A World With No Managers? Rethinking Leadership in Higher Education

Welcome to my Blog Series "Beyond Future-Gazing: A Now-ist Approach to Higher Ed Innovation". This will be a practical exploration of how higher education leaders can drive innovation by focusing on immediate action rather than distant possibilities. Join me Mondays and Thursdays in January and February.

The idea of a workplace without managers, as explored in a recent Korn Ferry article, might sound radical, but it reflects a growing shift in how organizations approach leadership and structure. The concept challenges the traditional hierarchy, suggesting that distributed decision-making, team autonomy, and collaborative accountability can drive greater innovation and engagement. For higher education professionals, this idea invites an opportunity to rethink how leadership operates in an environment built on collaboration, shared governance, and mission-driven work. This transformation requires more than just flattening org charts—it demands a fundamental rethinking of how academic institutions operate and lead.

The Case for Fewer Managers in Higher Education

Higher education is inherently decentralized, with faculty, staff, and administration often working across silos. Yet, despite this structure, leadership models in many institutions remain steeped in hierarchy, often resulting in bottlenecks that slow innovation and limit adaptability. The Korn Ferry piece highlights how reducing reliance on traditional management layers can empower teams, increase agility, and foster a sense of ownership among employees.

Imagine, for example, a student affairs division where staff members are empowered to create solutions for student engagement without needing excessive managerial oversight. By granting autonomy and trusting the expertise of frontline staff, institutions could implement solutions faster and foster a more innovative culture.

Lessons from the Private Sector

Companies like Valve Corporation and Netflix have long been touted for their non-hierarchical approaches. At Valve, employees work on self-selected projects, and decision-making authority is widely distributed. Netflix’s culture encourages radical candor and employee freedom with responsibility.

For higher education, these examples offer lessons in fostering accountability without micromanagement. Imagine academic advising offices where advisors have the authority to pilot new engagement strategies or registrar’s offices where staff can streamline processes without waiting for managerial approval. These practices could lead to more effective, student-centered solutions.

The Balance Between Structure and Flexibility

The idea of “no managers” doesn’t mean an absence of leadership—it requires a reimagining of what leadership looks like. Leaders become facilitators, connectors, and visionaries rather than enforcers of top-down decisions. In higher education, this could mean department chairs or deans focusing on removing obstacles for their teams, creating opportunities for professional growth, and fostering collaboration rather than solely enforcing policies.

This approach aligns with trends in shared governance, where faculty and staff play an active role in decision-making. By emphasizing team-based leadership and collaborative decision-making, institutions can ensure that the voices of those closest to the work are heard and acted upon.

Challenges to Consider

Adopting a less hierarchical structure is not without challenges. Higher education is deeply rooted in tradition, and change can be met with resistance. Additionally, not all employees may thrive in an environment with less direct supervision. Strong onboarding, clear expectations, and continuous professional development are essential to prepare staff for more autonomous roles. Institutions must consider equity in distributed leadership. Who gets the opportunity to lead without a title? How are decisions made collectively, and how are diverse voices included in the process?

Rethinking Leadership for the Future

Higher education leaders have a unique opportunity to embrace a more flexible, team-oriented approach to leadership. This doesn’t mean eliminating managers entirely but rather redefining their roles to focus on enabling success rather than controlling processes.

As the landscape of higher education becomes increasingly complex, agility and innovation will be key. By empowering teams, fostering collaboration, and redefining leadership, institutions can create a culture that not only serves today’s needs but also prepares for tomorrow’s challenges.

It may be time time to ask: What could our institutions achieve if we moved beyond management to leadership that inspires, empowers, and transforms?