In an era of unprecedented change, higher education institutions around the world face complex challenges that demand a reimagining of leadership and how we apply it in our sector.
Political uncertainties, financial pressures, technological disruptions and evolving student expectations are fundamentally reshaping the higher education landscape.
A new framework for leading
We are delighted to share with you the Framework for Leading in Higher Education. This is a sector-wide response to these challenges. It’s a comprehensive approach designed to:
Leadership is no longer a secondary consideration but a vital career trajectory equal to research, teaching and supporting learning
From early-career professionals to senior executives, we provide a common understanding of what it means to lead that recognises the unique contexts of different roles and institutions.
In this video, Fiona Lennoxsmith, Lead Consultant for Leadership, Organisational Development and Research sat down with Professor Will Foster, Senior Consultant for Leadership for a wide ranging chat about the importance and impact of the Framework.
Leadership is not the domain of ‘the few’, it is a core role of ‘the many’ in higher education.
Alison Johns, Former Chief Executive, Advance HE
Why the framework matters
Research from our Leadership Survey for Higher Education (2023) revealed crucial challenges facing higher education leadership:
- shifting from traditional collegial models to more dynamic, adaptive organisational structures
- navigating increasingly complex political and regulatory environments
- managing significant financial constraints
- embracing technological advancements
- leading diverse and socially conscious teams
- responding to rapidly changing student expectations.
- Just over half (52%) of leaders valued community and collegiality above all values linked to purpose.
- Around half (49%) of leaders believed their organisational leadership placed significantly greater value on efficiency and results.
- 99% of leaders felt that taking time to reflect on leadership practice was important. However, only 44% had time to reflect weekly. 29% did not have time to reflect on a monthly basis (and in some cases, at all).
- Four most important leadership skills for further development identified as: adaptability, credibility, collaboration and self-reflection.
- More than two thirds (78%) of female leaders in informal roles said they were willing to take on a formal leadership role within 6 months.
Podcast: new leadership framework ‘sets course for future of higher education’
The co-chairs of the Advance HE Steering Group for the Framework for Leading in Higher Education discuss its importance in this podcast hosted by Aaron Porter. Listen below, or wherever you get your podcasts.
Challenging, nuanced, and fascinating, [Advance HE’s Leadership Survey report] is rich in insights to support better leadership and greater diversity in leadership roles, as well as highlighting congruence and divergence in perceptions of leadership between those leading and those being led.
Professor Shân Wareing, Vice-Chancellor, Middlesex University and Chair of Advance HE’s Strategic Advisory Group for Leadership and Management
Working in partnership
Establishing the framework has been a collective journey. We’ve worked in partnership with colleagues globally in a steering group to create a framework that is usable in differing HE contexts, but which ultimately supports leadership. We’d like to thank the following colleagues for their input and commitment to the framework:
- Shân Wareing, Vice-Chancellor, Middlesex University (Co-Chair)
- Ben Calvert, Vice-Chancellor, University of South Wales (Co-Chair)
- Ghassan Aouad, Chancellor, Abu Dhabi University, UAE
- Shaun Ewen, Deputy Vice-Chancellor and Vice President (Education), Griffith University, Australia
- Sam Grogan, PVC Education and Student Experience, Salford University and Advance HE Board Member
- Christian Harrison, Professor of Leadership and Enterprise, University of Bolton
- Karise Hutchinson, Professor of Leadership, Ulster University
- Romy Lawson, Deputy Vice Chancellor Students, Flinders University, Australia
- Sarah Smith, Vice-Principal Leadership Development, University of Edinburgh
- Sophie Sowerby, Head of Organisational Development, Durham University
