Kenya Power’s Kalungu-Uvyu reflects on lessons from leading 11,000 employees

By InstinctBusiness Sep 9, 2026 0

For Cecilia Kalungu-Uvyu, General Manager of Human Resources and Administration at Kenya Power, leading an organization of 11,000 people has sharpened a fundamental truth: every leadership decision carries real human weight.

In a reflective piece on organizational leadership, Kalungu-Uvyu observed that choices made in a meeting room often ripple far beyond the boardroom. A single decision can influence how employees work, structure their days, support their families, and envision their long-term future within the company.

She emphasized that effective leadership is not about seeking universal approval. There are moments, she noted, when the right course of action is also the most difficult one — requiring leaders to prioritize the long-term interests of the organization even when some colleagues may disagree with the direction taken.

Yet making hard decisions, Kalungu-Uvyu stressed, does not diminish the duty to listen. On the contrary, it makes genuine engagement more essential. Employees deserve clarity on why decisions are made, space to raise concerns, and the assurance that their perspectives have been considered. While consensus may not always be possible, people should never feel that dialogue was shut down before it began.

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Scale, she added, has reinforced the importance of consistency. With staff spread across diverse roles and regions of the country, policies and decisions must be applied fairly while remaining sensitive to differing operational realities on the ground.

Perhaps the most profound lesson, according to Kalungu-Uvyu, is that no single leader can drive an organization of this size alone. Progress depends on the collective contribution of thousands of people, many of whom may never fully see how their individual efforts connect to the broader organizational picture.

In acknowledging her colleagues, she expressed gratitude for the daily commitment of Kenya Power’s workforce, noting that the company’s progress is a shared achievement.

“11,000 people means 11,000 individual experiences,” Kalungu-Uvyu reflected. “Leadership is about holding those realities together