The role of Theory U in developing leadership skills to navigate volatility, uncertainty, complexity and ambiguity in the University of KwaZulu-Natal, School of Accounting, Economics and Finance.

Abstract

The strain of the Coronavirus disease 2019 (COVID-19) has challenged the status quo in Higher Education Institutions (HEIs) of South Africa and pressurised academic leaders to rethink their models of engagement and to meet the demands of the changing environment. Academics were obliged to adjust and familiarise themselves and their students with remote teaching and learning, while maintaining the academic standards on assessments, mentoring, conducting research, and fulfilling other duties. The COVID-19 crisis presented volatility, uncertainty, complexity, and ambiguity (VUCA), and academic leaders in HEIs were required to make decisions quickly in an environment where existing challenges already existed in terms of student protests and financial constraints. In the midst of all of this, there seems to be a scarcity of responses to the urgent need for effective leadership. The solution lies in a shift in the leaders' thinking approach and in a move towards conscious leadership. This study sought to identify the challenges faced by academic leaders at the University of KwaZulu-Natal (UKZN), School of Accounting, Economics, and Finance (SAEF) during the COVID-19 VUCA situation. The study also set out to establish how Theory U can be incorporated into the decision-making process to assist leaders to navigate through the challenges. The study was analysed qualitatively using semi- structured interviews. A research instrument consisting of 17 open-ended questions was constructed and used. The purposive sampling method was utilised to identify the sample of the study. The study was conducted involving 10 leaders from SAEF. Thematic analysis was used to examine the data. The results of the study suggest that the pandemic presented a unique set of leadership challenges in the UKZN, SAEF including a crisis management dilemma, a digital transformation paradox, and demanding commitment. The issue of managing staff remotely and obtaining their ‘buy-in’ regarding the changes intensified the situation. The COVID-19 pandemic demanded quick decision-making and the results point out issues with delayed responses and inconsistent communication from the University’s top executive. The transformation was almost immediate and that fuelled anxiety and chaos. The digital paradox lay in the fact that although the transformation heavily relied on technological systems and tools, the transformation, however, depended on people’s willingness to accept and change. The intensity of the situation resulted in leaders expressing their professional commitment to an extent that discarded their personal life needs and jeopardised their health. The study should contribute to the literature of academic leadership by providing a better understanding of the effects of the COVID-19 pandemic on the UKZN community. The study further highlighted how Theory U can be employed to assist leaders to address challenges during VUCA times. Shared leadership, collaboration, solid procedures to manage a crisis, and strategies to facilitate change could be employed to better manage the challenges presented during pandemics.