During my time with a small college president labeled as ‘quirky’, I uncovered a troubling reality: ‘quirky’ translated into an ego-driven, brash, and polarizing style. His tenure brought financial distress, warnings from regional accreditors, and rampant employee infighting. Regrettably, this scenario is far from unique.

Charismatic leaders can unify and build trust, but they can also overshadow an institution. I’ve seen leaders who adeptly guide teams with a clear purpose and collaborate effectively, shining in the spotlight when it benefits the organization. Yet, I’ve also seen leaders who relish being the center of attention, sometimes to the detriment of the institution’s mission.

In higher education, thriving colleges must maintain a laser focus on goals, not individuals. So, how do we balance supporting leaders who adeptly represent without overshadowing the organization? How do we advocate for a culture of collective leadership? Recognizing the signs of over-emphasizing a leader is the first step.

The Pitfalls of Heroic Leadership

The heroification of leaders can create a cult of personality, stifling other potential leaders and hindering institutional progress. With the often-short tenures of presidents, this strategy is risky. Institutions risk being derailed from their priorities when these leaders move on.

Balancing the ‘Savior’ Narrative

Academic leadership is frequently seen through a ‘savior’ lens. This narrative can set unrealistic expectations and oversimplify complex challenges. Recognizing that institutional success is a collective effort involving many stakeholders is crucial.

Mitigating the Risk of Leadership Vacancy

Relying on a single leader exposes institutions to a leadership vacuum. Effective strategic planning must include succession planning. My small institution focuses on role-based responsibility, not person-centric responsibility, to ensure continuity.

Empowering Faculty and Staff Development

When the focus is solely on the leader, faculty and staff might feel overshadowed, leading to disengagement. Institutions should empower them to develop their leadership skills, creating a pipeline of talent that contributes to collective success.

Adapting to Change in Higher Education

In the dynamic world of higher education, resistance to change is a significant impediment. A leader-centric approach may exacerbate this resistance. Institutions should champion a collective leadership approach, encouraging adaptability and agility.

Embracing Collective Leadership in Higher Education

Focusing solely on individual leaders can undermine the collaborative potential within academic teams. Higher education thrives when diverse perspectives and expertise are harnessed collectively. Institutions must shift from a hero-centric model to one that champions collective leadership, valuing contributions from all, promoting collaboration and development, and empowering individuals at all levels to take on leadership roles. This shift can foster innovation and a vibrant academic community for long-term sustainability.

Action Steps and Takeaways: Enhancing Leadership Dynamics in Higher Education

1. Conduct a Leadership Audit: Regularly assess the leadership styles and approaches within your institution. Identify areas where the balance might be tilting too much towards individual-centric leadership. This audit should include feedback from various stakeholders to get a holistic view.
2. Develop a Leadership Development Program: Initiate or strengthen a program that focuses on cultivating leadership skills at all levels. This program should include workshops, mentorship opportunities, and resources that encourage faculty and staff to explore and develop their leadership potential.
3. Implement Succession Planning: Integrate succession planning into your strategic planning process. Identify potential leaders within the organization and provide them with the training and experiences needed to step into leadership roles seamlessly.
4. Foster a Culture of Collaboration: Promote a collaborative work environment where ideas and leadership are valued equally from all levels of the institution. This could be achieved through regular collaborative meetings, inter-departmental projects, and open forums for idea sharing.
5. Embrace Diversity in Leadership Styles: Recognize and value different types of leadership styles within your institution. Encourage leaders to appreciate and learn from each other’s approaches to foster a more inclusive and dynamic leadership environment.
6. Regularly Review and Adapt Leadership Strategies: Continuously evaluate the effectiveness of leadership strategies and make adjustments as needed. This might involve altering communication methods, redefining roles, or revisiting institutional goals.
7. Create Opportunities for Shared Decision-Making: Involve various members of the institution in decision-making processes. This practice not only empowers individuals but also ensures a broader perspective in institutional planning and problem-solving.
8. Encourage Reflective Leadership Practice: Promote a culture where leaders regularly reflect on their impact and approach. This practice can be facilitated through leadership retreats, journaling, peer coaching, and professional development sessions focused on reflective practice.
9. Highlight and Celebrate Collective Achievements: Make it a norm to recognize and celebrate achievements as collective successes rather than attributing them to individual leaders. This can be done through institutional publications, awards, and events.
10. Build a Feedback-Oriented Environment: Establish mechanisms for regular feedback on leadership from various members of the community. This could include anonymous surveys, suggestion boxes, and open forums.

By implementing these action steps, institutions can foster a more balanced and effective leadership culture. These approaches encourage collective leadership, mitigate the risks associated with over-reliance on individual leaders, and promote a sustainable, adaptable, and inclusive environment in higher education.

Kristine Barnett, Ed.D is a career-long educator and academic administrator who often has a unique perspective on all aspects of academic leadership. Dr. Barnett has cobbled together a career at a variety of institutions that have afforded her several different scenic vistas. For the most part, her leadership has been focused on small, private, liberal arts women’s (or former women’s) colleges. Barnett is new to her position as a Provost/VP of Academic Affairs at an independent liberal arts college in the southeast, affording her a new window and a new view. In her spare time, Barnett works with doctoral students in the Bay Path University EdD in Educational Leadership program.