Leading an academic department is not for the faint of heart. Behind the scenes of faculty meetings, student concerns, and budget discussions lies a far more complex and demanding role, one that requires not only subject matter expertise but also emotional intelligence, strategic thinking, and organizational leadership. Yet many academic department chairs step into their positions with minimal preparation, expected to lead effectively based solely on their scholarly achievements. In some cases, individuals are simply “chosen” or even reluctantly pushed into the role, rather than actively seeking it out. As one research review put it, “Most new chairs attempt to cope with the demanding tasks of their jobs…and depend heavily on trial and error.” This approach no longer suffices in today’s rapidly evolving academic landscape.

Developing strong department chair leadership skills is essential for navigating the complex challenges of academic administration. As institutions face unprecedented pressures–from financial constraints to technological disruption–the need for ongoing leadership development has shifted from beneficial to non-negotiable. In this context, “leading from the middle” becomes a balancing act, empowering department chairs to influence change and drive progress both upward to senior administration and downward to faculty and staff.

Consequences of Neglect

Research consistently shows that inadequate leadership leads to organizational dysfunction: poor communication, increased conflict, and declining morale. For academic departments, this can mean faculty disengagement, higher turnover, and missed opportunities for innovation. Critically, students are also affected. Departmental leadership shapes curricula, mentoring, and the broader learning environment. As Lucas (1986) notably highlighted (a point that still rings true today) most departments will permit a ‘honeymoon’ period; however, by the beginning of the second semester, the chair’s personal power will be reduced if they are judged to be ineffective.

What Works in Chair Development

Effective leadership development for department chairs is not a one-off event but a sustained, integrated process that supports chairs throughout their term, and even before they step into the role.

Best-practice programs include:

• Skill-based application in conflict resolution, strategic planning, data-informed decision-making, and inclusive leadership
• Reflection on real departmental scenarios
• Coaching and feedback sessions
• Peer learning communities

For leadership programming to be truly effective, it must go beyond process management and address essential leadership skills. This means equipping chairs to manage up, foster psychologically safe environments for collaborative problem-solving, mentor junior faculty, and prepare future leaders. Ultimately, effective leadership development helps chairs understand that true collaboration begins with a shared vision of where you’re headed – not just agreement on how you work together.

The Return on Investment Is Real

Investing in leadership development pays off. Studies show that departments with well-trained leaders experience higher faculty satisfaction, better student outcomes, and stronger overall performance. Institutions that support their chairs with targeted professional development see improved retention, increased collaboration, and more successful strategic initiatives.

Tools like the Kirkpatrick/Phillips Model offer measurable ways to assess the impact of leadership programs, from initial reactions and knowledge gained to actual behavior change and ROI. When chairs receive the right support, the results are both tangible and lasting.

The Institution’s Role in Making It Happen

Ongoing leadership development must be institutionalized. It cannot be left to the initiative of individual chairs. Universities should embed professional development into the chair lifecycle, from pre-appointment training to regular check-ins, workshops, and mentoring opportunities. Institutions can also leverage on-demand learning platforms that allow chairs to learn flexibly, on their own schedule, while still fulfilling their departmental responsibilities.

Supporting chairs doesn’t just help them; it strengthens the entire academic community. Chairs set the tone for their departments, and when they do it well, they help develop the next generation of leaders to take over when their term ends.

Professional Leadership Development Is No Longer Optional

It bears repeating: being a department chair is one of the most influential and challenging roles in academia. It demands a level of leadership that cannot be developed passively or assumed by title alone. That’s why ongoing leadership development is essential. It’s foundational to success. If we want our departments to thrive, we must invest in the people who lead them – not just once, but continuously.

For current and aspiring department chairs seeking to strengthen their leadership impact, or for deans and provosts aiming to ensure their future chairs are set up for success, targeted programs like the HigherEd+ Academic Leadership digital badge offer practical, research-backed training. Designed to equip current and aspiring chairs with the tools they need to succeed, modules such as Foundations of Being an Effective Department Chair, How to Survive & Thrive as a Department Chair, and Faculty & Staff Management as a Department Chair offer on-demand, department chair-led training tailored to the real challenges chairs face today.

To learn more about the Department Chair program or Academic Leadership digital badge, contact us at support@higheredplus.org for a demo!