Deputy President Kithure Kindiki’s personality has been described as suave and measured, in contrast to his outspoken and tough-talking predecessor, Rigathi Gachagua.
It is argued that Kindiki’s approach will be more fitting, as, when serving an outspoken and aggressive president, the deputy needs to be more measured and non-combative to create a balanced dynamic within the presidency.
He is the complete opposite of the man he succeeded, whose no-holds-barred approach put him on a collision course with both his boss and other colleagues in the Kenya Kwanza government.
Cabinet colleague Aden Duale also believes that Gachagua’s ego caused him to lose the support of a majority of MPs in both houses, eventually paving the way for his impeachment. Duale argues that Gachagua could have survived by building a stronger network of allies.
He also believes that the former deputy president was too ambitious, positioning himself as a regional leader in his quest for power, while claiming to have helped the president secure 47 per cent of the vote that led to his 2022 presidential victory.
“He who looks for honey must be ready to face the bees. He was looking for power, but if you want to get honey, you must know how to deal with the custodians of the honey. He didn’t have a strategy for dealing with MPs, including those from his Mt Kenya backyard,” says Duale.
Comparing the two deputy presidents, Prof Gitile Naituli of Multi-Media University describes Kindiki as someone who can easily fit into and succeed in any leadership system because of his ability to adapt.
He appears to be calm, collected, and approachable, which makes him more acceptable to those around him. This gives him an “establishment” persona, creating less room for political opportunists and adversaries circling around the president.
Kindiki is often compared to former presidents Mwai Kibaki and Daniel arap Moi, both of whom focused more on supporting the president than advancing their own political careers when they served as vice presidents during the one-party era.
“Kindiki is a leader who can be described as ‘civilised,’ because such leaders always think before they speak. People around him may take time to understand his true thoughts,” says Naituli.
The strength of this type of character is that they can go far in politics without revealing their true nature too quickly, often succeeding by keeping their real intentions under wraps.
Cautious with words
Because of their non-antagonistic approach, people may not fully understand their personalities, even though they think they do.
Kindiki will also likely work well with President Ruto, because, unlike Gachagua, he is not abrasive or controversial and is more cautious with his words.
Political analysts suggest that these types of leaders tend to serve with strong loyalty, creating an environment where their bosses can operate without fear of being undermined, either when they are away or when delegating tasks.
Thus, while such loyal leaders may not bring about significant change themselves (since change is usually driven by their bosses), their actions are rarely misinterpreted because everything they say and do is measured and calculated.
Former Nairobi Town Clerk Philip Kisia also believes that, unlike Gachagua, Kindiki does not suffer from the “Big L syndrome,” a term coined by former Harvard professor Marty Linsky. The syndrome describes leaders who focus more on the leader themselves rather than on leadership and problem-solving for the collective good.
“The Big L syndrome has completely ruined leadership in Kenya. Leaders behave as if they have all the answers to the country’s problems. That’s why they say, ‘I will,’ instead of talking about what can be achieved together with the people,” says Kisia.
He hopes Kindiki will use his more measured leadership style to foster a culture of collaboration and a shared vision between leaders and the people, which could help achieve long-term goals such as Vision 2030.
Another attribute that Kindiki brings to the table is humility, which is equally important for those holding high office. Leaders in such positions are expected to be role models not only for other leaders but also for society at large.
Give it to Kindiki. He comes across as someone with a lot of humility. Gachagua, on the other hand, completely lacks it. He does not exhibit any humility due to his abrasiveness. That’s why he couldn’t connect with other leaders,” adds Kisia.
If Kindiki can maintain his humility, he will find it easier to bridge the political divide, build relationships with other leaders, and gain wider acceptance for his ideas.
He will also earn respect because, through his body language and demeanour, he appears to show respect for others. Respect is earned, and Kindiki’s amiability will help him gain it, unlike Gachagua, who frequently complained that he wasn’t receiving respect from the media and critics.
Duale also argues that Gachagua’s biggest mistake was his failure to recognise his limits. He went “full throttle” without understanding when to apply the brakes or test the waters to gauge the strength of the tide or the depth of the river.
“He was not cautious. Even though he knew impeachment was coming, he jumped in with both feet. I’ve talked to some of his friends, and they say he never anticipated things would escalate the way they did,” says Duale.
In a TV discussion last Monday, Duale suggested that in Kenya’s political environment, politicians should test the waters before making bold commitments. This would allow them to retreat or adjust if necessary, before facing any major consequences.
Maize scandal
He compared the former deputy president to President William Ruto, who survived an impeachment over the infamous maize scandal when he served as Agriculture Minister in Kibaki’s government.
“Ruto’s impeachment turned into a vote of confidence. He spoke for two hours, and 115 members supported him, with only 26 voting for his impeachment. He survived because he managed to convince even those who weren’t in his camp,” says Duale.
Prof Naituli, however, believes Gachagua’s leadership style is similar to that of President Ruto and US President-elect Donald Trump. Like Gachagua, both are abrasive, anti-establishment, and blunt leaders who are not afraid to speak their minds.
Trust and loyalty
Such leaders, Naituli notes, are like an open book— they don’t hide anything. They can build committed followings or even cult-like support because they are unapologetically honest, not caring how their words will be judged.
“They will tell you what they think without worrying about how you will perceive it. How you interpret the information is your problem, not theirs,” says Naituli.
While these leaders often garner trust and loyalty, they rarely succeed through existing systems. Instead, they try to dismantle the status quo and create their own, which can lead to change — if they succeed. However, changing a system is always difficult, and such leaders often face misinterpretation and attacks for their bold, sometimes reckless actions.
Gachagua, for example, continued to emphasise Mt Kenya’s interests despite the backlash from other communities. He defended his stance, saying he could not stop speaking to his people in the language they understand, refusing to apologise.
He resembled Trump, who was impeached twice and later rallied blue-collar voters by making unapologetic, controversial statements, such as vowing to deport illegal immigrants, despite the uproar.
“Trump said that foreigners should not be in the US because they are criminals who came from prisons. That’s an outrageous statement, but he was unapologetic and won over those voters,” says Naituli. By Biketi Kikechi, The Standard
