A leadership role at a university is very challenging, but also good for your career. However, leadership is not just about job titles or hierarchy. It is mainly about getting to know yourself and developing as a manager, motivator and role model for others. The question is therefore: Do you know the leader in yourself?
Everyone has the potential to be a good leader, but that doesn't mean it comes naturally. It starts with self-insight. As a manager at the university, you work with colleagues, students and other stakeholders. You will encounter a wide range of perspectives, interests and expectations. To be successful, you need to be clear about your strengths and where you can still grow. Ask yourself: What talents do I bring to the table? How do I communicate? How do I deal with conflict or stress? Suppose a colleague is experiencing enormous stress around the deadline for a research project. By listening empathically and indicating that you take her concerns seriously, you build trust and prevent the situation from escalating.
It is also important to remain authentic. Trust is built when you are sincere and know how to convey your values and standards. If you try to be someone you are not, people will quickly recognise this and it can undermine your credibility. So be yourself, but also be willing to learn and grow. Leadership is often a process of trial and error, reflection and adaptation.
There are different ways to lead, depending on your personality and situation. For example, a coaching style encourages autonomy and professional growth, which is well suited to highly educated employees. A democratic style promotes participation, so that your team feels involved in decisions.
For a novice manager, combining these styles can help you discover what works best and tailor your approach to the needs of your team. Another important quality is empathy. As a novice manager at a university, you are not only working with knowledge, but above all with people.
Showing understanding for the feelings and doubts of others and communicating openly helps to create trust and solidarity. For example, when a student is struggling with a research paper, instead of just giving a grade, offer to look at areas for improvement together and show your commitment. People prefer to follow someone they trust and respect.
Finally, it is essential to have a vision. Where do you want to go with your team or your faculty? A clear mission provides direction and motivates others. But your vision must also be flexible, especially within the dynamics of the academic world. Don't be deterred by uncertainties; leadership is often a matter of daring and perseverance.
Do you know the leader within yourself? The answer is sometimes closer than you think. Discover your own strength and keep challenging yourself. Only then can you truly lead and make a positive impact within your field and your team.
