From regular discussions and deeper consultative conversations with Advance HE members over the last six months, we gathered a long list of challenges faced by the post-pandemic higher education (HE) sector: a stricter and more rigid regulatory environment, scarce funding sources, the cost of living crisis; changes in student behaviour and engagement, deteriorating wellbeing of students and staff, increasing number of deaths by suicide, burnout, stress and retention problems, to name a few. The picture is quite overwhelming.
Advance HE’s Leadership in Higher Education Survey Report offers an additional lens to understand the experience of these increasing pressures. Respondents were asked to reflect on their experiences as a leader compared to their experiences of being led within their organisations. What emerged was a significant contrast in the values experienced between these two dimensions. What is expected to be done and delivered appears to be misaligned to individual purpose, values and aspirations.
In the prioritisation of focus, the experience of being led (what is expected from leaders by their organisation) is more concerned with efficiency (49%) and competitive standing (48%) with key areas like inclusivity (13%) and wellbeing (5%) being positioned towards the bottom of the list. These priorities seem to be opposing the real challenges and priorities around wellbeing, collaboration and inclusion, consistently expressed by respondents.
