A framework for understanding the Horn of Africa

Authors

  • Medhane Tadesse Gebresilassie Institut des Mondes Africains (IMAF) and Institut de Recherche pour le Développement (IRD) in Paris, France
  • B Ly Thierno African Leadership Centre, King’s College London
  • Barney Walsh African Leadership Centre,King's College London

DOI:

https://doi.org/10.47697/lds.35370066

Keywords:

Horn of Africa, leadership as process; situational analysis; statebuilding

Abstract

This commentary piece offers a framework for understanding the situations encountered in the Horn of Africa sub-region. It offers something of a ‘framework within a framework’ by highlighting a series of issues and factors that must be unpacked to understand better the context of the Horn and the situations encountered therein, which we believe would aid leadership theorists and practitioners

Author Biographies

Medhane Tadesse Gebresilassie, Institut des Mondes Africains (IMAF) and Institut de Recherche pour le Développement (IRD) in Paris, France

Prof Medhane Tadesse Gebresilassie, an academic and specialist on peace and security issues in Africa, is a Research Fellow on Geopolitics at Institut des Mondes Africains (IMAF) and Institut de Recherche pour le Développement (IRD) in Paris, France. He is a visiting professor at the African Leadership Center, Global Studies, Kings College London, and teaches at SceincesPo, Paris. A veteran political analyst in the Horn of Africa and an early student of Somali Islamists, Medhane Tadesse has done extensive research on geopolitics, governance of security, political Islam, and interstate conflicts, writing widely on these issues. He served as an advisor to various governments, political, and armed groups. In addition, Medhane has drafted and developed the Horn of African Strategy for Security Sector Reform (SSR) and provided support to the African Union Commission in conceptualizing, drafting, and finalizing its Policy.

B Ly Thierno, African Leadership Centre, King’s College London

Thierno B Ly is a recent graduate of the African Leadership Centre, King’s College London with a MSc in Global Leadership and Peacebuilding. Prior to this, he obtained a Bachelor's degree in International Relations from The Ohio State University. With a strong foundation in diplomacy, conflict resolution, and cross-cultural communication, Thierno is dedicated to promoting peace and fostering positive change on a global scale. His academic achievements are complemented by practical experience in international projects and collaborations. He is passionate about making a difference in the world and committed to using his skills to create a more peaceful and sustainable future.

Barney Walsh, African Leadership Centre,King's College London

Dr Barney Walsh is a Senior Lecturer in Security, Leadership and Development Education at the African Leadership Centre (ALC). He is programme convenor of the blended learning MSc Global Leadership and Peacebuilding and Managing Editor of the ALC Journal of Leadership and Developing Societies. He is also a mentor on the various ALC Fellowship programmes. Barney holds a BA degree in History and Sociology (international) from Leeds University and MA in International Relations from King's. In 2016 he was the first ever graduate of the PhD Leadership Studies with reference to Security and Development programme at ALC-King’s, where he has worked as Faculty since.

Barney has published several peer-reviewed articles in accredited journals, on topics such as Regional Security Complex Theory in Africa, Human Security in East Africa, African Agency and Security issues within China-Africa relations. He has also organised and overseen numerous academic conferences and symposiums. Barney has lived, travelled and worked across Africa, and undertaken field work research in Uganda, Kenya, Rwanda, Tanzania and South Africa

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Published

2023-12-31

How to Cite

Tadesse Gebresilassie, M., Thierno, B. L. ., & Walsh, B. (2023). A framework for understanding the Horn of Africa. Leadership and Developing Societies, 8(1). https://doi.org/10.47697/lds.35370066

Issue

Vol. 8 No. 1 (2023)

Section

LEADERSHIP COMMENTARIES