By Rana Farooq Ashraf
The Pakistan Peoples Party (PPP) has historically played a pivotal role in strengthening democracy, safeguarding public rights, and promoting federal unity in Pakistan. Punjab, particularly Central Punjab, was long one of its strongest strongholds. From this region emerged courageous and ideological leaders such as Jahangir Badr, Hanif Ramay, Sheikh Rasheed Ahmed, Sheikh Rafiq, and Aitzaz Ahsan, who resisted authoritarian regimes, endured imprisonment, and remained steadfast in their principles. Their politics emphasized empowering workers and organizing the party as a movement rather than serving individual interests.
Read also: Central Punjab leadership: Personal interests and biases have weakened PPP
The PPP has consistently represented workers, farmers, and ordinary citizens, giving political identity and representation to marginalized segments of society. This is why its vote bank in Punjab was once deeply ideological and resilient.
If the party appears weakened in Punjab today, the cause is not the lack of central leadership. Chairman Bilawal Bhutto Zardari possesses political energy, vision, and leadership capability.
In Central Punjab, the situation under President Raja Pervez Ashraf is also a matter of concern. He lacks familiarity with most of the ticket holders, and even among the members of the recently formed organizational setup, he personally does not know nearly ninety percent. Moreover, he does not have direct introductions to notable figures and influential local leaders within various constituencies. His tendency appears to be more aligned with staying close to the leadership rather than engaging with grassroots workers. Within party circles, he is often described as a “homeopathic leader”—a term implying that, like homeopathic medicine, his leadership presence exists but its impact on strengthening the party or resolving organizational issues remains uncertain.
A growing number of party workers have expressed serious concerns regarding the role of Provincial General Secretary Hassan Murtaza. Many feel that individuals who demonstrate strong personal performance and actively mobilize the party at the grassroots level are neither recognized nor encouraged. Instead, their work is scrutinized, questioned unnecessarily, and often criticized publicly.
This approach has fostered discouragement and resentment. Reports indicate that capable and committed individuals have been subjected to dismissive attitudes, sarcastic remarks, and public belittlement. Across Punjab, numerous office-bearers have voiced dissatisfaction, and several workers have publicly protested these practices.
As a result, many sincere members have withdrawn into silence. Some no longer participate actively; others attend events formally but avoid engagement. Many workers, under the current provincial leadership, prefer not to remain visibly active. If left unaddressed, this trend represents a serious organizational challenge.
Political organizations thrive on collective trust, mutual respect, and merit-based advancement—not on personality-driven politics. When workers feel unheard, marginalized, or undervalued, the organizational structure weakens. Punjab, being the largest and politically decisive province in the country, requires inclusive, patient, and encouraging leadership.
The central leadership must urgently review the situation in Central Punjab and implement corrective measures. The PPP is not the property of any individual or faction; it is an ideological and democratic movement. Its real strength lies in its workers.
When workers are respected, trusted, and empowered, the party grows stronger. When they feel sidelined or demoralized, organizational decline follows. Reviving the PPP in Punjab requires transparency, meritocracy, internal accountability, and leadership that uplifts rather than suppresses its members.
Only through genuine organizational reform can the party reclaim its historical prominence and rebuild its political strength in Punjab.
Disclaimer: The views expressed are solely those of the author and do not necessarily reflect the official policy or position of the publication or its management.
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