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1 INFLUENTIAL LEADERSHIP TRAINING WORKSHOP FOR AFRICAN WOMEN WORKSHOP REPORT PA Rib House Conference Room, Monrovia, Liberia 4-5 March, 2009
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Influential Leadership Narrative Report-Monrovia, Liberia (March, 2009)

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Page 1: Influential Leadership Narrative Report-Monrovia, Liberia (March, 2009)

1

INFLUENTIAL LEADERSHIP TRAINING WORKSHOP FOR

AFRICAN WOMEN

WORKSHOP REPORT

PA Rib House Conference Room, Monrovia, Liberia

4-5 March, 2009

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TABLE OF CONTENTS

1.0 Introduction 3

1.1 Objectives 3

1.2 Expected Outcomes 3

1.3 Methodology 3

2.0 Training Areas 3

2.1 Understanding Leadership 3

2.2 Leadership Concepts and Theories 4

2.3 Leadership in Practice (Live Panel Discussion) 6

2.4 Introduction to Influential Leadership 7

2.5 Leadership and Policy Advocacy/Influencing 8

2.6 Mapping Entry Points for Policy Influencing 10

3.0 Conclusion and Recommendations 11

Programme Agenda 13

List of Participants

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1.0 INTRODUCTION

The West Africa Civil Society Institute (WACSI) and the Open Society Initiative for West

Africa (OSIWA) supported by the Ministry of Gender and Development, Liberia organised

an “Influential Leadership” training workshop for 30 representatives of women’s groups

across Africa. The overall objective of the workshop was to provide a core group of African

women with strategic policy influencing and influential leadership skills. Also, the workshop

was used to gauge the possibility of utilising the course content and handbook at the Angie

Brooks International Women’s Leadership Centre based in Monrovia, Liberia.

1.1 Objectives

The objectives of the workshop were:

To enhance participants’ strategic thinking capabilities

To provide participants policy analysis, formulation and implementation skills; and

To address challenges peculiar to governance and women’s leadership in Africa.

1.2 Expected Outcomes

The expected outcomes were:

The leadership capacities of African women from various sectors will be strengthened;

Improvement in the ability of trainees to formulate policy briefs and undertake policy

analysis and influencing; and

Recommendations from the workshop will help enhance the influential leadership course

content and handbook.

1.3 Methodology

The training methodology used at the workshop included interactive, learner-centered

methods, audio visual tools, experiential learning and practical exercises.

2.0 TRAINING AREAS

The two-day workshop comprised six sessions. The main aspects of the workshop were

focused on understanding the context of influential leadership, policy advocacy and entry

points for policy influencing in Africa. This report highlights the main components of the

workshop.

2.1 Understanding Leadership

Leadership is a process of giving purpose (meaningful direction) to collective effort, and

causing willing effort to be expended to achieve purpose. Qualities of a good woman leader

must possess are:

Motives and personal traits,

Character,

Moral values,

Knowledge,

Skills and ability;

Vision; and the capacity to realize that vision.

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Leadership is a calling for women to make a difference in politics, business, community,

schools, family, and even marriage. Leadership aspirations of women are often mired in

struggle and sacrifice for playing their triple roles of reproduction, provision and community

roles.

The major leadership styles encompass an authoritative style (if a group member lacks

knowledge about a certain procedure); a participative style (if group members understand the

objectives and their role in the task) and a delegative style (if the group member knows more

than you do about the task).

Paradoxically, many women are still not in leadership positions. They are underrepresented in

public, private and traditional structures accountable for sustainable development targets.

Women are not well represented or leading in almost all structures of power and decision–

making at the highest levels. Women are challenged to become more aggressive and take on

leadership themselves; engage men and others as partners.

Comments from Trainees:

The presentation on the various leadership styles was very educative.

Trainees explained that they manifest various leadership styles depending on the issue or

context.

The trainees were of the view that women leadership involves a strategic balance between

their careers and family roles.

A key weakness identified by trainees was the perceived unwillingness of women in

leadership positions to build the leadership potentials of other women.

2.2 Leadership Concepts and Theories

Various leadership concepts and theories have been propounded including the Great

Man/Woman Theory, Trait Theory, Contingency Theory, Situational Theory, Behavioral

Theory, Participative Theory, Management Theory and Relationship Theory.

Great Man/Woman Theory

Assumes that the capacity for leadership is inherent – that great leaders are born, not

made.

Portrays great leaders as heroic, mythic, and destined to rise to leadership when needed.

The term “Great Man” was used because, at the time, leadership was thought of primarily

as a male quality, especially in terms of military leadership.

Trait Theory

Similar in some ways to “Great Man” theories, trait theory assumes that people inherit

certain qualities and traits that make them better suited to leadership.

Identify particular personality or behavioral characteristics shared by leaders.

But if particular traits are key features of leadership, how do we explain people who

possess those qualities but are not leaders. This is one of the difficulties in using trait

theories to explain leadership.

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Contingency Theory

Focus on particular variables related to the environment that might determine which

particular style of leadership is best suited for the situation.

No leadership style is best in all situations. Success depends upon leadership style,

qualities of the followers, and aspects of the situation.

Situational Theory

Leaders choose the best course of action based upon a situational variable.

Different styles of leadership may be more appropriate for certain types of decision-

making.

Behavioral Theory

Based upon the belief that great leaders are made, not born.

Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on

mental qualities or internal states.

People can learn to become leaders through teaching and observation.

Participative Theory

Suggest that the ideal leadership style is one that takes the input of others into account.

These leaders encourage participation and contributions from group members and help

group members feel more relevant and committed to the decision-making process.

The leader retains the right to allow the input of others.

Management Theory

Management theories (also known as “Transactional theories”) focus on the role of

supervision, organisation, and group performance.

Leadership is based on a system of reward and punishment.

Mostly used in business; when employees are successful, they are rewarded; when they

fail, they are reprimanded or punished.

Relationship Theory

Relationship theories (also known as “Transformational theories”) focus upon the

connections formed between leaders and followers.

Leaders motivate and inspire people by helping group members see the importance and

higher good of the task.

Transformational leaders are focused on the performance of group members, but also

want each person to fulfill his or her potential.

These leaders often have high ethical and moral standards.

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Comments from Trainees:

The trainees expressed their affinity with the Great Woman Theory.

Trainees explained that the session was very educative and provided them the requisite

conceptual understanding of the various perspectives of women’s leadership.

2.3 Leadership in Practice (Live Panel Discussion)

The objective of the live panel discussion was to provide a platform for women leaders in

government and civil society to share their experiences with the participants and a wider

audience. The discussants included Hon. Vabah Gayflor- Minister of Gender and

Development, Liberia, Hon. Marie Barnett- Ambassador of Sierra Leone to Liberia, Hon.

Khady Fall Tall- President, WAWA, Senegal, Hon. Senator Gloria Scott- Senator, Maryland

County, Liberia, Dr. Nana Tanko- Executive Director, OSIWA, Senegal and Dewey Grey-

AFELL, Liberia. The moderators were Ms Thelma Ekiyor- Executive Director, WACSI,

Accra, Ghana and Rosalie Lo Ndiaye, African Union.

Hon. Marie Barnett highlighted on the need for women to take up more leadership roles and

provide the right direction for the development of women. In addition, her Excellency called

on women leaders to remain focused despite the myriad of challenges women in leadership

face on a daily basis.

Further, Hon. Vabah Gayflor described the workshop as a golden opportunity for women in

Africa to discuss the similar problems they encounter in their various communities. The Hon.

Minister reiterated on the need for women not to be overcome by intimidation.

Moreover, Senator Gloria Scott expatiated on the Liberian Legislative experience where

women are united in decision-making outcomes. Female lawmakers do not project party

affiliations while making national decisions.

A moderator of the live event, Ms. Thelma Ekiyor underscored the need for women in Africa

to avail themselves for leadership opportunities. However, she advised that women in

leadership must set good examples by striving for excellence when given the opportunity to

serve.

Comments from Trainees:

The trainees emphasized on the need for women in leadership positions to promote and

share experiences with women at the community level.

The trainees reiterated the need for CSOs and public policy institutes like WACSI to

create more platforms that bring policy makers and community citizens together.

For many of the trainees the live panel discussion was an important practical activity that

highlighted the differences and similarities of the challenges women leaders face within

civil society and in government.

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2.4 Introduction to Influential Leadership

This session began with an individual exercise:

Think about a person that has had the most influence in your life.

What about them influenced you and how?

Influential leadership can be defined as leader who knows how to accomplish goals through

others, but an influential leader understands how to create an atmosphere where people have

enormous desire to follow, and are fully committed to the organisation’s vision, and achieve

well beyond the expected goals. An influential leader understands how to create an

atmosphere where people have the desire to follow and are committed to the vision of the

organisation because of the example, actions, and passion of the leader. Influential leaders

should be knowledgeable, have an awareness of others, a desire to dialogue, risk taker,

curiosity and innovation.

Influential Leadership= Power + Politics + Influence

Three different types of power, Power To, Power With and Power Over were highlighted by

the resource persons. In addition, there are four faces of leadership. These faces encompass

the Good King/Queen Theory, Great Mother Theory, Warrior Theory and Medicine Woman.

Good King/Queen Theory

Building consent around common goals

Presenting context with calm authority

Appropriate communication providing clarity of expectation

Great Mother Theory

Establishing trust and safety in a team environment

Highlighting the power of listening

Developing others and encouraging collaborative effort

Warrior Theory

Upholding accountability and boundaries

Delivering difficult messages

Motivating a team towards successful outcomes

Medicine Woman

Creating space to explore new options

Demonstrating the need for flexibility in approach to issues

Exploring how to create and sell a vision of the future

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Influential leaders may not identify themselves as leaders. In fact, they may not even fully

understand the influence and impact they have. Influential leaders come in all shapes and

sizes and they can be measured by the amount of influence they have on the people around

them.

Comments from Trainees:

The majority of trainees expressed that the presentation on understanding power and the

four faces of leadership were illuminating and educative.

The trainees reiterated that women leaders should endeavor to be strategic with their

utterances and actions during policy influencing processes.

2.5 Leadership and Policy Advocacy/Influencing

The session began with a group exercise on Community Advocacy: the case of the Serabi

Community. The participants were divided into two groups and were asked to give policy

advice to the Serabi Community.

Advocacy is an action directed at change. Policy advocacy is a strategic, concerted effort of

individuals or groups to put a problem on the policy agenda. Policy analysis is any systematic

analysis of any and all components of the policy process.

The approach to policy advocacy includes clearly defining the problem, develop policy goals,

assess your ability to undertake the campaign, building coalitions, identifying policy makers,

develop an action plan, using media and evaluating success.

Defining the Problem

This requires gathering as many reports, surveys, personal observations and other resources

that accurately describe the problem you wish to address. It is difficult to effectively address

problems in the environment with simply an intuitive, "we see a number of youths without

much to do." Know, among other things, the number of youth arrests, injuries and other

incidents; what options (if any) do they have; what young people actually think about the

situation.

Develop Policy Goals

In your assessment you should ask yourself: what constitutes victory? How will this policy

address the problem/have an impact on the quality of life of your constituents/members

and/or community? Take time to assess each of the objectives you must achieve to meet your

campaign goal.

Assess your Ability to Undertake the Campaign

Can you win?

Do you have the right information?

Do you have the requisite skills?

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What partnerships or coalitions do you need to build?

What are the comparative advantages of partners involved in the advocacy?

Building Coalitions

Building broad, cohesive coalitions is critical to policy advocacy efforts.

One way to think about coalition building is by developing a list of groups and

individuals who share the different parts of the problem you'd like to address and what

would each party gain from supporting the effort.

Identifying Policy Makers

• Who is the advocacy targeting?

• Once you've decided what institutions or individuals have power or influence to enact

your policy, then you must (through research) determine all the ways you can access and

influence the process (personal contacts, media, as voters or taxpayers, freedom of

information requests, among others).

Develop an Action Plan

Once you've assessed your organisational and community capacity,

Your allies

Opponents

Gatekeepers who have the power to enact your policy,

Develop an action plan for your campaign.

The actions you take should be flexible and engage your community.

o Make sure that your target is clear and that the policy recommendation(s) are:

– Within its/their power; specific; and can be articulated in a way

that is easily understood.

Using Media

Effective use of media is also a critical tool in any advocacy campaign. Media enables

assists in capturing the public’s attention on behalf of a particular issue or policy change.

Your action plan should include how to use the media

Evaluating Success

Periodically review each step of your action plan to assess if it's working.

Some questions to ask :

Did we do what we said we would do?

What have we gained (people, resources, exposure - related and not related to your

goals)?

What have we changed (policy, community or press relations, etc.)?

What still makes sense to continue?

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What isn't working?

Use your evaluation information and make any necessary changes to your action plan.

The policy cycle is an iterative process that includes agenda setting, policy formulation,

policy legitimation, policy implementation, policy evaluation and policy termination or

change.

Agenda setting (Highlight an issue or problem that the government is currently

ignoring).

Policy formulation (Propose or explore potential policy responses to a given issue).

Policy legitimation (Influence the selection of a potential policy response).

Policy Implementation (Improve the implementation of a law/policy/programme).

Evaluation (Evaluate a law/policy/programme that has been implemented).

Policy Termination or Change (Change/ terminate an existing policy).

The format of a policy brief includes:

Title

Introduction

Clear short arguments

Possible scenarios

- best case scenario

- middle case scenario

- worst case scenario

Options for response

Conclusion

A policy brief should be short, catchy, absence of “red flags”, well researched, verifiable

timely, targeted and issue specific.

Comments from Trainees:

The iterative nature of the policy cycle was a new learning point for the trainees.

The resource person provided an exhaustive and clear explanation of the policy advocacy

process.

2.6 Mapping Entry Points for Policy Influencing

Even though African countries have different political systems various entry points can be

identified through:

Analysis of the formal political system

The policy-making process and

Internal power dynamics

International instruments are bodies of international law that establish legal rules, which

apply among sovereign states and other entities that have an international character.

Examples of these include: United Nations resolutions, the Africa Union Charter, and

protocols and treaties of regional economic communities such as the Inter Governmental

Authority on Development (IGAD) and the Economic Community of West African States

(ECOWAS).

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International instruments can be utilised through the following process:

Governments must adhere to the instruments that they have signed, for example

ratification.

Policy-makers must ensure that governments implement instruments they have ratified.

Awareness must be raised among citizens on the existence of instruments.

Civil society and citizens must hold governments and policy-makers accountable for

implementing instruments.

There are a number of international instruments and mechanisms for women in the context of

peace and security. These can be categorised into global, continental, regional and national

(local).

A Sample of Policy Instruments and Legal Mechanisms in Africa

Continental

• AU and CSO’s consultative meeting

• AU Summit

• African Union’s Gender Development Centre (AUGDD)

• Afican Union’s Women’s Committee (AUWC)

Regional

ECOWAS Gender Development Centre

West African Civil Society forum

National

Various national political structures can be targeted: the national constitution

The Legislative: Congress/Parliament

The Executive: President, Prime Minister

The Judiciary: Courts

Bureaucracy: Appointed Leadership and Staff in Government Offices, Gender

Machineries

Political Parties

Police And Military

3.0 CONCLUSION AND RECOMMENDATIONS

African women have always had leadership positions in communities and informal

associations. Yet, despite political commitments to increase the number of women in

decision-making positions, women continue to be underrepresented in formal policy making

and leadership positions and structures. A number of factors can be given for this including

the lack of political will, weak accountability mechanisms at the national level and the

inability of most women in leadership positions to strategically influence policy change.

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Therefore, there is the need to build a critical mass of women to feed into policy formulation

processes which will subsequently lead to more effective gender sensitive policy outcomes.

Towards this end, WACSI will continue to intensify efforts at building the technical and

institutional capacity of women and women’s groups within the sub region to influence

policies at national, regional and continental levels.

The following 10 recommendations emanated from the workshop:

Course Structure and Delivery

1. The training course was context-specific, timely, educative and practical however, the

Institute must endeavour to utilise the expertise of local resource persons.

2. It is imperative for WACSI with the support of OSIWA to frequently organise such

initiatives within the sub-region especially within francophone West Africa.

3. There is a need for WACSI to simply the course structure by creating targeted courses

from some of the course components.

4. There is a need for the Institute and OSIWA to target male and female policy makers as

potential participants when the course is delivered within the sub region.

Course Handbook

5. There is a need to integrate aspects of the resource persons’ presentations into the

handbook.

6. The handbook should be updated periodically to take into consideration global,

continental, regional and national developments.

7. The handbook can be improved by adding additional learning outcomes that emanated

from the workshop.

8. The handbook can be simplified further to enable the resource to be used at the

community level.

9. The handbook should incorporate samples of policy briefs and an expanded section on

scenario building.

10. The handbook should include a monitoring and evaluation component in the policy

advocacy section.

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PROGRAMME AGENDA

DAY 1 WED 04/03/09

TIME ACTIVITY RESOURCE

PERSONS

8.30- 9:00

REGISTRATION

9:00-9:30

WELCOME ADDRESSES

Representative from WACSI

Representative from OSIWA

Representative from the Ministry Of Gender and Development

WACSI,

OSIWA, MOGD

9.30 – 10.00

INTRODUCTION OF PARTICIPANTS

(Setting the Objectives of the Workshop)

Rosalie Lo

10.00 – 10.30 UNDERSTANDING LEADERSHIP

Mrs. Jane

Kwawu

10:30-11:00

TEA BREAK

11.00 – 12.00

LEADERSHIP CONCEPTS AND THEORIES

Mrs. Jane

Kwawu

12.00 – 1.00 LEADERSHIP IN PRACTICE (LIVE PANEL DISCUSSION)

Moderators: Thelma Ekiyor and Rosalie Lo

Discussants:

Hon. Vabah Gayflor- Minister of Gender and Development,

Liberia

Hon. Marie Barnett- High Commissioner of Sierra Leone to

Liberia

Hon. Khady Fall Tall- President, WAWA, Senegal

Hon. Senator Gloria Scott- Senator, Maryland County,

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Liberia

Dr. Nana Tanko- Executive Director, OSIWA, Senegal

Dewey Grey- AFELL, Liberia

1:00-2:00

LUNCH BREAK

2.00 – 3.00

Introduction to Influential Leadership: Exercise: Personal

Leadership Assessment

Assessing Leadership Audiences

Thelma Ekiyor

3.00– 4.30 Leadership and Policy Advocacy/Influencing Skills

How To Write Policy Briefs

Thelma Ekiyor,

Rosalie Lo

4.30 – 5.00

TEA BREAK

5.00 – 5.15

Policy Influencing Group Work Distribution

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DAY 2 THURS 05/03/09

TIME

ACTIVITY

RESOURCE

PERSONS

8:30-9:00

Arrival and Recap

9.00 – 10.00

Presentation of Policy Influencing

Group Work

Rosalie Lo

10.00 – 11.00 Building Policy Bridges between

Civil Society and Government

Officials

Plenary Discussion

Thelma Ekiyor

11:00-11:30

TEA BREAK

11.30 – 1.00

Building Strategic Alliances and

Coalition Building

Mrs. Jane Kwawu

1:00-2:00

LUNCH BREAK

2.00 – 4.00

Mapping Entry Points for

Influencing Policies

Community

National

Regional/International

Rosalie Lo

4.00 – 5.00 Way Forward/Recommendations

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Participants’ List

Monrovia, Liberia 4-5th

March 2009

NO NAME ORGANISATION COUNTRY

E-MAIL

Ghana

1. Ecoma Alaga WIPSEN- Africa Ghana [email protected]

2. Jane Kwawu Consultant Ghana [email protected]

Senegal

3. Hon. Khady Fall Tall WAWA Senegal [email protected]

[email protected]

4. Nana Tanko OSIWA Senegal [email protected]

[email protected]

5. Rosalie Lo Ndiaye WIPSEN-Africa Board

Member

Senegal [email protected]

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Cote d’Ivoire

6. Salimata Porquet FIFEM Cote d’Ivoire [email protected]

[email protected]

Liberia

7. Ms. Etweda Cooper

1325 Action Plan

Development Consultant

Liberia

[email protected]

8. Hon. Vabah Gayflor Minister

Ministry of Gender and

Development

Liberia

9. Her Excellency Marie Barnett. Ambassador

Sierra Leonean High

Commission to Liberia

Liberia

10. Dewey Gray AFELL

11. Hon. Asatu Bah-Kanneth Liberia National Police

12. Aamelia M. Cooper Executive Director

ADWANGA

[email protected]

13. Ricardia B. Dennis Executive Director ADFI [email protected]

14. Hon. Myrtle Gibson Former Senator Sinoe

County

Concern Women

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15. Magdalene Dagoseh Chairlady

Unity Party Women Wing

[email protected]

16. Ruth Ceaser NCDDRR

17. Hanna G. Brent Senator

Montserado County

[email protected]

18. Aalomaiza Ennos Barr Representative

WLC

[email protected]

19. Gertrude Lamin Superintendent Gbarpolu

County

[email protected]

20. Gloria Scott Senator

Maryland County

[email protected]

21. Hawa Bropleh Center for Liberia

Assistance

[email protected]

22. Ida Moore Kpaai/District Women

Development Association

Bong Country

[email protected]

23. Julie Flanjay Bawo-Da

24. Helena Richardson Secretary

MARWODA

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25. Sallimatu Kamara Executive Director

Women Aid Inc.

[email protected]

26. Etweda Cooper Chair

WLC

[email protected]

[email protected]

27. Helena Torh-Turo SEWODA [email protected]

28. Melita Gardiner Superintendent

Maryland Development

[email protected]

29. Lisa C. Otoo Special Assistant

Developing Maryland

30. Yassa Kollie Advisor

Kpaai Women

31. Doris N. Ylatun Country Coordinator

Grand Kru Women

32. Kalu U. Christiana Observant [email protected]

33. Hannah J. Slocum President

MARWODA Margibi

Women Development

Association

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34. Martha F. Karnga Executive Director

Bassa Women

Development Association

[email protected]

35. Madalene Hajah Fahnbulleh Tewor Women for Peace

Development

[email protected]

Spain

36. Ms. Diakhoumba Gassama Coordinator – Africa,

Programme on reinforcing

Women's Rights

Organizations in Africa

Secretariat of the African

Spanish Women's Network

for a Better World

Spain [email protected]

37. Ms. Aminata Dieye Member of the Steering

Committee UNIFEM

African Spanish Women's

Network in Dakar

Senegal [email protected]

WACSI

38. Thelma Ekiyor WACSI Ghana [email protected]

39.

Charles Kojo Vandyck WACSI

Ghana [email protected]

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Press

40. Boakai Fofana Modic Coordinator

Africa.com

Liberia [email protected]

41. Patrick Honnah Producer Real TV

Truth FM

Liberia [email protected]

42. Sam Collins Reporter

Truth FM

Liberia

43. James Nogbe C man

Real TV

Liberia

44. Chartesetta Millor C man

Real TV

Liberia