The Leadership Qualities Higher Ed Teams Are Craving Right Now

by Claire Brady, EdD

“The challenges facing higher education are real and pressing. But our greatest lever for transformation is not a new system or a perfect strategy—it’s the people leading our teams every day. “

In higher education, much of the conversation around leadership focuses on what to avoid—red flags, toxic traits, or missteps that undermine trust and morale. But what if we flipped the script? What if, instead of scanning for what’s broken, we deliberately noticed and named the green flags—the qualities in people leaders that fuel trust, belonging, and performance?

As campuses navigate shrinking budgets, shifting student expectations, and the rapid integration of AI and other technologies, our leadership style matters more than ever. Our teams are not looking for perfection. They’re looking for leaders who center people, create safety, and model resilience.

Here are some of the “green flags” I see as essential for higher ed leaders today:

1. Self-awareness and emotional steadiness.

Great leaders in higher ed know themselves. They understand their triggers, regulate their emotions, and lead with intention. Faculty, staff, and students watch closely how we respond in moments of stress. Leaders who remain steady under pressure give their teams permission to stay grounded too.

2. Psychological safety is non-negotiable.

It’s not enough to invite people to the table; we have to make sure they feel safe once they’re there. Leaders who build psychological safety encourage open dialogue, risk-taking, and innovation. They make it clear—through everyday words and actions—that ideas and concerns are welcome, not punishable.

3. Vulnerability as strength.

In higher education, where expertise often drives authority, it takes courage for a leader to admit what they don’t know or acknowledge their own struggles. Yet this vulnerability opens the door for others to bring their authentic selves forward.

4. Caring beyond the role.

The best leaders don’t just see staff as advisors, faculty, or administrators. They see whole people—with families, dreams, and challenges outside of work. By showing genuine care, leaders create workplaces where people want to stay and give their best.

5. Boundaries and well-being.

Leaders who model healthy boundaries and prioritize well-being set the tone for their entire division or institution. When we protect our time, respect our limits, and encourage others to do the same, we normalize sustainable work practices that prevent burnout.

6. Accountability with humanity.

In higher ed, tough decisions are part of the job—budget cuts, program closures, or personnel changes. Green-flag leaders communicate these with transparency, kindness, and care. They also own their mistakes and create cultures where accountability isn’t about blame but about learning.

7. People-first results.

Perhaps the clearest green flag is this: leaders who achieve results because they put people first, not in spite of it. When students, staff, and faculty feel valued, supported, and trusted, outcomes improve. Retention goes up. Innovation flourishes. Trust deepens.

As higher education leaders, our legacy won’t just be the programs we launch or the initiatives we manage. It will be how people felt under our leadership. Did they feel safe, seen, and supported? Did we create the conditions for them to thrive?

The challenges facing higher education are real and pressing. But our greatest lever for transformation is not a new system or a perfect strategy—it’s the people leading our teams every day. Let’s raise our eyes to the green flags and commit to cultivating them in ourselves and each other.

Reflection Exercises

The best way to grow as a leader is to pause, reflect, and engage others in the process. Below are several approaches you can take—from self-assessment to peer conversations—to help bring these green flags to life in your own leadership.

• Self-Assessment Approach: "This week, ask yourself: Which of these green flags do I consistently demonstrate? Which one would my team say I need to work on? Pick one and commit to practicing it intentionally for the next month."

• Team-Focused Action: "In your next one-on-one or team meeting, ask a simple question: 'What's one thing I do as a leader that helps you do your best work?' Listen without defending. Then ask what you could do more of."

• Observation-Based: "For the next two weeks, actively notice green flag moments in leaders around you—colleagues, supervisors, or even student leaders. Share what you observe with them. Recognition reinforces the behaviors we want to see more of."

• Systems-Oriented: "Review your calendar for next week. Where are you creating space for the human side of leadership—the check-ins, the relationship-building, the moments that build trust? If you can't find them, block time for them now."

• Peer-to-Peer: "Identify one colleague who consistently demonstrates these green flags. Ask them for coffee and learn how they approach leadership. Then share one green flag you've noticed in them—leaders need encouragement too."

• Reflective + Action: "At the end of each day this week, ask yourself one question: 'Did my leadership today help someone feel safer, more valued, or more capable?' If the answer is unclear, tomorrow's your chance to try again."