Investigating the role of traditional leadership in fostering gender relations in Jozini Local Municipality.

Abstract

Historically, traditional leadership was a respected institution. Colonialism and apartheid transformed traditional leaders from community leaders to agents of colonial and apartheid regimes. The advent of democracy in South Africa aims to restore the status and authority of traditional leadership. This study investigates the role of traditional leadership in fostering gender relations in Jozini Local Municipality. A sample of 11 participants was purposely selected, comprising traditional leaders, members of traditional councils, and ordinary community members. The research investigated their perspectives on the role of traditional leadership in gender relations and strategies employed to address these issues. The Intersectionality perspective and Asset-Based Community Development were adopted as a theoretical framework for the study. Observations and interviews were employed to collect data. The findings indicate that traditional leaders operate in a paradoxical space that requires them to balance traditional values and democratic principles. Balancing tradition and modernity poses challenges in a community in flux due to poverty and unemployment. In such contexts, the findings demonstrate how the prevailing socioeconomic context characterised by poverty, unemployment and the marginalisation of rural communities impacts gender relations. Members rely on traditional leaders who act as the first line of defence against cases of abuse due to their proximity to the community. It also emerged that while the Traditional Leadership and Governance Framework Act no. 41 of 2003 promotes the participation of women in traditional communities, factors such as cultural barriers, women's traditional roles and financial constraints prevent women from full participation. Financial support from the government intends to assist traditional leaders but limits their autonomy and impacts decisionmaking processes. The strategies that traditional leaders use to promote healthy gender relations comprise mediation in disputes, fining perpetrators, involving law enforcement agencies, raising awareness and implementing GBV programmes, enforcing government legislation and restoring traditional cultures and values. The conclusion reiterates the strategic significance of traditional leaders in promoting healthy gender relations in Jozini. The study proposes an approach that values and builds on existing leadership structures and knowledge systems. Recommendations include reviewing and strengthening gender policies within traditional leadership structures to address socioeconomic challenges and gender disparities. Ultimately, it is fundamental to invest in education and awareness programmes to promote healthy gender relations and encourage the participation of both women and men in leadership roles.