The pressure on higher education institutions (HEIs) to improve employee engagement and performance has never been greater. With increasing scrutiny around transparency, accountability and fairness, leadership and management in higher education are under the spotlight — and employees are calling out for higher ups who are visible, supportive and encouraging.
Our recent benchmark data reveals a persistent disconnect between leadership tiers. While line managers are generally seen as supportive and approachable, only 46% of HE employees believe senior leaders actively listen to their concerns. Even fewer — just 40% — think any action will be taken following a staff or faculty survey. These figures underscore a real need for more cohesive, visible and communicative leadership across the board.
Related: Take our quiz to discover your leadership style
So, how are HEIs responding? We’re the leading provider of higher education staff surveys, giving us unparalleled insights into the employee experience in higher education. Thanks to our unique position, and our work with 77+ universities, we were able to have conversations and uncover 10 practical actions that institutions are taking to strengthen leadership and management in higher education and build greater trust across all levels.
Constructive employee feedback remains one of the most valued forms of support. However, many managers in HE have moved into leadership roles based on subject expertise, rather than people management experience. As such, they don’t necessarily have the tools, training or expertise to provide this feedback or to give their employees the insights and support they need — which, of course, poses a real issue.
To address this, several institutions have rolled out dedicated training sessions focused on communication skills, coaching techniques and delivering feedback. These programmes help line managers become more confident in giving clear, balanced input that employees can act on — a key factor in improving motivation and engagement.
Related: Data reveals: The importance of strong leadership in higher education
We all love some face-time with our leadership and management — it helps to reassure us, while making us feel part of a valued team. However, heavy workloads and administrative responsibilities often prevent managers from spending time with their teams. Some universities are actively reviewing line manager responsibilities to make space for regular one-to-one meetings and meaningful interactions.
When managers are less overwhelmed by admin, they are more present — and better able to connect with employees on a human level. This adjustment strengthens both communication and trust.
Another gap often reported by employees is a lack of connection between their immediate work and the university’s broader mission or strategy.
To close this gap, HEIs are giving managers greater access to university-wide updates, key decisions and strategic direction. When line managers can confidently explain to their people the “why” behind institutional decisions, it becomes easier for employees to understand how their work fits into the bigger picture.
Career development is a central pillar of employee engagement — but only if it’s ongoing. Some universities have been really proactive in this area and embedded PDPs into their one-to-one meeting structures, reviewing progress regularly and discussing goals in real time.
This approach encourages shared ownership of development between employees and managers, creating a more supportive and accountable working relationship.
Diversity, Equity and Inclusion (DEI) training isn’t new — but how it’s delivered and to whom can make all the difference.
Several HEIs have introduced targeted DEI programmes specifically for line managers, with a focus on recognising bias, managing diverse teams and applying fair decision-making practices. This training helps ensure employees are treated fairly and consistently, regardless of background or identity.
Many employees still view senior leaders as remote, intimidating or inaccessible. In response, some universities are holding scheduled meetings between senior leaders and staff groups. These meetings are less about top-down messaging and more about hearing directly from employees.
This kind of visible, informal access allows employees to raise concerns, offer suggestions and see leaders as real, engaged people — not just distant decision-makers.
Rather than waiting for feedback to filter upwards, some senior leaders are attending departmental or team meetings to stay connected to the day-to-day realities of staff.
By participating in these discussions, leaders gain unfiltered insight into issues affecting employees, and employees gain confidence that their voices are being heard. It’s a small but meaningful step toward more transparent leadership and management in higher education.
Beyond meetings, some universities are asking senior leaders to physically spend more time in different parts of the institution — not just in executive suites or boardrooms.
Walking the halls, attending staff forums or even hosting informal Q&As can make a significant difference to how leadership is perceived. Visibility helps bridge the perception gap between senior management and employees, which can have a positive impact on engagement and morale.
One clear source of mistrust comes from the perception that employee feedback is collected but not acted upon. To change that, several HEIs are now hosting open sessions after survey periods to share results and discuss actions.
By sharing outcomes — both positive and critical — universities demonstrate that feedback is being taken seriously. This openness not only strengthens accountability but also encourages more honest input in future surveys.
Perhaps the most meaningful shift in recent years has been a move away from one-time interventions toward continuous engagement.
Instead of launching short-term projects or communications campaigns, institutions are focusing on sustained conversations. This means regular check-ins, employee feedback loops and updates that show leadership is committed to making meaningful progress — not just ticking boxes.
Leadership and management in higher education play a direct role in how employees experience their working lives. From communication and workload to fairness and personal development, effective leadership drives many of the factors that influence whether people feel heard, valued and supported.
The ongoing challenge is to narrow the trust gap — particularly between senior leaders and the wider employee base. A strong approach to leadership cannot rely on charisma or strategy alone. It must be supported by honest listening, consistent action and a genuine willingness to improve.
Staff and culture surveys offer a powerful way to support this goal. When used thoughtfully, they provide leaders with evidence of what matters most to their people, as well as a benchmark to track progress.
Interested in how employee surveys can support better leadership and management in higher education? Talk to us today about how our higher education staff surveys can help your institution listen, learn and take meaningful action.
More in the HE actions series:
12 Ways unis are improving wellbeing in higher education
10 ways HEIs are proactively addressing reward and recognition
5 ways HEIs are actively improving their physical work environment
How HEIs are improving communication at work
How HEIs are creating a sense of purpose at work
How universities are tackling equal treatment for staff
7 Steps universities are taking to improve training & development
