Middle leadership in higher education presents a unique blend of responsibility and constraint. Throughout my career—from faculty roles to positions as assistant and associate provost—I have witnessed firsthand the intricacies of leading from the middle. Middle leaders are often tasked with bridging the gap between strategic vision and practical execution, operating with significant responsibility but limited formal authority.
This delicate balancing act raises a critical question: How can middle leaders effectively drive transformation and student success when they often lack the formal power to make key decisions? In my article, Leading from the Heart of Higher Education: Empowering Mid-Level Leaders to Drive Transformation and Student Success, (published on The EdUp Experience), I explore this conundrum (Pillar, 2024a). Building on that foundation, this article delves deeper into the specific challenges middle leaders face—particularly the paradox of being accountable without authority—and provides strategies for navigating these difficulties when institutional structures create obstacles and when values begin to misalign with senior leadership.
The Middle Manager Paradox
One of the most pressing challenges that encapsulate this dilemma is the “middle manager paradox.” In higher education, middle leaders—such as assistant provosts, deans, and directors—are often held accountable for outcomes but lack the power to make the necessary decisions to achieve those outcomes effectively. This paradox is especially pronounced when senior leadership is reluctant to distribute authority, leaving middle leaders in a position where they must deliver results without adequate control over resources or policies.
I personally encountered this challenge during our institution’s recent transition from Division II to Division I athletics. We needed to strengthen our athletic compliance and certification functions within the Registrar’s office to meet new standards. Due to challenges in workload that had been added to the Registrar’s office without my approval or consultation from other divisions, and a specific personnel issue that couldn’t be openly discussed, I was responsible for ensuring the office met the increasing demands. However, I lacked the formal authority or autonomy to shift resources or workloads to better support the office. In meetings with athletic personnel, I found myself taking responsibility for delays and challenges despite not having the key decision-making power that would have allowed us to meet these needs more effectively.
Middle leaders must “manage up, down, and sideways,” requiring an understanding of the broader institutional context while navigating the challenges of team management (Mautz, 2020, p. 35). Building strong, influential relationships becomes crucial in these contexts. Leadership is less about hierarchical power and more about fostering mutual accountability among peers and superiors to drive shared success (Ferrazzi, 2020).
Middle leaders are uniquely positioned to connect the operational with the strategic, serving as the linchpin for real, impactful transformation. Their varied experiences can enrich institutional adaptability and resilience in the face of demographic shifts, financial pressures, and political challenges (Hargreaves, 2024; Jameson, 2019).
Power vs. Authority: Navigating Influence Without Formal Control
Managing power dynamics is one of the most challenging aspects of middle leadership. There is often a stark difference between authority—the formal power to make decisions—and influence—the ability to shape decisions and outcomes without official control. Middle leaders frequently operate in environments where they have significant responsibility but minimal formal authority, which requires them to focus on alternative methods of exerting influence.
Building Trust, Communication, and Credibility
Focusing on building influence through trust, communication, and credibility is essential when lacking direct authority (Lencioni, 2012). This strategy is especially crucial for all middle leaders, particularly for those who may not fit the traditional mold of leadership within their institutions. One of the most effective ways middle leaders can build trust is through consistent, transparent communication with peers and supervisors. Engaging in active listening, providing timely feedback, and ensuring that communications are clear and authentic help establish a leader as a trusted voice.
Another key aspect of credibility-building is effective conflict management. Leaders without formal authority often find themselves mediating between their teams and senior leadership, balancing conflicting priorities or perspectives. Handling these conflicts with diplomacy and fairness is a way to earn the respect of colleagues and strengthen influence.
The Role of Emotional Intelligence
Emotional intelligence plays a significant role in navigating complex interpersonal dynamics, which is crucial for influencing without formal authority (Goleman, 1995, 2002). By leveraging emotional intelligence, middle leaders can build credibility, foster trust, and exert influence within their teams, peers, and senior leaders.
For example, self-awareness and self-regulation enable leaders to remain calm and composed under pressure, which enhances their ability to manage complex situations effectively. Empathy helps leaders connect with their teams, understanding the emotions and motivations of others, which in turn fosters stronger relationships. Social skills, such as conflict resolution and collaboration, are essential for building a cooperative team environment and aligning stakeholders.
Emotional intelligence also helps middle leaders navigate competing priorities. In situations where middle leaders must negotiate with senior leaders or advocate for their teams, emotional intelligence allows them to read the room, understand the underlying concerns, and tailor their approach to reach a resolution. This ability to manage interpersonal dynamics skillfully positions middle leaders as effective influencers, even in the absence of formal authority.
Understanding Institutional Culture and Political Savvy
Another critical component of navigating influence without formal control is a deep understanding of institutional culture. Middle leaders must be adept at reading and responding to the cultural norms of their institutions to increase their informal influence. Leaders who understand how decisions are made, who the key decision-makers are, and how power is distributed within the institution are better equipped to navigate the informal structures of power.
Political savvy, or the ability to read the “political landscape” of an organization, is also essential for middle leaders. This skill involves understanding the relationships between different stakeholders and knowing when and how to align with various power centers within the institution. Leaders with political savvy can effectively build coalitions, advocate for their teams, and influence decision-making processes without needing formal authority.
Institutional culture also plays a significant role in how influence is perceived and exerted. In some institutions, formal authority may carry more weight, while in others, informal networks of influence may be more powerful. Understanding these dynamics allows middle leaders to navigate power structures more effectively and position themselves as key contributors to institutional success.
Influence Through Mentorship and Sponsorship
One often-overlooked avenue for exerting influence without formal authority is through mentorship and sponsorship. Middle leaders can gain significant informal power by serving as mentors to colleagues and by sponsoring the success of others within the institution. By providing guidance, advice, and support to emerging leaders, middle leaders build networks of influence that extend beyond their immediate teams.
Mentorship allows middle leaders to shape the next generation of institutional leaders, which not only increases their influence but also enhances their credibility as thought leaders within their organizations. Sponsorship, or actively advocating for the promotion and success of others, can similarly build influence. When middle leaders help others succeed, they create reciprocal relationships where their influence grows as the careers of those they sponsor advance.
Sponsorship and mentorship are particularly effective strategies for building influence in academic settings, where formal hierarchies may be less rigid, but informal networks carry significant weight. By leveraging these relationships, middle leaders can extend their influence and foster a culture of mutual support and collaboration.
Co-Elevation and Collaborative Networks
Building influence through “co-elevation,” where middle leaders elevate their teams and peers by fostering mutual success, helps align stakeholders and create a network of collaborative support (Ferrazzi, 2020). By focusing on shared success rather than personal authority, middle leaders can strengthen the cohesion and alignment of their teams, even without formal decision-making power.
Through co-elevation, middle leaders can encourage cross-functional collaboration, where departments or teams work together towards common goals. This strategy helps middle leaders position themselves as key facilitators of collaboration and innovation within the institution. By understanding and embracing different perceptions of power, middle leaders can adapt their strategies to be more effective in diverse environments.
Empowering Underrepresented Middle Leaders
As a white male, I recognize that there are systemic challenges and biases facing middle leaders from underrepresented populations that I cannot truly and accurately represent from firsthand experience. I understand that these leaders encounter barriers and walls I have not faced, and I acknowledge that my perspective may be limited in fully capturing the depth of these experiences. However, in my position, I know these systemic issues exist, and I have a responsibility to work to help overcome those challenges. What I share in this section comes with the understanding that I cannot speak directly from my own experience, but from my observations and commitment to creating more equitable leadership environments.
Underrepresented middle leaders often bring unique perspectives that can enhance institutional goals, yet they may struggle to have their voices heard in environments lacking diversity. Systemic biases and discrimination can compound the middle manager paradox, making it harder for these leaders to navigate institutional dynamics (Flores Niemann et al., 2020; Bonner II et al., 2015).
Building Influence in Diverse Settings
For underrepresented middle leaders, building influence through specific strategies can help overcome systemic biases. One critical approach is building cross-functional alliances across departments, fostering networks of mutual support and collaboration. These alliances can amplify the voices of underrepresented leaders and create broader institutional impact. Additionally, mentorship and sponsorship programs specifically designed for underrepresented groups can serve as powerful tools for leadership development and career advancement. Mentorship allows emerging leaders to gain guidance from more experienced colleagues, while sponsorship—where senior leaders actively advocate for underrepresented leaders—can help these leaders gain visibility and access to new opportunities (Batista et al., 2018).
External support networks also play a significant role in empowering underrepresented middle leaders. Affinity groups and professional associations for diverse leaders provide underrepresented leaders with the opportunity to connect with peers outside their institutions, gain fresh perspectives, and engage in leadership development specific to their challenges (Longman & Madsen, 2014; Fitzgerald & White, 2013).
Navigating Intersectionality in Leadership Challenges
For underrepresented middle leaders, intersectionality—the interconnected nature of social identities like race, gender, and sexuality—often complicates the leadership journey. Leaders who identify with multiple marginalized identities, such as women of color or LGBTQ+ leaders, may experience compounded challenges. The middle manager paradox can be exacerbated when leaders must navigate not only the constraints of authority but also biases based on their intersecting identities (Flores Niemann et al., 2020).
For these leaders, culturally responsive leadership becomes even more critical. Strategies like adapting communication styles, recognizing cultural holidays, or acknowledging team members’ unique backgrounds can help build rapport and foster a more inclusive work environment (Stefani, 2020). These leaders must balance their additional challenges with the same pressures faced by all middle leaders, while their unique contributions are essential in shaping institutions that reflect and serve an increasingly diverse society.
The Role of Allies in Empowering Underrepresented Leaders
Allies—both peers and senior leaders—play a crucial role in empowering underrepresented middle leaders. Allies can advocate for these leaders, amplifying their voices and ensuring they are included in decision-making processes. Senior leaders can serve as sponsors, offering public support, recommending them for promotions, and ensuring that their contributions are visible at higher levels of the organization (Batista et al., 2018).
Building relationships with allies is an essential strategy for underrepresented leaders. By developing strong connections with individuals who understand their value and are willing to advocate on their behalf, these leaders can navigate institutional barriers more effectively. At the same time, institutions should encourage senior leaders to actively engage in sponsorship and allyship programs that create pathways for underrepresented leaders to thrive (Fitzgerald & White, 2013; Longman & Madsen, 2014).
Empowering underrepresented middle leaders requires a multi-faceted approach that includes institutional support, mentorship and sponsorship programs, culturally responsive leadership, and the involvement of committed allies. These strategies help dismantle systemic barriers and foster a leadership environment where all leaders can succeed
Leading with Empathy and Psychological Safety
Leading effectively from the middle requires empathy and a trauma-informed approach to leadership. Recognizing that team members may have different communication styles or expectations is essential for building strong relationships. Empathy in leadership is vital for creating trust and fostering collaboration across hierarchical divides (Ferrazzi, 2020).
In practice, I have coached direct reports on utilizing inclusive decision-making, particularly in situations where it may not be intuitive to seek other views. By encouraging them to involve team members in the decision-making process, we have seen improvements in morale and a stronger sense of belonging among staff. This simple yet significant step helps team members feel valued and heard, which enhances engagement and productivity.
Creating an environment of psychological safety is also critical for middle leaders. Psychological safety refers to a shared belief that a team is safe for interpersonal risk-taking (Edmondson, 1999). I have utilized active listening and open communication to ensure team members feel comfortable sharing their perspectives and experiences. When fostering psychological safety has been made paramount, I’ve seen team members more likely to voice concerns, contribute ideas openly, and provide opposing or contrasting views without fear of judgment or retaliation. Having been in positions where there was an absence or lack of psychological safety, I know firsthand how it can significantly increase stress and make one’s position difficult. As a leader, I believe you should never “trade in” the option of making it easier to get movement on an institutional change or advancing an initiative if it means compromising the psychological safety of those key people you need to help achieve those goals.
Leaders must ensure they do not over-promise. Nothing erodes trust faster than making promises you cannot keep (Lencioni, 2002, 2012). Middle leaders should be clear about what is within their control and manage expectations realistically while still offering support and guidance.
Maintaining boundaries is also crucial. While offering additional support can be helpful, it must be balanced to avoid overextending oneself or creating false expectations. Leadership from the middle requires a delicate balance between offering support and maintaining realistic limits (Mautz, 2020).
Fostering Innovation from the Middle
Middle leaders can champion innovation through grassroots efforts, pilot projects, or building alliances across departments. Innovation does not always require formal authority—middle leaders can drive significant change by fostering collaboration and creativity within their teams (Grant, 2013).
Strategies for fostering innovation include:
- Initiate Pilot Projects: Starting small-scale initiatives demonstrates the value of new ideas without requiring significant resources or formal approval.
- Build Cross-Departmental Alliances: Collaborating with peers in other departments creates a network of support that amplifies the impact of innovative efforts (Ferrazzi, 2020).
- Encourage Creative Problem-Solving: Cultivating an environment where team members feel empowered to suggest new ideas enhances creativity (Brown, 2018). This may entail brainstorming sessions or meetings that go across units or divisions. Be mindful to be inclusive and not exclusive, though being creative in who you bring together (especially if it involves folks who wouldn’t normally have team meetings) can help with alliance-building and co-elevation efforts.
Leveraging the strengths of a diverse team allows middle leaders to drive innovation that reflects a wide range of experiences and ideas, leading to more effective solutions.
Building Resilience and Managing Burnout
The taxing nature of middle leadership roles can lead to stress and burnout. Building resilience and practicing self-care are essential for maintaining well-being and effectiveness as a leader. Resilience is not just about managing immediate stress but developing the mental and emotional agility to navigate future challenges. Leaders who foster resilience through continuous reflection and learning are better equipped to handle setbacks and use them as opportunities for growth.
Adopting a coaching mindset can also enhance personal development and resilience. This mindset encourages leaders to listen actively, ask probing questions, and support their teams in finding solutions, all while maintaining their own well-being (Bungay Stanier, 2016).
Strategies for Self-Care and Burnout Prevention
- Mindfulness and Reflective Practices
Incorporating mindfulness techniques or reflective journaling helps maintain perspective and reduces stress (Brown, 2010). Mindfulness encourages leaders to stay present, aware of their emotions, and make thoughtful decisions. Leaders who practice mindfulness are better equipped to manage stressful situations, making it easier to maintain a healthy work-life balance.
Reflective practices, such as taking time at the end of each day to reflect on challenges, decisions, and emotions, offer leaders the opportunity to process experiences and learn from them. This reflective mindset fosters resilience by reinforcing positive coping mechanisms and promoting continuous growth. - Emotional Intelligence and Emotional Regulation
Emotional intelligence (EQ) plays a critical role in managing burnout. By developing self-awareness and emotional regulation, leaders can recognize the early signs of burnout in themselves and their teams, helping them remain calm and focused during high-pressure situations (Goleman, 1995). Leaders who are self-aware are better able to identify their emotional triggers and address them proactively before stress escalates.
Social awareness, a key component of emotional intelligence, allows leaders to perceive and understand the emotions and dynamics of others. Leaders with strong social awareness can recognize when their team members are under stress, even if those team members have not openly communicated it. Empathy is closely tied to social awareness and enables leaders to connect with their teams on a deeper level, providing support where needed. Leaders with high EQ create a culture where team members feel comfortable sharing their concerns and seeking help without fear of judgment.
Leaders who possess emotional regulation skills can manage their emotional responses in stressful situations, maintaining composure and acting as a stabilizing force for their teams. This emotional control is essential for middle leaders who must navigate multiple demands from both senior leadership and their teams. Leaders with strong EQ can foster a culture of well-being by encouraging open dialogue, regularly checking in with their team members, and demonstrating empathy. - Physical Well-Being and Self-Care
Physical health is a critical, often overlooked, component of managing burnout. Regular physical activity, sufficient rest, and a balanced diet contribute to overall mental clarity and resilience. As someone who encountered a medical emergency this past January—an aortic dissection—that took me out of work for 2 ½ months, the need to prioritize physical well-being became very clear. Prior to my medical emergency, I had used physical exercise as a tool to prevent burnout and maintain my health. Since then, I have realized the importance of a holistic approach to well-being, integrating both physical and mental health strategies. This experience has reinforced the idea that resilience isn’t just mental or emotional but deeply connected to physical health.
Taking care of one’s body through exercise, sleep, and nutrition directly impacts mental clarity and emotional resilience, which are vital for sustaining long-term leadership effectiveness. - Setting Boundaries
Defining work-life boundaries ensures that personal time is protected. Leaders should set limits on after-hours communication, clearly demarcate work and rest periods, and delegate tasks when appropriate (Mautz, 2020). Maintaining healthy boundaries is essential to prevent burnout, as it allows leaders to recharge and return to their work with renewed focus. Leaders who model clear boundaries for themselves also encourage their teams to do the same, fostering a balanced and respectful workplace culture. - Time Management and Prioritization
Effective time management is crucial for reducing the feeling of overwhelm and preventing burnout. Leaders can adopt techniques such as prioritizing high-impact tasks and delegating or deferring low-priority work. The Eisenhower Matrix, for example, helps leaders distinguish between urgent and important tasks, allowing them to focus on what truly matters. Time-blocking can also be used to allocate focused periods for high-concentration tasks, which improves productivity and reduces the cognitive load of constantly shifting priorities.
By prioritizing tasks that have the most significant impact, leaders can avoid becoming bogged down by minor details and free up mental and emotional space for more strategic work. - Seek Support Networks
Engaging with professional networks or peer groups provides validation and fresh perspectives on challenges faced. Mentorship and professional coaching offer additional avenues for support, especially for middle leaders navigating complex environments. Mentors provide guidance based on experience, helping middle leaders anticipate potential pitfalls and plan accordingly. Coaches, on the other hand, can offer tailored strategies for preventing burnout, helping leaders gain a broader perspective on their work and responsibilities (Bungay Stanier, 2016).
These support networks are not only sources of advice but also communities where leaders can exchange experiences and build resilience through shared understanding. - Resilience Through Continuous Learning
Leaders should view challenges as opportunities for personal development. Seeking feedback, reflecting on experiences, and fostering a growth mindset help middle leaders build resilience over time. This mindset enables them to approach setbacks with a constructive attitude, viewing difficulties as part of their leadership journey. Continuous learning allows leaders to adapt and evolve, enhancing their ability to cope with stress and build resilience over the long term.
By integrating these strategies—mindfulness, emotional intelligence, physical well-being, setting boundaries, effective time management, and seeking support networks—middle leaders can enhance their resilience and manage burnout more effectively. Resilience is not a one-time achievement but a continuous process of adaptation, learning, and self-care, all of which are essential for thriving in demanding leadership roles.
Balancing Long-Term Vision with Immediate Challenges
Middle leaders often find themselves caught between immediate crises and the need for long-term strategic thinking. Balancing these demands is essential for driving meaningful change within institutions, especially in culturally diverse settings where differing values and expectations can influence priorities (Jameson, 2019).
Systems thinking and long-term vision are critical in creating adaptive, learning organizations (Senge, 1990). Leaders from underrepresented groups may offer unique insights into long-term planning, drawing from diverse cultural perspectives that value community and collective advancement (Minthorn & Chávez, 2015; Ching & Agbayani, 2012).
Maintaining a personal vision for leadership allows middle leaders to align their actions with broader institutional goals, even when day-to-day realities seem overwhelming. Embracing “confident humility” fosters a mindset of continuous learning and adaptability (Grant, 2021).
To carve out time for strategic initiatives, middle leaders can:
- Schedule Dedicated Time for Strategic Thinking: Allocating regular blocks of time specifically for reflection and planning helps ensure that long-term goals are not overshadowed by immediate demands (Longman & Madsen, 2014).
- Delegate and Empower Team Members: Delegating tasks and empowering team members fosters professional growth and frees up time for strategic priorities (Mautz, 2020; Stefani, 2020).
- Align Daily Tasks with Strategic Objectives: Connecting day-to-day activities with long-term goals increases motivation and provides a sense of purpose for both the leader and the team (Enders et al., 2019).
Integrating international perspectives and culturally diverse approaches enhances strategic planning and better addresses the needs of a globalized educational environment (Jameson, 2019).
Navigating Change and Leading Through Uncertainty
Middle leaders often bear the brunt of institutional changes, such as budget cuts, restructuring, or policy shifts. Leading teams through uncertainty while maintaining morale is a significant challenge, further complicated when cultural differences influence how change is perceived and processed (Jameson, 2019).
Handling difficult conversations and managing anxiety within teams is essential for navigating change (Patterson et al., 2012). Leaders can facilitate open communication, which is crucial in these times.
Understanding how different cultures respond to change informs leadership strategies. By cultivating transcultural competence, middle leaders tailor their approaches to align with the diverse needs of their teams (Enders et al., 2019).
Strategies for navigating change include:
- Transparent Communication: Keeping team members informed about changes and their potential impact builds trust and reduces uncertainty (Stefani, 2020).
- Adaptability and Flexibility: Embracing adaptability as a core leadership trait is critical in a rapidly evolving educational landscape (Grant, 2021; Ching & Agbayani, 2012).
- Empower Team Members: Involving team members in problem-solving and decision-making processes increases engagement and ownership of new strategies (Ferrazzi, 2020; Minthorn & Chávez, 2015).
Leading with cultural awareness and empathy enables middle leaders to guide their teams through uncertainty more effectively.
Navigating Career Progression and Personal Branding
Career progression for middle leaders can feel like navigating a labyrinth due to systemic barriers and limited recognition within their institutions. Developing a strong personal brand and seeking external validation are crucial steps in advancing one’s career.
Building a portfolio of externally recognized work, such as publications or conference presentations, showcases expertise and thought leadership. Networking with professional associations provides valuable opportunities for mentorship and career development (Longman & Madsen, 2014; Fitzgerald & White, 2013).
Leveraging external platforms enhances visibility and counteracts internal limitations on progression, boosting career prospects and building professional confidence and credibility.
Seeking lateral opportunities within the institution broadens experience and diversifies skill sets, positioning leaders for future advancement (Mautz, 2020). Emotional intelligence is key in developing external networks, forming meaningful relationships with professionals outside the immediate context (Goleman, 1995).
Key Competencies for Senior Leadership to Empower Middle Leaders
Senior leadership can significantly and negatively impact the effectiveness of middle leaders—often inadvertently—by not providing the necessary support or structures to allow them to flourish. A recent study that identified seven key competencies for university presidents (and could be extended to include senior leadership as a whole) highlights how senior leaders can directly ensure their core of middle leadership operates effectively and is empowered to meet institutional goals and the mission. These competencies are essential for helping middle leaders overcome barriers and achieve success in their roles (Burmicky, McClure, & Ryu, 2024).
To help middle leaders flourish, senior leadership must cultivate a set of key competencies that create an environment conducive to growth, innovation, and collaboration. These competencies are critical for removing obstacles middle leaders face, especially the tension between their responsibilities and limited formal authority. By fostering a supportive, empowering culture, senior leadership can enable middle managers to drive institutional success. The following competencies are crucial for senior leaders to master in this context:
- Trust-Building and Transparency
Senior leaders must foster an environment of trust by being transparent in their communication and decision-making processes. Trust is foundational for effective leadership at all levels and directly impacts middle leaders’ ability to take risks and innovate. As Burmicky, McClure, and Ryu (2024) highlight, trust-building is essential to leadership, with 96% of surveyed presidents considering it a core competency. Trust empowers middle leaders to act with confidence, knowing they have the backing of senior leadership, especially in challenging or politically sensitive situations.
- Delegation and Empowerment
A key aspect of supporting middle leaders is delegation. Senior leadership must empower middle leaders by delegating authority along with responsibility, allowing them to make decisions that align with their strategic goals. Delegation not only builds trust but also enables middle leaders to gain the practical experience necessary for higher-level roles. When senior leadership fails to delegate, it stifles the development of middle managers and limits their potential to contribute to institutional success (Sandler, 2024).
- Emotional Intelligence and Empathy
Emotional intelligence is essential for understanding and responding to the challenges middle leaders face. Leaders with high emotional intelligence are attuned to the emotional and psychological needs of their teams, fostering a culture of empathy and support. This competency is particularly important when middle leaders are managing teams under stress or dealing with institutional challenges such as budget cuts or restructuring (Goleman, 1995; Pillar, 2024). Senior leaders who demonstrate empathy create an environment where middle leaders feel valued and supported, allowing them to focus on driving innovation and achieving institutional goals.
- Mentorship and Professional Development
Providing opportunities for mentorship and professional development is another critical way senior leadership can empower middle leaders. By offering guidance, senior leaders help middle managers develop the skills and competencies necessary for higher leadership roles. Institutions benefit when middle leaders are well-prepared and confident in their ability to execute strategic visions (Burmicky, McClure, & Ryu, 2024). Senior leaders must actively foster pathways for middle leaders to engage in leadership development programs, ensuring they are equipped to navigate the complexities of higher education.
- Fostering Psychological Safety
Senior leadership must create an environment where middle leaders feel safe to voice their opinions, share ideas, and take risks without fear of negative repercussions. Psychological safety is foundational for innovation and problem-solving. Leaders who build this environment reduce stress and promote collaboration, enabling middle leaders to function at their highest potential (Edmondson, 1999; Brown, 2018).
Final Thoughts: Framing Middle Leadership as a Career-Defining Opportunity
Despite the challenges, middle leadership offers significant opportunities for personal and professional growth. Middle leaders have the chance to develop new skills, make meaningful impacts on students and colleagues, and drive transformation from within—even without formal authority. Their contributions are essential in creating adaptive, resilient, and equitable organizations (Hargreaves, 2024; Jameson, 2019).
Middle leadership allows for cultivating a wide array of leadership competencies, including emotional intelligence, strategic vision, adaptability, and influence without authority. These skills are valuable within the current institution and highly transferable to future roles and opportunities.
Author’s Note
This article is longer than most of my usual writings, largely because it became an outlet for frustrations I’ve been experiencing in my current position. As someone who self-identifies as a middle manager/leader (the “/” is intentional, as sometimes my role feels more like middle managing and other times more like middle leading), I have recently encountered more significant challenges and barriers than at any other point in my 10+ years of academic leadership—particularly when working upward in the organizational chart.
Lately, I’ve found my personal values increasingly out of alignment with what appear to be the values of my institution, or at least those of senior leadership. Without the psychological safety or platform to voice these concerns directly, writing has become my way of processing and expressing them. This platform, for now, is my outlet. That said, with recent conversations and meetings involving certain offices, I may soon be at a crossroads—either speaking more openly or moving on.
In using writing as an outlet, I have also taken this opportunity to dive more deeply into understanding how I can be a more effective leader, despite the barriers I face. Through research, study, and practice, I’ve sought to strengthen my leadership skills and improve the ways I support those around me. This process has pushed me to reflect on how I can help my team and colleagues succeed, even when I’m faced with obstacles that I can sometimes influence and, other times, cannot. It has been a journey of learning how to balance resilience with acceptance, and how to use the influence I do have to create positive outcomes wherever possible. These experiences have also motivated me to continue growing as a leader, despite the frustrations that arise when my values or goals don’t align with those at the top.
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