ArticleJournal of healthcare leadership2026
Reflections on Healthcare Leadership in KwaZulu-Natal, South Africa During the COVID-19 Pandemic: Implications for Crisis Leadership Development and Implementation.
Article in Journal of healthcare leadership, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
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Abstract
Background: The COVID-19 pandemic created volatile, uncertain, complex, and ambiguous (VUCA) healthcare environments globally, exposing systemic vulnerabilities in leadership preparedness, interprofessional coordination, and staff psychological support as healthcare leaders faced unfamiliar demands, moral distress, and competing priorities. Objective: To explore the lived experiences of physiotherapy, nursing, and medical leaders during COVID-19 at public sector hospitals in the eThekwini District of KwaZulu-Natal, with particular attention to how they navigated systemic constraints, psychological strain, interprofessional fragmentation, and adaptive leadership demands under crisis conditions. Methods: Using interpretive phenomenology, 10 physiotherapy managers, 8 nurse operational managers, and 9 senior medical consultants from 7 public hospitals (district, regional, and tertiary) participated in focus group discussions. Transcripts were analysed using Otto Scharmer's Theory U as an interpretive analytical framework to examine leadership adaptation and transformation under crisis conditions. Results: Five interrelated themes emerged: (1) crisis leadership unpreparedness revealing educational and systemic gaps; (2) leadership failures in staff support contributing to psychological strain and burnout-related experiences; (3) fragmented interprofessional leadership sidelining allied health professionals; (4) leadership transformation from institutional rigidity to frontline innovation; and (5) personal leadership emergence through crisis. While institutional leadership often failed, frontline leaders demonstrated adaptive, human-centred leadership practices, shifting from authoritative, transactional approaches to collaborative leadership. Individual-level transformation was evident in a subset of participants, while others demonstrated partial progression through adaptive leadership processes shaped by institutional context. The crisis catalysed significant personal leadership transformation, prompting healthcare professionals to reconstruct their professional identities and develop adaptive capabilities through experiential learning under pressure. Conclusion: Resilient leadership for VUCA healthcare environments requires empathetic engagement, interprofessional collaboration, crisis management training, and communication that values staff voices. Leadership development must move beyond transactional models toward human-centred, adaptive approaches that strengthen both systems and the people within them. Strengthening leadership decision-making through evidence-informed management practices, organisational learning, and inclusive governance can enhance crisis responsiveness and operational effectiveness. Evidence-based recommendations address curriculum reform, institutional support systems, interprofessional collaboration, and crisis preparedness for resource-constrained contexts. Leadership programmes must recognise and harness individual transformative capacity emerging during crises, while addressing structural and interprofessional barriers that constrain the long-term institutionalisation of adaptive leadership practices.
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