South Africa has a new chairwoman at the helm of the National Student Financial Aid Scheme (NSFAS). My esteemed colleague, Dr. Karen Stander, a senior lecturer in the Department of Business Management at Unisa’s College of Economic and Management Sciences (CEMS), has stepped into a role riddled with complexities. Yet, her appointment, while worth celebrating—also signals something more troubling: the ever-persistent reality of the glass cliff.

Dr. Stander’s appointment by the Minister of Higher Education, Dr. Nobuhle Pamela Nkabane, as the non-executive member and chairperson of the NSFAS board comes at a crucial time. NSFAS, a government initiative providing financial aid to students from low-income families, has faced ongoing governance crises, financial mismanagement, and operational inefficiencies. 

Dr Stander, however, embraces the challenge with deep honour and humility, recognizing the immense responsibility in shaping the future of many South African students. “It is a great privilege to contribute to the future of many South Africans through this role,” she said. “I draw strength from the writings of Zerubbabel, which remind us that before the final stone can be laid, the first one must be placed.”

Her career in academia spans over 13 years, driven by a passion for student empowerment through innovation and entrepreneurship. Holding a PhD in Business Management from the University of Pretoria, Stander has received multiple accolades, including the 2019 CEMS Community Engagement Award, the 2020 Unisa Teaching and Learning Award, and the 2023 EDHE Entrepreneurship in Higher Education Award (second place). 

Her journey is a testament to perseverance and resilience, shaped by personal inspirations such as her grandmother, mother, and cousin, as well as mentors like Professor Nthabiseng Moraka and Professor Marcia Mkansi.

For those unfamiliar with the term, the glass cliff is a phenomenon in which women are more likely to be appointed to leadership positions during periods of crisis, turmoil, or impending failure. 

Unlike the infamous glass ceiling, which blocks women from rising to leadership, the glass cliff positions them in roles with high risk, instability, and little room for error. And if things don’t go well? They bear the brunt of the failure, their leadership unfairly scrutinized, their capabilities questioned, and their careers derailed.

The NSFAS chairmanship role is not in an enviable position. It has been mired in governance crises, financial mismanagement, and operational inefficiencies. From delayed student payments to allegations of corruption, its past leadership has left behind a stormy legacy. Enter a new chairwoman, a woman who must now navigate this chaos, steady the ship, and restore public trust. She has not been given a golden opportunity; she has been given a battlefield.

Yet, despite the peril of the glass cliff, I am optimistic. Why? Because women in leadership have repeatedly shown resilience, strategic thinking, and an ability to lead with both competence and compassion. And South Africa, if it stands behind her, can ensure that she does not fall victim to the structural pitfalls that so often accompany women in crisis-driven leadership roles.

Women who ascend to leadership in crisis are often handed an impossible task. Consider Theresa May in the UK, tasked with negotiating Brexit under politically volatile conditions. Or Marissa Mayer, who became Yahoo’s CEO when the company was already in decline, only to be blamed for its eventual sale. These are not isolated cases; research has shown that women in executive roles are more likely to be appointed when companies are struggling, setting them up for failure.

This is not to say that women are incapable of handling crises. Far from it. The issue lies in how society views leadership failure. When a man fails at the helm, his leadership is critiqued, but when a woman fails, her entire gender’s ability to lead is questioned.

While the glass cliff is a real threat, it is also true that women-led boards consistently outperform male-dominated ones. Studies have shown that companies with gender-diverse boards experience stronger financial performance, better risk management, and improved decision-making. Diverse leadership fosters more creativity, inclusivity, and a deeper commitment to corporate governance.

Take the example of CH2M, led by Jacqueline Hinman. Under her leadership, the company prioritized diversity and innovation, leading to its recognition as one of the top firms changing the world. Similarly, the 30% Club, a campaign aimed at increasing female representation on boards, has shown that organizations with more women in leadership are not just more ethical but also more profitable.

NSFAS, an institution responsible for funding thousands of South African students, needs this kind of leadership now more than ever. A woman at the top signals a new era—one where governance, transparency, and ethical decision-making are at the forefront.

South Africa cannot afford to be passive spectators. Too often, when a woman is placed in a precarious leadership position, she is left to fend for herself, only to be criticized when systemic failures become insurmountable. This cannot be the fate of our new NSFAS chairwoman.

Instead, we must actively support her leadership. This means:

• Holding NSFAS leadership accountable as a collective, rather than singling out an individual when challenges arise.
• Providing resources, strategic backing, and policy support to ensure the board has the tools needed to succeed.
• Recognizing that leadership is a shared responsibility, one person alone cannot fix an institution’s deep-seated issues.
• Challenging the narrative that women leaders are only placeholders for crisis management and instead positioning them for sustainable, long-term success.

Most importantly, we must acknowledge the reality of the glass cliff and commit to dismantling the structures that perpetuate it. Appointing women only in times of distress, without ensuring they have the institutional support to succeed, is a recipe for failure. We must create environments where women in leadership are not anomalies, not emergency fixes, but integral and permanent fixtures of our governance landscape.

The appointment of Dr. Stander as NSFAS chairwoman is not just about breaking barriers, it is about rebuilding an institution that is critical to the future of our nation. She is stepping into a fire, but she is not alone. We, as South Africans, must stand beside her, advocate for her success, and ensure that she is given the opportunity to lead not just in crisis, but beyond it.

The glass cliff is real, but so is the strength of the women who climb it. And this time, we must make sure she reaches the top—not as a cautionary tale, but as a triumphant success story.

Dr Sizile Makola is a Senior Lecturer in the Department of Business Management at Unisa. She writes in her personal capacity.