Leading, Not Managing

A synthesis of recent research suggests a divergence between institutional intent and organisational impact. While the goal is invariably to drive performance and innovation, current structures often prioritise administrative control. The evidence indicates that when leadership becomes too deeply enmeshed in managerial processes and technological solutionism, it risks diverting energy from its primary function: facilitating the learning communities that define the university.

The challenge, therefore, is not a lack of commitment, but a structural focus on efficiency. This reveals a fundamental category error: treating education as a manufacturing process. Teaching and learning are not products to be optimised; they are inherently inefficient, relational processes that require time, friction, and depth to be effective.

The Conflation of Management and Leadership

It is common in large organisations to view “leadership” and “management” as interchangeable, operating on the assumption that rigorous oversight inevitably leads to superior outcomes. Consequently, the institutional gaze has shifted disproportionately towards organisational governance and administrative practicalities. It is often easier to manage a committee structure or a policy framework than it is to nurture a learning culture.

For those arriving from the corporate world, where linear efficiency is the goal, the messy, non-linear reality of education can be surprising. There is a risk that well-meaning leaders without deep roots in the teaching arena might misinterpret pedagogical complexity as organisational inefficiency, leading them to “fix” the very friction that makes learning effective.

However, this focus comes at a cost. By prioritising the governance side, leadership risks drifting away from the core parts of the university—the “tricky” ones that involve the nuanced support of teaching and learning. The emergence of a performance-centric culture creates a paradox where an increase in control mechanisms does not correlate with an increase in influence or engagement.

Research by Simpson (2025) into the role of educator advisors in Australian higher education provides a clear illustration of this dynamic. His findings describe a workforce that, despite its expertise, often feels “excluded” and “under-resourced”. These professionals report operating within a structure where they are viewed primarily as implementers of policy rather than partners in a shared educational mission.

This reflects what Whitchurch (2013) identifies as a binary “decider vs. implementer” dynamic. This model is fundamentally flawed in an educational setting because it assumes that a few individuals at the top can possess the specialised knowledge required to direct a multitude of distinct disciplines. When strategy is developed in isolation from the experts who must execute it, a disconnect emerges. Staff may retreat into professional silos, not to resist change, but to preserve autonomy in an environment where they feel their agency is constrained by micromanagement. The result is a system where compliance is high, but genuine engagement is low.

The Role of Technology and Metrics

This reliance on control is frequently reinforced by the deployment of advanced analytics and dashboards. These tools offer the seductive promise of solving the “efficiency problem” in education, providing measurable data points in an often intangible environment.

However, a “technology-first” approach may inadvertently strip away the relational nuance that is central to effective teaching and learning. As Noteboom (2024) demonstrates in research on datafication in higher education, the transformation of learning into quantifiable metrics can undermine student agency and trust—the very foundations of effective education.

“Data provides information, but it does not always provide insight.”

When learning design is dictated primarily by feedback loops and performance metrics, it is easy to overlook the contextual factors—such as local academic culture, psychological safety, and student well-being—that also drive success. No dashboard can replace the lived experience and deeply rooted expertise on the ground. Therefore technology should be governed as an augmentative resource for human capacity, rather than a replacement for human judgement.

Leading Professionals: Trust and the Primary Process

If the traditional command-and-control model has reached its limits, what is the alternative? The literature points towards an ever growing need for a shift from control to facilitation, drawing on the principles of “Rijnlands” organisation (Peters & Weggeman, 2019) and the leadership insights of Kouzes and Posner (2019).

This approach posits that the most vital part of the institution is the “primary process”—the interaction between educator and student. In this view, the role of the leader is not to manage the professional, but to serve them. As Little and Green (2022) demonstrate in their framework on credibility in educational development, building trust and communicating expertise requires moving beyond positional authority to establish genuine partnership with academic staff.

Prioritising the Primary Process: Leaders must recognise that the university’s value is created in the classroom and the hallways, not in the boardroom. The leader’s job is to organise around this primary process, ensuring that professionals have the autonomy to exercise their craftsmanship without bureaucratic interference.

Enabling Others to Act: Echoing Kouzes and Posner (2019), effective leadership involves fostering collaboration and building trust. It means giving power away rather than hoarding it, actively strengthening the ability of others to step up and innovate within their specialisms. This approach builds what Stoll et al. (2006) identify as collective capacity—the combination of motivation, skill, positive learning, organizational conditions, and culture that gives communities the power to sustain improvement over time.

Modeling the Way: Instead of issuing directives, leaders must clarify values and set the example. This moves leadership from a transactional “doing” (checking boxes) to a transformational “being” (embodying the integrity and passion expected of the staff).

Collective Ambition and Specialised Expertise

This move towards facilitation requires a recognition that leadership does not reside solely at the top of an organisational chart. Education is not a generic practice; it is deeply rooted in specialised subjects. The pedagogical needs of a nursing program differ vastly from those of a philosophy department or a quantum physics lab.

Therefore, the way forward cannot be decided by a select few in a boardroom. It must be a collective ambition that focuses on what actually works in education. This means acknowledging that the necessary expertise does not need to be imported; it resides with the experts—the academics, researchers, and learning designers—who are already working tirelessly within the institution. As Stoll et al. (2006) demonstrate, building professional learning communities creates the collective capacity necessary for sustainable improvement, combining motivation, skill, and organizational culture to give educators the power to sustain learning over time.

Marques-Quinteiro et al. (2025) examined team effectiveness in extreme environments, finding that adaptive, collaborative cultures consistently outperform rigid command structures. In the complex ecosystem of a university, distributed leadership involves:

Harnessing Local Expertise: Moving away from top-down mandates and instead listening to the specialised knowledge of those on the ground to determine the best pedagogical approaches.

Shared Authority: Actively delegating decision-making power to the edges of the organisation, trusting that those closest to the problem often possess the most relevant solutions.

Network Awareness: Understanding that information flows through informal networks of trust as much as it does through formal reporting lines. As Taylor et al. (2022) demonstrate, hubs—individuals or groups that energize cross-connections within networks—play a critical role in developing teaching and learning across institutions.

The Way Forward

The opportunity for the coming years is for leadership to shift its centre of gravity from “doing”—managing inputs, drafting policies, and monitoring dashboards—to “being”.

“Being” a leader in this sense implies a focus on integrity, deep listening, and the co-creation of a future that resonates with the wider academic community. The evidence suggests that the most effective institutions of the next decade will be those that move beyond the metrics trap, recognising that their primary asset is not their data, but the agency, specialised knowledge, and collective creativity of their people.

References

Kouzes, J., & Posner, B. (2019). Leadership in higher education: Practices that make a difference. Berrett-Koehler Publishers.

Little, D., & Green, D. A. (2022). Credibility in educational development: Trustworthiness, expertise, and identification. Higher Education Research & Development, 41(3), 804–819. https://doi.org/10.1080/07294360.2020.1871325

Marques-Quinteiro, P., Schmutz, J. B., Antino, M., Maynard, M. T., & Eppich, W. J. (2025). A process model of team effectiveness in extreme environments. Applied Psychology, 74(5), e70037. https://doi.org/10.1111/apps.70037

Noteboom, J. (2024). Everyday datafication and higher education: Student agency, trust and resignation. Learning, Media and Technology, 49(2), 245–258. https://doi.org/10.1080/17439884.2024.2350673

Peters, J., & Weggeman, M. (2019). Het Grote Rijnlandboekje. Uitgeverij Business Contact.

Simpson, C. (2025). Educator advisors in Australian higher education: Their roles, purpose and contribution to learning and teaching. https://ses.library.usyd.edu.au/handle/2123/34308

Stoll, L., Bolam, R., McMahon, A., Wallace, M., & Thomas, S. (2006). Professional learning communities: A review of the literature. Journal of Educational Change, 7, 221–258. https://doi.org/10.1007/s10833-006-0001-8

Taylor, K. L., Kenny, N. A., Perrault, E., & Mueller, R. A. (2022). Building integrated networks to develop teaching and learning: The critical role of hubs. Higher Education Research & Development, 41(6), 2006–2021. https://doi.org/10.1080/07294360.2021.1945547

Whitchurch, C. (2013). Reconstructing identities in higher education: The rise of “third space” professionals. Routledge.