Easing the tension between taking care of our teams’ wellbeing and meeting the increasing demands of a fast-paced and competitive sector calls for compassionate leadership. In HE’s prestige economy this presents a particular challenge for third space professionals. When research profiles trump educational leadership or professional service in power and esteem third space professionals must resolve to lead with love.
Working in HE was challenging before the COVID-19 pandemic, subsequent economic and political tensions have only intensified the demands on the sector and those of us that work in HE. Leading a team of hard-working often depleted and so vulnerable colleagues can be isolating and emotionally demanding. Reminding ourselves of and remaining true to the purpose and values of HE, of the import role HE plays in social, cultural and political critique and, ultimately, progress for the common good, is comforting and gives strength to the isolated and equally depleted leader. Remaining true to the values of HE insists on values-driven leadership and applying the same critique to our practices, policies and processes as we expect our graduate citizens to apply to society.
Kindness and compassion are important in values-driven leadership (Denney, 2020). Yet caring for the individuals that make up our teams, questioning the challenges they face and acting to improve their working situation isn't easy in the volatile context we find ourselves in. We are politically and financially squeezed, the policy landscape can seem contradictory and media scrutiny of HE is irresponsible if not unkind. Meeting external stakeholder performance and productivity expectations whilst promoting and protecting a diverse, depleted team is fraught with emotional and intellectual contradictions and logistical tension.
