Strategies for positive leadership attitude among operational managers post-COVID-19 at primary health care clinics in the City of Johannesburg

Background: The quality of the leadership shown by operational managers was tested during coronavirus disease 2019 (COVID-19). They were expected to demonstrate positive leadership attitudes while being stretched by the demands of the pandemic. Methods: A qualitative, descriptive, phenomenological approach was used in this study to explore and describe strategies that can enhance and sustain a positive leadership attitude among operational managers after the COVID-19 pandemic. Ten operational managers were purposively sampled from primary health care (PHC) clinics in different regions of the City of Johannesburg. Data were collected using semi-structured individual interviews. Colaizzi’s seven-step descriptive phenomenological analysis method was used to analyse and summarise the data to the point of data saturation. Results: Three themes emerged on ways to enhance and sustain positive leadership attitudes among operational managers in this study: (1) debriefing and counselling services, (2) teamwork, team-building and senior management support and (3) continuous staff development. Conclusion: The study suggests strategies to enhance and sustain positive leadership attitudes after COVID-19. This will prepare operational managers for future pandemics or crisis situations. Contribution: This is the first study in the City of Johannesburg that focuses on strategies to enhance and sustain positive leadership attitudes among operational managers at PHC clinics in the City of Johannesburg. The findings will provide leadership with direction on the requirements for support, equipment and transparency for subordinates should a pandemic or crisis occur in future.