The global tourism industry has faced one of its greatest challenges in modern history. In South Africa, where tourism plays a critical role in job creation and economic development, the impact of COVID-19 was swift and severe. Businesses shuttered, jobs were lost, and the very structure of the hospitality sector was reshaped.
But with crisis comes opportunity. As the industry rebuilds, there is a growing demand for professionals equipped not only with operational know-how but with the strategic leadership skills to steer tourism into a more resilient, sustainable future. If you're looking to advance your career in this sector, there's never been a more crucial time to gain a hospitality management degree in South Africa.
Understanding the Post-COVID Tourism Landscape
What Does a Tourism Manager Do Today?
Building Strategic Leadership Through the TUT Online Programme
Why Now Is the Time to Invest in Tourism Leadership
How TUT Online Prepares You for a Leadership Role
Final Thoughts – Shaping the Future of Tourism in South Africa
FAQs
The COVID-19 pandemic triggered a seismic shift in the global tourism sector, exposing structural weaknesses and redefining traveller expectations. In South Africa, the industry lost billions in revenue and hundreds of thousands of jobs, with lockdowns and border closures bringing the country’s vibrant tourism economy to a standstill.
According to Stats SA, the number of international tourists dropped by more than 70% in 2020, with only a gradual recovery since then. However, this disruption has also become a catalyst for innovation, forcing tourism professionals to rethink their approach to leadership, operations and policy.
Shift in traveller behaviour: There has been a significant move towards local travel, wellness-focused experiences, and destinations that prioritise sustainability and safety. As noted by the World Travel & Tourism Council (WTTC), 69% of travellers say they are actively seeking sustainable travel options.
Digital acceleration: Contactless check-ins, virtual tours, AI-based concierge services, and digital booking systems have become standard. South African firms like CapeNature have implemented smart reservation systems and mobile-first customer engagement tools to meet changing expectations.
Workforce disruption: With widespread layoffs during lockdowns, many skilled professionals left the industry, leading to a talent gap. According to ResearchGate, this shortage is compounded by the urgent need for digital and soft-skills training to attract and retain younger talent.
Sustainability as a priority: The pandemic highlighted the need for regenerative tourism. Projects like the Grootbos Foundation in the Western Cape demonstrate how eco-tourism and community upliftment can go hand in hand, and how future leaders must balance commercial success with social and environmental impact.
These changes require more than reactive adjustments. They call for proactive, systems-based thinking led by individuals who understand policy, planning and stakeholder engagement. From developing resilience frameworks to navigating economic uncertainty and responding to shifting regulations, the future of tourism will be shaped by those prepared to lead, not follow.
The post-COVID era is not just about recovery, it’s about reinvention. And for professionals in the sector, this presents a defining opportunity to upskill, specialise, and position themselves at the forefront of a new, reimagined tourism industry.
Ready to explore your career options? Take a look at this guide to unlocking careers in tourism and hospitality for expert insights and direction.
The role of a tourism manager has evolved well beyond traditional responsibilities. No longer focused solely on operational oversight or guest experience, tourism managers now play a strategic role at the intersection of economic recovery, community development, environmental sustainability, and digital innovation.
At its core, tourism management today is about leadership, not just in a corporate sense, but in navigating and shaping the direction of the entire tourism ecosystem.
Post-COVID tourism managers must develop and implement long-term strategies that go beyond seasonal bookings. They are responsible for driving recovery plans, rethinking business models, and creating adaptive strategies that account for economic fluctuations, health concerns, and environmental pressures.
For example, a tourism manager at a hotel group might lead a diversification strategy to attract domestic travellers, while simultaneously exploring partnerships with conservation-focused organisations to appeal to eco-conscious international guests.
Modern tourism leaders are expected to collaborate across a wide range of stakeholders, including local governments, cultural institutions, tour operators, and even non-profit organisations. They must understand policy environments and regulatory frameworks, and ensure that operations align with national tourism objectives and sustainable development goals.
A manager in a rural tourism development role, for instance, might need to negotiate with local communities, provincial tourism bodies, and infrastructure developers to launch a culturally sensitive and economically viable tourism hub.
If the pandemic taught the industry anything, it's that resilience matters. Tourism managers are now expected to build and maintain risk mitigation frameworks that anticipate disruptions, whether pandemics, political instability, or climate-related events, and respond decisively when they occur.
From setting up emergency communication protocols to managing health and safety compliance across multi-site operations, their role is pivotal in ensuring business continuity.
The role of a tourism manager has evolved well beyond traditional responsibilities. No longer focused solely on operational oversight or guest experience, tourism managers now play a strategic role at the intersection of economic recovery, community development, environmental sustainability, and digital innovation.
At its core, tourism management today is about leadership, not just in a corporate sense, but in navigating and shaping the direction of the entire tourism ecosystem.
Post-COVID tourism managers must develop and implement long-term strategies that go beyond seasonal bookings. They are responsible for driving recovery plans, rethinking business models, and creating adaptive strategies that account for economic fluctuations, health concerns, and environmental pressures.
For example, a tourism manager at a hotel group might lead a diversification strategy to attract domestic travellers, while simultaneously exploring partnerships with conservation-focused organisations to appeal to eco-conscious international guests.
Modern tourism leaders are expected to collaborate across a wide range of stakeholders, including local governments, cultural institutions, tour operators, and even non-profit organisations. They must understand policy environments and regulatory frameworks, and ensure that operations align with national tourism objectives and sustainable development goals.
A manager in a rural tourism development role, for instance, might need to negotiate with local communities, provincial tourism bodies, and infrastructure developers to launch a culturally sensitive and economically viable tourism hub.
If the pandemic taught the industry anything, it's that resilience matters. Tourism managers are now expected to build and maintain risk mitigation frameworks that anticipate disruptions, whether pandemics, political instability, or climate-related events, and respond decisively when they occur.
From setting up emergency communication protocols to managing health and safety compliance across multi-site operations, their role is pivotal in ensuring business continuity.
Tourism has gone digital, and managers are at the heart of this transformation. They're increasingly involved in integrating technology into the customer journey, from digital marketing and online booking platforms to virtual experiences and mobile-based service delivery.
A tourism manager working for a national park, for example, might oversee the implementation of a mobile app that provides real-time visitor information, digital maps, and booking functionalities, all tailored to enhance the visitor experience.
Modern tourism professionals are held accountable not only for profits but for their social and environmental impact. This includes implementing ethical labour practices, reducing environmental footprints, and fostering inclusive tourism that benefits local communities.
Tourism managers today are responsible for embedding sustainability into every part of the operation, from supply chains to waste management, and from cultural preservation to the education of tourists.
The Master of Tourism and Hospitality Leadership from Tshwane University of Technology (TUT) is designed specifically to address these modern demands. The programme focuses on developing leaders who are both reflective and action-oriented, ready to tackle the complexities of a globalised, post-pandemic industry.
Two core modules in particular form the backbone of this transformation:
This module gives you the tools to:
Analyse and shape tourism policy at local and national levels.
Understand how governance frameworks impact development.
Align your leadership with regulatory and sustainability goals.
Through this module, you will:
Learn to build resilient, long-term strategies for hospitality organisations.
Assess market dynamics and organisational structures.
Develop contingency planning skills to navigate future disruptions.
Together, these modules position you not just to manage, but to lead. You will learn how to guide organisations through complexity and uncertainty, making evidence-based decisions that deliver sustainable impact.
As the tourism industry continues to rebound, the call for skilled, strategic leaders has never been louder. South Africa’s travel and hospitality sectors are undergoing rapid transformation, driven by new traveller expectations, economic policy shifts, and an urgent need for innovation. This presents a significant opportunity for professionals looking to transition into leadership roles with lasting impact.
A Master of Tourism and Hospitality Leadership not only positions you for career advancement, but it also equips you with the tools to help shape the future of tourism in South Africa and beyond.
Here are some of the roles graduates can pursue, along with real examples of what these jobs look like in today’s landscape:
Tourism Policy Advisor: In this role, you would work with governmental or regional tourism authorities to design, review, and implement policy frameworks that guide tourism development. For example, a policy advisor at a provincial tourism board might help craft a regional eco-tourism strategy that balances environmental protection with local job creation.
Destination Development Manager: This role involves identifying potential tourism destinations, developing infrastructure, and creating sustainable experiences. A destination development manager working in the Eastern Cape might lead a rural tourism initiative that revitalises small towns through heritage tourism, supporting local artisans and creating employment opportunities in underdeveloped areas.
Hospitality Operations Director: At the helm of a hotel group or resort chain, this professional oversees everything from guest satisfaction and staff development to operational efficiency and profit margins. For example, an operations director might implement a new staff training programme focused on post-pandemic hygiene protocols and digital customer engagement in a five-star urban hotel.
Sustainability Strategist: With sustainability now a key differentiator, this role involves creating and managing green initiatives across hospitality operations. A strategist working at a coastal resort might develop a zero-waste policy, eliminate single-use plastics, and partner with local marine conservation groups to protect nearby ecosystems, all while enhancing the resort’s brand appeal.
Tourism Innovation Consultant: This forward-facing role focuses on helping tourism enterprises adopt emerging technologies and innovative practices. A consultant might help a safari lodge integrate virtual reality into their marketing to attract international tourists, or advise a city tour company on how to use data analytics to optimise routes and improve customer satisfaction.
What sets this programme apart is its real-world curriculum, designed with industry realities in mind. You’ll engage with:
Case Studies from global and African tourism contexts to sharpen your critical thinking.
Project-Based Assessments, where you apply theory to live or simulated challenges.
Policy Simulations that expose you to the complexities of tourism governance.
Strategic Planning Frameworks that you can use immediately in your workplace.
Research Projects aimed at solving real industry problems, allowing you to make a meaningful contribution even before graduating.
You won’t just study leadership, you’ll practise it. And that makes all the difference. Discover the top five reasons to study hospitality management in South Africa and why it’s a smart move for ambitious professionals.
As the tourism industry regains its momentum, it needs leaders who can balance innovation with empathy, growth with sustainability, and tradition with transformation. The Master of Tourism and Hospitality Leadership from TUT Online empowers you to be that kind of leader.
If you’re ready to take your career to the next level and play a pivotal role in the rebirth of South African tourism, find out more about this rigorous, career-focused programme and take the first step towards your leadership journey.
Tourism management focuses on the broader systems that drive travel, including policy, destination marketing, and infrastructure planning. Hospitality management is more operational, focusing on guest services, accommodation, and event planning. This programme bridges both by developing strategic leadership for integrated tourism experiences.
Yes, provided your qualification is at NQF Level 8 and relevant to management, policy, or social sciences. You’ll also need to demonstrate an understanding of tourism-related issues or experience in the sector. If in doubt, submit an enquiry to determine your eligibility.
Tourism strategy involves multiple stakeholders – from government and communities to private operators – and must consider cultural sensitivity, sustainability, and regulatory frameworks. Unlike purely profit-driven strategies, tourism planning often balances economic growth with social and environmental priorities.
Effective tourism policy can unlock economic opportunities in rural areas through infrastructure investment, job creation, and heritage preservation. For example, initiatives like community-based tourism in Limpopo and the Karoo have created sustainable livelihoods while promoting cultural awareness.
Emerging technologies include AI-driven personalisation, dynamic pricing algorithms, mobile-first booking platforms, and data analytics for visitor behaviour. Managers must now integrate tools like customer relationship management (CRM) systems, real-time feedback apps, and geolocation services to stay competitive.
Start by conducting a vulnerability assessment of your destination. Implement strategies like promoting off-peak travel, diversifying tourism offerings, and investing in green infrastructure. Work with local communities to develop sustainable practices such as water conservation and renewable energy usage.
Use a mix of quantitative and qualitative indicators: visitor numbers, average spend per tourist, local employment rates, customer satisfaction surveys, and environmental impact assessments. Tools like geographic information systems (GIS) and digital dashboards can support data-driven reporting.
Begin with clear communication protocols and defined objectives. Use collaborative planning workshops to establish shared goals and expectations. Employ facilitation techniques such as interest-based negotiation to find common ground among community leaders, investors, and regulators.
Key pitfalls include ignoring local community input, a lack of enforcement mechanisms, poor alignment with national strategies, and over-reliance on international funding. Avoid "copy-paste" policies from other regions. Tailor your policy frameworks to the specific economic, environmental and cultural context of the area.
Leverage tools like sentiment analysis from online reviews, real-time footfall tracking, and CRM systems to understand guest preferences. Use this data to personalise experiences, optimise staff allocation, and anticipate seasonal demand shifts. For instance, heatmap analytics can identify overcrowded areas and help redesign visitor flows.