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 6.2.2     The experience of middle management   
 
The job of middle manager comes with many challenges, roles and responsibilities. A 
combination of the findings from the survey and interviews revealed four major 
challenges encountered by women HoDs in their job. These were related to issues of 
restructuring and transformation, the budget, research and time management (5.2.4.3, 
Tables 5.8, 5.9, 5.10 & 5.3.3.2). The finding on ‘time management’ as a challenge for the 
women in this study  seems to imply that HoDs may have difficulty  fitting  in the 
numerous responsibilities and tasks they have within the available time. It is most 
probably not an indication of any inefficiency on their part.  
   
Of the aspects of academic leadership which were perceived as demands, ‘facilitating and 
encouraging the work of the individual and of the group’ (see 2.4.2.1 i) was seen as the 
major demand experienced of the HoD, whereas  ‘being a servant of the group who 
embraces the group’s values and goals’ was the least demanding (5.2.4.9, Tables 5.26, 
5.27, 5.28).  
 
 HoDs are expected to promote and encourage excellence in teaching and research as well 
as provide long term direction and vision for the department while performing the 
maintenance functions of preparing budgets, and handling finances (see 2.4.2.1). They 
also have conflicting demands and expectations, not the least of which is providing an 
enabling environment for both individual staff members and the entire group to succeed. 
In other words, she has to ensure that individual as well as team work are encouraged. 
Therefore, in view of the fact that the HoD must provide intellectual leadership in the 

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restructuring of the curriculum and in designing new programmes, it is inevitable that she 
would need strong support networks  and strategies to overcome the challenges. Contrary 
to common practice in universities, the findings suggest that using consultants to address 
challenges is not an appropriate strategy.  
 
Instead the recommended strategies include: 
 
•  retaining and nurturing staff 
•   being transparent and fair  
•   balancing personal  and professional activities and  
•  identifying members of other racial groups for promotion and development 
(5.2.4.4, Tables 5.11, 5.12, 5.13 & 5.3.4.6 b).  
 
The results of this study also indicate that the HoD’s roles include among others, external 
liaison (see 2.4.2.1, 5.3.4.4 a), communicator, nurturer, visionary and decision maker 
(Sherman 2000). The role also includes consultation, delegation, sharing of authority, 
managing people and managing change (5.3.3.4 a). Various responsibilities are associated 
with the job and the findings of the study indicate that the HoD is accountable for: 
 
•  staff recruitment/selection 
•  performance appraisal 
•  promoting staff development 
•  chairing departmental meetings and managing finances (5.2.4.6, Tables 5.17, 
5.18, 5.19). 
 
The findings also reveal that being a HoD brings with it new experiences, such as, being 
part of management.  At the same time fresh knowledge and skills are gained. Some of 
the participants reported gaining skills in contract negotiation and conflict resolution 
(5.3.4.4 d).