In recent years, higher education institutions have faced a multitude of existential challenges that have tested the resilience of their leaders. While many of these issues stem from decisions made at the national level, the sense of crisis on college campuses is not a new phenomenon. The landscape of higher education has long been fraught with social, political, and economic pressures, making effective leadership increasingly complex and demanding.
For midlevel leaders, such as department chairs and center directors, navigating these external crises can be particularly daunting. Unfortunately, many of these individuals lack adequate training and support to handle such pressures effectively. This gap in leadership development becomes glaringly apparent during times of crisis, revealing the inherent difficulties of midlevel leadership, which often exists in a liminal space between senior administration and faculty or students.
On numerous campuses, the role of department chair is often accompanied by limited authority, resources, and time. As the new academic year approaches, many chairs may already feel a sense of fatigue or overwhelm. In the following sections, we will explore several guiding principles that can empower department chairs to leverage their often-underappreciated roles to foster the well-being of their faculty, staff, and students during what promises to be a challenging year ahead.
Acknowledge Your Limitations. As a department chair, you are inherently a leader on campus, regardless of how you perceive your role. This leadership comes with the responsibility to adhere to institutional policies and to exercise sound judgment in your actions and communications.
It is crucial for chairs to avoid making blanket promises regarding safety or legal support. Instead, a more prudent approach would be to connect faculty and staff with appropriate resources and allow experts to provide the necessary assistance. During times of budget constraints, midlevel leaders should be cautious about making financial commitments or informal assurances of job security.
Chairs have the right to engage in personal activism, such as protesting or writing opinion pieces, but they must be careful to maintain a clear distinction between their personal beliefs and their official responsibilities. Your department comprises individuals with diverse perspectives, and it is essential to support all members in both routine and significant university matters. Be prepared for faculty, staff, and students to look to you for guidance in creating an inclusive and supportive environment amidst a polarized climate.
Utilize Creative Problem-Solving. In times of heightened tension, department chairs should employ a range of strategies, balancing action with inaction.
Take initiative by fostering small connections, such as sharing treats or inviting a colleague who seems overwhelmed for a casual walk. If a faculty member loses federal grant support, recognize that their research may be in jeopardy. If they are up for tenure or promotion, consider discussing adjustments to expectations regarding their scholarly output.
Conversely, a crisis can also be an opportunity to minimize unnecessary tasks. Focus on distinguishing between urgent matters and those that can be postponed. This may not be the ideal time to request funding for guest speakers or to push for a comprehensive overhaul of a course. Use the first faculty meeting of the year to establish manageable goals and encourage colleagues to commit to a streamlined agenda.
Focus on Stability Management. The concept of “stability management” emphasizes the importance of maintaining a sense of belonging and purpose in the workplace, especially during turbulent times.
Stability management involves recognizing and preserving what is working well within your department. Many faculty members find reassurance in routine tasks such as scheduling classes, ordering materials, and conducting searches for new hires. For some, these familiar activities can provide a sense of continuity amidst chaos. While it is important to acknowledge the severity of ongoing crises, it is equally vital to keep them in perspective.
Rituals and relationships can also contribute to stability. If your department has traditions that celebrate the start of the academic year, approach these events with enthusiasm. If such traditions are lacking, consider this an opportunity to create meaningful and uplifting experiences.
Leverage Campus Expertise. Throughout the pandemic, campuses mobilized their public health resources to address pressing issues, appointing experts to key decision-making roles. Recent policy changes have similarly required institutions to draw on a diverse array of specialists, including legal advisors and financial aid counselors.
Rather than taking the lead on high-profile committees, many of these trained professionals are better suited to assist individuals in navigating their unique challenges. Sensitive discussions are often best conducted in private settings, away from public scrutiny.
In essence, if you do not see these efforts being made publicly, assume that campus resources are being utilized effectively to support those in need.
Embrace the Complexity of Your Role. The essence of midlevel leadership lies in accepting its inherent complexities and limitations. While department chairs may not have the authority to enact sweeping changes, they can significantly influence the department’s climate and culture. Not every issue falls within their purview, but they can always extend empathy and understanding.
In challenging times, higher education requires midlevel leaders to embrace their unique position as intermediaries—facilitating communication and understanding between various stakeholders. Advocate for the concerns of vulnerable department members, ensuring their voices are heard. Attend campus meetings and stay informed about communications from central administration to keep your faculty updated. When possible, work to de-escalate conflicts and dispel misinformation, ensuring that no one feels marginalized.
Commit to the Value of Your Discipline. One of the most challenging aspects of leading during a crisis is not only managing external pressures but also maintaining your own morale, which can be tested even in the most resilient leaders.
The recent scrutiny of higher education has deeply affected many of us. It is essential to recognize that while the work done in academia may not directly solve global issues, it contributes to the greater good in more subtle ways. The efforts you put forth as a department chair enable students and faculty to deepen their understanding of the world and pursue their aspirations.
The work of your colleagues holds significance because it embodies curiosity and a willingness to explore new ideas. While your role may sometimes feel like a logistical exercise, remember that as long as the academic institution remains committed to its core values, it is moving in a meaningful direction.
As the new academic year approaches, midlevel leaders are in a unique position to provide guidance, support, and reassurance to faculty, staff, and students. While the future may be uncertain, it is clear that students and faculty will look to their immediate leaders for direction as they navigate the challenges ahead.