Change is inevitable in higher education, presenting both challenges and opportunities. Leading effectively through change requires courage, innovation, and compassion. Leaders in higher education must not only navigate these transformations but embrace them as opportunities for growth, innovation, and meaningful progress.

The Changing Landscape of Higher Education

Moore’s Law, the 1965 prediction that computing power would double every two years, shaped technological progress for generations (Intel, 2023). But in 2022, this foundational rule crumbled, marking a pivotal shift in how technology advances. Change isn't just accelerating—it's exploding. We're watching centuries of technological evolution compressed into months, as artificial intelligence leaps from science fiction to reality, transforming how we live and learn.

These changes have profound implications for higher education. Students entering today's workforce face an unpredictable landscape in which the skills and knowledge once considered essential rapidly evolve. Hybrid classrooms, online learning, and AI-driven personalization reshape the student experience.

This transformation requires higher education institutions to shift from traditional, stability-focused models to more agile, innovative approaches. Higher education's future depends on its leaders' ability to rethink processes, systems, and strategies to stay relevant in an ever-changing world.

Higher Education Amid Transformation

The changes we see in our world today are profound. From the digital revolution that has reshaped industries to the social movements challenging inequality, from the climate crisis demanding urgent action to the ongoing repercussions of a global pandemic, we are living in a moment of significant transformation. Once built on the foundations of tradition and stability, our institutions are tasked with evolving in real time to meet the demands of a rapidly changing world. Online education, hybrid classrooms, and the rise of artificial intelligence are disrupting traditional learning models. The way we think, work, and lead must evolve just as quickly as the world around us. It's no longer enough to rely on what worked yesterday—we must be willing to embrace new methods, ideas, and ways of thinking if we are to lead effectively in this environment.

What Effective Leadership Looks Like Today

Effective leadership requires agility, innovation, and creativity. Leaders must be able to pivot quickly, experiment with new approaches, and embrace calculated risks. Agility is essential at the leadership level and across the entire organization.

Strategies for Leadership: Agile Leadership

An agile leader adapts to change, makes real-time decisions, and evaluates strategic risks to advance institutional goals. This type of leadership involves experimentation, flexibility, and a willingness to abandon outdated approaches when they no longer serve the mission. Agility requires leaders to embrace uncertainty and empower teams to think creatively and act decisively.

Agile leadership also requires humility and courage. Leaders must recognize when strategies are not working and have the resolve to adjust course. This adaptability is especially critical in higher education, where institutions must evolve rapidly to meet the needs of diverse student populations and prepare them for a dynamic future.

Strategies for Leadership: Leader as a Social Architect

Leadership today goes beyond personal vision. Leaders must act as social architects, fostering a culture of collaboration and innovation. As highlighted in Collective Genius by Hill, Brandeau, Truelove, and Lineback (2014), social architects create the conditions for teams to innovate together. They empower team members to contribute ideas and solve problems collectively rather than relying on the leader as the sole visionary.

In higher education, this means creating an environment where faculty, staff, and administrators feel supported and empowered to think creatively. Social architects build cultures that encourage experimentation, celebrate successes, and view failures as opportunities to learn and grow.

Building Trust: The Foundation of Innovation

Innovation cannot thrive without trust. As Maister, Green, and Galford (2000) outline in The Trusted Advisor, trust is built on credibility, reliability, and intimacy.

• Credibility is about expertise and competence. It is about demonstrating that one has the knowledge, skills, and experience to lead effectively. When people trust an individual's credibility, they believe in the individual’s ability to make informed and sound decisions.
• Reliability is about consistency. It is when an individual does what they say they will do, time and time again. When people trust an individual's reliability, they know they can count on that individual to follow through on their commitments.
• Intimacy is about emotional connection and empathy. It is when an individual shows genuine care for the people they lead. When people trust the individual’s intimacy, they feel safe sharing their thoughts, concerns, and vulnerabilities with their leader because they know their leader has their best interests at heart.

When we, as leaders, cultivate all three components, we build a foundation of trust that empowers us to lead with confidence and courage. This kind of leadership not only drives results but also inspires loyalty, collaboration, and shared purpose.

Building for the Future

Leading through change requires a balance of visionary ambition and pragmatic execution. Leaders must dream big, envisioning their institutions' potential while grounding their strategies in present realities. Collaboration and continuous improvement are essential.

Harnessing Data and AI

Data-driven decision-making and AI literacy are no longer optional in higher education. Data helps institutions identify trends, anticipate student needs, and tailor support strategies. Predictive analytics, for example, can reveal patterns in student engagement or academic performance, enabling proactive interventions.

AI tools, from chatbots to personalized learning platforms, offer opportunities to enhance efficiency and responsiveness. However, ethical considerations—such as data privacy and equity—must guide the use of these technologies. Leaders must ensure that AI complements human connections rather than replacing them.

The Human Element

Despite technological advancements, the human element remains irreplaceable. As AI automates routine tasks, uniquely human qualities like empathy, creativity, and emotional intelligence become even more critical. Leaders must prioritize these traits to create meaningful student experiences and foster a sense of belonging.

Pascal Bornet, cited in Bernard Marr's 2024 article, highlights this synergy: "The more different our capabilities are from the capabilities of AI, the more we can create value with AI, the more we can create synergies" (para. 8). By combining technology's strengths with humanity's irreplaceable qualities, leaders can drive innovation and transformation.

Transform_ED: A Catalyst for Innovation

At Austin Community College District (ACCD), the leaders applied the tenets of agile leadership, such as being social architects, building trust, and harnessing data and AI to launch Transform_ED. Transform_ED is an initiative that is reshaping how ACCD evolves by creating a groundbreaking fusion of research and practice. The initiative combines innovative workshops where faculty and administrators work alongside industry partners to tackle real institutional challenges while conducting actionable research.

One of the key elements of Transform_ED is allocating time for intentional reflection. This reflection time can seem like a luxury, but it is necessary for meaningful growth and innovation. When Transform_ED faculty, staff, and administrators pause to reflect, they create space to reconnect with their core purpose, evaluate challenges, and uncover fresh solutions. Fostering creativity strengthens bonds, building collaborative, resilient teams capable of innovative solutions and lasting impact. Reflection is not just about looking back; it is about making room for creativity to flourish and innovation to emerge.

Giving intentional time to reflect can lead to profound insights and renewed energy. Whether through structured retreats, quiet moments in a busy day, or collaborative discussions, reflection fosters a mindset of curiosity and problem-solving. It allows professionals to break free from routine thinking, enabling new ideas to take shape.

Reflection is not a pause from progress, but rather the foundation of transformation. Make time for reflection, and watch as it sparks the creativity and innovation the work deserves. At ACCD’s Riverbat Summit, the college hosted a forum for Transform_ED members to share their product design ideas. Investing in faculty, staff, and students leads to new product designs and services that foster student success.

Lessons Learned

As leaders at ACCD reflect on how to strengthen innovative initiatives further, they identified that delaying project approvals until late June negatively impacts recruitment and goodwill, especially when faculty are off contract. This misalignment can create frustration, hinder planning, and strain relationships. Early approvals foster trust, provide clarity, and enable effective recruitment strategies during active contract periods. Prioritizing timely decisions demonstrates respect for faculty schedules and ensures smoother operations, enhancing collaboration and project success. Proactive planning avoids these pitfalls, building goodwill and stronger connections with stakeholders while optimizing recruitment outcomes.

Recommendations for Stronger Project Success

To improve project outcomes and foster collaboration, leaders should consider the following strategies:

• Earlier Approvals. Secure project approvals earlier in the academic year to allow adequate planning, recruitment, and preparation time.
• Comprehensive Communication Plans. Develop clear communication strategies that leverage diverse channels—email campaigns, social media, and campus events—to engage stakeholders effectively.
• Alternative Incentives. Explore creative funding methods such as release time, professional development opportunities, or other incentives. Engage team members directly to understand their preferences and ensure alignment.
• Scalable Programs. Scale initiatives strategically, expanding their impact while maintaining sustainability. Regularly assess successes and challenges to refine processes and enhance outcomes.

Transforming Institutions

Leading through change is both a challenge and an opportunity. By embracing agility, fostering trust, leveraging technology, and prioritizing humanity, higher education leaders can transform their institutions and empower students to thrive. The future demands visionary, adaptable, and compassionate leadership—qualities that will shape the next generation of higher education.

References

Hill, L. A., Brandeau, G., Truelove, E., & Lineback, K. (2014). Collective genius: The art and practice of leading innovation. Harvard Business Review Press.

Intel. (2023, September 18). Press kit: Moore’s law. Intel Newsroom. https://www.intel.com/content/www/us/en/newsroom/resources/moores-law.html#gs.kanpxk

Maister, D. H., Green, C. H., & Galford, R. M. (2000). The trusted advisor. Free Press.

Marr, B. (2024, September 23). How you become irreplaceable in the age of AI. Bernard Marr & Co. https://bernardmarr.com/how-you-become-irreplaceable-in-the-age-of-ai

Lead image: ACCD Leaders joyfully navigating through change

Monique Umphrey, D.M., is Provost and Executive Vice Chancellor, Academic and Student Affairs, at Austin Community College in Austin, Texas.

Opinions expressed in Leadership Abstracts are those of the author(s) and do not necessarily reflect those of the League for Innovation in the Community College.