Kate Weedy, Head of Partnerships for Europe at Advance HE, reflects on a rich and candid set of conversations with colleagues shaping the future of higher education in Ireland

I had the privilege of accompanying our Chief Executive, Alistair Jarvis, during his recent visit to Ireland. Over the course of an intense and energising four days, we met colleagues from 12 of our member institutions, alongside senior representatives from the Department of Further and Higher Education, Research, Innovation and Science, the Higher Education Authority, and the Irish Universities Association. 

It was a week characterised by openness, candour and a shared sense of purpose. The Irish higher education sector is in a period of significant transformation. Institutional missions are evolving, governance structures have shifted following the Higher Education Authority Act 2022, and expectations from government, students and society continue to grow. Yet while the external drivers are clear, what came through consistently in our discussions was that transformation ultimately comes down to people – and, crucially, to leadership. 

Leadership at the heart of transformation 

Across our meetings, one theme consistently emerged: the extent to which institutions continue to strengthen leadership capability is likely to shape how successfully they navigate the years ahead. While Irish institutions face many common challenges – funding pressures, system reform, demographic change, access and participation, digital transformation – they are responding in ways shaped by their distinct missions, contexts and stages of development. 

There was a strong recognition that leadership in higher education is complex and distinct. It demands the ability to lead change in collegial environments, to balance academic values with organisational sustainability, and to cultivate trust during uncertainty. Change management emerged repeatedly as a core capability. In a sector experiencing sustained transformation, leaders must not only design change but bring their communities with them. 

This speaks directly to Advance HE’s purpose. Our focus is on people: enhancing the capabilities of academics, professional services colleagues, governing bodies and executive teams to lead and manage transformation effectively. Leadership is not confined to formal roles; it is distributed across institutions. Strengthening leadership capacity at all levels will be critical for the sector’s continued success. 

Building on strong foundations 

Advance HE’s engagement in Ireland is not new. Through the Athena Swan Charter, we have worked closely with institutions to advance gender equality, and we continue to see deep commitment to this agenda. We are also seeing a growing number of Irish colleagues achieving Fellowship recognition, reflecting a desire for international benchmarking and professional recognition in teaching and learning. 

In governance, we have supported institutions as they navigate the evolving requirements arising from the HEA Act 2022. These changes have sharpened the focus on effectiveness, accountability and board capability – all areas where leadership development and clarity of role are vital. 

What emerged from our January conversations was a shared recognition that there is further scope for us to deepen our support – particularly in the area of leadership development. 

Developing leaders for the future 

In Ireland, we currently deliver the Aurora programme, the Senior Women’s Leadership Development Programme and the Strategic Leadership Programme. We have also seen Irish colleagues participate in our Top Management Programme, long recognised for supporting the development of future Presidents and senior leaders. 

Encouragingly, women’s leadership development remains a priority in Ireland, even amid broader debates about the place of women-only programmes. The message from the sector was clear: while meaningful progress has been achieved, continued and deliberate effort will be essential to secure equitable representation across leadership roles throughout the sector. 

There was also discussion about how best to strengthen the support available to academics as they move into leadership roles. In some cases, colleagues step into headship or executive positions with limited opportunity for structured preparation. If we are serious about strengthening institutional resilience, investing earlier and more intentionally in leadership capability will be important. 

Another powerful theme was cultural change. Leaders must understand not only structures and processes, but also culture – how it shapes behaviour, influences decision-making and determines whether change initiatives truly embed. Impact matters. Leadership development must therefore go beyond skills acquisition to address mindset, values and organisational culture. 

The case for clarity and connection 

Several colleagues reflected on the value of articulating leadership competencies more explicitly. In a rapidly evolving system, clarity around what effective leadership looks like – at different levels and in different contexts – can provide coherence. There may be scope for Advance HE’s Leadership Framework to support this conversation, offering shared language and developmental pathways. 

Importantly, while there was appetite for contextualised provision tailored to Ireland’s specific policy and regulatory landscape, there was equal recognition of the value of international learning. Irish leaders benefit from engaging with peers across borders, gaining perspective and insight from different systems. The balance between contextual relevance and global connection is one Advance HE is well placed to offer. 

Looking ahead 

What I took away from our conversations was a strong sense of partnership. The Irish higher education sector is thoughtful, ambitious and deeply committed to serving learners and society. Like many systems internationally, it is navigating complexity and constraint. 

We’re looking forward to playing our part in supporting our members in Ireland – not by prescribing solutions, but by working alongside colleagues to enhance leadership capability, strengthen governance, and support inclusive cultures. If transformation is to be successful, it will be because people at every level are equipped and empowered to lead it.