In the current UK HE context, academic managers occupy a uniquely pressured position; caught between senior executive team decisions and the lived realities of academic teams. This “squeezed middle” role demands not only operational competence but also emotional intelligence, strategic clarity, and a deep commitment to values-led leadership.
Working with executive coach, Tessa Harrison, GatenbySanderson’s monthly online drop in for academic managers provides a space for the new and experienced leading in this squeezed middle to share experiences and support each other in this mission critical role.
In October’s drop in we explored the issue of trust. Below are some of the themes we discussed and some suggestions for reflection:
Trust: The Fragile Foundation of Leadership
Trust is the cornerstone of effective leadership, especially in times of uncertainty. Building on the work of Charles Green’s Trust Equation, trust comprises:
- Credibility: academic credibility can be complicated by disciplinary differences. How do you build trust across diverse academic cultures?
- Reliability: saying what you’ll do and doing what you say matters. Overly positive messaging that masks conflict or avoids difficult truths erodes trust.
- Intimacy: creating safe spaces for vulnerability and honest dialogue is essential, yet time and circumstances often constrain this.
Questions for academic managers to consider might include:
- How do I demonstrate credibility across disciplines I don’t belong to?
- Where might I be unintentionally eroding trust by avoiding conflict or sugar-coating reality?
- What small actions can I take to foster psychological safety in my team?
- What support does my own line manager need from me to help foster trust between our teams and senior leadership?
Psychological Safety and the Experience of Change
Psychological safety is not only a concept; it’s a feeling. In the current climate of churn, redundancy, and unclear futures, fear is pervasive. Leaders must navigate this with humility and openness.
Questions for academic managers to consider might include:
- What does psychological safety feel like for my team and for me?
- How do I communicate when I don’t have all the answers?
- What am I modelling when I admit I don’t know?
Impact and Legacy: Leadership Beyond Self-Orientation
Academic managers have to balance personal ambition with collective responsibility. Detractors often question whether leaders are “in it for themselves.”
Questions for academic managers to consider might include:
- What impact do I want to have as Head of School?
- How do I ensure my leadership serves others, not just myself?
- What legacy do I want to leave and how will I know I’m on track?
Metrics, Values, and Behaviour
What gets measured gets done but are we measuring the right things? REF and other KPIs shape behaviour, often at odds with the values we claim to uphold. Difficult behaviours left unchecked can undermine culture.
Questions for academic managers to consider might include:
- Are the metrics I’m using/being asked to use aligned with the values we need to promote?
- How do I address long-standing behavioural issues without escalating conflict?
- What does “quality” mean in my school and how do I make it visible?
Navigating Systemic Disconnects
The gap between senior leadership teams and academic managers can feel vast. Workload planning, data systems, and change processes often lack flexibility and transparency. Cynicism grows when trust breaks down and consultation is replaced by top-down communication.
Questions for academic managers to consider might include:
- Where do I see disconnects and how can I bridge them?
- How do I involve staff closest to the work in shaping change?
- What am I afraid of when it comes to being transparent?
Leading Through Uncertainty
Change is often framed as a crisis rather than a continuous process. Academic managers must lead through storming phases, even when the “new normal” is unclear. Communicating values, even when decisions are hard, is part of the role.
Questions for academic managers to consider might include:
- How do I lead when the direction of change isn’t clear?
- What values guide me when I have to make tough decisions?
- How do I create space for others to lead and contribute?
Conclusion: Humble Leadership in a Volatile Landscape
Leadership in higher education today demands humility, courage, and a willingness to be vulnerable. Academic managers don’t need to have all the answers but they do need to create the conditions for others to thrive, even in uncertainty.
Questions for academic managers to consider might include:
- What does humble leadership look like in my context?
- How do I hold space for change that is human, not just strategic?
- What support do I need to lead well—and where can I find it?
Join us for our next drop-in session on Wednesday 19 November 2025, 13:00-13:45
An opportunity to connect with colleagues in similar roles in a safe, confidential space to share best practice, seek advice and consider new approaches to addressing pressing challenges. The agenda and focus of each session is being guided by the network, providing a useful and informal forum to connect and support each other. November’s session is focused on “tackling challenging conversations”.