Academic leader reflects on her decade-long journey

Clinical psychologist and academic Professor Thoko Mayekiso is proud of her achievements as the leader of the first higher education institution established in a democratic South Africa. Mayekiso, a mother of two, was appointed as the vice-chancellor of the University of Mpumalanga on 1 November 2014.

“Trailblazing and pioneering have been exacting and exalting, giving us the rare opportunity of starting a campus de novo. The general tendency is for leaders to find established institutions. To start from scratch is an experience we will always cherish,” she says.

Like all journeys, Mayekiso says, one must be prepared: “I began as a senior lecturer. I was an associate professor, a professor, a head of department, head of school, dean, and deputy vice-chancellor. These positions prepared me for the role [of vice-chancellor].”

Mayekiso says her extensive experience garnered during her academic career was shaped at the University of Fort Hare in South Africa and internationally at institutions in Germany and the United Kingdom. Her seven-year stint abroad helped her to hone her skills, equipping her for starting a new university.

“My German experience was crucial because I also learned how to do things from that background, such as punctuality, team discipline focus, etc. I don’t believe I had those attributes before I went there, but staying seven years in that culture also prepared me for this role,” adds Mayekiso.

She says one can’t be thrust into a leadership position without being grounded in higher education, especially when asked to start a new institution: “Of course, there are challenges but, 10 years later, we have exceeded expectations,” she says.

Areas of growth

The pass rate over the years has ranged between 80% and 85%, with 4,485 students (2,861 female and 1,624 males) graduating.

The National Research Foundation recognised the university’s research performance in 2023 with the NRF Acceleration Award for the most improved institution in research performance. The number of rated researchers has increased from one in 2014 to 13 in 2023, as has the number of staff who hold doctoral degrees, which has increased from 5% in 2014 to 47% in 2023. Enrolments have increased from 169 in 2014 to 8,442 in 2023.

“We are attracting students from South Africa and Eswatini, Mozambique, Nigeria, Zimbabwe and India. Most of our students are from the Mpumalanga Province [in South Africa].”

Academic offerings, ranging from higher certificates to doctoral degrees, have increased from three in 2014 to 65 in 2023. Staff numbers have increased from 12 in 2014 to 595 in 2023.

In an interview that formed part of a series of articles published by Higher Education Resource Services – South Africa (HERS-SA), under the umbrella title, ‘Female Leaders in Higher Education: Shattering the Glass Ceiling’, Mayekiso discussed some of the gender and leadership issues in universities. HERS-SA is a Western-Cape-based non-profit organisation that addresses the gender gap in higher education and leadership.

UWN: What impact does the increased representation of women in leadership positions have, and how can it inspire future generations of women leaders?

TM: It has an impact because it allows other women to see themselves in those roles. If, for instance, you have only male vice-chancellors, it would be difficult for some, not everyone, but for some women to see themselves as vice-chancellors.

[Students who see a woman vice-chancellor] can also dream … ‘I can also be vice-chancellor’.

So, I think, unconsciously, it does have an impact, especially if women are successful in those roles. It doesn’t mean there are no challenges but, when women can manage challenges effectively, that positively impacts gender dynamics.

UWN: How important is visibility, and how can women leaders ensure they are seen and heard?

TM: Visibility is important because, if you are not visible, people will not know about everything you are doing. But, you can’t be all over the place. You have to choose the areas in which you want to be visible. Choose wisely.

UWN: What are the unique challenges women face in leadership roles in higher education, and how does intersectionality influence the challenges women of colour, LGBTQ+ women, and women with disabilities face?

TM: I try, by all means whenever it’s possible, to move away from [thinking I am being challenged because I am a woman], and not to see myself as a female leader but as a leader.

That way, I don’t attribute everything to gender. When students protest, I know they are protesting, but not because I’m a woman.

Still, it is very difficult to draw the line in our patriarchal society [as], at the back of many men’s minds, they challenge what you say because you are a woman.

[But] we should not create hostile relationships with men and, in my experience, I found some men to be actually more supportive than women.

UWN: What institutional or structural changes are critical to creating a more inclusive environment for women leaders?

TM: For me, it’s more about the values an institution inculcates. In our case, one of the values of the institution is diversity. So, we say we have to live this value.

If we are part of appointments or committees, be mindful of diversity. Do not just put together a committee that is predominantly male. It would be best to consider this: diversity is essential.

So, when you talk to new staff, make sure that you, as a leader, are the one talking about diversity.

We value diversity in gender, age, colour and sexual orientation … we are sending a message that here [at the University of Mpumalanga] we value diversity; we do not discriminate against anyone because of religion, sexual orientation, age or where they are coming from.

If you have that as the underlying values … then, creating separate structures would be the right way [to do things].

UWN: How can higher education institutions promote policies that support women in leadership roles, particularly about work-life balance and parental leave?

TM: If policies are clear, most people would buy into them. Parental leave, for instance, is about the opportunity for new parents to be with the baby during those critical hours or days after birth to bond with the child.

[And] anti-discrimination policies … If people knew why policies are anti-discrimination … that discrimination has a negative impact on people, they will not discriminate. Many people do not think about the long-term impact discrimination will have on the person they discriminate against.

UWN: Do women leaders bring a different leadership style? If yes, can we describe it in ways that include diverse female experiences?

TM: Women leaders are not a homogeneous group. If you look at me as a vice-chancellor, I do not have the same leadership style as my [women] colleagues at the University of Zululand or UNISA [the University of South Africa].

We all have different leadership styles because we are different people. We have different personalities, backgrounds and experiences. However, some attributes are common in women because of their roles and socialisation, including aspects of caring.

For instance, you can easily say women will be more caring than male leaders. Of course, some male leaders are caring as well. As a woman, you would be more interested in the well-being of others because that’s how you have been socialised, and you will have better listening skills … Those are some of the attributes that are common in most women. Having said that … women have different leadership styles.

UWN: Who are the women who have inspired your leadership journey, and what lessons did you learn from their experiences?

TM: One of the women who inspired me when I was still a student at Fort Hare was a Professor Japhta, a lecturer at the time. There was a stage when she was the only female African lecturer and a warden. Having that person there … that was why I started thinking of being a lecturer.

UWN: What personal strategies have helped you, as a leader, navigate the challenges of balancing personal and professional life?

TM: My background in psychology has assisted me. Being a clinical psychologist helps me to understand the importance of boundaries and that you have to balance work and life.

And so, primarily, I have been drawing on that background where you also understand human behaviour, you understand that there are things that you know, you don’t blame yourself for things that haven’t gone well and, of course, what also helps me is that I’ve got two children who help to keep me grounded.

UWN: How did you overcome the most significant obstacles in your career, and what advice would you offer young women starting their careers?

TM: When I was around 13 years old, my dad told me, and I don’t know how he came up with this, but he said: “You are a girl with determination.” At the time, it didn’t mean much because I was 13. Later, when I faced challenges, I used to reflect on that and tell myself: “You are a girl of determination, so it means whatever comes your way, you will succeed because you are a determined individual.”

Maybe if he hadn’t said that, I would have taken a different route, but I always reminded myself that I was a girl with determination – there was nothing I could not overcome.

There’s not a single day in the 10 years at the University of Mpumalanga when I questioned my decision to come here. We had many challenges when we started, but you deal with them and move on.

UWN: What does the future of women in leadership look like, and what can we do today to ensure that future generations of women have even greater opportunities?

TM: I think there is a bright future in higher education. The women who have led higher education institutions have done well, which will encourage [university] councils to appoint women as vice-chancellors or in leadership positions. I don’t think there is any council that will not appoint a woman just because she is a woman.

UWN: After 10 years at the helm, how long will you stay?

TM: I have a contract until October 2025. The process of recruiting a new vice-chancellor has started. I plan to return to private practice as a clinical psychologist, [a profession] which I love so much … Having that long goodbye is important, as it allows you to disengage more gradually than when it happens quickly.