya’s regulatory framework to further professionalise and safeguard its SACCO sector.
A blueprint for broader social leadership
SACCOs show us that effective leadership is not about dominance or control, but about service, trust, and participation. They challenge the notion that leadership must be top-down and remind us that vibrant, functional communities can, and should be built from the ground up.
In a world increasingly polarised and marked by inequality, SACCOs offer a refreshing counter-narrative: one where people unite around shared goals, practise democratic values, and hold leaders accountable not through force but through trust and participation.
As we reflect on the structures that govern our economies, institutions, and communities, it is worth looking to SACCOs for inspiration. They represent not only a financial model but also a social ethos, one that prioritises cooperation over competition, equality over elitism, and progress over personal gain.
In short, SACCOs are more than savings and credit institutions, they are living examples of the kind of leadership our societies desperately need.
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