The impact of the coronavirus pandemic on female leaders in the School of Clinical Medicine, University of KwaZulu-Natal.

Abstract

The coronavirus pandemic has altered the working experience interface in higher educational institutions, by redirecting how tasks are completed and how individuals interact with one another. This study aimed to determine the challenges faced by female leaders in the School of Clinical Medicine (SCM) at the University of KwaZulu Natal (UKZN) during the coronavirus pandemic. The study explored the impact of the coronavirus pandemic on female leaders in the SCM at UKZN and mechanisms implemented to facilitate growth and maintain function. This qualitative study used purposive sampling to identify nine female leaders from the School of Management Committee (MANCO) to participate voluntarily. Participants included the Academic Leader of Teaching and Learning and heads of various disciplines within the school. Nine female leaders in the SCM were interviewed individually using the Zoom platform to determine the challenges they experienced in their role as academic and/or clinical heads of departments during the coronavirus pandemic. The study was motivated by the absence of prior studies that reported challenges experienced by female leaders within the SCM. The data were analyzed using thematic analysis. The themes identified explained their challenges and impact on female leaders within the SCM. One of the reported challenges faced by the University of KwaZulu-Natal (UKZN) was the management of multiple programs. With various courses and programs running concurrently, it became difficult to allocate resources effectively. This led to issues such as inadequate staff for teaching and learning. The insufficient number of qualified staff members posed a significant challenge for UKZN. Due to resource constraints, there were not enough consultants available to meet the demands of all the programs. This resulted in larger class sizes and limited individual attention for students. Another challenge highlighted in the report was the contradictory staff policies between UKZN and the Department of Health (DOH). These conflicting policies created confusion among staff members regarding their roles, responsibilities, and reporting structures. It hindered effective collaboration between different departments within UKZN and with external healthcare institutions. The study highlighted the impact of the coronavirus pandemic on female leaders through challenges experienced. A discussion of the various changes that took place in teaching and learning is also included.