August 11, 2025
In the realm of higher education, the sentiment of being undervalued can lead to widespread dissatisfaction among employees. This discontent can manifest in various ways, affecting not only the morale of the staff but also the overall environment of the institution.
Throughout my extensive career in educational management, I have been assessed on numerous metrics such as student success rates, the execution of strategic initiatives, and even my organizational skills. However, one critical aspect that has never been a part of my evaluations is the treatment of my team members. This oversight raises significant questions about the values we uphold in educational institutions.
In his insightful book, The Compassionate University, Kevin McClure presents a compelling argument that highlights a fundamental flaw in our approach to higher education. This field thrives on relationships, relying heavily on the diverse talents and backgrounds of its workforce. McClure’s work emphasizes the frequent disconnect between institutional ideals and the reality faced by employees, a gap that can have detrimental effects. His writing is both engaging and strikingly accurate, prompting many affirmations from my own reflections. I wholeheartedly recommend this book to anyone involved in higher education administration or those seeking to understand the complexities of this challenging field. However, it seems to overlook a crucial aspect in the current context.
McClure’s examination of mission and vision statements is particularly revealing. These statements, often crafted by committees, tend to lack specificity and can come across as overly abstract. A notable absence in many of these declarations is the acknowledgment of employees as a key demographic. Given the inherently relational nature of higher education, this omission is both surprising and alarming. When staff members feel unappreciated, their dissatisfaction can ripple through the institution.
At one point, McClure succinctly summarizes the role of administration, echoing sentiments I have expressed for years: the primary objective is to cultivate an organizational culture that empowers employees to excel in their roles. While this sounds straightforward, the reality is far more complex.
The book is replete with examples of institutions that seem to work against their own mission. Although they are dedicated to fostering human development, many positions within higher education are perceived as stagnant. When budgets tighten, professional development opportunities are often the first to be eliminated. Additionally, salary increases outside of collective agreements are frequently viewed as luxuries. Over the years, I have witnessed more instances of salary freezes than raises. McClure aptly points out that neglecting the well-being of human resources can lead to burnout and high turnover rates, as evidenced by the short tenure of many academic leaders.
Respect emerges as a central theme in McClure’s analysis. When employees feel acknowledged and valued, they are more inclined to contribute positively to their work environment. This encompasses fair compensation, but also extends to fostering psychological safety and promoting a balanced work-life dynamic.
Some challenges stem from attitudes within the institution. I found myself taking extensive notes during the chapter focused on senior leadership. McClure references Kathleen Fitzpatrick’s assertion that “critical humility is neither selected for nor encouraged in the academy,” a statement that resonates deeply and is relatively easy to address. It is essential to differentiate between confidence and competence, as well as between extroversion and expertise. However, this requires a conscious effort, as many individuals may not even recognize their biases. Acknowledging the issue is the first step toward resolution.
Addressing structural challenges is more complex, and this is where the book could benefit from further exploration. The current political landscape surrounding inclusion presents significant hurdles. Colleges, particularly public institutions, do not operate in isolation from political influences. For leaders to implement McClure’s recommendations, they require the freedom to act, which is increasingly constrained by various political pressures. For instance, cuts to healthcare funding may force states to divert resources from public higher education, exacerbating existing financial strains.
Despite these challenges, navigating public institutions through politically charged environments could warrant a separate discussion. It is crucial to remember that effective leadership is not solely about achieving results; it is also about setting a positive example through the treatment of others. McClure’s book successfully conveys its message in an accessible manner, and I look forward to revisiting it in the future. Well done.
As the higher education sector grapples with a crisis of values, it is imperative to acknowledge, address, and rise above the moral injuries that may arise, as highlighted by Mays Imad.