Abstract
The purpose of this study is to determine if there has been any change in how managers in a private higher educational institution (PHEI) apply their leadership and motivational approaches during the Covid-19 pandemic in South Africa. In this study, leadership and motivational approaches refer to contemporary approaches applied by managers in a higher education (HE) context. Transactional, transformational and crisis leadership approaches are most commonly used at the PHEI in question. The motivational approaches were identified using the process motivational theories that are best-suited to the detailed process, systems and policies approach applied through the institution, including its decision-making committees. A qualitative research methodology was applied using insight gained through the interpretivist paradigm that enables the collection of data from individuals. This enabled this research to gain a deeper understanding of the impact the Covid-19 pandemic has had on leaders and their leadership approach in a remote working environment. The data was collected through a structured interview schedule, transcribed and analysed to identify corresponding themes amongst participants. A total of four themes were identified, namely: Leadership amendments, transformational approaches, individual motivations and flexibility. The findings indicate that there was has been no change in the respective leadership approaches, but that slight amendments were made to accommodate the remote working environment. It is evident that leaders in general should follow a more transformational approach in their leadership to instil trust, empower employees, collaborate and share knowledge as they lead teams to success. The extent to which managers motivate employees depends on the individual employee, and managers cannot apply a one-size-fits-all approach when it comes to employee motivation. Employees have individual needs and expectations that the manager should be aware of and manage accordingly. The principle of flexibility was raised in the context of employees being forced by government to work from home for six consecutive weeks and now, as lockdown levels ease, they must return to the office. More should be done to incentivise employees who outperform others so that they are not treated the same as those underperforming, leading to possible demotivation. vi This study recommends that the institution in question implement leadership approach courses to encourage a collaborative and supportive leadership approach in all departments. The consideration of the leadership approaches supported by the extent to which transformational characteristics is applied in the respective departments could further enhance employee motivation and overall performance. Employees must be incentivised when performance exceeds expectations through a well-designed, principle-based incentive programme that promotes the values of transformation and performance.
M.Ed. (Educational Leadership and Management)